Colorado Transportation Commission Schedule & Agenda May 21, … · Treasurer Young Presentation on Issuance of COPs to the Transportation Commission Budget Workshop ... 40 ITS Investments

Colorado Transportation Commission Schedule & Agenda

May 21, 2020

Due to the ongoing COVID-19 Situation, the Transportation Commission workshops and meeting will occur ONLINE ONLY.

For link to youtube meeting access please see website: http://www.coloradodot.info/about/transportation-commission/meeting-agenda.html

Bill Thiebaut, Chairman Pueblo, District 10

Shannon Gifford Denver, District 1

Don Stanton Arvada, District 2

Eula Adams Arapahoe County, District 3

Karen Stuart, Vice-Chair Broomfield, District 4

Kathleen Bracke Fort Collins, District 5

Barbara Vasquez Cowdrey, District 6

Kathy Hall Grand Junction, District 7

Sidny Zink Durango, District 8

Irv Halter Colorado Springs, District 9

Gary Beedy Genoa, District 11

THE CHAIRMAN MAY ALTER THE ITEM SEQUENCE OR TIMES

The times indicated for each topic on the Commission agenda are an estimate and subject to change. Generally, upon the completion of each agenda item, the Commission will immediately move to the next item. However, the order of agenda items is tentative and, when necessary to accommodate the public or the Commission's schedules, the order of the agenda items are subject to change.

Documents posted at http://www.coloradodot.info/about/transportation-commission/meeting-agenda.html no less than 24 hours prior to the meeting. The documents are in draft form and for information only until the Commission takes final action.

STATEWIDE TRANSPORTATION IMPROVEMENT PROGRAM (STIP) PUBLIC HEARING Thursday, May 21, 2020 8:45 a.m. Commissioner and Presenters Zoom Login Check

9:00 a.m. 1. Call to Order, Opening of the STIP Hearing (Jamie Collins and Tim Kirby)

9:05 a.m. 2. Public Comments: To speak at the public hearing, please RSVP with Jamie [email protected] by noon on May 20

9:10 a.m. 3. Close STIP Hearing

TRANSPORTATION COMMISSION WORKSHOPS Thursday, May 21, 2020 9:15 a.m.

9:45 a.m.

Treasurer Young Presentation on Issuance of COPs to the Transportation Commission

Budget Workshop (Jeff Sudmeier) • Budget and Projects for Highways; Budget and Projects for Transit; Other

Budget Items

Page 1 of 152

http://www.coloradodot.info/about/transportation-commission/meeting-agenda.html



mailto:[email protected]

11:45 a.m. Statewide Plan Committee (Rebecca White and Tim Kirby)

TRANSPORTATION COMMISSION MEETING Thursday, May 21, 2020 12:15 p.m. 1. Call to Order, Roll Call

12:20 p.m. 2. Public Comments (provided to commissioners in writing before meeting)

12:25 p.m. 3. Comments of Individual Commissioners

12:40 p.m. 4. Executive Director’s Management Report (Shoshana Lew)

12:45 p.m. 5. FHWA Division Administrator Report (John Cater)

12:50 p.m. 6. STAC Report (Vincent Rogalski)

12:55 p.m. 7. Act on Consent Agenda

a) Temporary Resolution #1: Approve the Regular Meeting Minutes ofApril 16, 2020 (Herman Stockinger)

b) Temporary Resolution #2: IGA Approval >$750,000 (Steve Harelson)

c) Temporary Resolution #3: Frederick Park and Ride Exchange Agreement(Heather Paddock)

d) Temporary Resolution #4: Repeal PD 3.0, Procurement Policy(Herman Stockinger)

e) Temporary Resolution #5: FY 20 Maintenance Project List (John Lorme)

f) Temporary Resolution #6: FY 21 Maintenance Project List (John Lorme)

g) Temporary Resolution #7: NWTPR MMOF Review Committee MatchReduction Request (Sophie Shulman and David Krutsinger)

h) Temporary Resolution #8: IMTPR MMOF Review Committee Match ReductionRequest (Sophie Shulman and David Krutsinger)

1:00 p.m. 8. Discuss and Act on Temporary Resolution #9, 11th Budget Supplement of FY 2020 (Jeff Sudmeier)

1:05 p.m. 9. Discuss and Act on Temporary Resolution #10, 10th Budget Amendment of FY 2020 (Jeff Sudmeier)

1:10 p.m. 10. Recognition

1:15 p.m. 11. Other Matters: a. Chair appoint nominating committee for Chair, Vice Chair and Secretary

1:20 p.m. 12. Adjournment

The Bridge Enterprise Board of Directors meeting will begin immediately following the adjournment of the Transportation Commission Meeting. Est. Start Time: 1:20 p.m.

Page 2 of 152

BRIDGE ENTERPRISE BOARD OF DIRECTORS MEETING Thursday, May 21, 2020 1:20 p.m. 1. Call to Order and Roll Call

2. Public Comments (provided to commissioners in writing before meeting)

3. Act on Consent Agenda• Temporary Resolution #BE1, to Approve the Regular Meeting Minutes of

April 16, 2020 (Herman Stockinger)

4. Discuss & Act on Temporary Resolution #BE2, Bridge Enterprise 9th BudgetSupplement for FY ’20 (Jeff Sudmeier)

5. Other Matters:a. Chair appoint nominating committee for Chair, Vice Chair and Secretary

6. Adjournment

INFO ONLY • Monthly Cash Memo (Jeff Sudmeier)

• Central 70 Quarterly Status Report (Keith Stefanik)

• Division of Transit and Rail Informational (David Krutsinger)

• Q3 FY2020 Quarterly Report (Jerad Esqibel)

Page 3 of 152

2829 W. Howard Pl, Suite 562, Denver, CO 80204 P 303.757.9201 F 303.757.9656 www.codot.gov

The FY2021 – FY2024 STIP was opened to public comment on Wednesday, May 6. 2020. The comment period

will close on Friday June 5. As part of the public process, the Transportation Commission will hold a public

hearing at its regular meeting on May 21.

This new STIP not only accomplishes the established goal of providing four full years of STIP projects for funding,

it is the first STIP to coincide with the 10-year Strategic Pipeline of Projects, which effectively sets goals through

2030.

Projects for the STIP and the Strategic Pipeline have been selected through extensive public outreach and

coordination with planning partners across the state. This outreach has been ongoing since June 2019 and

includes the larger planning component of the long-range Statewide Transportation Plan.

At this time, the STIP is fiscally constrained per federal regulations. Please note that any substantial changes in

funding may trigger STIP amendments and further outreach with CDOT’s planning partners to re-set priorities for

the state. Staff recognizes that there will be financial impacts due to the COVID-19 pandemic. If an amendment

becomes necessary, staff will work with planning partners and present a STIP Amendment with a revised project

list to the Commission for consideration and adoption after July 1.

Staff recommends moving forward with this public hearing and adoption of the FY2021 – FY2024 STIP as

scheduled as CDOT must have an adopted STIP by July 1, 2020. This is necessary in order to align with the

planning process overall and with current TIPs from our MPO partners.

To date, comments received for the STIP are from planning partners and internal staff and are technical in

nature. Staff will address all comments received and incorporate changes where necessary for the final draft

which will be presented to the Commission at its June meeting for adoption.

At this time, staff respectfully asks the TC to open the public hearing at it’s May 21 meeting. Any questions may

be directed to Jamie Collins at [email protected].

STIP Development Schedule:

May 21 – Public Hearing with Transportation Commission

June 5 – Public Comment period closes

June 18 – Adoption of the FY2021 – FY2024 STIP by Transportation Commission

June 30 – Final approval of the FY2021 – FY2024 STIP by FHWA and FTA

Division of Transportation Development

2829 West Howard Place, 4th Floor

Denver, CO 80204

MEMORANDUM

TO: TRANSPORTATION COMMISSION

FROM: REBECCA WHITE, DIRECTOR, DIVISION OF TRANSPORTATION DEVELOPMENT

JAMIE COLLINS, STIP MANAGER, DIVISION OF TRANSPORTATION DEVELOPMENT

DATE: MAY 11, 2020

SUBJECT: PUBLIC HEARING FOR THE FY2021 – FY2024 STATEWIDE TRANSPORTATION IMPROVEMENT

PROGRAM

Page 4 of 152

mailto:[email protected]

Senate Bill 267Regional Equity and Scenario Planning

May 21, 2020 Page 5 of 152

Topics For Today

2

• Review of Discussions and Decisions to Date

• I-25 North Segments 7 & 8 Background and Options

• Staff Recommendations

• Goals for Allocating SB 267 Funding

• Project Recommendations

• Next Steps

Page 6 of 152

• April 16: Initial discussion of expected budget impacts

• April 21: Follow-up on budget, SB267 and recommended assumptions around “worst-case”

• May 7: Scenarios on SB-267 funding availability, equity analysis, and project screening/evaluation approach

• May 21: Staff provides information on additional projects to move forward

• June: Further analysis of potential project “add-backs” pending additional funding, potential TC resolution regarding I-25 North funding / financing

Budget Impacts - Discussion To Date

3Page 7 of 152

• Agreed that Commission and staff remain committed to “Your Transportation Plan” and to the funded 4-year list being the priority list, even if phasing and funding level assumptions are different such that it might take longer to execute.

• Agreed to “plan for the worst, and work towards the best”-- programming to a baseline level that accounts for assumed 2nd tranche COP issuance but $250 million of other budget cuts as low-end scenario.

• Agreed to certain conditions around second tranche investments:o Honor all awarded projects (including rural pavement). o Proceed with all “limbo” (notice to proceed not yet issued) projects upon clarification of SB

267 2nd tranche timing in May.o Honor projects that received Federal grant/partnership funding. o Examine options to reduce SB267 funding draw for large, multiple year projects.

Decisions/Discussions To Date

4Page 8 of 152

Funding Discussion Recap

5

• Assume a target of $550M in highway funding

• “Subtract” current SB Year 2 commitments.

• Add in $17M in FY20 Supplemental Highway Infrastructure committed to Region 1 Urban Arterial Multimodal Safety Improvements Project (subject to 5/21 TC approval).

• Focus on region equity as criteria for programming recommendations.

• Limit consideration of “eligible” projects to those ready to go to advertisement by the spring of 2021 (e.g. start construction within about 18 months).

• Consider multiple I-25 North Segment 7 and 8 funding targets.

I-25 North Segments 7&8 Funding Scenarios

Planning Range

Current SB Year 2 Commitments

I-25 North Segment 7&8 Funding Scenarios

Remaining to Program

$550M

“$425.3M”

$100M

$550M

“$425.3M”

$50M_________ __________ _

$25M $75M= =to

Page 9 of 152

Regional Equity Discussion Recap

6April 28, 2020 6

• The Current and Historic RPP Midpoint was the target established by staff to ensure statewide equity, across all four years, in the original distribution of SB funding.

• Staff analyzed three scenarios above ($50M, $100M, and $154M) for varying levels of I-25N Seg 7&8 investment demonstrate that equity is impacted.

• Based on current funding assumptions, it is not possible to restore the regional equity distribution to the original target levels.

• Based on this analysis, the only way to partially restore equity is to program remaining funding to to Regions 1, 2, and 3.

4-Year Equity Target*

Region Region %1 34.2%2 19.0%3 15.1%4 23.9%5 7.9%

Current Equity(I-25 @ $50M)

Region %30.2%11.6%9.5%

39.5%9.2%

Current Equity(I-25 @ $100M)

Region %28.9%11.2%9.1%

42.1%8.8%

Page 10 of 152

Overview: proposed approach for I-25 North

• I-25 North, like other ongoing large capital projects, is a key priority for CDOT;

• Construction is already well underway building towards the full EISalignment;

• Project cost relative to “worst case scenario” total is substantial, and many of the actual expenditures would be in the out years given multi-year construction schedule;

• Rather than holding full project budget out of SB 267, year 2, HPTE could pursue additional project finance options for a greater-than-expected share of the project cost, to free up limited additional dollars for shovel-ready projects in the existing capital plan; and

• Loan payback beyond toll revenues would have to be pledged from future year base budget, since revenues above-and-beyond that cannot be assumed.

Page 11 of 152

I-25 North Segments 7&8Fund Timing and Expenditures

• $394M: Secured and Budgeted

• $50M: SB267 YR 2, Need mid FY22 (Jan 2022)

• $154M: HPTE Financing, Need in FY23 and FY24

● Total project budget segment 7: $239● Total project budget segment 8: $359

Page 12 of 152

• I-25 North Segments 7 and 8 already assumed financing through toll revenue

• Utilizing other funds (federal and state base revenues) and available tools such as TIFIA and/or GARVEE, project financing could be increased above levels supported by toll revenue alone

o Up to 33% of eligible segment costs are eligible for financing through TIFIA, or ~$200 million based on a $598 million project value

o TIFIA and GARVEE could be used independently or in combination

• “Year 2” funding of $50 million = total financing need of $154 million

• “Year 2” funding of $100 million= total financing need of $104 million

• A commitment of $50 million in SB 267 funding would keep the project going through FY 2022, allowing 18-24 months to secure financing or identify other sources

9

I-25 North Segments 7&8Financing Options

Page 13 of 152

• Steps/Timeline for GARVEE:

1. TC pledges future federal and state revenue with 2xcoverage to HPTE.

2. HPTE issues bonds

3. GARVEE bonds are relatively straightforward and can be put to the market quickly (3 - 5 months to reach financial close)

10


Page 14 of 152

• Steps/Timeline for TIFIA:1. HPTE would structure as a Master Credit Agreement for the entire

corridor (US 36 - SH 14)2. As projects become construction ready, HPTE borrows up to 33% of

eligible project costs. Could take advantage of rural TIFIA rate (½ UST rate)

3. HPTE would pledge current and future toll revenue to debt service and CDOT would pledge other federal or state revenue above toll revenue

4. TIFIA loans are complex and expensive to procure and HPTE would need to do additional traffic and revenue work. (7 - 12 months to financial close post traffic and revenue work).

