All those in favor say aye. Aye. All right. Sorry, who seconded it? I got a second. Bill. Bill. Okay. You can sit up here. Come on. Is that the better? All right. All right. Approved a little bit over the previous month's minutes because everybody got a copy. I assume does anybody have corrections or additions to the minutes? If nobody has any changes to the minutes, let's have a motion to approve them. I'm pushing here for... Marlene, Moog, and she in a second. Any discussion? All in favor say aye. Aye. Any opposed? All can carry it now. Public. Is there any public here to be heard? All right. In the interest of our guests, we'll stick to the old business right now and we'll go to the senior transportation needs. I wonder if you folks would introduce yourselves again and tell us about your office and so forth. Absolutely. So my name is Bill Greenwald. I'm a transportation planning manager within the city. So I do the long-term, long-range planning for the city. We also work a lot with transit. So I'm joined by Angel Vaughn, who's a maniac. And she works with Boulder County and she'll introduce herself as well. And I think really most of the comments and questions that you had really related to what Angel is doing currently in her programming. So she's got a lot of great information for you. I'm going to present real quickly up front. And sorry, Councilor Martin, but you'll get to see this a couple of times. But we'll talk a little bit about micro-trans and what that is and what that means for the senior population and the whole population for the city. So it's not all again just one population. It's really about serving the entire city. So with that, I'm going to go through a quick presentation. If you guys have any questions, let me know. We can stop anytime. But I really want to turn it over to Angel to get her to introduce herself to you as far as Boulder County after this is done. And we'll really talk about the other needs you have as a bug up on the body service. So you always ask what is micro-trans. It's a great question because it's kind of a silly term almost.  It is, actually. It's a system of four to six vans. They can hold six passengers each. You can use an app on your telephone, on your smartphone, or you can call and get the service. And the idea is that within about 30 minutes from making a request for your ride, this Uber Lyft type system, but it's more coordinated and more unified than that, will actually be able to come and pick you up near your location, where you're trying to get the transit service, like with a walk of your location, and then take you within 30 minutes to get you to your destination. So I'm pretty excited about that idea. Now, this has been tried in many different cities around the United States. And actually, Rowntree is an example. I'll talk about that later too. But it has been, it is something, it's not just us trying something brand new that hasn't been tried. It is something that's out there. So it's not door to door. It can be, but it typically is not. It's like an intersection to door. We're an intersection to near location. Yeah. So there is some walk involved if necessary. But these stands do also accommodate immediate services. So they are immediately accessible. Okay. So how far would they have to walk? Absolutely. Well, that's a great question. I mean, I think it's based on your mobility and what you can do. But what they're trying to do is get people to kind of get grouped in one location so they can do a group pickup or pick up people in generally the same location. So you don't have an empty or one person in the van only. You have a number of people using that service. So it is more like transit. And that's the transit piece of this, but it's not just individual. It's trying to group rides. And you may have to stop along the road to pick other people up. So it's not just you going from where you get picked up, directly to where you're going. It could be you get picked up, pick up some other folks, and then you drop off some other folks. But within 30 minutes, you should be able to get to your destination. So a little bit of sharing that has to happen here. Couldn't we get a copy of your presentation? Absolutely. Yes. Good. So why microchance it? Why microchance it? Sorry, these slides didn't come to the cost as well. On this tour guide, then on the computer slide. But it really is a dynamic system. It really can adapt to different conditions. So there's a lot of different things that it can do. It can, you know, based on demand, taking ad shuttles, taking the moose shuttles, if the demand is low, they can move them to other places. We can share with other cities or other towns. So it's dynamic. We've been trying to figure out how to, like, share some of these resources so that we're not taking on the entire lift of this system. It's very similar to our bus shelter program. We contract out to a vendor, a private party vendor, and they basically take care of the system. We pay them to do that. It's all what they call turnkey. So the vendor does all the work. We sit back and we administer that work and we make sure that they get paid. If there's any complaints, we certainly take those and pass them on to the vendor. But it's really the city kind of stepping back and administering the program, having that kind of control. More control than RTD has from their central location, I think, in Denver, if that's my opinion. And so we would have more control but we would be putting it over to a third party vendor. So we control that level and location and services. Obviously we have to pay people. So we pay for that level of service, but we can see kind of how it goes and if it's going well, we can talk about an increase in the services and how we can get better service to folks or if it's too much coverage and a little too much supply and not enough demand then we can reduce it to an additional cost. Again, there's these existing microchins and levels of service cities. It's very similar to Long Island. We have major universities that are smaller in size, less than 500,000 people, typically around 100,000 to 200,000 people. And so we've seen that this has been very successful. So what are we doing right now? This may be a question that you're going to answer, but what do these vehicles look like? What do they say on them? Well, they can say whatever we like. We can build it however. Oh, this does not exist. Not Long Island. That's what I needed to know. Well, it does exist in Long Island. I'll just explain how it exists in Long Island. What we do is we have these current transit services and our TV does a lot of the service, again, based downtown Denver. We pay them sales tax. We also buy up local service. They provide the fixed routes that are the locals and the regionals. The locals are currently free. Access to ride is something they have to provide in tandem with the, in coordination with the fixed ride because it's a requirement that they provide accessible service within a certain distance. And that just becomes the whole city at this point. So they provide that access to ride, but you have to qualify for that service. And I think a lot of people know that that it's kind of a tough one to have to qualify for because you do have to go down to. I think it was used to be wheat ridge. I think it still is. I think it's like Littleton. There's a Littleton now. I don't know. It's pretty much three quarters of a mile from all of our TV services. So where do you have to qualify? Oh, now you have to go to Denver. I can talk a little bit about that. We'll talk more about that. That's kind of contradictory, isn't it?    They'll drop you off, but you have to go down to that office. She talked to people when you get called. I can talk about that a little bit more. Also, RTD provides flex ride service, which is very similar to this, what we're talking about. They provide like one to two vehicles, typically in long run. I'd say two. They also say they only provide one vehicle at the end of the day. So that's a one or two vehicles trying to make all these trips. So they don't have that responsiveness that we're looking for. What's the difference between flex ride and accessory? Let's try this over with anybody. I could go out there right now and I could call or get on my phone and hail a flex ride service, but you would always say you've got like four hours for that service, but I could get service. And accessory is something where I'd have to qualify for it. I'd probably have to set up that ride in the whole time. Any of that answers. Is a senior center involved in this? I mean, do you have staff coordinating in any of this? Or is this directly between? We're consumer, isn't it? Well, we work with the senior center as part of the city. You know, as a city team. So we would work with Lonnie and others to figure out how to make this best work. So as we're talking through the micro transit system, we can do this. But we try to provide the resources that are out there today. And Angel does a great job too of getting those resources to the senior center and to the youth centers. Yeah. And the schools. I was just wondering if there's a vocal point in the senior center. But we don't want to pass it down. We get out the information. Okay. But it could be used as a place where people could catch the ride. Absolutely. So it could be a site. There's also a destination. So a great destination for a number of folks trying to get there. Then there's Via, which we provide a yearly payment to. They do care transit only service. They only provide service for older adults and people with disabilities. So that's Angel talking about that as well. And then we also have Transport, which is a service from Fort Collins. We give them a yearly payment as well. They provide a portion of their services that they provide to Longmont. They provide that regional flex bus. And it goes basically, we can only catch it from Longmont to Fort Collins and that, but it also provides service to older and with them being free, I think some people are taking advantage of that service without what they're not supposed to. But the vault is really supposed to provide that service. And that's over here in the regionals. So those are kind of those things. And then what we're trying to do with microtransit is really consolidate what's happening with the flex ride and really basically beef it up. Make it better. And we've talked to RTD and we're working with a program right now. We'll talk more about this, too, that we're working in partnership to get some dollars from RTD and saying, yeah, who takes some of this stuff whole for you? We can both benefit by you saving money and giving us still some of the money that you would have spent on a program and put it into our microtransit service. So we're trying to do that and really go from calling rides with one or two vehicles to a broader calling ride with more than four to six vehicles. So, Phil, you and I have been in discussions with someone who are pretty profoundly disabled over adults who had been using VEA because that's what Medicare and Medicaid paid for. And was being turned away or being kept on the phone for an hour or things like that. And she switched over FlexRide and has had no problems since. Now, if she would see what the accessibility like, I don't know. I don't know because I don't see how she would ever have gotten down to Denver to sign up for accessibility. So I think she, and she insists she was using VEA. Okay. So I think it was from VEA because she certainly qualifies for that as well. But I still am interested in knowing what effective service levels we're getting out of those. And if, and specifically on this, on the microtransit plan, whether there will be some sort of qualification where people who are disabled enough don't have to make it to a block away can be picked up at their door. Yeah. That's something we can work into our contract with the microtransit company. So the people using these services have to call each of the individual services to get things scheduled and to find out more information. I mean, what makes it easy for somebody