11


Page 15 of 152

I-25 North Segments 7&8Scope Optimizations Currently Underway

• Kechter Road - Reduced design speed

• U.S. 34 Structure

• Revised U.S. 34 and Mainline Typical Section

• Materials Management

• Deferred Frontage Road Access

• Utility Optimizations – Sleeve vs. Replacement

• ROW Reductions – Eliminate utility easements

• Removal Aux Lane from SH 392 to Harmony

• Poudre Bridge Lane Reductions - LOMR

• Reduced Tie-In Limits – Deferred to future

12Page 16 of 152

Potential Surgical Scope Reductions With Independent Utility

13

Scope Items Risk Potential Cost Savings

Remove Harmony Operational Improvements

• Operations – back up on Interstate• Safety

$$

Reduce U.S. 34 Aesthetic Landscaping Requirements

• IGA commits us to replacing • Political – Partnership w/Loveland,

Johnstown, McWhinney• Integrated Construction Contract

$$$

Remove NB Port of Entry • Not standard• Change in operations• Integrated Construction Contract

$$$$

$ = <$500K $$ = <$1M $$$ = <$2M $$$$ = >$2M Page 17 of 152

Potential Surgical Scope Reductions Without Independent Utility

14

Scope Items Risk Potential Cost Savings

Reduce inside shoulder from 12’ to 6’

• Pavement joint in wrong location for future 3+1• Potential for FHWA to reject variance• No refuge room on inside shoulder• No room for enforcement

$$$$

Change Typical Section and Pavement Type

• Design life of pavement reduced• Drainage• Cost of settlement with Kraemer and IHC for

reduction in concrete quantity• Market uncertainty with multi- season• Seasonality of work (Schedule impacts)

?

Return to Type 7 Barrier • Safety• Not current standard

$$$

Mobility Hub Aesthetic Improvement Revisions

• Design complete for aesthetic improvements, many tied together with overall Mobility Hub.

• Jeopardize partnership

$

$ = <$500K $$ = <$1M $$$ = <$2M $$$$ = >$2M Page 18 of 152

Staff Recommendations

• Staff recommends providing I-25 North Segments 7&8 with $50M in Year 2 SB267 dollars and completing the remaining funding package through financing; commence financing process immediately.

o $50 million commitment will fund project for next 18-24 months, through 2021;o Allows other projects that can use funding today to move forward, increasing regional equity;o Interest rates remain at historic lows, and $50 million in financing was already planned, so

execution is similar to what was planned initially; ando Explore “surgical” cuts to project scope that do not compromise the footprint of the project but

show commitment to “belt tightening” in light of economic constraints.

● Staff recommends adopting the resulting high end of the planning range ($75M) to be programmed (which assumes recommendation above).

• Staff recommends allocating the remaining $75M to Region 1, 2, and 3 in order to partially restore regional equity.

• These recommendations received unanimous support from STAC at their 5/15 meeting.

Page 19 of 152

Goals for Allocating SB267 Funding

Goals 1. Stay true to Your Transportation Plan

2. All projects will come from previously approved TC provided execution flexibility given project readiness

3. Advertise projects in timely manner

4. Restore regional equity to extent possible

5. Address, to the extent possible, 25% to rural paving

Page 20 of 152

Region Proposed Projects

17

Region Project Name Amount $

1 Urban Arterial Multimodal Safety Improvements $ 20.6M

Region 1 Total $ 20.6M

2 SH 109 - SH 160 to Otero County Line $ 5.1M

2 I-25 Colorado Springs Ramp Metering Phase 2 $ 6M

2 US 285/CO 9 Intersection improvement with Bridge Widening $ 7M

2 US 287 Bridge Preventative Maintenance Phases 1 & 2 $ 5M

2 Bridge Bridge Preventative Maintenance : CO 12, CO 194 and I-25 C $ 2.5M

2 US 287 (Park Street South) Lamar Downtown PCCP $ 5M

Region 2 Total $30.6M

3 State Highway 13: Fortification Creek $ 10.8M

3 US 24 / SH 300: Rural Paving $ 8.3M

3 US 6: Fruita to Palisade Safety Improvements $ 4.3M

Region 3 Total $ 23.4M

• Assuming the staff recommendations are adopted, the remaining funding amount ($75M) will be directed to Regions 1, 2, and 3.

• Region Allocations:○ Region 1: $20,660,132○ Region 2: $30,597,874○ Region 3: $23,468,974○ Region 4: $0○ Region 5: $0

• After regional analysis, projects at right meet the TC Guiding Principles and adhere to the Additional Screening Criteria

Page 21 of 152

What are we achieving with this set of projects and funding?

● 28 projects around the state.

● A set of projects that puts hundreds of millions of dollars into the economy as soon as possible with 18 projects going to AD this spring/early summer and 10 released for construction before summer of 2021.

● Maintain progress on our historic investments in rural pavement as well as our goals to improve our assets, address safety on urban arterials, and focused expansion on key strategic corridors.

● Keeps I-25 proceeding apace and on schedule with the strategic use of financing and historically low interest rates.

● Represents a solid step forward in realizing our 10-year Vision.

18Page 22 of 152

The Next Step: Selecting Projects for Remaining Second Tranche Dollars

Safety Mobility Economic Vitality

Asset Management

Strategic Nature

Regional Priority

Extent to which project addresses safety deficiencies

at locations with known safety issues (as indicated by Level of Safety Service (LOSS)

3 or 4), or other known or projected safety issues

Extent to which project addresses a mobility need,

including congestion reduction, improved

reliability, new or improved connections, eliminations of “gaps” or continuity issues,

new or improved multimodal facilities, improves efficiency

through technology, or improved access to

multimodal facilities

Extent to which a project supports the economic

vitality of the state or region, including supporting freight, agricultural, or energy needs,

or providing or improving access to recreation, tourism,

military, job, or other significant activity centers

Extent to which project addresses asset life, including

improving Low Drivability Life pavement or poor rated

structures

Strategic nature of project, regional or statewide significance, leverages

innovative financing and partnerships, and balances short term needs vs. long

term trends.

Priority within the Region, based on planning partner input including priorities

expressed in Regional Transportation Plans

Criteria Criteria Criteria Criteria Criteria Criteria

Page 23 of 152

Additional Screening Criteria

Jobs and Business Impact

Project Ability to Await Funding

Interdependencies of Work Packages

Timing of Economic Impact of Projects

Concentration and Timing of Major Capital Project

Starts

Projects ability to create jobs, help serve economically disadvantaged

groups, ensures inclusion of DBEs and SBEs, and placement on a strategic

economic corridor.

Ease v. difficulty of putting projects "on the shelf" to be revived if future

resources become available later.

Evaluating which projects include components that are reliant on other

elements of project work and thus need to be grouped together for efficiency and strategic project

scoping.

Estimates of when expenses would hit the ground in terms of work,

activity, and jobs.

This will pertain to how we think about larger projects in terms of

sequencing, given that larger, multi-year projects tend to require discrete

project financing packages and we may want to time those somewhat differently as we contemplate the

next few years.

Criteria Criteria Criteria Criteria Criteria

Page 24 of 152

Next Steps

21

● There are a number of reasons to contemplate add back scenarios. These include:○ Reductions assumed in the worst case are less than assumed○ Additional federal transportation funding becomes available (stimulus,

redistribution)○ Additional state transportation funding becomes available (SB 267 Years 3 and 4)○ Other budget reductions are identified that make additional funds available

● Add back scenarios will be presented starting in June. Scenarios will include:○ Tiered funding levels, likely assuming a range of $50-$100M becomes available as a

first “add-back.” ○ Regional Equity Analysis○ Project screening that factors in the TC Guiding Principles, as well as the

Additional Screening Criteria● Staff has a developed analytical framework for decision making that combines the TC

Guiding Principles with the Additional Screening.

Page 25 of 152

Page 1 of 1

2829 West Howard Place 5th Floor, Denver, CO 80204

TO: THE TRANSPORTATION COMMISSION FROM: SOPHIE SHULMAN, CHIEF OF INNOVATIVE MOBILITY DAVID KRUTSINGER, DIRECTOR OF TRANSIT & RAIL DATE: MAY 15, 2020 SUBJECT: SENATE BILL 267 TRANSIT UPDATE Purpose The purpose of this memo is to seek input on the proposed list of strategic transit projects to be funded by Senate Bill 267. Action Staff requests input from the Transportation Commission on the proposed criteria to define the list of transit projects to be funded with Senate Bill 267, Years 1 through 2, in the worst funding case scenario. Background The state legislature provided new transportation funding through Senate Bill 17-267 (SB 267). SB 267 provides $92M for strategic transit capital projects over two years beginning in FY 2019. The Transportation Commission approved a four-year project list in December 2019, and staff has analyzed how this will be impacted by the current budget environment. Attachments

• Senate Bill 267 Transit presentation

Page 26 of 152

Senate Bill 267 TransitRegional Equity and Scenario Planning

May 21, 2020 Page 27 of 152

SB 267 Transit Background

• SB 267 Program for Years 1 through 4 ($192M) was approved by Transportation Commission by resolution in December 2019o TC approved $192M for transit projectso Funding distributed equitably across TPRs and Regionso Approved transit program met 25% minimum rural requirement of SB 267

• Pueblo Administrative and Maintenance Facility project approved by TC in March 2020

• BUILD Grant Match for track replacement & crossing rehab approved by TC in April 2020

Page 28 of 152

Analysis Assumptions (Transit)

3

• SB 267 Year 1 and 2 Funding Target of $92.4 M

• Current transit commitments include:o Projects already under construction / already contractedo Projects bundled with highway projects o Projects with federal grants and/or partnership funds

• Original transit equity calculations based on population, ridership and transit service

• Regional equity used as criteria for transit programming recommendations

Page 29 of 152

Strategic Considerations: COVID Impacts on Transit

• Some uncertainty about what transit ridership will look like post-COVID; when and how we will recover.

• However, we know congestion will return, and we need to offer solutions to address this and continue to provide vital transportation to transit-dependent populations.

• We are closely monitoring the situation and will amend this plan, with your feedback, as necessary.

4Page 30 of 152

Transit Funding Available for Additional Programming (Worst Case Scenario)

5

Sources $FY 19 and FY 20 SB 267 $92.4M

Commitments $FY 19 and FY 20 SB 267 ($27.9M)

Available to Program $

FY 19 and FY 20 SB 267 $64.5M

• Under the worst case funding scenario there is $92.4 M of available funding FY 19 and 20 SB 267.

• However, we also have to factor in $27.9M in commitments to FY 19 and 20 SB 267 projects.

• This leaves a remaining net amount of $64.5M to be programmed.

Staff recommends using an available Senate Bill Transit Planning Total of $64.5M.

Page 31 of 152

SB 267 Transit Commitments Region Project Description SB 267

2 Bijou Street Storage and Maintenance Facility (Construction) $ 3,000,0002 Cripple Creek Admin & Operations Facility (Design) $ 120,0003 Town of Winter Park Design of new Transit Maintenance Facility $ 200,0003 Summit County Transit Operations Center (Design & Engineering) $ 425,000*3 RFTA Aspen Maintenance Facility Improvement Stage 9 (Construction) $ 1,000,0004 Longmont/Firestone/Weld County Mobility Hub (interim configuration) (Design) $ 600,0004 Berthoud Mobility Hub $ 5,000,0005 Poncha Springs Crossroads Welcome Center Improvement Project (Construction) $ 502,496*2 CRISI Grant Match (PACOG) (CRISI 2019 – awarded) $ 50,0002 Pueblo Administrative and Maintenance Facility (5339b – applied in 2020) $ 980,0002 BUILD Grant Match (SCCOG) (BUILD 2020 – applied) $ 1,000,0003 Winter Park Transit Operations Facility (5339b – awarded in 2019) $ 2,600,0003 Frisco Transit Center - Phase 1 (Completed), Phase 2 (Construction), 40% Local Match $ 3,437,500*3 RFTA Glenwood Maintenance Facility Phase 4 Demolition, Earthwork, Retaining Walls (5339b –

applied in 2020)$ 2,976,000

4 Centerra-Loveland Mobility Hub (Construction) (TIGER 8 – awarded) $ 6,000,000

Total $ 27,890,996

Commitments to projects/corridors

already under construction or under contract,

including highway bundling

Projects with federal grant

funding or partnerships

*TC Resolution had approved $420,000; 500,000; and $4,200,000, respectively.Revised budget amounts are $425,000; $502,496, and $3,437,500, respectively. Budget change requests to come at future TC meeting.

Page 32 of 152

Region Equity Based on Current Commitments (Transit Only)

April 30, 2020

4-Year Equity Target ($192M)

Region Allocation Region %*1 $ 85,120,000 44.3%2 $ 32,815,000 17.0%3 $ 24,160,000 12.6%4 $ 40,710,000 21.2%5 $ 9,310,000 4.8%

$192,010,000

Current EquitySB 267 Committed Projects ($27.9M)

Region Allocation % of $27.9M % of 92.4M

1 $ 0 0.0% 0.0%2 $ 5,150,000 18.5% 5.5%3 $ 10,638,500 38.1% 11.3%4 $ 11,600,000 41.6% 12.3%5 $ 502,496 1.8% 0.5%

$ 27,890,996

What the numbers tell us about programming for equity: • Projects can be added to all regions and

still achieve equity targets• Projects can be added proportionally to

achieve 25% rural target

Current EquitySB 267 Committed Projects ($27.9M)

Location Allocation % of $27.9M % of 92.4M

Rural $ 9,248,996 33.3% 10.0%Urban $ 18,606,000 66.7% 20.1%

$ 27,890,996 Page 33 of 152

Updated Region Equity – Highway and Transit

4-Year Target*

Region Region %1 34.2%2 19.0%3 15.1%4 23.9%5 7.9%

Highway Equity(I-25 @ $50M)

Region %

30.0%13.4%10.8%37.1%8.6%

+ =

*Reference Point: Uses Current and Historic RPP Midpoint

• Highway list needs more projects in Regions 1, 2, & 3 to improve equity. If all remaining $64.5M transit is apportioned to Regions 1, 2, 3, it does not materially change overall equity.