that has some kind of cognitive issues to use these services? Right. I mean, what we're trying to do is work with a third party provider that would allow for people what's just the issues that you're talking about to be able to access the system. So we don't want it to just be a phone app or call on a phone, but we need it to be broader and we need to make sure it's also helpful. That doesn't exist right now? Is that what you're saying? Well, I think it does to some extent, but probably not to the level. And maybe things will can talk more about that as well. But what we're really trying to do is work with the microtransit to be more flexible, more accessible so that anybody can use it. So, Phil, I think you didn't maybe make the context clear. This slide is what we have now, which is a collection of services that do overlap in terms of who they service and what the difference... I'm... Transport doesn't overlap with anything. Right. You wouldn't call them but you would call our Accessoride, FluxRide, and the... Each one of those you'd have to call kind of separately because they're all separate systems. And nobody has to call the fixed routes or transport pages on a scheduled basis. Fix routes. So, you may have said this and I missed it. This thing that you're proposing is strictly long line. So if I wanted to go somewhere other than long line, it would not apply. It would take you to a service that would get you on a system that would get you on a long line. Okay. It's confusing. It's very confusing. I can imagine how confusing it is for the consumer. It's not available now. The new microtransmitter is not available yet. This is what we have. This is what we have. My son uses it. Okay. So what's the next thing you're going to do? So, I'll just tell you that we've applied for this partnership program. I talked a little bit about it. It's for new and expanded services. $600,000 is the max we can ask for and this is the first year of the program. So, we're trying to work with our TV team to really get this thing off the ground for long line. So, I have a question. Because I remember seeing this when you presented to the council. The $600,000 is totaled for the entire thing. I mean, we wouldn't get that because other places could apply for that as well. Is that correct? It's two million for the entire district. Okay. The RTD, the Regional Transportation District, which is about seven times. So, $600,000 is what we're counting. Yes. Yeah. We are competing with some other folks in Boulder County. Sorry, I missed that. $600,000 for the whole project of which we are apart. We do. Well, Boulder County will get up to $600,000. That's the most we can get. Awesome. But how many people are applying? A number of folks are applying. We're in competition with a few folks. But we've talked about we're all good. The staff all kind of gets along. So, we've been working it out to figure out where we can move the shelves, and get the biggest thing. Right now, I'll be honest with you, Longmont's proposal is scoring one of the highest in the region. Great. They really like the dollars that we're bringing to, the matching dollars that we're bringing to. Hopefully, we'll keep those in the budget and we'll see what happens about noon today. So, those are the things we're going on right now. I just want to let you know, too, this is going to be hard to read, but RTD is changing their fare structure for next year, which is wonderful news because we've been really working to provide the ride-free bus system in Longmont. Ride-free Longmont for the locals. And we paid for that, right? It's not free, really. It's free to the consumer, but it costs us something. What we do is we buy up that service and it's provided free to the public. But if we can eliminate some of that, and really the reason why we did that with Boulder County's in partnership with Boulder County was to prove to RTD that fares were impediment to ridership in Longmont. And we proved it a couple of times over. So, we feel good about that. But just to let you know that the fares aren't changing. So, the current fare is at $3 for a local. That goes to $150 if you can apply, or if you can get the discount fare, which anybody over 65 can do. There's also a low income fare that's also available and then there's some other discounts. Or we used to get the discount fare, but basically $3 and then half of that for the discount. $5.25 to get to the regional, like if you were to go to Boulder. Everything's a regional out of town. So, every bus out of town is a regional except for the flex bus that's going to Florida College. That's not RTD. But buses to Denver, buses to Boulder would count as that $5.25 or $2.60 if you get the discount. And then $10.50 or $5.25 to get to the airport. So, under RTD's proposal, it's going to do this next four. The youth under 19 would be free for $23 and $24. So, we're going to try that out and see how that works. That will start with the school years. That's great. And then late August. We'll start seeing those speed fairs. The local bus is already free. So, I'm not sure. We're trying to figure out how this is going to affect students maybe coming from outside from Boulder or Denver. But that would be kind of a push, I think. The rejection of fairs also for anybody else riding would be $2.75 for a typical local bus. But that also counts for regionals now. So, under the new system, it would be locals. And regionals would all be one price. In Denver? Yes. Yeah. So, and then $5.50 would get you an all-day pass. $10 to get you to the airport. You could get an $88 per month pass. And that would cover all of the services, including the airport service. So, if anybody bought that $80 pass, you could get anywhere in the RTD system for that price per month. Well, income, 65 people, 65 and over people with disabilities would be $1.35 for that same trip anywhere in the system. Or $2.75 for an all-day pass. And then $27 a month for the future of it. So, pretty darn good. Yeah. So, RTD has really come to the table, really seen or really listened to folks about this because we talked about the accessibility to just all the different pieces of the system. On top of that, there was all different fare structures to the system. So, a lot of people would just pay what they thought was the right fare, but they probably couldn't save at least half of that, very typically. People getting on the bus didn't know that they'd call a bike for a lot of discounts. And they didn't know where they were going either.  That's all going away. So, that'll be nice. And then Accessorize is $450,000, or $225,000. $225,000 only applies to low-income, $450,000 for everybody else. So, that's the only discount that applies for Accessorize. And Accessorize is a set, I'm sorry, is a set. It's like a taxi. It comes to your door. Yes. Door through door service is that one. They actually help you. Oh, no. It's door to door. Okay. This is not really pertinent to this, but RTD are going to be in the last long, long time. We are working with them to try to get that back. We've heard rumors that, yes, it's coming back maybe in January. So. Thank you. And on their website, can I see all these options? Yes. What I'll do is I'll show you this fear structure right now. You kind of have to find what the new, there's a new fair kind of link that takes you to all the things that have been discussed and what's coming in, but they, they don't want to put that up front yet because it's not active. So someone wanted to go to Denver from Longmont. You could go online at RTD and they give you the options. They'll tell you how you can do it. You can also just type in where you're going from the to and they'll provide the plus options to go from the point of view or call if you don't have a computer. Right. What's the goal here? Is the goal to have transportation available to anybody that needs it, including senior, low income, disabled, that sort of thing. That's it. It's about Longmont taking control of the services that are local to us. We know about the local system. And we turned it over to Denver to run the buses. And what we keep on hearing is buses don't go where I want to go, where I want to go, and as often as I want to go. So to eliminate some of that pressure, we're looking at this micro transit to help solve. So all this together, should anybody that needs a ride should be able to get it easily? Within Longmont. Within Longmont. And then that should be able to take you to, where all of your rides could be, I want to go to Wraith and Kaufman, soon to be first in Maine when you're 20, 25, 26, and that facility opens. And that's going to be the centralized hub where all the buses, regional buses will interact with the local buses. And right now that happens here. And what's the time Longmont is? For the micro transit? Yes. I mean the whole package. Well, the whole package is Work and progress. We're talking about all the things that are connected here. And it's a great point that there's a there's a bigger package to this whole thing. But micro transit, we really want to see it off the ground early next year. Early next year. As soon as we hear back from RTD, once we hear about our budget and the council hopefully sees what's in the budget and can approve those dollars to move forward, then we can start a contract. I understand it's a work and progress. It's like my next summer. There are so many things that are happening with transit right now. But it's just amazing. And so the next three years are going to be very intense as far as what happens in the city to facilitate transit. Arlene just made a comment that our resource people should hear this presentation. Yeah. So I'm going to see where they're at, what conversion they have, and see what we need to take that forward. And just to wrap up, I just wanted to make sure you heard from each one. He's got so much more information. So the council did direct staff to proceed to microtransit the long line at their June council meeting. It was really to go after this partnership, these partnership dollars. And they said, hey, go for the max. Go for the 600,000. That's what we need to do and show that we're all in to this program. So we really appreciate it. That council approves that we apply for that partnership program, which we did. We're currently in the queue. I told you that it's already, it has risen to the top out of all the programs all of Metro Denver, Longmont's what number two or three, I think on that list. And then we do want to bring back that idea that right through Longmont, it might be past its prime with the whole idea that we're changing fares in January. So I should say RTBs changing fares in January. So as those fares change, we think that they're more equitable for Longmont. There used to be one price for the whole system. So you could write from basically Lakewood to Aurora for the same price you could write from our park right here to the rec center. So for us, it was like, hey, give us a discount. And they always give Longmont kind of a discount before. And then they said, well, we want to make it easier for everybody. So we're going to make everybody the same. And that's what killed our ridership at that time. So we said, hey, to pull this back out of kind of the spiral downward that we had, we need to buy these things. So we're going to take another look at that. We're going to ask Delta to take another look at it. We've had some issues quite frankly.  There's a way to figure out the bus system to make it. We say you can't ride all the way to the end. If you ride all the way to the end, the bus driver is supposed to kind of kick you out. And then you're supposed to have a destination on the fixed route buses. But sometimes people have figured out how to cross over and get onto buses and basically take the bus all day long. And it's certainly a need that we need to consider, but I don't think the buses are the appropriate tool to accommodate those. So, and I'm really going to try to say that to council as well and ask them if that's true. Well, I was going to say, isn't that one of the rationale for the free August Ferris? Is to let people get out of the heat by riding the bus? Well, the rationale for that was really to reduce pollution. Because this is our highest ozone season. It is July and August. So the idea is come take the bus for free. See how well it works during these high ozone times.  That was the fear. I love this fear. So we do have a downtown shuttle opportunity where we've been looking at ways to kind of get this microtransit to provide a shuttle in downtown. We think we can do this actually before the microtransit starts to take off. So LVD is in the survey of their businesses. We have some incentives to employ to use and determine routes and stops. And this should help us kind of the construction of the new hotel and Kauffman, which is coming next year. And so get ready for the fun construction co-zones downtown all year round. Are you talking about that team team? Yeah. That's going to take some parking. Kauffman's going to take some parking. Oh, you said 10. Oh, I'm sorry. Yeah. So the hotel on Kimberg and 3rd, Kauffman Street, different blocks and different times of the year going to shut down until we build. And so I can talk to you more about that at a later meeting. But thank you for your time. And I'll let Angel speak a little bit about what Boulder County is doing to provide sort of something. Thank you. Yeah. I'll stick around a little bit. Absolutely. Thanks, Phil. Good job, Phil. So I'm going to pass my cards around. I did not create a presentation, but we work really closely with the city of Longmont Transportation staff. I'm the Mobility for All program manager and Mobility for All is a branch program between transportation planning and the human services. So we do a lot of different things, but primarily we focus on transportation access for people with all ages and abilities. So a lot of the questions that you all were asking were definitely keeping my interest. So our foundational document is the Mobility and Access for All Ages and Abilities Plan. So that's kind of where we get our direction. That was adopted last year by the Boulder County commissioners. And that really provides us our policy document to know what funding to seek and what programs to invest in. So we do a bunch of different things, but one is we foster collaboration between the human services and transportation. So our primary mechanism for this is the Mobility and Access Coalition. So we host that monthly. It's a form for nonprofits, for senior centers, it's for transportation planners, the providers to come together. We listen to different presentations, but really we're looking at transportation from a human-symptor funds. So for older adults, people with disabilities, youth, low-income households, and we really try to find out what the needs are. From that particular coalition, we've had a couple of projects that we've invested time in. One would be the write-free Lafayette system, which was in Lafayette, obviously, but it basically was a demand-responsive system similar to what Phil's proposing here in Longmont, but also one with the Accessorite. So we've been working with RTD for quite a while to try to get certification to be easier, of course. Not necessarily easier to certify, but the process to be a little bit more transparent. So about two years ago, RTD put in their next call for projects the option of having multiple site locations for certification. And so right now we're exploring an option with the Center for People with Disabilities to see if we can bring RTD's Accessorite certification to Boulder County. We're looking at the Center for People with Disabilities location in Boulder, but if we can do proof of concept to say that it works, then perhaps we can explore other locations. And just, you were right, for Accessorite it is a barrier. A lot of times it's a perceived barrier. People don't want to go to Denver to get certified. It used to be Lakewood that they had to go to, but RTD does pay for people to go, they have a vehicle, they set up the appointment, they get a free trip to go to the certification center. And if you have a respirator and you get your battery from anything, you can't do it from here because your battery runs out. Yeah, and so we are working on that there's certain regulations around, so Accessorite is a civil rights service, so it's regulated at the federal level with the Federal Transit Administration and there are certain things that we have to do, and that's that three quarters of a mile buffer around fixed route. But we do have a transportation options 101 presentation that we've given to different nonprofits, which I think Ronnie maybe we could schedule with staff here, and we don't just focus on the transit options, but we really do get into depth like how to access all of them. One thing that we do also focus on with the ability for is education and outreach. So we actually work with the senior center and the catalog. We weren't able to get any in the fall catalog because I think you all have some turnover of whoever's putting together the catalog. But we recently did a travel training, which is basically teaching people how to ride the bus. We did a Ben & Jerry's travel training a bilingual group left here through the senior center and went to Boulder on the bolt and they got ice cream as part of it, so it was kind of a fun trip that we did earlier this summer. But we've also done the mobility options 101 training here at the senior center, how to use Uber, how to use Lyft, and a lot of those we have volunteers who help us connect with older adults in the community and a lot of our volunteers are older adults themselves or have people with disabilities themselves. So we really do work with the senior center and then also the city of Boulder our city of Longmont, all of the cities across Boulder County to try to make sure that people have access to services and education. As Phil was talking about the sub-regional service council for RTD, we are going to be deciding tomorrow like what projects get funded. So I represent the mobility and access coalition on that sub-regional council. So I'm supposed to be voicing the opinion of people who are underserved, so older adults with disabilities along from households. And so I will be on that selection committee for the entire region and we'll know probably by the end of the week once they're going to announce it that which projects get selected. As Phil was talking about, we are really collaborative in Boulder County, I think more so than other sub-regional areas. So we do like keep each other in the loop on a lot of these things. I don't know if you have any as far as rightfully Longmont goes like going away, we probably should talk about. Well, I believe it's continually a discussion that's not going to just happen. Yeah. Can I see how the microtransit takes hold and if it's successful. Yeah. We don't want to just, the council is pretty clear that you don't want to get rid of it, but we do want to talk about it because it's a little causeless. Yeah. Which is great. Yeah, and we definitely, so mobility for all, we oversee some transportation supports for Boulder County Housing Authority as well. So there's the spoke on Hoffman and we provide some transportation programming there like earn-a-bike workshops and then also in people pass program for anybody who lives in a Boulder County Housing Authority site can get a free eco pass. So there's lots of changes because we don't know how much our eco pass contract is going to be next year either because of the changing fares. But on the whole, they'll presented the fares. It's great news, $27 for a month for an older adult somebody with disability or low income is just a huge win. And mobility for all, we do try to incentivize people to sign up for the low income pass program. Another big win is for people with disabilities being able to get the low income pass on accessory because that was not the case if you have one discount then that's all you got under the current care structure, but in the future that discount on accessory is going to be huge for people with disabilities. But this is kind of an overview I don't know what questions you all have. I know that you were talking about various things with I think I address the questions that came up when you all were talking. Can I ask a question? So in the past there also used to be a special discount card is that still a thing? It is a thing. So the special discount card that is for people who could qualify for the disability discount or the older adult discount if you had another state ID that showed that you were over 65 you wouldn't need it right, but if it was kind of ambiguous if you were over 65 or not and you didn't have a state ID then you were encouraged to go to apply for a special discount card online and that can be challenging. They used to have someone come here years and years ago so I didn't know if that was part of what you were talking about with accessorite and a discount card They're separate, but mobility for all we do have people who help people one-on-one and we could help somebody submit it online I think RTD they moved online for most of their applications with the special discount cards which we know is a barrier for people but we can help people I don't know if this has access to the internet but you can search maybe Boulder County mobility options online but we do have a webpage we're updating it right now but it does have a list of all the mobility options in Boulder County because it is a lot to navigate. We also have a button on that page where you can do a one-on-one meeting with a mobility specialist we try to do those virtually maybe through Zoom or on a phone call first and then if somebody needs a little bit more assistance then we can meet them in the community potentially but it really does have we are what's called a mobility management type of a program which means it's human centered customer centered and it's really trying to find the best option for whoever I'm not sure that one is this one is the mobility and access for all ages and abilities plan you want to go scroll down a little bit I'm like doing it backwards so this is we're cleaning this up a little bit so it's a little bit less text but down here we have mobility options by type but we have it down here by city so you can click on Longmont and it's an accordion that talks about supports that we have for each of these modes of transportation and which options are available currently and then we also have like some more expensive routes but you can click on each of these and it opens up the information up here so it opens up to that mode of transportation that you just clicked on so it is a little bit overwhelming for some people but if you click right here book an appointment with mobility for all mobility specialists we can set up a time to 30 minute time to meet with people and help make sure that it's an individualized approach we do have an individual mobility plan that we can help somebody develop and then also we partner with community centers and senior centers to do training great I don't know whether this is an appropriate question but I have my RTA column and it is always on well I have to re re-apply with the new fares or do they want to match it to the special discount card you should be fine you'll just get a better price they are pushing towards using the MyRide app which is the phone based app and that's one of the reasons why we developed a workshop series on how to use apps because a lot of the transit agencies are pushing towards that app base so what's good about the new system and then we can also do a workshop or talk to you all about how to set up MyRide you have a card that you can get linked to an app but what's great about it is that you fare capital now so their system is like if you pay that $1.50 to the new fares in January once they tap it if you're an older adult once you hit that $27 you wouldn't have to pay anything after that so it's good because especially for low income books a lot of the barrier is it's hard to have that money up front to be able to pay for a monthly pass where you get a cheaper