Transit Equity

Region %

-0.7%0.1%0.6%0.1%-0.2%

Highway and Transit Updated Equity

Region %

29.3%13.6%11.4%37.2%8.5%

Page 34 of 152

Achieving Regional Equity Transit(Includes $64.5M in Additional Transit Programming)

Current Equity(Current Commitments ($27.9M) + Remaining to be Programmed (64.5M) = Total $92.4M)

Region Current Allocation Remaining Total Original Region % Revised Target %1 $ 0 $ 40,961,867 $ 40,961,867 44.3% 44.3%

2 $ 5,150,000 $ 10,590,868 $ 15,740,868 17.1% 17.1%

3 $ 10,638,500 $ 987,894 $ 11,626,394 12.6% 12.6%

4 $ 11,600,000 $ 7,990,667 $ 19,590,667 21.2% 21.2%

5 $ 502,496 $ 3,977,708 $ 4,480,204 4.8% 4.8%

Total $ 27,890,996 $ 64,509,004 92,400,000 100% 100%

• Staff analysis shows that regional transit equity can be achieved if the remaining transit funding is apportioned appropriately.

Page 35 of 152

Goals for Triaging SB267 Transit Funding

1. Stay true to Your Transportation Plan and TC-approved criteria (following slides)

2. Advertise projects in timely manner

3. Maintain transit regional equity to extent possible

Page 36 of 152

The Next Step: Selecting Projects for Remaining Second Tranche Dollars

Safety Mobility Economic Vitality

Asset Management

Strategic Nature

Regional Priority

Extent to which project addresses safety deficiencies

at locations with known safety issues (as indicated by Level of Safety Service (LOSS)

3 or 4), or other known or projected safety issues

Extent to which project addresses a mobility need,

including congestion reduction, improved

reliability, new or improved connections, eliminations of “gaps” or continuity issues,

new or improved multimodal facilities, improves efficiency

through technology, or improved access to

multimodal facilities

Extent to which a project supports the economic

vitality of the state or region, including supporting freight, agricultural, or energy needs,

or providing or improving access to recreation, tourism,

military, job, or other significant activity centers

Extent to which project addresses asset life, including

improving Low Drivability Life pavement or poor rated

structures

Strategic nature of project, regional or statewide significance, leverages

innovative financing and partnerships, and balances short term needs vs. long

term trends.

Priority within the Region, based on planning partner input including priorities

expressed in Regional Transportation Plans

Criteria Criteria Criteria Criteria Criteria Criteria

Page 37 of 152

Additional Screening Criteria

Project Delivery

Advance projects

already in progress (e.g.,

scoping, design,

construction)

Criteria

Safety

Advance projects that

improve safety

Criteria

Leverage Funding

Advance projects

leveraged by competitive

federal grants and partner

funding

Criteria

Multimodal Integration

Advance transit projects

that are combined with

funded highway projects

Criteria

Project Readiness

Advance projects that

can be constructed in the near-term

(go to advertisement by Summer

2022)

Criteria

Prior Commitments

Honor awarded

projects to the extent possible

Criteria

Regional Equity

Maintain regional equity in program funding

Criteria

State Requirements

Maintain minimum of

25% funding to projects in

rural counties

Criteria

Funding Cross Utilization

Use Multimodal

Options Funds to keep projects

whole, where possible

Criteria

Economic Impact

Investments in transit help

people get to work, medical appointments, and essential

services, serving more locations, and increased jobs

for capital construction

Criteria

Page 38 of 152

Next Steps

• Based on TC feedback today, staff will finalize full $92.4M transit list

• In addition, staff will develop phased “add backs” that determine specific groups of projects ready to move forward at various funding levels.

• While regional equity will remain important in these discussions so too will be the timing and extent of economic benefits and the relationship to other work packages.

• Staff has a developed analytical framework for decision making that combines the TC Guiding Principles with the Additional Screening.

13Page 39 of 152

2829 W. Howard Place, Denver, CO 80204 303-757-9208

MEMORANDUM

TO: THE TRANSPORTATION COMMISSION FROM: JEFF SUDMEIER, CHIEF FINANCIAL OFFICER DATE: MAY 21ST, 2020 SUBJECT: FY 2020 10TH BUDGET AMENDMENT Purpose To review the tenth amendment to the FY 2019-20 Annual Budget in accordance with Policy Directive (PD) 703.0. Action The Division of Accounting and Finance (DAF) is requesting Transportation Commission (TC) review and approval of the tenth amendment to the FY 2019-20 Annual Budget. The tenth amendment includes two items requiring TC approval, described below, resulting in the reallocation of $17.2 million to the Strategic Projects Program, and $2.0 million to the High Performance Transportation Enterprise (HPTE). Urban Arterials In February, staff presented a proposal to allocate an additional $17.2 million to the Urban Arterials Initiative. The Urban Arterials Initiative is currently included on the $1.6 billion list of projects funded primarily via SB 17-267, SB 18-001, and SB 19-262. This program, developed in partnership with DRCOG, will focus on high injury/high crash locations on urban arterials in the Greater Denver area. With the commitment of an additional $17.2 million by CDOT, DRCOG has agreed to commit $9.5 million of its STP-Metro funds to the Urban Arterials Initiative. Projects will be identified through a competitive project selection process. Allocate $17.2 million from the TC Program Reserve (Line 68) to the Strategic Projects Program (Line 18). Approval of this allocation will result in a further reduction in the TC Program Reserve balance to an estimated $10.6 million. HPTE Tolling Equipment Financing Agreement HPTE staff is requesting TC review and approval of a $2.0 million loan that is being made under the Tolling Equipment Financing Agreement between HPTE and CDOT which was executed in May 2019. Funds will be used for the purchase of tolling equipment and software needed for the I-70 Mountain Express Lane Westbound project. Allocate $2.0 million from the TC Program Reserve (Line 68) to CDOT Agency Operations (Line 62); revenue to HPTE will be allocated to the Express Lanes Operations- HPTE (Line 88). Options and Recommendation

1. Approve proposed Budget Amendment (see temporary resolution #10) -- STAFF RECOMMENDATION.

2. Approve a portion of proposed Budget Amendment. 3. Request additional information and defer action to a subsequent month.

Page 40 of 152

Page 2 of 2


Attachments Attachment A: Urban Arterials Presentation Attachment B: Memorandum from High Performing Transportation Enterprise Attachment C: Amended FY 2019-20 Annual Budget

Page 41 of 152

Program Purpose

• The Urban Arterials Multimodal Safety Improvements Program was developed jointly by DRCOG and CDOT to fund and support infrastructure projects that improve safety, especially for vulnerable users, along urban arterials.

Safety Goals

• Reduce fatal and serious injury crashes on the region’s transportation system

• Support a transportation system that safely accommodates all modes of travel

• Improve transit access and multimodal mobility

• Support the development of connected urban/employment centers and multimodal corridors

• Provide safe access to opportunity and mobility for residents of all ages, incomes and abilities, including vulnerable users

Economic Recovery

• Because this program is focused on a multitude of quick to deliver projects across the metro area, it can play an important and immediate role in job creation/retention and small business investment.

Urban Arterials –Safety Goals and Economic Recovery Benefits

1Page 42 of 152

Partnership with DRCOG and Funding Sources

April 28, 2020 2

• UAMSI is part of Your Transportation Plan and a key near-term project for Region 1.

• Original intent to rely on multiple funding sources, however in keeping with our commitment on making the plan a reality, staff proposes launching UAMSI with initial STBG funding ($26.5M) and working towards realizing the full intent of the program.

• Also aligns with larger intent to put transportation dollars into the economy

Funding Sources

• $17M in CDOT STBG funding (action item for this month)• Also considered part of Region 1’s equity distribution for larger SB267 funding pool

• $9.5M in DRCOG STBG funding (unanimously approved by the Board on 4/15)

• $25M in SB267 highway funding (pending TC discussions)

• $26M in SB267 transit funding (pending TC discussions)

Page 43 of 152

Next Steps with Funding Approval

April 28, 2020 3

Urban Arterial Announcement• Estimated June release in partnership with DRCOG, FHWA, Walk Denver, Bicycle Colorado,

etc.• Opportunity for a positive news item with economic side message

• Initial $26.5M Program ($17M CDOT and $9.5M DRCOG) STBG federal funding• Up to $77M with waitlist projects selected and to be awarded as funding is available

Funding Distribution• Notice of Funding Availability jointly developed by CDOT and DRCOG• Projects would be selected through a joint review process• Overall focus on projects that can be delivered relatively quickly so the benefits are also

realized in a short timeframe

Page 44 of 152

2829 W. Howard Place Denver, CO 80204

MEMORANDUM

TO: THE TRANSPORTATION COMMISSION FROM: JEFF SUDMEIER, CHIEF FINANCIAL OFFICER, CDOT PIPER DARLINGTON, OPERATIONS MANAGER, HPTE DATE: MAY 21, 2020 SUBJECT: CDOT-HPTE TOLLING EQUIPMENT FINANCING REQUEST

Purpose This memorandum provides additional background information regarding a $2.0 million HPTE loan request for tolling equipment and software (Tolling Equipment) that is included in the May CDOT fiscal year (FY) 2019-20 budget amendment. The request is being made under the Tolling Equipment Financing Agreement (Agreement) between the High Performance Enterprise (HPTE) and the Colorado Department of Transportation (CDOT) which was executed in May 2019. Requested Action HPTE staff is requesting Transportation Commission (TC) review and approval of a $2.0 million HPTE loan request included as part of the May CDOT FY 2019-20 budget amendment. Funds will be used for the purchase of Tolling Equipment needed for the I-70 Mountain Express Lane Westbound project. Background In order to maintain its enterprise status, HPTE must own the Tolling Equipment on all Express Lanes projects. There are currently two options that HPTE uses to fund the capital costs related to installing, testing and integrating Tolling Equipment on the Express Lanes:

1. On Express Lanes projects where HTPE is contributing financing for the construction of the lanes, loan proceeds can be used to directly pay for the capital cost of Tolling Equipment. This is the strategy HPTE and CDOT have used on projects such as I-70 Mountain Express Lane (MEXL) Eastbound, C470: I-25 to Wadsworth, I-25 North: 120th to E470 and intends to use on I-25 Johnstown to Fort Collins. Once the lane is open and operational, HPTE then repays the lenders using toll revenue generated on the corridor.

2. On Express Lanes projects where HTPE is not contributing financing, HPTE borrows money from CDOT to pay for the capital cost of the Tolling Equipment. This is the financing mechanism that HPTE and CDOT used on I-25 North: US36th to 120th, initial costs on C470: I-25 to Wadsworth prior to financial close and plans to use on I-70 MEXL Westbound (should the resolution and agreement be approved). Once the lane is open and operational, HPTE then repays CDOT with toll revenue generated on the corridor.

For Express Lanes projects that fall into the second category, HPTE and CDOT must enter into a formal agreement to document the terms of the financial arrangement. For early Express Lanes projects, CDOT and HPTE utilized the Master Installment Purchase Agreement (MIPA) that was executed in November 2014. Under the MIPA, the TC authorized $5 million to be used to purchase Tolling Equipment and HPTE utilized funds under the MIPA to purchase Tolling Equipment for I-25 US36 to 120th (at a cost of $1,616,606) and for C-470 I-25 to Wadsworth (at a cost of $433,372). HPTE has repaid CDOT in full for all current obligations that were originally incurred under the MIPA.

Page 45 of 152

Current Details As HPTE has become a more sophisticated entity with more mature business practices, the terms and processes outlined by the MIPA were not consistent with accounting or budget best practices. In 2019, HPTE and CDOT entered into a new Agreement which not only reflects the current business practices of CDOT and HPTE, but also allows for new Express Lanes projects not contemplated under the existing MIPA, including the Westbound I-70 Mountain Express Lane Project. Under the new Agreement, CDOT will loan HPTE funds to purchase Tolling Equipment and then repay CDOT using toll revenue once the project is open. To account for the different times at which Tolling Equipment will be needed for each Express Lane project and to take into consideration the differences in each corridor, the Agreement provides flexibility to allow CDOT and HPTE to order the Tolling Equipment for each Express Lane project when needed and to document the specific financial terms applicable to each system of Tolling Equipment at different times. These specific terms will be documented in exhibits to the Agreement, which will include (a) a description of the Tolling Equipment; (b) an applicable repayment schedule; and (c) an indexed invoice of Tolling Equipment. While the agreement does provide this needed flexibility, each exhibit to the Agreement will require the approval of CDOT’s Chief Financial Officer and the HPTE Director. In addition, the following financial parameters have been identified in the Agreement: (i) CDOT will charge the current SIB interest rate at the time funds are requested which will accrue upon HPTE’s acceptance of the funds; (ii) HPTE may repay any amounts accrued with no prepayment penalty; (iii) the cost of the equipment and accrued interest must be paid in full no later than ten (10) years from the date HPTE accepts the funds; (but will generally be repaid immediately following ramp-up of the specific Express Lane facility) and (iv) HPTE will stagger its request for funds between Fiscal Year 2019 through Fiscal Year 2022. Options and Recommendations

1. Review and approve the $2.0 million request included in the CDOT May FY 2019-20 Budget Amendment- STAFF RECOMMENDATION

2. Review and request additional information from HPTE staff. 3. Deny the request for approval and direct HPTE and CDOT to find other ways to finance Tolling Equipment

for upcoming Express Lanes projects.

Next Steps:

• HPTE staff will coordinate with the Office of Financial Management and Budget (OFMB) to ensure that the approved funding is distributed and available for use in order to meet project deadlines.

• HPTE staff will communicate and coordinate on all future request for project funding under the

Agreement to the CDOT CFO and OFMB staff.