discount but that fare capping hopefully will be really good for everybody but it will just cap to when you reach that monthly pass maybe covered this already of course this is really great stuff I wasn't aware of most of the people around this table are probably pretty computer-driven is that right? there's a lot of people who aren't and you get over 80 and there's a lot of people who tend to take computer and throw it across the room because it couldn't function so is there an alternative? there is, I mean it's not necessarily an alternative but we have a technology ambassador program so basically we have a group of volunteers who are themselves older adults or people with disabilities and then we have five workshops that talk about how to use different apps the apps that we do trainings on are the transit app which if you're using transit that's a pretty user-friendly version there's also the rtmobile ticketing app that we focus on which is the MyRay so if you want to purchase a bus pass there's Uber, there's Lyft, and then there's Google Maps so we teach people how to access those five and we can provide one-on-one support we host workshops on how to access those apps people have smart phones but we have to acknowledge that a lot of people won't have a smart phone or that they can't use it so that's why we will hopefully be able to refer them to somebody who can have a phone like they can potential on the phone obviously that needs to be an easy process yeah it is what we found, because we've done a couple of pilots, we did a Lyft pilot at one of the housing authority sites in Lafayette where we were giving anybody who was at the housing authority site $50 a month to use on Lyft and there's a lot of resistance at first but we changed six different ambassadors who were volunteers who got compensated with a few extra credits to use Lyft and once people try it once or twice even pretty limited tech savvy people can learn how to use it because it's pretty intuitive they just open up the app and say I want to go to this address and then click the button we found that the financial payment was the biggest barrier not necessarily the technology but really it's getting people over that first hump to like start and like try something and get out of their bubble because that's just really hard and intimidating but yeah so we do help teach people who have smartphones how to use other mobile options or how to access information questions so I have a question about demands and did you say that there are four to six passenger vans for the that's the plan so tell me where the people access the ability to get on and off the van and also where the wheelchair is going to go if we do disability each of the vans should be inaccessible is it back or side we don't know because we don't know who the contract will be with so how do we imagine side that's really typical for these kind of smaller vans but we don't know yet so if I'm accessing it and I'm getting on I'm assuming I'm getting on the side so am I getting on a van where I've actually got written to walk between the seats or the front of the van to the seats or is it so pushed together that you have a real hard time getting in yeah we don't know so you don't have any ability to so we can program that into the contract terms if you have a preference we want to talk to people as we move through this and find out what people want so those are great things to put together as far as putting together maybe a small task of course if we know we're going to get the money let's put together a task first and start talking about what needs to be done I would say that there's a lot of transportation regulations of what needs accessibility standards and it has a lot to do with the spacing of the seats and when you're using public dollars you have to meet those accessibility standards if it's like a senior facility that's buying it with their own money space out seats with room for wheelchair to maneuver but for using any public dollars you have to be able to have room for the wheelchair to be able to pull into the spot and be secured by the driver and there are certain standards with driver training and what the level of assistance that they have to provide and I know that we talked a little bit about door-to-door door-to-door generally speaking they go up above and beyond the ADA the American Disability Act as far as going through the door they'll help people carry their groceries in they go door through door to help people put their coats on that's not required by the ADA the ADA it requires your base level to be curve to curve and if you have a disability that prohibits you to get to the door then you do a modification for a disability to go door-to-door but the base level is going to be curve to curve for any transit service and so for something like this if there is a drop-off point kind of like a modified fixed route where you have like a drop-off point that's on the corner you would write into your contract that they would have to take into consideration disabilities and they would go curve to curve for somebody with a disability or something like that so you would just do one step like if it's for the general public you're expecting people to walk from the intersection to their curve then for people with disabilities you would have that vehicle go to their curve so it's just one step above if it's a curve to curve for everybody then for people with disabilities you have to go to the door so it's just it's regulated a lot more closely than it was I think so currently right now we work with via and provide shopping vans for the people at the housing authorities and the thing with the van it's actually a bus the steps are not right which I really think that they're not legal because they're probably at least about this tall which is really hard for the people to get in and then the minute you get up to the top it immediately turns and there's another step so I mean how do you deal with that because it's got to be yeah I'm not sure which bus it is if it's a body on chassis or if it's or whatever but alternative is probably using the lift so if somebody can't get up and make that turn then the driver is supposed to allow people even if they don't have a wheelchair to use the lift to get up to the level and do a straight boarding and they do that but the majority of them can do that it's just that it's extremely awkward that it works I ride that thing every time I go out shopping with them so it's just those are the kind of things that after the fact you can't do anything and I think that it also has to do with CDL licensing and what level of vehicle because those vehicles that you're talking about they're on a regular truck chassis and they just put the bus on top of it so really that base is a truck CDL license anything bigger than that truck you have to have that CDL license so that's probably you can research this offline I know that I think we're out of time probably yeah thank you so much actually you didn't do well I'd be glad to come back and talk I have the transporation I was going to ask both of you if you'd consider coming back at a later time because I'm sure we're going to have some more questions yeah we're out of dates we're going to find out if we definitely and then also I know you're on our distribution list with mobility and access, coalition but just all of you are open you're welcome to join that discussion it's open to the public, it's the second Monday of the month at 2pm it's 2 degree 30 and that's where we do a lot of these discussions around what priorities as a region we want to have thank you so much I appreciate your invitation and they asked for the presentation let me print it as a PDF so it looks a little better I know what you're going to get so I'll print that out for you I'll distribute it to everybody thank you thank you so much alright you must be from the city are you okay? how'd you come up? come on over here nice to meet you nice to meet you all thank you you're Robson and you're from I'm so happy to be here hi my name is Becky Doyle and this is our director strategic integration so, you know sounds very So what we do is we help all the services across the city incorporate some of our overarching goals. So using data, using GIS systems to make maps, incorporating sustainability concepts into their work. So a lot of those things are overarching, but sometimes we need a little help to figure out how to bring those into our operations. So that's what we do. So I'm here because we've been working with Ronnie on a survey and I think we need some help from you. So Ronnie, do you want to say anything about that or should I? Yeah, no. Well, what about the leader then? Yeah, thank you. So well, I'll take a few steps back. So the data we've been collecting since I've been here, worked with advisory board to identify many things, right? Our building needs, the rate in which we're programming, the community growth, a lot of these things. And so we've collected a lot of good data since I've been here and it just keeps evolving. We keep defining some things and I'm like, okay, well, let's start unpacking that. We get an answer to that. Let's look deeper and unpack that. And so what we're at right now is just taking a look at who we're serving for our programs, right? So the age groups. We did three different age groups, 55 to 65, right? 65 to 65. 66 to 76. And then 86, right? I can't count today. So yeah, so we just grouped them together just to see who is registering for our programs. And I meant to bring that data and I did not bring it here today. So you can present this at our next board meeting. And I can even send them out before then just so you have it. And the rate, the groups that we're really serving is that 66 and older group, right? So we're starting to look just, I mean, huge difference. I'm talking about, I think annually it was like that 66 to 76 group was like 13,000 over 13,000 people registering for our programs. And then looking at the 55 to 65, it was like, maybe like 1,300, something very, very small. So we were just kind of wanting to explore that and start unpacking that as to, well, let's, you know, wondering why we're only getting such a minimal enrollment in our programs from this age group. And so that's our idea, right? That's a quick response. And so what we really want to do is start unpacking that. Is it, is that one reason, is another layer they're not ready to commit to being in an older group, right? Is it that the programs offered are not meeting their interests or their needs. So we just, again, just want to start unpacking that as to the why is. And so with that, we're going to look back in our team is to start generating a list of questions to unpack the why. And administer the community survey, not just a senior center survey, but most of the community as a whole. So last time we did our customer service survey was just directed to our, to our senior center, which we received. I can't remember what to guess, but a lot of, a lot of, I think it was over, I don't know. We generate a lot of responses from both in person and electronic submissions. And so now we're just looking at a greater level again, survey whole community, not just our senior center participants, not those 1300 individuals for, you know, the question program for the year was for the whole community. It's definitely important to understand for folks who are coming in senior center, why are they coming? You know, what, what would they also be interested in seeing? And what are some of the barriers that we can help them overcome? You know, like transportation may be a barrier first on this, we are just learning. So, so that's, those are some of the questions that we want to ask. But, and except running is exactly right. We also need to figure out for those who are not coming in senior center who aren't participating in programs. What are some of the reasons for that? You might have to start at the beginning with me, but what, how do you collect your information? What I'm, what I'm getting at is Ronnie was just talking about a lot of data that has been collected. One problem that I think everybody would acknowledge that is pretty much based on the existing population. You know, you ask the people to come in doors and it will increment. The reasons that are familiar with the senior center. So how do you go about collecting information, you know, to those elements of the community that aren't being served right now? How do you do that? So what we're proposing is to use three collection methods for this survey. So one of which is, you know, intercepts. So as folks come in the door, we ask them some of these questions. What are we here today? One would be an online survey. So anyone with, you know, that access to it could fill it out online. But because we know that there are, you know, varying levels of comfort with technology. We are also proposing to mail a survey with a paper return or someone could fill it out online. So that's, that's what we're looking for. As far as the information that we already have, Ronnie's done a really great work, you know, collecting information from registration for programs where program registration is required. And that's where we kind of noticed that anomaly as far as age group. Well, okay. I think I understand that. How do you ensure that you've tapped into some elements, some segments, for example, again, the same ones we've been talking about. Over disabled or low income, how do you know you've got them represented? So usually what we would do is we would ask a couple of those demographic questions. So we'll probably ask, we'll certainly ask about age brackets, since that's what we're most interested in. We do have a question about barriers where people cancel, identify as having, you know, mobility issues or other potential ability challenges that keep them from coming. We could ask other demographic questions and then we compare that to census information and see if our responses and the distribution across those different, you know, demographic characteristics like age, did we get kind of the same representation from that age group as we would expect in the population based on what we know from the census. Is this an ongoing thing, something that you'll do again next year, for example? Yeah, if we find it useful. It's a new thing. Yeah. Is that the plan? I mean, I think we're just taking one second of time to work. Whatever information we collect brings up new questions. Let's start exploring that to see why this is the way it is. And so could it continue possibly, depending on where we want it to go and what information we collected and what answers we want to gain from that? The city also has a practice of a biannual customer satisfaction survey, which is usually a mailed and online survey. And so what we might do is if we finally want to track things over time, we might include some questions in that survey, just so we have that. Because that really is a statistically validated, like everything is weighted to match those census parameters. So that might be something if we flag an issue that we want to see over time. And you mentioned 55 to 65, 65, 6676, but what about 7687? We didn't really give us an idea on that. Yeah. I'm curious as to what it compares to the 13,000 for that 66 to 76. Was 13,000 total? Let's see. It was for the bracket of 66 to 76. Yeah. And then 1,300 was a 55 to 67. So we had three age groups, 55 to 65, 66 to 76, and 77 to 87. And we got a collective from 2019 to 2023. So current at that time when I pulled this information for the 77 to 87 year old bracket, 13,554 participants registered for our programs. 66 to 76, 16,432 participants. And then the 55 to 65 age group, 3,401 participants. Yeah. Those aren't the same number you said before. So I was way up. Yeah. Don't quote me on those. I was just going to tell you that. A very striking part. But it's just a big disparity. A big difference in participation. It's still a little bit of stuff to 65. That's almost 30,000 participants from the 66 to 87 year old group. And then only 3,401. Should your third bracket go B and up rather than 287? Because I'm pretty sure we don't absolutely top out there. We must have some people to their 90s. We don't. But we did notice it tapering off. And so again, so we group those ages, yes. But after 87, we kind of started tapering off for different reasons. And we just wanted to capture those numbers, those three age groups. So we go beyond that, sure. But then again, that eclectic system is going on and going on. And this data only comes from people who registered and gave us that year of birthday in the system. So we have so many programs here that you don't register for at all. So it doesn't mean they're not coming. It's just not necessarily the case. So how do you ensure that people are not taking more than one survey so that they pack a certain thing to go their way? In this case, that would potentially occur. But again, since we're kind of comparing it against the expected population amounts, we're not overly concerned about it. If in the future we were to use one of the statistically validated surveys, like one time use specific codes, so that there aren't those duplications. This one's slightly less formal, just to help us get an idea of where to start. So that is a possibility. We could do some IP monitoring. It's a concern. Gosh, a lot of people are taking this out to seniors. Any questions? I think we may also be looking for some help. Yeah, so volunteers for our in-house surveys. So kind of like we did with our customer service surveys, we're going to have the same approach of identifying busy time only for one week. So for five days, identifying busy times out of each day and trying to see if we can pull together some volunteers to catch people coming out of classes. We'll be willing to answer any of these eight questions. Help me on the list. Help me on the list. And so I have Bianca working on that. She said she's going to bring here shortly to identify those busy times for each day to see if anybody would be willing to sign up for those specific times. And whatever goals there are, I'll reach out to our volunteers to see if anybody can kind of help them in those spaces as well. I think it's a much bigger interest in their health. I do want to point out that this group is very data-driven, which I very much appreciate as well. It helps tell our story, right? Identify what our needs are, how to best serve our community, our customers. How to better program, right? And Becky and her team has done a really good job. Had a break in all of this information down and raising new questions and bringing new ideas to the table of the table. But what other sources of information are resources going to pull together to generate more data, more information. So Ben has done a great job, which I appreciate. Again, the big focus of our board. Actually, not the logical one. The question, what about heat mitigation? Are you going to not speak? Getting to be a real issue. It is getting to be a real issue. So we recently completed a heat mapping exercise where we had volunteers that Zach led that effort. So that information was collected a week and a half ago or so. On a nice hot day at a few points in time in various locations throughout the city. So all of the data collected through that exercise is currently being analyzed. And then we'll go through an exercise where we'll talk to the community about what are you doing to mitigate heat? What are some steps that the city can take that are out of those community solutions for addressing heat? I know this is a passionate topic of marches as well. So that's absolutely something that we're looking at exploring and funding in some different ways.  Me? The sustainability advisory board on suggestions for heat mitigation needs on the city. So they may be turning a report similar to beneficial electrification report only smaller. We expect actual projects to probably be funded to be occurring in 2025 and later. So we'll kind of figure out what's the plan through the next six months or so and then include those things in the following budget. The reason I asked if this was going to be an ongoing thing might be moved next year. One of the things I'd like to say is we take the, as a group, as a board, we take the various areas like transportation for example. And as a board, come to some recommendations that we would get to the city council on things that we think are important and that they should consider doing. Along with that some benchmarks. Oh yeah. And then we don't have, as a board, we certainly don't have the resources to do that. And you have limited staff on what you could do. But so I'm just wondering if we, in our recommendations, we have some sort of goals or benchmarks. Could you then follow up on that to see how we're doing? Absolutely, yes. And actually, I can say that for almost any area. Yeah, so we can talk about what we think are going to be good indicators to follow. We have a lot of information as a city, but we know all kinds of things. And so yeah, that's something we can do. We can put together and check. Well, so the Office of Data and Analytics currently is three people. So there's that. But then we also have sustainability. And a lot of these things are going to follow kind of in that sustainability realm. There's a lot of reporting that happens in that area. And then we have GIS staff, we're looking at geographic. So all together we're about 40. So across all kinds of disciplines. Yeah. Any other questions? Thank you for having me. Well, thank you so much. I'll forward to our partnerships. We'll have you back. Okay, great. So I guess we covered that. Let's go back to the whole business. How about vacancy updates? So we conducted interviews over the past couple of weeks for our vacant recreation program coordinator and our recreation program supervisor positions. Very great. There's just very great bullets on average 20, on average 20 in each one. Various experiences, but we were able to pull out the most qualified individuals for interviews. And we made offers. So we made an offer for each position and we have our recreation program coordinator starting next Monday. The 21st is next Monday. Er, no, 21st, 14th. Let me see if it's right. 14th? 21st, though. Sorry, the 21st. Sorry, the 21st. And that's our group. Yes. That is Valerie Rodley, yes. And she is coming to us with 18 years total experience, 15 specific years experience with City of Commerce, with Commerce City and with Senior Programming. And three years on top of that for, for event planning for the City of Brighton. So she's got plenty of experiences. Excited to join our team. And, you know, she's just very passionate about supporting our development development community. And she's just, she's great. So excited to have her join our team. And then Amy Hodge will be joining us the week after the 28th. And she's coming from the town of Eaton. And she has 10 years of experiences in older doll programming and supervisor experience collectively. So excited to have her. She's very excited to join our team as well. And so those are the last two vacant positions we have on our team. Good job though. That's been nice help to me. Get that going. That's fast working. It's job market. Yeah, it is. It must be changing. A little bit. I heard. And so, you know, what I'm excited about is not only did we get these positions filled, positions filled, we got them built with qualified people who were just real in the hole. Right. And I made that very clear that we were going to be very intentional with our hiring process as much as we want to get these positions filled immediately. We want the right person. And these two individuals, you know, from what we've seen in the hiring team we've seen, they're just not only going to be a great support and a great fit to our staff, each other, but for our community as well. Again, being intentional with the hiring process of being those right people. And so we're excited, excited to have them. Sorry. Did you get any applications from within the senior center or within the city? Within the city we did have, we did have interest, yes. Yes. When we were able to kind