Page 46 of 152

Attachment C: FY 2019 - 2020 CDOT AMENDED ANNUAL BUDGET

Line Budget Category / Program

Rollforward

from FY 2018-

19

FY 2019-20

Allocation Plan

Proposed TC

Amendments

Approved TC

Amendments

EMT and Staff

Approved

Adjustments

Total FY20 Program

Budget Available

including Changes Directed By Funding Source

1 COLORADO DEPARTMENT OF TRANSPORTATION

2 Capital Construction $432.2 M $1,085.9 M $17.2 M $226.9 M $98.4 M $1,860.5 M

3 Asset Management $48.1 M $318.9 M $0.0 M $8.5 M $0.1 M $375.5 M

4 Surface Treatment $5.4 M $222.0 M $0.0 M $0.0 M -$0.8 M $226.7 M TC FHWA / SH / SB 09-108

5 Structures $2.3 M $56.6 M $0.0 M $8.5 M -$1.3 M $66.0 M TC FHWA / SH / SB 09-108

*6 System Operations-AM $4.8 M $24.1 M $0.0 M $0.0 M $0.2 M $29.1 M TC FHWA / SH

7 Geohazards Mitigation $0.6 M $9.7 M $0.0 M $0.0 M $0.0 M $10.3 M TC SB 09-108

8 Permanent Water Quality Mitigation $16.1 M $6.5 M $0.0 M $0.0 M $2.3 M $25.0 M TC FHWA / SH

9 Emergency Relief $18.8 M $0.0 M $0.0 M $0.0 M -$0.4 M $18.4 M FR FHWA

10 Safety $21.0 M $140.5 M $0.0 M -$11.4 M -$0.1 M $150.0 M

11 Highway Safety Improvement Program $5.4 M $44.0 M $0.0 M -$11.4 M -$0.5 M $37.5 M FR FHWA / SH

12 Railway-Highway Crossings Program $6.6 M $3.5 M $0.0 M $0.0 M $0.0 M $10.1 M FR FHWA / SH13 Hot Spots $0.4 M $2.2 M $0.0 M $0.0 M -$0.4 M $2.2 M TC FHWA / SH

14 FASTER Safety $6.8 M $68.5 M $0.0 M $0.0 M $0.8 M $76.1 M TC SB 09-108

15 ADA Compliance $1.7 M $22.4 M $0.0 M $0.0 M $0.0 M $24.1 M TC FHWA / SH

16 Mobility $363.2 M $626.5 M $17.2 M $229.8 M $98.4 M $1,335.0 M

17 Regional Priority Program $34.1 M $48.4 M $0.0 M $0.0 M $2.6 M $85.1 M TC FHWA / SH

18 Strategic Projects $286.8 M $555.0 M $17.2 M $229.8 M $97.6 M $1,186.4 M SL SB 17-267 / SB 19-262

19 National Highway Freight Program $42.2 M $23.1 M $0.0 M $0.0 M -$1.8 M $63.6 M FR FHWA / SH

20 Maintenance and Operations $40.6 M $336.0 M $0.0 M $22.0 M -$7.1 M $391.4 M


22 Maintenance Program Areas $4.3 M $265.7 M $0.0 M $7.5 M $8.0 M $285.5 M

23 Roadway Surface $0.6 M $36.5 M $0.0 M $0.0 M $1.1 M $38.2 M TC SH

24 Roadside Facilities $0.4 M $24.4 M $0.0 M $0.0 M $0.7 M $25.5 M TC SH

25 Roadside Appearance $0.2 M $10.7 M $0.0 M $0.0 M $0.3 M $11.2 M TC SH

26 Structure Maintenance $0.1 M $6.1 M $0.0 M $0.0 M $0.2 M $6.4 M TC SH

27 Tunnel Activities $0.1 M $6.0 M $0.0 M $0.0 M $0.2 M $6.3 M TC SH

28 Snow and Ice Control $1.3 M $79.2 M $0.0 M $4.7 M $2.4 M $87.6 M TC SH

29 Traffic Services $1.1 M $65.4 M $0.0 M $0.0 M $2.0 M $68.5 M TC SH

30 Materials, Equipment, and Buildings $0.3 M $17.3 M $0.0 M $0.0 M $0.5 M $18.1 M TC SH

31 Planning and Scheduling $0.3 M $17.7 M $0.0 M $0.0 M $0.5 M $18.6 M TC SH

32 Toll Corridor General Purpose Lanes $0.0 M $2.3 M $0.0 M $2.8 M $0.1 M $5.2 M TC SH

33 Property $0.3 M $17.6 M $0.0 M $5.7 M $5.0 M $28.6 M TC SH

34 Road Equipment $22.1 M $22.1 M $0.0 M $4.4 M -$10.5 M $38.2 M TC SH

35 Maintenance Reserve Fund $0.0 M $10.0 M $0.0 M -$8.0 M $0.0 M $2.0 M TC SH

36 Safety $2.8 M $0.0 M $0.0 M $9.5 M -$8.4 M $3.9 M

37 Strategic Safety Program $2.8 M $0.0 M $0.0 M $9.5 M -$8.4 M $3.9 M TC FHWA / SH

38 Mobility $11.1 M $20.6 M $0.0 M $2.9 M -$1.2 M $33.3 M

39 Real-Time Traffic Operations $0.1 M $10.6 M $0.0 M $2.8 M -$1.4 M $12.0 M TC SH

40 ITS Investments $11.0 M $10.0 M $0.0 M $0.1 M $0.2 M $21.3 M TC FHWA / SH

41 Multimodal Services $98.0 M $69.8 M $0.0 M -$14.3 M $9.0 M $162.6 M

42 Mobility $98.0 M $69.8 M $0.0 M -$14.3 M $9.0 M $162.6 M

43 Innovative Mobility Programs $16.0 M $12.1 M $0.0 M -$14.3 M $0.0 M $13.8 M TC FHWA / SH

44 Strategic Transit and Multimodal Projects $73.3 M $50.0 M $0.0 M $0.0 M $6.4 M $129.8 M SL SB 17-267

45 Rail Commission $2.5 M $0.0 M $0.0 M $0.0 M $0.0 M $2.5 M SL SB 18-001

46 Bustang $6.2 M $7.7 M $0.0 M $0.0 M $2.6 M $16.5 M TC SB 09-108 / Fare Rev.

47 Suballocated Programs $433.5 M $243.6 M $0.0 M $16.5 M -$0.4 M $693.2 M

48 Aeronautics $18.1 M $33.3 M $0.0 M $0.0 M $0.6 M $51.9 M

49 Aviation System Programs $18.1 M $33.3 M $0.0 M $0.0 M $0.6 M $51.9 M AB SA

50 Highway $245.4 M $123.6 M $0.0 M $16.5 M -$15.0 M $370.5 M

51 STP-Metro $149.6 M $55.4 M $0.0 M $16.5 M -$4.9 M $216.6 M FR FHWA / LOC

52 Congestion Mitigation and Air Quality $73.4 M $50.2 M $0.0 M $0.0 M -$14.3 M $109.2 M FR FHWA / LOC

53 Metropolitan Planning $7.0 M $8.6 M $0.0 M $0.0 M $3.4 M $19.0 M FR FHWA / FTA / LOC

54 Off-System Bridge Program $15.4 M $9.4 M $0.0 M $0.0 M $0.8 M $25.7 M TC / FR FHWA / FSH / LOC

55 Transit and Multimodal $170.1 M $86.8 M $0.0 M $0.0 M $14.0 M $270.9 M

56 Recreational Trails $2.4 M $1.6 M $0.0 M $0.0 M -$2.1 M $1.9 M FR FHWA

57 Safe Routes to School $8.0 M $3.1 M $0.0 M $0.0 M $1.9 M $13.0 M TC FHWA

58 Transportation Alternatives Program $31.5 M $12.3 M $0.0 M $0.0 M -$0.5 M $43.3 M FR FHWA / LOC

59 Transit Grant Programs $56.4 M $47.3 M $0.0 M $0.0 M $17.8 M $121.5 M FR / SL / TC FTA / LOC / SB 09-108

60 Multimodal Options Program $71.8 M $22.5 M $0.0 M $0.0 M -$3.1 M $91.2 M TC/SL SB 19-125 / SB 18-001

61 Administration & Agency Operations $16.6 M $111.6 M $2.0 M $6.1 M $4.7 M $141.0 M

*62 Agency Operations $16.6 M $73.3 M $2.0 M $6.1 M $4.6 M $102.6 M TC / AB FHWA / SH / SA / SB 09-108

63 Administration $0.0 M $38.3 M $0.0 M $0.0 M $0.1 M $38.4 M SL SH-GA

64 Debt Service $0.0 M $62.8 M $0.0 M $1.9 M $0.0 M $64.7 M

65 Debt Service $0.0 M $62.8 M $0.0 M $1.9 M $0.0 M $64.7 M DS FHWA / SH

66 Contingency Reserve $191.5 M $23.8 M -$19.2 M -$202.2 M $68.7 M $62.6 M

**67 Contingency Fund $23.6 M $15.0 M $0.0 M $15.5 M $0.0 M $54.1 M TC FHWA / SH

68 Reserve Fund $167.9 M $8.8 M -$19.2 M -$217.7 M $68.7 M $8.6 M TC FHWA / SH

69 Other Programs $18.4 M $27.9 M $0.0 M $0.0 M $0.9 M $47.2 M

70 Safety Education $9.4 M $12.9 M $0.0 M $0.0 M $1.6 M $23.9 M TC/FR NHTSA / SSE

71 Planning and Research $9.1 M $14.6 M $0.0 M $0.0 M -$0.7 M $23.0 M FR FHWA / SH

72 State Infrastructure Bank $0.0 M $0.4 M $0.0 M $0.0 M $0.0 M $0.4 M TC SIB

73 TOTAL - CDOT $1,230.8 M $1,961.3 M $0.0 M $56.9 M $174.3 M $3,423.4 M

*Allocated plan amounts do not reflect budget originally pushed due to reorganization

** $1.0 M requested for COVID-19 response

Page 47 of 152

74 COLORADO BRIDGE ENTERPRISE

75 Capital Construction $42.1 M $96.9 M $0.0 M $0.0 M $13.7 M $152.7 M


77 Bridge Enterprise Projects-CBE $42.1 M $96.9 M $0.0 M $0.0 M $13.7 M $152.7 M BEB SB 09-108

78 Maintenance and Operations $0.8 M $0.5 M $0.0 M $0.0 M $0.0 M $1.3 M


80 Maintenance and Preservation-CBE $0.8 M $0.5 M $0.0 M $0.0 M $0.0 M $1.3 M BEB SB 09-108


82 Agency Operations-CBE $2.4 M $1.8 M $0.0 M $0.0 M $0.0 M $4.2 M BEB SB 09-108


84 Debt Service-CBE $0.0 M $18.2 M $0.0 M $0.0 M $0.0 M $18.2 M BEB FHWA / SH

85 TOTAL - BRIDGE ENTERPRISE $45.3 M $117.4 M $0.0 M $0.0 M $13.7 M $176.5 M

86 HIGH PERFORMANCE TRANSPORTATION ENTERPRISE

87 Maintenance and Operations $45.0 M $18.8 M $2.0 M $0.0 M $3.1 M $68.9 M

88 Express Lanes Operations-HPTE $45.0 M $18.8 M $2.0 M $0.0 M $3.1 M $68.9 M HPTEB Tolls / Managed Lanes Revenue


90 Agency Operations-HPTE $3.1 M $5.7 M $0.0 M $0.0 M $4.2 M $13.0 M HPTEB Fee for Service


92 Debt Service-HPTE $0.0 M $0.0 M $0.0 M $0.0 M $0.0 M $0.0 M HPTEB Fee for Service

93 TOTAL - HIGH PERFORMANCE TRANSPORTATION ENTERPRISE $48.1 M $24.5 M $2.0 M $0.0 M $7.2 M $81.9 M

94 TOTAL - CDOT AND ENTERPRISES $1,324.3 M $2,103.2 M $2.0 M $56.9 M $195.3 M $3,681.7 M

Page 48 of 152


MEMORANDUM

TO: THE TRANSPORTATION COMMISSION FROM: JEFF SUDMEIER, CHIEF FINANCIAL OFFICER DATE: MAY 21, 2020 SUBJECT: FY 2020-21 BUDGET UPDATES – IMPACTS OF COVID-19 Purpose To provide an update on staff analysis related to the FY 2020-21 Annual Budget Allocation Plan, in consideration of the economic impacts due to the COVID-19 pandemic. Action No action is requested at this time. Economic Impacts of COVID-19 Pandemic: The onset of the COVID-19 pandemic and the “stay-at-home” and “safer-at-home” policy measures implemented to control its spread have precipitated an economic downturn. As a consequence, both the Department and the State are facing significant revenue shortfalls in Fiscal Years 2019-20, 2020-21, and beyond. The Governor’s Office and the State Legislature are contemplating actions to re-balance the Fiscal Year 2020-21 budget which may have a significant impact on CDOT. These large impacts, combined with the revenue shortfall anticipated from decreased motor fuel tax collections, titles and registration fees and other sources, will require amendments to the Fiscal Year 2020-21 budget. Overall, the Department anticipates making major amendments to the Fiscal Year 2020-21 Budget Allocation Plan in order to plan appropriately. Over the next few months, prior to bringing budget recommendations to the Commission, staff will compile information on the State’s budget balancing decisions that impact CDOT, obtain more data on HUTF revenue trends, and work to analyze and prioritize potential budget cuts. State Budget Decisions Multiple options for balancing the State’s budget shortfall are being considered and discussed at this time. This includes the possible suspension of SB 19-263 $50 million annual General Fund transfers for the next two fiscal years and delaying the TRANs ballot measure in SB 19-263 for one year. However, final decisions will not be known until the Legislature completes their work on passing the State’s Long Bill. The Joint Budget Committee began meeting the first week of May to work on the Fiscal Year 2020-21 Long Bill and budget package bills and the full legislature is planning to reconvene May 26th. Their work throughout May and June will provide the final decisions around what measures the State will take to balance the budget. The impact of these decisions will inform what budget balancing measures the Department must take in turn. The Office of State Planning and Budgeting (OSPB) and Legislative Council presented revised revenue forecasts to the Joint Budget Committee on May 12th. The State is expecting significant declines in income and state tax revenue leading to revenue shortfalls of $1.1 billion in FY20, $2.5 billion in FY21, and $2.0 billion in FY22. When you combine the shortfall in the current fiscal year with the outlook for FY21, the state is looking at a General Fund deficit of more than $3.6 billion for the FY21 budget. The LCS and OSPB May Forecast of HUTF revenues are also showing a larger shortfall than initially projected in March. In comparison to the Department’s initial projections for FY21, FY22, and FY23, these new forecasts indicate the shortfall may range between $45 to $115 million for those years combined. The