of have discussions, I can say decisions were made based off their own, own, their own personal needs. So again, just a discussion decided that, you know, it was not really the best fit. It was your own personal needs. Does that give you a full staff, right? Yes. That would give us a full team. So you got this new line of maintenance person. I think you mentioned that last time. Yes. Last time. So it goes by junior, junior joined us during our closure. And this is his first full week here with us. Oh, it's only Wednesday. And just another, again intentional on hiring process by the right people. And he's just, he jumps right in. And it's along with everybody. It feels like he's been here for a long time. It's already a good fit, right? Oh, absolutely. And we're going to check with him and how do you feel that he was supported, you know, that he needed to be successful. And I love the heroity. So that's what we want. That's what we want. Now did you say you would put in for a future position with the budget? I did, yes. I made two requests one for revision programmers, coordinators and, you know, one of them we're focused on, on Spanish programming. One of them was a request to partner with LHJ to get residents out of the property and here in the senior center, making connections throughout the relations, engaging in our programs, utilizing our resources, and an additional request for, I can't remember how many hours I thought I had for a part-time hours. So we can try and get more staff and for the solicitation of some of our programs. So do we have an LHJ coordinator right on this way out that we've been on? We had a LHJ resource specialist who, Randy, supervised. And that person went for a city. And will? That was Valerie. That one's under CF. Okay. I remember I think she came over to Village Place. Yeah, she's fantastic. It just didn't work out. We're very sad to see her leave. Long with all of our other teams that were lost. Right. Who's that that just left the room? Anybody know? That was a Patriot group of somebody who wanted to sit in a new part of Observatory. Sorry, I didn't catch what he was. He was just a Patriot man. A citizen. I've been a group of people. Yeah. I'm surprised that they didn't want to be there. Somebody asked him where she was at the beginning of the meeting. Okay. Okay. Good job. And so was the chat. We want to set these two individuals up for success. We're going to evaluate our program as a whole. The rate and order for program need. So we want them to come in. They have to learn city systems, our building systems, who their resources are, who their programmers are, They're, right, all of these connections. So they're not only learning all of those things, right? They have to learn, learn day-to-day operations, what supports they need to be available for that, focus on future programming, learn each other, you know, developing that chemistry with each other, learning our software systems. It's really a lot to learn quickly. And so we want to set them up for success, and we want to create that overwhelming, the sense of overwhelming that we've heard about, right, since I've been here in this position. So, you know, we are, we will keep Terry Calvin, who's jumped in and helped programming, in the departure of our last two positions, and it should be an additional resource to help these individuals get activated. Terry's pulling a stale list as long as we can keep her. So we just want to provide that area of support so they don't go right out the gate and have that sense of work-life balance that we've been talking about for so long. And so, we are going to evaluate programs again, going back to data, right? What programs are we providing that there's a little enrollment? What about programs that we're losing money on? Things like that. And we're going to make some pets. We're going to pull back a little bit on our programming right out the gate to allow, again, allow them the space to learn all of these things, but not go overwhelmed with the pressure of trying to program. I mean, 167 programs, like we have for the pets. Sorry, one minute. 167. 167, 177, 176. Wow. So, again, so we just want to create that space for them to feel successful, and then we'll see what happens when there's additional staffing requests. We'll see how it takes for them to get accoladed and then we won't go back up when we're ready to. So, again, we just want to create that space for them to feel successful right out the gate. We don't want to create a sensible environment that we've heard of. Good strategy. You know, I understand that nobody wants any of the programs cut, but if they're low enrollment and losing money and we're in a position right now where we really have to look at that, then it's not to say they're going to be cut for good. And sometimes what happens is you cut a program and all of a sudden everybody shows interest in it. And you're like, okay, well, I guess we just needed to let them know we're taking it away for them to say, oh, wait, we want to keep it. But I do understand exactly what you're talking about and trying to term things so that everybody's only, the new people are only learning what's well attended and I don't want to make it sound like that, but the new people are learning the programs that are the most attended and then I'm down the line learning them all. But yeah, I understand what you mean. It allows us, I know 167 programs sounds fantastic and that's what separates us from a lot of our, I don't want to say, well, our community, we're from surrounding communities, right? Our peers. Right, and I don't want to say competitors, but and then that feels great and it sounds great and it is great, I think it allows us to step back right now and focus on quality versus quantity. And the quantity would increase once these individuals have been activated and we see what additional people can do in the future. So I think the question proved. Or you can also make people have to show interest. You know, and say that they're willing to attend something that's been taken away. I really think that's going to be the case. And so to communicate that out, I mean, as we've seen our bill cover, we have not, I'll make sure we'll grab it on the way and I'll share that again here in the staff overhaul and we just, we've got communities, patients at this time. And I've had so many conversations with us, a lot of our patrons who've had questions, they've called, talked to people on the phone, they've come and knocked on the door and made appointments and providing clarity of what our plan is. The concern is, oh, we're not going to have programs. Right, no, we're not going to have programs. This is what it's going to look like. And walking them through that fully understood, oh, okay, well, this makes sense. You know, what we're going to, this board, our friends board, same thing. And I have a meeting with our, our triplets who are also very passionate about our programs. Next Monday, to kind of share this information, I've talked with a handful of them, but being able to talk to all of them, collectively, this is what the plan is. And this is what it's going to look like to put their mind at ease a little bit. So those who I have talked with of our triplets, again, oh, yeah, this makes sense. This helps set them up for success and gets us moving away from that sense of overall, of going over long, but that's been in these positions historically, so everybody's on board with that. And I just, we'll just continue to get that message out. And so with this group specifically, they're great advocates in our community and they work with a lot of other groups and they'll be able to help echo this message out to those who are not aware. Why don't you leave? So that they help facilitate our trips. So they're going to trips. Oh, okay. Well, I think I speak for everybody. I think we have to support the board as far as the direction you're going to support the staff and maybe make it easier for them to succeed and part of that is probably re-prioritizing some of the things that are done with them. And we've seen that you want to provide programs so maybe you can't be the same as the board. Do I speak for everybody? Yes. Change is better for a lot of people, but change is inevitable. I think that's, I think that's a real struggle there and yet it is inevitable, you know? And I think too, I'm sorry. Don't go ahead.  Yeah. Let's go ahead now. I'll have to do it again. Well, I'll say that I've done nothing but so that support from this group since day one and I really appreciate that. And again, the conversations we have, the feedback and direction and suggestions that's been provided from this board has helped guide not only this board, but again, this goal that we have for our team. And so that brings me down more, down more. I think too, I'm sorry, did I interrupt you? You just left. I think too that when you have programs that go year after year, you just keep them. You know, they just stay on the schedule. And then when you need to shake it up a little when something happens and you need to say, wait a second, are these working? Are these being attended? Are they even of interest? Then you have to go through that process. And it scares some people and they want to say no because leave everything the way it is, it's fine. But you know, like Jean, with the woman who recently resigned, Jeanine. When she said we used to be known for really having great services. And because of a lot of situations beyond our control that is no longer the case. But that doesn't mean we can, you know, we can do it again. We can find out what really does work. And in a little bit different direction too. Yeah. And is there one that we don't have great services? Right, it may just look that way. It might be because it's based on the past. And it may be kind of heavy with services that, you know, but very good ones also. You know, and very, very needed ones also. Because there are so many. It kind of gets lost in the show, it's the important ones. Or the priority of what's included in this. I was just gonna say, Arlene, I think you know something about that. How long did you work for anything? About 25 years. Oh, wow, I didn't realize that. She's a resident expert. I don't know about expert. Well, yeah, I think, you know, honestly, just to wrap that topic up, I would not say that Longmont has lost its reputation area wide as having a fabulous senior center. I still hear from people who say we moved to Longmont for retirement partly because of the senior center. So I think it's more accurate to say, when the resignations happened, a bunch of people panicked and we got so local and negative publicity. And I think of what we offer and there's classes, but I think the most important thing we offer is the resource resources. The resources. I mean, finding out about resources. That's the category for seniors. Having one place to come to and have an answer for your questions. Come back to that under vacancies. This isn't exactly the right spot, but we do have a vacancy where we have an opportunity to have another liaison person to the public area agency. I don't like, are you interested in that Longmont? I had a good suggestion from our main, she said to talk to Jeanine and kind of get an idea of what it's about. I don't want to jump in and take on things and then not know what to do with her. But so I would prefer talking to her first. And I certainly don't want to jump in front of anybody else and be the one taking on all these responsibilities and stuff. But if it comes down to it, I'm going to speak to Jeanine. I'm going to find out more information about what exactly it entails. And then I can let you know at the next meeting tomorrow. That's too late. Is it the deadline for the 13th? So what's the date? Sorry, I'm not going to tell you now. Maybe I can get her on the phone. Do you think that would be appropriate to have one conversation with her? I can tell you a little bit about what it is, what it entails. It is, they meet once a month and it's about two and a half hours. It's the first Friday of every month. And they do meet at different locations through Boulder County. So, for instance, last Friday, we met in Netherland. Now, if you don't have transportation, then you provide transportation through Via. But after that, it's up to you how much more you want to get involved. Didn't you say they also offer Zoom? Yes, they offer Zoom, okay. So you've got an opportunity to see us? Yes. That's important. Not, no, they're both now. Oh, okay. Yeah, it's both. They're hybrid. Yeah. So it's Boulder County. Boulder County. The Area Agency on Aging. Okay. Okay. Boulder County. Area Agency on Aging. Yeah. And until you get somebody, I can at least say a few things. But I think I'm happy enough to go ahead and reply. I think it'd be wonderful if it was to be a team together.  Right. We're running out of time. Yeah, I think I'd be happy to do that and get involved. Actually, I thought about it myself. I thought it would be really interesting for a board member. Right. But, you know, I don't know so I'm sorry. And this is outside of Longmont. It's a great place to be. Yeah, it's a great place to be. And this is outside of Longmont. This is Boulder County. So I'm going to be hearing a lot of information. We need not a year, you know, more expandable. Yes, and it's a great conversation space. Okay. So you need a subordinate application. Is that right? Yeah. Okay. And then is that going to be an issue?  Okay. So the way that it works is probably similar to what you guys do. You know, if any of the counties. Is that applications will be turned into the Boulder County Area Agency on aging. And then at that point, people will be called and given over the phone interview. Yeah, and then the information will go back to them as these are the people that, you know, we think are needed to be selected or that you need to approach or whatever. So yeah, okay. And will they be selecting one or more than one? I believe there are five vague instances right now. But one, of course, this long month, the representative from Longmont and several from at large and then there are some from the mountainaries as well. No, Janine is like that. Janine is the representative from Longmont. She was, she was. Yes, what does she know? Well, she is applied. She's going to apply for at large. Okay, so you are at at large? I'm at at large. Okay. Are you co-chair? Yes. You're co-chair of the group. Right. All right. Well, I guess you can catch it too well if you think that would be something that.  They have it pretty well pre-packed with what's going on and then information that's available. Okay. So yeah, it takes up for two and a half hours per person. Yeah, there's 22 positions. Perfect. Okay. Thank you. You can take it from here then. Yeah, I will. Okay. All right. Guidelines for the annual report. Here's the plan. I want some reaction to this. This is just my thinking. And if you don't agree, I want you to say something. And I'm going to articulate as best I can. Last time we talked about each area, each important area, a board member take responsibility for with the objective of when we get to our annual report, it would include recommendations in that specific area to the city council. I had a question, by the way. Harold, for example, who does he take his orders from? Does he take orders from the city council or a person on the city council? And then the department heads like Pacheo, who does she report to directly to the city manager? Yes. The department heads the top level reports directly to the city manager or the city attorney. The city attorney has a number of direct reports. And I think they're not big enough to have a management hierarchy. So there's the city attorney. There is the city manager. The city manager takes direction from the city council and is responsible for carrying it out in terms of policy. But he is the ultimate authority in terms of operation, meaning which streets are paved first, first and stuff like that. Now, obviously, he can't micromanage a staff size. So his directors really do most of that. His personal policy is that the council has reasonable access. I think they're told to expect half an hour to an hour a week each from each city council member. So that's a lot of hours if we really used all of it. But he doesn't restrict access to the senior staff very hard. But he's the ultimate authority on all operations. And we, the city council, collectively are the ultimate authority on all policy. And individual city councils have council members have no authority whatsoever just to influence. So that's kind of the way it works. Okay, so if one of the things I'd like to see, whether we make our recommendations, our report next summer, before budget, all that is spring. I'm sorry? Spring. Before budget, because... I said to you last time. Okay, let's say by next May, we make our recommendations after a great deal upon. And the letter goes to the city council. And let's say that the recommendations are so good that you want to adopt two or three of them. Okay, and then what do you do? You direct Harold to say, okay, we think these are good recommendations.  Yeah, normally when a presentation like this happens, the staff would, or the council would, A, accept the report if they don't have any, you know, find fault with it. They might ask you to go back and tell us more. You know, we can do that. Then we would typically direct staff to come back and bring recommendations on how it should be implemented. The reason is... To staff. Right, and the reason is because if we don't do it that way, we won't can stomp all over the structure of the organization. So usually it's a two-step process that way and then sometime later there would be operational recommendations. I think an example would be opening up the youth center and sharing some of that facilities with, you know, giving senior events access to some being held over there. The last time I could remember this organization resulting in a recommendation by council that was implemented. Maybe another one would be the transportation services between the LHA properties and the senior center. So that kind of thing, you know, again, it's the council says, yeah, this is an important thing. Let's do something about that. And then it comes back as a plan. Okay. That the council approves. Okay, so as a board, that's where I see us going. Folks, okay with that? Recommendations. Mm-hmm. Either that... If we don't do that, we're just cheerleaders. Mm-hmm. Mm-hmm. Yeah, it's a good process. Yeah. It's a good plan. It's hard work. Yeah. It's tough work. Although I would also say that policy resolutions are important process, part of that process. Because if, you know, if we write a resolution in saying that we're a clearinghouse, which we essentially are, you know, a no wrong door policy that says anybody can always call the senior center. And we don't let go of them until they get an answer or get attached to the right service, which we may be understaffed for, you know. But that could be a policy resolution that would then stay in effect and automatically inform budget decisions and so on. So that's another way of getting things into effect. Okay. I'll think we can... I'll work first. Okay. Let me go on. I just wanted to clarify that. And for everybody so they kind of understand. I want to make sure everybody's on board. We're going kind of the same direction here. But what I see is that last time we talked about who would take responsibility for housing. And it was Lonnie. And... See you later. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. And... Sheila. Sheila. The two of you said you would take responsibility. I'm going to ask the same thing for transportation. So what I hope for by next May, before that what has to be before May actually, is that we put into our report. I'm seeing, using the report as a vehicle, right? To the city council. like we would describe the activity and define the activity. This is what this is what the senior center does as far as transportation is concerned. Now, that's what I was asking about your staff. What protections do you have? Do you have a specific staff, for example? I don't know if that's a good idea or not. I'm just asking a question. So you kind of define the activity, list the activity, whatever. Then you go through maybe staffing and budgeting. I don't know that's kind of creepy, but staffing and budgeting recommendations, some benchmarks that can be followed as far as as far as what we think would be important movement in the area of transportation or housing or whatever it would be. You know, we are not experts in any of these areas. So all we're talking about seems to me are general kinds of benchmarks, but still measurable. That's all I was asking Becky, if that's the sort of thing that could be done in subsequent years. I kind of think we get kind of a handle on this. Incidentally, we don't want to work across purposes with you at all. We're here to support you. And then finally, a policy recommendation, those kinds of things, but you get the idea. So I'm talking about something that's going to take some work, think it through. What do you think we need in terms of staff, budget, policy, and the hard part benchmarks, that sort of thing. That's really the tough part. But if we don't do something like that, we're just spitting in the wind, in my opinion, really are. So we've got to take the staff out. So that's kind of my idea. And we do that for only a certain number of areas. I'm thinking, we've already talked about recruitment, outreach, outreach, housing, transportation, and maybe a couple of other areas, but we only have so much to do with some of this in a year. May I suggest severe weather response, heat ambassadors, people stuck in a mobile home, how facilitating transit to a cooling center, can the senior center be a cooling center, you know, driven heat center? Well, coolant, yeah, heat center in the middle of winter, but I suspect we're likely to, well, we have no idea what to expect. Exactly, whether it's just one. So maybe part of that is making sure that the board, if we're going to make recommendations like that, know what's going to be there, because I didn't know that you're a heating center or a cooling center. And how well publicized is that? So do we have this part of our recommendation that the city publicize cooling centers better because it doesn't? Right? I agree. I think that definitely should be one of the areas we're talking about. That almost could come at your transportation. Yeah, yeah, I would, I can work on transportation. Okay, good, excellent, excellent. That was your focus at Salt Lake County, was it? Yeah, she said I told you, she was next to her. All right, that's good. And also, when the artificial fine, this is an information center, and that was going to be this one. Yeah. And the average center at Block B up was actually a center for the people to come to. Does anybody want to work with Arlene on transportation? I do take a shower occasionally. Anybody want to? I'll put the moment. Okay. I know you're more than capable of doing it yourself, but it would be good to just... It's nice to have just more than one person. It's nice to have a little bit of a reason. I will lend a hand. You will lend a hand on this. Now, Mark Schrupp, let me ask you this. The open meeting laws, that would be good probably to meet with you periodically, maybe between now and then. Okay, so I can meet with board members freely because we're not a member of the same body. Okay, but so the limitation is me and two or one members of the advisory board can meet. So we could have three-person meetings. So what you want is to have subcommittees of two on each of these, which means that they can meet with each other freely and the payer can meet with each other. Well, but then I couldn't meet with you. So I would... You can meet with me individually as the chairperson. Right. And I can discuss what the board says or the boards can report their progress to the entire board and all of that is compliant. Okay, but you can only have two people with you, right? From the same board, yes. Okay, so that means in Arlene's case, I could go with