Page 49 of 152

Page 2 of 4


Department anticipates updating the CDOT forecast as additional information is available. Please see below for the anticipated timeline. HUTF Revenue Forecast With regard to HUTF revenue, while staff have identified and analyzed information on multiple economic indicators, direct revenue data that gives a clear picture of the severity of the impact is not yet available. Since actual revenue receipts to the HUTF are reported on a two month lag due to collections and processing time for the Department of Revenue and the Treasury, staff has been modeling revenue impacts based on various external data points. Some of these were used last month to create a preliminary estimate of the general magnitude of the shortfall and to adjust the monthly cash forecast. That estimate showed a $50 million decrease in motor fuel tax collections over FY 2019-20, 2020-21, and FY 2021-22. The Department has continued to obtain and analyze information, but still lacks direct data on actual revenue receipts post COVID-19’s onset. Some circumstantial indicators that the Department has reviewed include the following:

- Information on decreased travel which will lower motor fuel tax collections over time. In general, motor fuel tax collections account for about 58 percent of HUTF revenue sources and was previously forecasted at $326.6 million.

o Compared to 2019, traffic across the state’s interstate system has decreased substantially. On average, April traffic was down about 54 percent across various corridors.

o On average, the traffic volume at Eisenhower tunnel decreased 73 percent since January. o As traffic has declined, so too has the production of motor fuels. The Energy Information

Administration reports that the Rocky Mountain district has witnessed a 36 percent drop in the weekly net production of conventional gasoline in the last two months since the week ending March 6th. Crude oil price’s recent nose-dive to below $0 per barrel in late-April due to storage capacity limitations throughout the world is also indicative that fuel consumption’s demand destruction has outpaced normal production estimates.

o According to the daily COVID-19 Community Mobility Reports that Google has made publicly available over the last few months, workplace-related trips declined on average of almost 50 percent through April 26th, and recreation and retail-related trips fell by about 44 percent during the same span of time.

o Many independent research groups estimate that many governments and nations will attempt to manage the pandemic through varying quarantine measures for the next 12 to 18 months. This will likely depress normal travel in Colorado for at least the same duration, and possibly for some time beyond as consumers gradually regain confidence once the virus’ outbreak has been brought under control.

- Information on delayed collection of vehicle license fees. Motor vehicle registration fees comprise about 21 percent and was previously forecasted at $117 million in annual revenue.

o The Colorado Department of Motor Vehicles (DMV), responsible for collecting various vehicle registration fees, closed all of the State’s offices beginning March 18th. Some will be opening beginning on May 4th to Commercial Driver’s License customers by appointment only. Typically, the DMV processes around 36 percent of transactions online, meaning that fees from 64 percent of transactions that occur in person are not being collected. Although there is an anticipated shortfall at the moment of revenue from vehicle registrations, it is believed that these earnings will be recaptured gradually once the DMV begins to re-open its offices throughout the state.

Budget Mitigation Strategies Due to the various revenue impacts that are being anticipated, the Department will be taking multiple approaches to making necessary budget amendments to ensure the budget remains in balance. At this time staff are reviewing and analyzing all possible reductions. When more information is available and the

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Page 3 of 4


final projected revenue shortfall is known with higher confidence, staff will identify and prioritize specific budget reduction options for review and approval by the Commission.

- State General Fund Reductions – Staff will be working with the Commission to address the large impacts that may occur because of General Fund revenue reductions resulting from broader State actions. This will involve prioritizing the $1.6 billion project list approved by the Commission in November 2019 and planned primarily for SB 17-267 funding (see SB 267 memo).

- HUTF and Other Revenue Reductions – In the coming months, staff will review options with the Commission to address budget shortfalls associated with reduced fuel tax collections and other state or federal revenue shortfalls.

o Program Review - Staff are in the process of analyzing and prioritizing many different options to reduce program budgets to help to offset the anticipated shortfalls in HUTF revenues. This effort is focused on identifying reduction opportunities that hold harmless maintenance, asset management, and critical safety programs, and focus on reductions with the least impact to the traveling public. Some options being reviewed include:

utilizing surplus debt service budget from Fiscal Year 2019-20 totaling $21.5 million;

refunding the 2016 Building COPs to capitalize on low interest rates and delaying or cancelling a planned $22 million defeasance of those COPs;

targeted reductions to discretionary programs reductions to budget for programs with apportionments that are about to lapse; limiting the Fiscal Year 2019-20 budget that programs can roll forward and revert

those funds to the TC Program Reserve to be used to offset revenue shortfalls’ tightening the policies around project savings to revert additional budget to the

Program Reserve to be used to offset revenue shortfalls. o Work Plans/Operations – In order to continue to maximize the budget available for

projects, staff will be working to do another thorough review of work plan budgets to identify any additional reductions that can be taken. This detailed review was just completed as part of the development of the initial Fiscal Year 2020-21 allocation plan where staff identified $25.2 million which was reduced from various work plan budgets. In addition to undertaking a detailed review of these budgets for a second time, the Department is also implementing other policies to curtail spending.

Staff will be reviewing workplans to identify further opportunities for any possible reductions. These reductions could include capturing any projected vacancy savings, aligning budget more closely with historical and current rates of expenditure, or delaying, reducing, or cancelling non-mission critical activities.

In addition to this more granular level review, division and region directors will be reviewing work plan budgets at a higher level, understanding the seriousness of the revenue shortfalls the Department has to contend with, and identifying any potential reductions that their programs can reasonably endure without reducing mission-critical services.

Depending on the severity of the impact, staff are also analyzing other potential cuts. These could include across-the-board cuts in specific categories, as well as taking reductions to the IT budget by delaying, reducing the scope, or cancelling certain projects.

The Department is also developing new policies to provide tighter budget controls: • limiting cost center roll forwards to mission-critical items only. • new clearance process with lower thresholds for EMT review of new

solicitations, contracts, task orders and modifications. This will increase oversight and ensure adequate approval for all goods and services procured by the department.

Page 51 of 152

Page 4 of 4


• New, additional review process for all personnel actions to ensure only mission critical roles are being filled.

Anticipated Timeline

- June 2020 – Information on the second tranche of SB 17-267 COPs will be available after issuance in May and decisions resulting from the Legislative process will be known. Staff will continue to work on analyzing and prioritizing budget cut options during this time.

- July 2020 - Staff anticipates bringing a complete, revised annual revenue forecast to the Transportation Commission for review. By the end of June, Department staff will have actual HUTF revenue reports from March, April, and May providing a baseline of data. April will reflect the impact seen under the strict “Stay-at-Home” order and May will show what revenue receipts are during the “Safer-at-Home” order. The “Safer-at-Home” data will provide insight to the longer term forecast. Staff is operating under the current assumption that the “Safer-at-Home” order will likely be in effect for many months. Staff will also present preliminary budget amendment proposals for Commission review and feedback.

- August 2020 – Review final budget amendments and take a final vote of approval to amend the FY21 budget. At this time, information on roll forward budget amounts will be known and can be included in efforts to rebalance the budget.

- October 2020 – The reconciliation of Fiscal Year 2019-20 year-end revenues will be complete. Further amendments to the Fiscal Year 2020-21 budget may be required at this time.

Attachments Attachment A – Presentation

Page 52 of 152

Fiscal Year 2020-21 Budget UpdatesMay 21, 2020Page 53 of 152

Agenda

2Fiscal Year 2020-21 Budget Updates

• Revenue Forecasting • State Budget Decisions• HUTF Revenue Forecast

• Budget Mitigation Strategies• Prioritize $1.6 B SB 267 Project List • Review Program Allocations• Review Work Plan Budgets

• Timeline

Page 54 of 152

Revenue Forecasting


• State Revenue Forecast Update – May 12th• OSPB and JBC Revenue Forecasts are much lower than the March update

• State expects national GDP to decrease 5.6% this year• Statewide General Fund changes relative to March

• $895.8 million deficit carried over from FY 2019-20• General Fund revenue expectations reduced in FY 2020-21 by $2.42

billion• The State’s forecast of HUTF revenues indicate a combined decline for

FY20, FY21, and FY22 ranging from $45-$115 million in comparison to the Department’s initial December forecast.

Page 55 of 152

Revenue Forecasting


• HUTF Revenues• Actual monthly receipts are on a two-month lag

• March revenues showed minimal to no downturn • April and May will provide better direct information

• Current forecast based on data available to date• Movement has decreased statewide. This means reduced vehicle miles

traveled and lower motor fuel consumption• Assuming that the pandemic will be managed with varying quarantine

measures for 12-18 months• Vehicle license fee collections are delayed, but staff anticipates the

majority will be recaptured gradually once DMV offices begin to re-open

Page 56 of 152

Current CDOT Revenue Impacts


Potential Revenue Impacts FY20 FY21 FY22 FY23 Total

LEGISLATIVE CHANGES

Suspend SB263 Transfers ($50.0) ($50.0) ($100.0)

Retain $49M 2nd Year of SB267 COPs ($49.0) ($49.0)

Increase Debt Service ($12.0) ($12.0) ($24.0)

Sweep $10M Statewide Portion MMOF ($10.0) ($10.0)

$500,000 cut to MTCF ($0.5) ($0.5)

Subtotal – Legislative Impacts ($121.5) ($62.0) ($183.5)

HUTF REVENUE SHORTFALL

Motor fuel tax and vehicle license fees ($8.2) ($19.9) ($28.1)

Subtotal – HUTF Shortfall ($8.2) ($19.9) ($28.1)

TOTAL OF ALL IMPACTS ($8.2) ($141.4) ($62.0) ($233.6)

Page 57 of 152

Year over Year Traffic Comparsion

May 19, 2020 Fiscal Year 2020-21 Budget Updates 6

-70%

-60%

-50%

-40%

-30%

-20%

-10%

0%

10%

January February March April

Year over Year Traffic Volume ComparisonJanuary to April

I-25 North (SH7 Interchange) I-70 West (Eisenhower Tunnel)

I-76 (Keensberg) Average Change

Compared to 2019, traffic has declined by an average of about 54 percent across the interstate system.

Page 58 of 152

Decline in I-25 Traffic in Denver


0

20000

40000

60000

80000

100000

120000

140000

12/31/2019 1/20/2020 2/9/2020 2/29/2020 3/20/2020 4/9/2020 4/29/2020

Daily Denver Traffic Volume I25 at US 6 NB

March 16 – Closure of Bars, Restaurants

March 26 – Stay in Place

April 27th– Safer at Home begins Statewide

Feb 6 to 7– Snowstorm

While traffic declined precipitously due to statewide stay at home orders, traffic started to rebound in mid-April. It is expected to keep increasing as the state continues its transition to Safer at Home.

Page 59 of 152

Decline in Traffic at Eisenhower Tunnel


0

5000

10000

15000

20000

25000

30000

35000

40000

45000

12/31/2019 1/20/2020 2/9/2020 2/29/2020 3/20/2020 4/9/2020 4/29/2020

Daily I-70 Traffic Volume I70 West at Eisenhower Tunnel

March 15 – Executive Order closing ski lifts

Feb 6 to 7– Snowstorm

March 26 – Stay in Place

April 27th– Safer at Home begins Statewide

Similarly, traffic on westbound I-70 declined significantly after the Governor’s Executive Order closing Ski Lifts, and has begun to slowly increase again in the last week

Page 60 of 152

Budget Mitigation Strategies


• State General Fund Reductions• Prioritize the $1.6 billion project list approved by TC in November 2019

based on a worst case scenario assuming $550 million.• HUTF and Other Revenue Reductions

• Program Review• Hold harmless maintenance, asset management, and critical safety

programs• Focus on reductions with least impact to traveling public

• Work Plans/Operations • Thorough review of work plan budgets

Page 61 of 152

Program Review


Examples of Options and Tools

FY20 Debt Service budget of $21.5 million

Refund 2016 building COPs; cancel planned $22 million defeasance

Targeted reductions to discretionary programs

Federal apportionments that are about to lapse

Limit FY20 roll forwards and revert to TC Program Reserve to offset revenue shortfall

Tighten policies around project savings to revert additional budget

Page 62 of 152

Work Plans/Operations


Examples of Options and Tools

Staff detailed review

Division and Region Director strategic review

Across-the-board reductions in certain categories

Delay, reduce scope, or cancel certain initiatives

Tighter budget policies• Limit cost center roll forwards• New clearance process with lower threshold for EMT review• New additional review process for all personnel actions

Page 63 of 152

Anticipated Timeline


•Info available on second tranche of SB267 COPs•Staff work on analyzing and prioritizing budget cut optionsJune

•Revised Annual Revenue Forecast•March, April, and May revenue data will be available

•Review preliminary budget amendment proposalsJuly

•Final budget amendment proposals for TC review and action•FY20 Roll Forward information may be available for inclusion in budget balancing decisions

August

•FY20 Year End Revenue Reconciliation complete•Further amendments to the budget may be requiredOctober

Page 64 of 152

Questions?May 19, 2020Page 65 of 152

2829 West Howard Place, Denver, CO 80204 P 303.757.9262

MEMORANDUM

TO: THE TRANSPORTATION COMMISSION FROM: JEFF SUDMEIER, CHIEF FINANCIAL OFFICER DATE: MAY 21, 2020 SUBJECT: ELEVENTH BUDGET SUPPLEMENT - FY 2019-2020 Region 5 $2,310,000 – Freight Program and Surface Treatment – US 160 AND SH 17 INTERSECTION PRIORITY – This project has been on the shelf since 2017 when it was previously scheduled to be advertised for construction in 2018. It has been the top priority of the San Luis Valley TPR since 2010, and has a history of crashes, which qualified it for $1.5M of Freight (FRT) and $1.5M of FASTER (FSA) funding. The low bidder was more than 60% over the Engineer’s estimate. The region will be using savings from other Freight projects as well as funds from within its Surface Treatment program. Per Policy Directive 703.0, this project is being included in the Budget Supplement as it is an increase of greater than 15% of the original budget and greater than $500,000.