Arlene because that would only be two people. As far as housing is concerned, you and the two of you would go, unless one of you didn't, and I do. I want to get that out of there. Yeah, that's true. On to you, Dr. Murphy. You know, that's why we're managing the committee. Okay, well, we'll work that out. That's the idea. I think I see a lot of communication among ourselves and with the council actually before we get there through the workshop. And so that's going to take a little time, a little work, but I think it's really going to be quite challenging. Anyway, that's what I'm thinking. That's where we go. Yeah. Can we see about filling outreach and severe weather? Yeah, does somebody... Well, say we haven't talked about what do you mean? If you could put severe weather under transportation, then that would be... Oh, and that would be what you want to take. Yeah, well, that's a lot of responsibility. Well, David and Art, you can volunteer. Art, he's not here. That's all he gets. Yeah, that's what he gets from here. And he's not going to be able to fill positions until closer to the end of the year, right? Oh, you're available, Susan. Yeah, the positions on the board, is that what you mean? Yeah. Yeah, you know, it opens up in in in October. How many do you have two or one open? Three. Three. No wonder we can't fill committees. Yeah, well, I know at least one person who has who has sworn that he's going to get through the application process this time. Do we have people that could account on, like, ad hoc basis or something like that? That's impossible. You got to scale your ambitions to your hand power. Yeah, and I just don't know what, like, outreach really is about. Well, he need, you know, outreach. Well, I think, well, I think... Art is going on the, he's sitting there. Art is going on a outreach. Okay. Anybody want to serve the park? Well, and remember, it only has to be recommendations because the city has an outreach staff. That's true. So, you know, if this body recommends that we do outreach on this subject and target it this way based on what we know about our community, then that should be enough for them to go on and they can develop the brand and the message and the message in Spanish, you know, and all of that stuff. We don't have to, and it's not our charter to do stuff end to end. It's just push. Yeah. Now, all we want to do is come up with what we think are good directions. We can't deal with the details. Okay, well, let's do it. I'm sorry. I can talk to Art about that and help him with that. Okay. You know, and just see what he is thinking. I'll be glad to know your own commitment. Yeah. All right. It's time for reports. Quick. I have one, so. Okay. I want to, I have one other item to cover after your report. Okay. Can you cover it? Well, we should do the manager's report first. Oh, yeah, sorry. Well, the way I had it set up, we kind of talked about it in the past is everyone had a chance to review it and we're just going to get out questions. Does anyone have any questions on the manager's report? That was good. Yeah, you covered it. Can I say all of the reports? The idea was because we don't have enough time to give a report is to send them. Well, I get bronies. You know, I send friends who there is a meeting, but I've never got anything from any of the other. This one? No, ever. I've never got a sustainability area agency on the aging report. Sorry. Yeah. Well, in this case, you can't have mine because I would have had to stay up until two in the morning to send it. That's what I thought. This last month, there was no friends meeting, I don't believe it. I didn't have a meeting. There was a meeting, but it wasn't open to you. It wasn't a regular meeting. But I've never got one, two, three, four, five reports. We'll fix that. Yeah. So the past few months, aside from this one, I didn't get any reports from anybody. I attached them in my email, initially known as the Agenda Manager Report in anybody else's. And so that way I'm going to kind of review them in advance. But so if you don't send it, you don't have it. Yeah. It's supposed to be instead of sitting here talking about it. Right. That opportunity to open it up if everyone had a chance to review the manager report or if you have any questions, just questions about it. That's the problem. If you have a chance to talk about it. I've had questions on the floor and we've never got to it. Marsha, go ahead. Yeah. Well, so the big deal, it was a mundane council meeting last night. You know, nobody raised a fuss in public and might have been hurt or anything. But we did refer three questions on public amenities to the ballot. Um, they are front page this morning. Yeah. Yeah. Well, I've never given up early on Wednesdays. Yeah. So yeah, well, good. I'll take a look. That's good. Good intelligence. What they what they did, the Center for Arts and Entertainment is referred. That one has no new taxes for 2024 or 2025 unless you know, because the alliance that a capital campaign has to raise $35 million before the taxes can start. So that's pretty far in the future. And it also no sales taxes start until the center is six months complete for completion because the sales tax operates the thing. Um, so that's referred. And it is a property taxes that would handle a $40,000 bond issue. It's not going to be done as a bond issue, but but it's still that much property taxes. Um, the library branch and upscale service scale was referred to the ballot independently of whether there is a new rec center or not. So they'll have some latitude. If there's not, if the rec center doesn't pass, they'll have some latitude about doing it in a storefront or something like that. And you may get a bigger or smaller branch, but you'll get a branch, you know, the if it passes, then there will be a branch library somewhere in my mind. And then the last one, which was the only one that there was any significant debate was the recreation center. And what the council decided to do with me as a semi dissenting voice was they smushed the YMCA proposal and the dry creek proposal together into one ballot question.  But so on, it's a it's a big, big dollar question. If it passes, we get new rec in the, you know, North side and new rec on the West side. If, you know, I have deep reservations about it because it's such a big ticket item, but everybody else on the council thought that it would be more likely to pass if it had something for everyone. So I decided to include the Lashley exchange. Yes, it does. Okay. So yeah, the land swap with the Y, which means two things. Okay, people will be able to use the Y pool instead of Centennial when Centennial pool is under demolition. And and then the city gets the land once the new Y is built. So I love that one. And I wanted it to be, I wanted it to be by itself on the ballot because I don't, I'm not that enthusiastic about the dry creek center. I think it's a luxury and we could do it in a couple of years. But that's not the way it went. Yeah, it just doesn't even make sense to me. Yeah, just making it almost impossible, you know, to get very difficult to pass. Well, you know, it's, it's, and I, frankly, I, you know, I'm a big supporter of the Center for Arts and Entertainment, and I think it reduces its ability to pass, right? Because if somebody really is into sports, they will know this on the Center for Arts and Entertainment because of Sticker Shock. So I don't like the way it came out, frankly. But, you know, everybody else on counts is really pretty much spoke with one voice. So I did not cast a dissenting vote. And it's the same about the arts and entertainment is you're going to get income from outside home. Yes, right. And the taxes, yeah, the talk to taxes are far in the future. But I think coming from a homeowner standpoint, when I listened to everything and thought it through, when you take a look at this particular thing is going to be this much milk added. This is going to be this much milk added on top of the additional sales taxes that is added, not to even think about the, you know, the assessments that came through that were absolutely ridiculous. And I don't know that I, first off, but I'm not going to vote for all of those because of the meals and the sales tax. I added up the cost and the way they described it in the papers, over $200 increase in profit tax for a $500,000 home. That's tough. That is. Yeah. I wanted to tell you guys, I emphasized that message over and over in public. You know, I heard it from the optimists who are pretty much over 75, the whole organization, you know, and I feel like the people who are making the decisions have either never been constrained financially or never been old. Right. Well, you know, it's bad. Yeah. It's tough. And when they see the no votes come in, they're going to say, we spent so much time and so much energy and we got nothing. I'm afraid so. I think that's the handwriting on the wall. Yeah. And I needed to see that combined because, yeah. Yeah. It was, yeah. Right. And especially since, I mean, I think everybody, a lot of people hate the gray idea because it's just not all city, you know. A lot of the public hates it. A little out of emails. Really? On the basis of that? They said, well, we don't trust a vibe. We want it to be the city. We want it to be our recreation center that we know and love. Change. Right. Yeah. Life went around for a long time. Yeah. Longer than long. Longer than Longmont as a city that had amenities and institutions. Exactly. All right. Well, it's 12 o'clock. Yeah. I'm sorry. That's all right. Thank you. Actually, I'm trying to end this on time. Fail. Okay. The next meeting, I was thinking of this on agenda. Maybe we should get support services here or maybe the resource specialists and talk about, you know, we've talked about some, a lot of stuff. Maybe we should talk about have some of your staff or maybe you want to do it, how we're involved, how the senior centers involved in each of these areas. But I don't have a good hand on it. I expect most of you don't. Maybe just talk about that stuff for most of the meeting. And then the area reports, you know, like sustainability, the area that I follow. I, you know, I haven't really talked about it, you know, for a long time. I'd like there are some things I'd like to say. And it goes right in with the heating innovation. So I'm thinking maybe this next meeting, we just kind of step back a little bit and talk about some of the stuff that we've been talking about the first few meetings. I have an illustration of the way the city prioritizes activities as a whole, that I will send to you that you can use to organize the discussion if you would like. Okay. All right. I have to leave. I have to be in Long Bay at 1230. Okay. All right. Like, I just want to say one thing about the last meeting, the area agency on aging, which I thought was something to think about. We had a person that is with the area agency on aging in Washington City, who of course is, you know, really well acquainted with what's going on back there. And she said that one of the things that they are looking at that has been brought up is where to, why does every meal that a senior takes or want have to be at the senior center? Because some of your younger seniors are saying, why can't we go to Panera, you know, and meet there and then have it be the senior center meal that particular time or something just different locations for it. And I thought that was something kind of interesting to think about. I don't know, you know, how that's going to work nationwide. But I just, yeah, it's just something different to think about would that be something that would bring in younger seniors if we had, say, you know, a table at Panera or a picnic table somewhere or something like that. I just, I thought that was interesting that that came up. And I threw Panera out because I didn't know what else to say. Maybe more mobile younger seniors. Right.  And it could be maybe addition to have, still have people come in here that are used to come in here, but maybe have this little option of, you know, or go to a salon if I should do, I don't know.