Phase Funding Original Previous Current Total Revised Expendedof Work Program Budget Adjustments Request Adjustments Budget To-Date

Right of Way FASTER Safety Program $63,000 $0 $0 $0 $63,000 $51,052Total Right of Way $63,000 $0 $0 $0 0% $63,000 $51,052

Design FASTER Safety Program $687,000 $0 $0 $0 $687,000 $667,444Total Design $687,000 $0 $0 $0 0% $687,000 $667,444

Construction FASTER Safety Program $1,521,091 $0 $0 $0 $1,521,091 $0Freight Program $1,500,000 $0 $1,100,000 $1,100,000 $2,600,000 $0

Surface Treatment Program $1,500,000 $0 $1,210,000 $1,210,000 $2,710,000 $0Total Construction $4,521,091 $0 $2,310,000 $2,310,000 51% $6,831,091 $0

Total Project $5,271,091 $0 $2,310,000 $2,310,000 44% $7,581,091 $718,496

Budget Components by Phase, Funding Program, Fiscal YearFunding Request

Total Adjustment Percent

US 160 AND SH 17 INTERSECTION PRIORITY

Page 66 of 152


Division of Highway Maintenance & Operations $2,200,000 – Transfer from ITS Asset Management cost center OI450-010 to ITS Maintenance pool – Network and Systems Redundancy Project – In January of 2020, a power outage at the Colorado Traffic Management Center (CTMC) in Golden, CO compromised CDOT statewide operations. The power outage caused heating and ventilation equipment (HVAC) to malfunction at CTMC and network hardware to malfunction at the Pueblo Data Center. Both the HVAC equipment in Golden and network hardware in Pueblo are outdated and need an upgrade. Upgrading the equipment at both locations will prevent these types of system interruptions in the event of another power outage at CTMC. The requested funding will upgrade servers, network cards, chassis, and switches at the Pueblo Data Center. At the CTMC in Golden, the funding will replace a generator, automatic transfer switch, and power cabinets that house wiring. Please see the attached Power Outage at CTMC memo for additional information

Transaction ReferenceDate Transaction Description Amount Balance Document

June-19 Ending Balance 12S19 $18,209,819July-19 Balance 1S20 $11,808,394

August-19 Balance 2S20 $12,272,130September-19 Balance 3S20 $10,454,730

October-19 Balance 4S20 $10,405,695November-19 Balance 5S20 $24,405,695December-19 Balance 6S20 $26,731,087

January-20 Balance 7S20 $26,731,087February-20 Balance 8S20 $29,536,886March-20 Balance 9S20 $29,536,886April-20 Balance 10S20 $27,422,920

State match for ER permanent repair projects 296,232$ MultipleEstablish COVID Response Balance (1,000,000)$ NA

May-20 Pending Balance 11S20 $26,719,152

REMEMBER TO HIDE THE ROWS FROM PREVIOUS MONTHS


April-20 Beginning Balance 10S19 $1,000,000 Allocated from TCC poolNo Requests this Month


Transportation Commission Contingency Reserve Fund ReconciliationEleventh Supplement FY 2020 Budget

Transportation Commission Contingency COVID Reserve Fund ReconciliationEleventh Supplement FY 2020 Budget

Page 67 of 152



June-19 Ending Balance 12S19 $75,156,855July-19 Balance 1S20 $84,029,527

August-19 Balance 2S20 $81,129,527September-19 Balance 3S20 $79,401,157

October-19 Balance 4S20 $79,401,157November-19 Balance 5S20 $52,343,864December-19 Balance 6S20 $48,843,864

January-20 Balance 7S20 $48,843,864February-20 Balance 8S20 $48,843,864March-20 Balance 9S20 $42,959,802

FY19-20 Revenue Recon - Federal revenues (14,725,771)$ 1000271474

April-20 Balance 10S20 $28,234,031Strategic Projects for Urban Arterials (17,178,240)$ Pending

Loan to HPTE (2,000,000)$ PendingMay-20 Pending Balance 11S20 $9,055,791

Transportation Commission Program Reserve Fund ReconciliationEleventh Supplement FY 2020 Budget


June-19 Carry forward from FY 2019 $0July-19 Balance 1S20 $10,000,000

August-19 Balance 2S20 $12,000,000September-19 Balance 3S20 $12,000,000October-19 Balance 4S20 $12,000,000

November-19 Balance 5S20 $12,000,000December-19 Balance 6S20 $22,000,000January-20 Balance 7S20 $14,806,900February-20 Balance 8S20 $10,197,300March-20 Balance 9S20 $4,741,300April-20 Balance 10S20 $2,000,000

See TCC Reconciliation for May Snow and Ice Request


Transportation Commission Maintenance Reserve ReconciliationEleventh Supplement FY 2020 Budget

State Total BudgetReg Highway Project Description County TCCRF projCode4 0 0.000 - 0.000 Roll Forward from Prior Year Debudgets Weld 296,232$

296,232$

State Total BudgetReg Highway Project Description County TCCRF projCode

-$

296,232$

Mileposts

Total

Grand Total TCCRF Activity for Emergency Relief Since Last Reporting

Transportation Commission Contingency Reserve FundEmergency and Permanent Repairs-Nonparticipating costs and state match

September 11, 2013 Flood Related Monthly Activity

Mileposts

Spring 2015 Flood Related Monthly Activity

Total

Page 68 of 152


AprilTC Contingency Balance (Emergencies)

Pending Requests:State match for ER permanent repair projects

Establish COVID Response Balance

Pending May TC Contingency Reserve Balance

Projected Outflow: Low Estimate High EstimateState Match for Emergency Relief/Permanent Recovery ($2,000,000) ($5,000,000)State Match for Spring 2015 Floods $0 ($2,500,000)

Projected Inflow: Low Estimate High EstimateNone $0 $0 Projected FY 2019-2020 YE Contingency Balance $24,719,152 $19,219,152

TCCRF Surplus (Deficit) to Reach $25M Balance July 1, 2020 ($280,848) ($5,780,848)

AprilTC Program Reserve Balance

Pending Requests:Strategic Projects for Urban Arterials

Loan to HPTE

Pending MayTC Program Reserve Fund Balance

Projected Outflow: Low Estimate High Estimate

Projected Inflow: Low Estimate High EstimateReimbursement for Demolition of CDOT Headquarters $1,000,000 $0 Reimbursement for COP Defeasance $1,900,000 $1,900,000 Projected FY 2019-2020 YE Program Reserve Balance $11,955,791 $10,955,791

($2,000,000)

($1,000,000)

($17,178,240)

$9,055,791

$26,719,152

FY 2019-2020 Contingency Reserve Fund Balance Projection$27,422,920

FY 2019-2020 Program Reserve Fund Balance Projection$28,234,031

$296,232

Page 69 of 152

425C Corporate Circle, Golden, CO 80401 (303) 512-5800 Fax(303) 512-5878 www.codot.gov

This memo is a follow up to the aforementioned power outage that impacted CDOT Statewide operations from Friday night on January 17th at 1903 hours until January 18th 0200 hours.

To summarize, the “C” phase failed at the transformer in the Colorado Traffic Management Center (CTMC) in Golden, which caused the generator to initiate. The automatic transfer switch also failed which allowed both the generator and commercial power to loaded our Uninterruptible Power Supply (“UPS”). This then caused one of two UPS to fail, and all three of our Heating, Ventilation and Air Conditioning unit (“HVAC”) inside the Data Center in Golden also to fail.

The “perfect IT Storm” was contribute lack of Asset Management funding to replace the dated support equipment, allow with competing asset replacement priorities. The Generator and HVAC equipment is original when the Golden office was established in 2005. The automatic transfer switch, which allowed the dual powersurge, is original to when the building be built in 1992. Also as the CTMC power demands have grown, we have not been able to stay up with the appropriate generator power loads when we loose power.

In short, we have identified an action plan to implement redundancy into our systems and a business continuity plan to reduce the risk in the future.

The Action Plan as follows:GOLDEN (~$1.2M)

Immediately Replace: GeneratorAutomatic Transfer SwitchPower Cabinets and associated wiring, rewire power to existing bays

PUEBLO: ($730k)Immediately Install: HP Compute Infrastructure & Storage

FirewallsSoftware

TOTAL COSTS: ~$2M (already funded within ITS)ESTIMATED TIME TO IMPLEMENT: 20 Weeks after PO

In Summary, the aforementioned actions, will provide us a more robust power system within Golden, and a fail over to Pueblo R2 HQ in the event of a Golden systems, power or network failure. The funds are available within the ITS Asset Management allocation. We are already in process to initiate and issue any RFPs to get this work done before next winter.

If you have any questions, concerns or comments, please don’t hesitate to contact me.

To: The Transportation Commission of ColoradoFrom: John LormeDate: May 21, 2020

RE: After Action for Power Outage at CTMC 1/17 through 1/18/2020

Intelligent Transportation Systems & Network Services425C Corporate CircleGolden, CO 80401(303) 512-5800 Fax (303) 512-5878

Page 70 of 152

Transportation Commission of Colorado Statewide Plan Committee

Meeting Agenda Thrusday, May 21, 2020

2829 West Howard Place, Denver, CO

Rebecca White, Director

Division of Transportation Development

• Introductions – 5 Minutes – Karen Stuart, Chair

• 2045 Statewide Plan Schedule (Public Review) Revision - 10 minutes - Rebecca White • Adjourn

THE AGENDA MAY BE ALTERED AT THE CHAIR’S DISCRETION

Karen Stuart (Chair)

District 4

Shannon Gifford

District 1

Vince Rogalski

Chairmen of STAC

Sidny Zink

District 8

Don Stanton

District 2

Kathleen Bracke

District 5

Page 71 of 152

4201 E. Arkansas Ave., Room 262, Denver, CO 80222-3400 P 303.757.9525 F 303.757.9656 www.coloradodot.Info

Purpose

The Division of Transportation Development is intends seek the Transportation Commission approval of for

a change to the formal adoption date of the 2045 Statewide Plan.

Action Requested

Discussion only.

Background

Over the last year, staff has sought input from the Transportation Commission’s Statewide Plan

Committee to inform the development of the 2045 Statewide Transportation Plan. It was orginally

intented for the Transportation Commission to review and approve the 2045 Statewide Plan at their June

meeting. However, COVID related circumstances have lead staff to believe that a partial delay in the

adoption of the plan is warrented.

Details

The draft 2045 Statewide Transportation Plan helps the Department to meet a number of state and

federal requirements. One of those requirements is public review and comment. CCR 4.06.3.1 states,

“The Department will submit a draft Statewide Transportation Plan to the Commission, the STAC, and

all interested parties for review and comment. The review and comment period will be conducted for a

minimum of 30 days. The publication will be available at public facilities, such as at the Department

headquarters and region offices, state depository libraries, county offices, TPR offices, Colorado Division

offices of the Federal Highway Administration and Federal Transit Administration, and the internet.”

Staff is concerned that due to the COVID-19 outbreak, a 30-day comment period may not allow citizens

enough time to offer public comment. Extending the public review period to 60-days would allow more

time to engage with stakeholders and the public, allow staff to reach more people more equitably, and

will allow staff to utlize virtual/electronic means of communication to meet the intent of the regulations

(i.e. emailing the draft plan to the list of public facilities and asking stakeholder/community groups to

help spread the word).

2829 West Howard Place

Denver, CO 80204

TO: Statewide Planning Committee, Transportation Commission

FROM: Rebecca White, Director, Division of Transportation Development

Tim Kirby, Manager, Multi-modal Planning Branch

DATE: May 21, 2020

RE: Statewide Plan Committee

Page 72 of 152

4201 E. Arkansas Ave., Room 262, Denver, CO 80222-3400 P 303.757.9525 F 303.757.9656 www.coloradodot.Info

Next Steps

May 12-21: Transportation Commission, STAC, FHWA and FTA review period.

June 1 – July 30: 60-day public review and comment period.

August 20: Formal TC adoption of the 2045 Statewide Transprotation Plan.

Attachments

Attachment A – 2045 Statewide Plan Overview Presentation

Page 73 of 152

Page 74 of 152

Statewide Plan Documents

2

Throughout the planning process, the CDOT team has been working to develop three sets of documents:

1) The 10-Year Vision COMPLETE• Focuses on a more tangible timeframe• Lists specific projects across the state• Describes outcomes according to the themes we heard during outreach process

(e.g. fixing rural roads)• Includes projects identified for SB267 (next four years)

2) 10 Rural Transportation Plans FINAL DRAFT• Heavily directed by the Transportation Planning Regions but drafted by CDOT.• Each of the 5 MPOs also have long-term plans but those are created by MPO staff

and are on a separate timeline.

3) The 2045 Statewide Plan FINAL DRAFT• Essentially the “mother plan” because it incorporates the above documents.

• By state/federal statute must cover a 25 year planning horizon• Must have a formal public review period of at least 30 days• Must be formally adopted by the Transportation Commission• Must meet a slough of state and federal requirements, including very specific

direction on including all modes (e.g. aviation), linking to performance measures and describing CDOT’s budget. Page 75 of 152

Public Review Regulations

State regulations state: 4.06.3.1 The Department will submit a draft Statewide Transportation Plan to the Commission, the STAC, and all interested parties for review and comment. The review and comment period will be conducted for a minimum of 30 days. The publication will be available at public facilities, such as at the Department headquarters and region offices, state depository libraries, county offices, TPR offices, Colorado Division offices of the Federal Highway Administration and Federal Transit Administration, and the internet.

3Page 76 of 152

Recommendation for 60-day public review

4

• Given COVID-19, staff recommends extending the 30-day review to 60-days in order to allow more time to reach more people more equitably.

• We will use virtual/electronic means of communication to meet the intent of the regulations. For example, emailing the draft plan to the list of public facilities and asking stakeholder/community groups to help spread the word.

• This timing meets state requirements as our work on the 10-yr plan still enables the FY21-24 STIP (scheduled for adoption in June).

• This timing also meets federal requirements because we are still on a path to request the TC’s formal adoption before the end of the calendar year.

Page 77 of 152

Schedule

5

• When we enter into the recovery phase for COVID-19, we would like to do a second round of public promotion focused around the Statewide Plan 10-year Vision and positive economic impact from transportation investments.

STAC / TC / FHWA / FTA Review Period

May 12-22

TC Discussion May 21

60-day Public ReviewJune 1 –July 30

TC Adoption August 20

Page 78 of 152

6

Questions?

Marissa Gaughan

Statewide and Regional Planning Section Manager

303.512.4235

[email protected]

Page 79 of 152

tel:303.512.4235

The Transportation Commission (TC) Workshops were combined with the regular meeting and were held on Thursday, April 16, 2020. The workshops and regular meeting were held remotely in an abundance of caution due to the COVID-19 pandemic.

Documents are posted at https://www.codot.gov/about/transportation-commission/meeting-agenda.html no less than 24 hours prior to the meeting. The documents are considered to be in draft form and for information only until final action is taken by the Transportation Commission.

Transportation Commission Workshops Thursday, April 16, 2020 9:00 am to 10:00 am Attendance: Nine Commissioners were present: Bill Thiebaut, Kathleen Bracke, Irv Halter, Barbara Vasquez, Kathleen Bracke, Karen Stuart, Donald Stanton, Gary Beedy, Sidny Zink, Kathy Hall were present with Commissioners Eula Adams and Shannon Gifford excused. Budget Workshop - Budget Implications of COVID-19. Legislature Actions, SB 267 COPs, (Jeff Sudmeier) Budget Implications of COVID-19 (Director Lew) Purpose: To provide a briefing to the Commission on the anticipated impacts of COVID-19 on the State’s transportation budget. Overview:

Executive Director Lew noted that following the hard work to identify priority projects to be delivered with an increase of funding, CDOT now will have to consider how to do the opposite and figure out which projects may not move forward.

o The Colorado Office of State Planning and Budget (OSPB) projections include General Fund shortfalls statewide for FY20 and FY21 of $3.2 Billion, another $2.5 Billion in FY22 and $1 Billion in FY23.

o Certificates of Participation (COPs) for year 2 of the SB267 program not to be issued until mid-May, pending further direction from the JBC. Funding is uncertain even for some projects already in procurement processes.

o $50 million loss in Highway Users Tax Fund (HUTF) for Colorado is projected, but it could be higher.

o Historic records show that transportation funding has dried up during periods of recession. o Many programs are limited in what can be cut; the bulk of budget cuts would need to be made

on construction projects. o Two options proposed: 1) Cut base programs to minimally meet federally mandated targets

(e.g., surface treatment); 2) Focus on major capital projects and cut those that have not yet been awarded; multi-year projects already underway would likely be held harmless.

o Staff recommends the latter, assuming Year 2 COPs are issued, and spreading those cuts across the state and preserve as much of rural paving projects as possible.

o Ready-to-go projects are more effective in saving jobs and supporting businesses; CDOT has $2.5 Billion of shovel ready projects currently.

o If Year 2 COPs are not issued, CDOT would have to cut asset management programs to fund those already awarded SB267 projects that depend on Year 2 funds.

o Solvency of our statewide and transportation budgets will depend on Federal stimulus programs.

o Staff recommend stalling further bid openings and advertisements, continue to advertise and award this year’s base program projects paid with Title 23 funds, and to consider further program reductions once funding levels are better clarified.

Page 80 of 152

https://www.codot.gov/about/transportation-commission/meeting-agenda.html

o Commissioner Bracke has been asked to serve on Governor’s new Economic Stabilization and Growth Council, and will keep the TC updated.

Discussion:

Commissioner Thiebaut has reviewed the Joint Budget Committee’s (JBC’s) plan of action, which includes an expectation for guidance from the federal government on expected revenues, guidance from OSPB on the state’s expected revenues, and from Legislative Council to provide a complete picture of the whole revenue scenario for Colorado.

Commissioner Thiebaut noted that the TC has made several resolutions since 2017 that should provide some guidance on the intent of the Commission regarding what projects are priority among those approved in November’s four-year infrastructure package. Some examples include projects provisionally approved such as I-25 segment 7 & 8 project. He recommends we review what we have done in the past and consider if we keep with those priorities identified previously or change those going forward. Until we know more about our actual revenue situation, we cannot likely take action today.

Commissioner Stuart expressed her concern that the Colorado Engineering Consultants is not represented on the Governor’s Economic Stabilization and Growth Council.

Executive Director Lew explained that she is in touch with them and will consider whether there are gaps in the representation on the Council.

Commissioner Stanton asked if there is a way to break the Hwy 17 and US 50a projects in two or reduce the scope on them to enable those employers to get things moving, and is this could be done legally.

Executive Director Lew responded that there is not a perfect solution, but we are looking at all options.

Steve Harelson, the CDOT Chief Engineer noted that CDOT can incrementally encumber projects, as we have done before.

Herman Stockinger, CDOT Deputy Executive Director explained that this particular project is funded as much by surface treatment funding, which can allow us flexibility in incrementally funding it and save a construction season.

Executive Director Lew noted that the various projects out to bid are in differing stages, some with days remaining others with weeks. We could consider asking whether the contractors involved are willing to extend the period of the bid.

Commissioner Thiebaut asked what would happen if the Year 2 COPs are issued, but the legislature uses their funds to fill other gaps in the state’s budget.

Executive Director Lew responded that this use of COPs would require a change in state laws by the legislature. It is possible they could redirect the bond premiums but not the base $500 million, or not issue the full $500 million.

Commissioner Bracke commended the staff to preparing this very informative overview of information and considerations that will greatly help the TC make some tough decisions but to do so in a way that maximizes the economic benefits. She appreciates the opportunity to represent the Commission on the Governor’s Council.

Commissioner Halter likes the overall approach staff is proposing. He asked Executive Director Lew if there is anything staff needs as an approval from the Commission today.

Commissioner Thiebaut noted that we can ask whether we need to take action today, but that he is not feeling that we know enough now to make any decisions. But the TC needs to make decisions as quickly as we can, when we can, and we need a plan of action.

Executive Director Lew explained that she does not think it is appropriate to take any action today. There are immediate and longer-term actions CDOT will have to take, however. The most immediate action is to decide what to do about those projects that are out to bid that depend on Year 2 COPs. Until we know more, there is not a lot we can decide upon, and we cannot expect to know more about the federal funding situation for a few weeks. In the meantime, we will do all we can to extend bid openings and minimize risks where we can.

Commissioner Beady believes we need to keep the condition of the existing system as our top priority. In the meantime, we do need to hold any other openings.

Executive Director Lew noted that CDOT will move forward with bids on base asset management programs that do not depend on SB267 funding, if the Commission agrees.

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Commissioner Thiebaut asked whether the briefing scheduled the following Tuesday is a posted briefing.

Herman Stockinger noted that it can be held as a regular meeting and we may also have another issue that would require a TC executive session. It would have to be held electronically and we are inquiring as to how we can hold that as both a regular meeting and an executive session if needed.

Commissioner Thiebaut mentioned that he wants to be sure that we have and will appropriately reach out to the public for their input on these topics.

Commissioner Zink asked if we couldn’t at least give our general support to staff on their approach without it being a formal motion.

Jeff Sudmeier, CDOT Chief Financial Officer, explained that there is nothing we have presented that changes anything the TC has decided. It only presents that we would be implementing bids on a different timeline than previously planned.

Executive Director Lew advised that we should come together to consider those projects with open bids at next Tuesday’s meeting but before the required 30-day limit is met.

Steve Harelson responded that staff will look into those projects as to determine whether those limits will be met before then.

Executive Director Lew noted that from today’s discussion, we are interpreting that the Commission agrees with staff’s plan to continue with the base programs.

Tony Milo, the Colorado Contractors Association Executive Director, noted that first, we need to do all we can together to get the Year 2 COPs issued - they should have been issued already – based on the fact we have commitments made already that depend on those funds. The Department needs also to take very seriously that those firms with winning bids have already made commitments to their sub-contractors, including local and minority companies. There may not be a legal commitment, but there certainly is an ethical commitment. The Department and TC need also to take very careful consideration what continuing base program advertisements looks like when you’re simultaneously considering a hold on other commitments under SB267. He feels it may serve everyone well to pause on all of them for now, because the public may not understand the color-of-money issue.

Commissioner Zink reiterated the point Tony made –that the public may not understand the nature of the different streams of funding (Title 23), but regardless, we shouldn’t hold things up.

Executive Director Lew commented that while it might look better to stop the whole program, it would not be better for the economy. She proposes moving ahead while providing facts regarding the certainty of some funds relative to others to show those distinctions.

Tom Peterson, Colorado Asphalt Pavement Association Executive Director, noted that the anecdotes presented on the impacts on those two contractors if these projects don’t move ahead also applies to the other three contractors not mentioned, namely A&S Construction in Canon City, United Construction in Grand Junction and Elam Construction. The economic impact to these could be dire. For those firms looking at the rural paving projects, they consider them their cornerstone projects for the coming year, and the impact is equally great if they don’t move forward or are reduced.

Commissioner Stanton stressed the need to consider the moral, ethical and visual impact on the recovery of our economy regarding those rural projects.

FY 2020 9th Budget Amendment Purpose: To review the ninth amendment to the FY 2019-20 Annual Budget in accordance with Policy Directive (PD) 703.0.

Action: The Division of Accounting and Finance (DAF) is requesting Transportation Commission (TC) review and approval of the ninth amendment to the FY 2019-20 Annual Budget. The ninth amendment includes two items requiring TC approval, (1) resulting in the reallocation of $4.7 million to Snow and Ice Control and (2) a $1.0 million set aside for potential COVID-19 related expenses.

Discussion:

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John Lorme, CDOT Division of Maintenance and Operations Director brought to the TC’s attention that while the city areas are seeing warmer weather, the mountains are still seeing a lot of snow and ice, and getting those mountain passes that close for winter months back open will require a large amount of resources still.

FY20 Maintenance Contingency Request

Purpose: The Division of Maintenance and Operations (DMO) is requesting $4,681,100 from the Transportation Commission Maintenance Contingency Reserve. Action: Approval of the requested funds.

Discussion:

No substantial comments from the TC members were raised.

Tenth Budget Supplement - FY 2019-2020 - SB-267 Project Funding Changes

Requests presented reflected the reallocation of Senate Bill (SB) 17-267 funding between projects based on updated cost estimates or bid amounts. See TC Packet pages 9-12 for more details.

Discussion:

Commissioner Hall expressed appreciation for the transparency provided by how this was presented.

Commissioner Beady pointed out that Region 4’s project 20518 is SH59, not SH50.

Statewide Plan Committee (Rebecca White)

Statewide Transportation Plan (SWP) Committee Members: Commissioners Stuart (Chair), Gifford, Zink, Stanton, Bracke, and the STAC Chair, Vince Rogalski. Attendees: Nine Commissioners were present with Commissioners Adams and Gifford excused. Purpose: The Division of Transportation Development is excited to share with the Transportation Commission the draft overview of the 2045 Statewide Transportation Plan. Plan overview presented by Marissa Gaughan. Action Requested: Discussion only. Background Over the last year, staff has sought input from the Transportation Commission’s Statewide Plan Committee to inform the development of the 2045 Statewide Transportation Plan. This month, staff provided Transportation Commissioners with an overview of each section of the document. Details The draft 2045 Statewide Transportation Plan document is the culmination of the Department’s planning efforts that have spanned over a year and was dedicated towards engaging the public, local elected officials, and key stakeholders to identify and articulate the future of Colorado’s multi-modal transportation system.

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This planning effort yielded 10 rural Regional Transportation Plans that set vision for the transportation system at a regional level. Moreover, another key product to come out of these efforts is the 10-Year Strategic Pipeline of Projects. The department now has an articulated 10-year vision for infrastructure investment that will lead the way in all future project selection and evaluation conversation. The draft 2045 Statewide Transportation Plan meets all state and federal planning requirements and is composed of the following sections: 1. Executive Director and Commission Letters - Welcome to Your Transportation Plan, key insights and messages, and brief discussion of process and purpose. 2. Introduction - Brief explanation of contents of plan, process, and emphasis of performance- based plan. 3. Public and Stakeholder Involvement - Discussion of the input process and key input from public and stakeholders. 4. Vision, Goals, Objectives Framework - How CDOT merged Executive Director goals, Governor’s Priorities, PD-14, and three goal areas with objectives. 5. Mobility, Safety, and Asset Management - The Colorado Transportation Story, growth is driving needs in all areas/modes, and many plans integrated as part of SWP. 6. Performance Measures - The SWP is performance based, PD-14 drives performance at CDOT, and CDOT has reporting tools. 7. MPO, TPR, and Tribal Planning Integration - Plans integrated/rolled-up; serve as a means for regional input, needs identification, and project planning to achieve the three goal areas; and tribal coordination. 8. Corridor Visions/Profiles and Project Pipeline - Story of how the Corridor Visions were updated and project pipeline formed to meet the needs identified, summary information on corridor visions and pipeline linked to appendix, and link to performance measures and TC criteria. 9. CDOT’s Investment Strategy - High level story of how CDOT will make/guide investments to achieve goals and objectives and implement the pipeline and discussion of available funding. 10. Environmental Consultation - How CDOT will address/mitigate for key environmental impacts caused by implementing this plan and projects (high level based on key procedures). 11. Environmental Justice - How CDOT addresses Federal Executive Order on Environmental Justice in connection with the SWP. 12. Public Health - How Public Health is being considered in the 2045 Statewide Plan. 13. Land Use Coordination - How CDOT is meeting requirements on land use coordination with some key examples. 14. Implementing the Plan - What steps CDOT will take to implement the plan (e.g. connection to STIP) and further initiatives related to the plan and the process for update. Discussion:

Executive Director Lew commended the extraordinary work that is gone into this plan and how important it is we have this plan at this challenging time, not just during prosperous times.

Commissioner Bracke commended the great work put into this plan. It is important we have this now as a foundation of our plans moving forward in light of the economic changes that are happening. It provides us a crucial lesson with respect to the importance of transportation to public health and its critical role in responding to health crises such as we have today. How we travel in the future may not be as it is today, especially as we see how tele working is so important during this public health crisis.

Commissioner Stuart acknowledged Rebecca White, CDOT Division of Transportation Development Direct, and Tim Kirby, CDOT Multimodal Planning Branch Manager, for their hard work on the plan. She also wanted to share a Commissioner Stanton comment regarding the importance of safety in the plan and note that the committee had looked at those sections on page 10 including Mobility, Safety, and Asset Management. Commissioners are encouraged to look at those sections and let staff know if they have additional comments.

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Commissioner Bracke wanted to stress importance of sharing these plans with the MPOs and TPRs as we prepare for their adoption.

Rebecca White explained that CDOT staff is offering TC and STAC opportunity to review, then will ask the TC to release the plan for public comment period in May. In the meantime, we will be offering similar overview presentations to all the Transportation Planning Regions (TPRs) and Metropolitan Planning Organizations (MPOs). Assuming there are no major surprises or substantial comments, we will bring the plan to you in June to consider final adoption.

Transportation Commission Regular Meeting Thursday, April 16, 2020, 10:00 am – 11:10 am

Call to Order, Roll Call: Nine of the 11 Commissioners were present: Bill Thiebaut, Sidney Zink, Irv Halter, Gary Beedy, Kathleen Bracke, Barbara Vasquez, Donald Stanton, Kathy Hall, and Karen Stuart. Commissioners Shannon Gifford and Eula Adams were excused. Public Comments

No comments were received before the regular meeting.

Comments of Individual Commissioners

Commissioner Vasquez noted that transparency in government is not that easy to accomplish in rural areas where the lack of broadband often prevents people from attending TC and other meetings remotely.

Commissioner Zink attended the Southwest Transportation Planning Region (TPR) meeting remotely. She thinks her ability to attend public meetings and to talk to Region 3 Regional Transportation Director (RTD) Mike McVaugh remotely is great.

Commissioner Stuart expressed being very proud of CDOT for accomplishing necessary work while many employees are working from home. She has attended several virtual meetings lately, and agreed with Commissioner Vasquez that such meetings should be available to rural residents. On April 8, she was a guest lecturer at the University of Denver School of Public Policy to discuss governance of CDOT and the role of the TC. Several foreign students were interested in hearing that Commissioner Gary Beedy is a farmer.

Commissioner Stanton urged CDOT to move forward with highway projects classified as Category 2, those SB 267 projects that have been awarded but await notices to proceed. He said it is good for the public to see that projects are moving forward.

Commissioner Gifford – No comments.

Commissioner Halter commented that after quoting Abraham Lincoln during the Civil War, he reminded us all to take care of ourselves. Tired and sick people do not make good decisions. Harder things are ahead of us than before us.

Commissioner Bracke appreciated all that CDOT and Gov. Jared Polis have done to try to keep people safe. CDOT is serving as a role model for other organizations across the state. She also appreciates the governor advocating for additional federal funding. The hard lessons learned during COVID-19 should carry the state forward.

Commissioner Beedy was glad to see the rebuilding of I-70 and the work on SH 71 south of Limon in the midst of COVID-19. He noted it takes 2.5 years to bring food and fiber to the public after planting. It takes industries a while to adjust after disruptions occur, and it is all tied back to the transportation system to supply everything we need.

Commissioner Hall explained that although she likes being able to participate in virtual meetings, they are not the same as meetings in person. She also mentioned that a group of bikers planned to come over the mountains to the Western Slope, and that CDOT did what it could to discourage such discretionary trips. In her home county (Mesa), 35 residents went to the hospital for treatment of the

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virus, and 30 have left. She praised Executive Director Shoshana Lew for her presentation earlier in the day on the hard financial choices before the TC due to COVID-19.

Commissioner Thiebaut thanked CDOT Executive Direct, Shoshana Lew, and Gov. Jared Polis for all the briefings about matters related to COVID-19.

Executive Director’s Report (Shoshana Lew)

Executive Director Lew was unavailable to attend this portion of the meeting.

Chief Engineer’s Report (Steve Harelson)

The Chief Engineer was unavailable to participate in the regular meeting.

High Performance Transportation Enterprise (HPTE) Director’s Report (Nick Farber)

HPTE Director was unavailable to attend this portion of the meeting.

Federal Highway Administration (FHWA) Colorado Division Administrator’s Report (John Cater)

FWHA recently approved two Planning and Environmental Linkage studies, one on SH 66 in Boulder and Weld counties and the other on I-25 from 20th Street to Santa Fe Drive.

FHWA has been very involved with emergency responses, and is communicating with FWHA headquarters and others about funding issues.

Statewide Transportation Advisory Committee (STAC) Report (STAC Chair, Vince Rogalski)

At the April 10 meeting, Herman Stockinger gave a report on how CDOT is dealing with COVID-19.

STAC received an update on the Coronavirus Aid, Relief and Economic Security (CARES) Act of March 27, 2020. Among many other things, the CARES Act directs that 90 percent of the money in the bill for broadband should go to rural areas.

The STAC discussed uncertainty about the availability of SB 267 state funds in the second year.

Regarding the 2045 Statewide Plan, the STAC had a few corrections and a concern about the impact of COVID-19 on transportation funding. Some thought the plan should point out some possible impacts.

The STAC also reviewed the 2045 Transit Plan, which allocates $39.79 million to 57 transit agencies across the state. David Krutsinger, CDOT Director of the Division of Transit and Rail, counseled against using the Section 5311 formula for distribution of transit funds because it does not pertain to the larger transit agencies.

The next STAC meeting will be held on May 15, remotely.

Act on Consent Agenda – Resolutions 1, 2, and 4 passed unanimously on April 16, 2020. Resolution 3 was pulled at the request of Commissioner Gary Beedy.

a. Temporary Resolution #1: Approve the Regular Meeting Minutes of March 19, 2020 (Herman Stockinger) b. Temporary Resolution #2: IGA Approval >$750,000 (Rebecca White) c. Temporary Resolution #3: Disposal: Hugo Rest Area US 40 (Parcel 1) (Heather Paddock) – Pulled at the

request of Commissioner Gary Beedy. d. Temporary Resolution #4: Vail Pass BUILD proposal (Jeff Sudmeier)

Discuss and Act on Temporary Resolution #5, 10th Budget Supplement of FY 2020 (Jeff Sudmeier) – Passed unanimously on April 16, 2020.

Discuss and Act on Temporary Resolution #6, 9th Budget Amendment of FY2020 (Jeff Sudmeier) – Passed unanimously on April 16, 2020.

Discuss and Act on Temporary Resolution #7, HPTE Fee for Service Agreement (Nick Farber) – Passed unanimously on April 16, 2020.

A revised scope of work will come back to the TC later for approval. The revised scope will reflect changes related to the COVID-19 pandemic.

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A commissioner noted that the signature page required a correction to include Governor Polis.

Discuss and Act on Temporary Resolution #8, Bridge Enterprise 2 – Passed unanimously on April 16, 2020.

This resolution, which was not discussed during the TC workshops, allocates more funds to design for two bridges, one in Region 2 and one in Region 3. The amounts are:

$241,900 for CDOT Region 2

$139,600 for CDOT Region 3

Recognitions:

Recognitions, that can wait, will be withheld from the TC agenda, until the TC can meet in person.

Richard Zamora was announced as the new RTD for Region 2, taking the place of Karen Rowe.

Other Matters:

TC Chair Bill Thiebaut announced that Tuesday, April 21, is the date set for an additional TC briefing by CDOT Executive Management.

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The Transportation Commission (TC) Emergency Executive Management Briefing Meeting with an Executive Session (closed to the public) were held on Tuesday, April 21, 2020. These emergency meetings were held remotely in an abundance of caution due to the COVID-19 pandemic.

Documents are posted at https://www.codot.gov/about/transportation-commission/meeting-agenda.html no less than 24 hours prior to the meeting. The documents are considered to be in draft form and for information only until final action is taken by the Transportation Commission.

Transportation Commission Emergency Executive Management Briefing Meeting Tuesday, April 21, 2020, 9:00 am – 10:30 am

Call to Order, Roll Call: All eleven of the Commissioners were present: Commissioners Bill Thiebaut, Sidny Zink, Irv Halter, Shannon Gifford, Gary Beedy, Kathleen Bracke, Barbara Vasquez, Donald Stanton, Kathy Hall, Karen Stuart, and Eula Adams.

Commissioner Thiebaut commented that last Friday he with Commissioner Stuart had a conversation with Jeff Sudmeier, CDOT Chief Financial Officer.

o The importance of honoring projects in progress was noted. Jeff Sudmeier was recognized and thanked for the presentation pulled together quickly for today.

o Commissioner Thiebaut handed off presentation to CDOT Executive Director Lew.

Public Session: Budget and Project Update (Shoshana Lew)

Executive Director Lew explained that this meeting is to follow up on discussion last week on how CDOT is to manage fiscal uncertainty.

Purpose is to discuss an immediate-term decisions that also preserves optionality.

State gas tax – the Highway Users Tax Fund (HUTF) is expected to decrease over the next few years, with the steepest drop occurring currently. CDOT’s most recent estimate projects loss of at least $50 million in HUTF revenue, if not more.

Nationwide, the American Association of State Highway and Transportation Officials (AASHTO) projects declines of ~30% in state transportation revenues over the next 18 months (and much higher in some states).

Near-term budget risk for next for years FY 2020-FY2023 is $500 million.

CDOT is also treating general funds as “at risk” for scenario planning purposes, given the extent of overall state budget shortfalls (~$7 billion) that the Joint Budget Committee (JBC) will be balancing against when the state legislature comes back to session.

Unfortunately, state and local fiscal aid is not included in the most recent Congressional package. While Congress and the White House have indicated that they may take up state aid later, there will likely be months of uncertainty about what that may look like.

The projected drops in gas tax revenues could get worse.

The FAST Act, pending its expiration, is anticipated to provide some amount of funding upon its reauthorization.

In terms of the status of SB 267 certificates of payment (COPs) – there are some positive trends appearing in California ($1.4 billion was issued in bonds) that is signaling a movement in markets. CDOT is prepared to move forward after a May 12 revenue forecast is provided by the State Treasurer’s Office.

CDOT’s recommended approach is to plan for worst and work towards the best.

CDOT intends to quickly prepare to add work back in as revenues are more clearly understood. A key goal to ensure CDOT does not overspend with uncertain revenues –establish a bare bones scenario for expenditures in a way that maximizes independent utility, public benefit, and job creation of dollars, as they become available.

Both FY 2021 work plan and programs will be reviewed and analyzed for potential delays or reductions in scope of work to reduce expenditures.

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https://www.codot.gov/about/transportation-commission/meeting-agenda.html

The Worst Case Scenario assumes uncertainty beyond the SB 267 2nd tranche – This would mean that only about $500 million of originally assumed $1.6 billion (which included several other funding sources beyond SB 267) is available.

Principles for projects added back scenarios proposed include: o Treatment of existing contracts and tentative obligations o Geographic distribution/equity o Ease vs. difficulty of projects in terms of shelving or delaying, o Interdependencies of projects – opportunities to group/package projects for efficiency and

strategic project scoping. o Timing of economic impact of projects o Concentration and timing of major capital project starts o Relationship to CDOT’s base program – potentially revisit Asset Management list and determine

how urgency is defined. o Same principles would apply to the 10-year pipeline list. This list is still is a good plan and the

right plan. We will continue to work towards this plan as funding allows.

Jeff Sudmeier presented the summary slides with dollar amounts related to projects underway, projects awaiting Notice to Proceed (NTP), and other federal grant funded projects.

o $400 million is the approximate amount of funds committed to for large corridor projects already under contract. - $338.8 million, plus other awarded projects include $61.5 million

o Projects awaiting NTP total $ 78.5 million o Projects with Federal Grant Funds total $52.5 million o An overview of previous TC project approvals was provided. o Commissioner Thiebaut expressed his appreciation for all the work that went into this analysis

and asked about the projects of the second tranche of the SB 267 bond if NTP can happen prior to final issuance.

Per Executive Director Lew, once the May forecast is released, CDOT can move forward with what we learn from it prior to the final issuance and staff can Issue NTPs after that for SB 267 funding.

o Commissioner Thiebaut commented that the worst-case scenario planning is a good approach and that documenting principles for all project types is important.

o Several Commissioners thanked staff for compiling this information so thoroughly and quickly. o Commissioner Thiebaut noted that SB 267 had a rural component to it. Some projects work had

happened and had stopped. Part of packet approved was to restart these projects. Some of these projects are in Region 2. Previously, Commissioner Stanton brought up a demonstration of good will on CDOT’s part is important, as communities would see CDOT delivering on projects, and the TC has a moral obligation to come through on this.

o Commissioner Halter supported all the concepts for moving forward assuming the worst case scenarios as it is the most responsible and conservative approach.

o Commissioner Bracke agreed with this approach. Having s criteria-based approach is right way to proceed. It is also important to honor past commitments.

o Commissioner Stanton suggested adding to the principles on slide 11 to include a look at small business, the impacts on their employees, and to consider adding back in smaller projects first as a potential practice.

o Commissioner Stuart agreed with Commissioner Stanton. I-25 North segments are mega projects, and the amount of dollars allocated to them is substantial. Making decisions, we should consider more projects, more equitably distributing dollars among projects.

o Commissioner Vasquez agreed with other Commissioner comments. For I-25 North, we need to understand what are the risks to not funding the out years in current the budget year, to allow more flexibility to ensure geographical distribution of funding, but to also honor the commitment to rural paving in this budget year.

o Executive Director Lew explained that for some segments of work under construction staff is conducting analysis to determine if there are segments of work that can be put on hold for now. Staff will l come back to the TC with a presentation on the key findings of this analysis, along with specific scenarios to consider. Page 89 of 152

o Commissioner Beedy mentioned that he would like to see the results of I-25 North projects analysis. With reduced petroleum prices, Commissioner Beedy asked if there was a way to recapture savings on projects, to help other projects keep moving.

o Steve Harelson, CDOT Chief Engineer, responded that a standard practice for projects includes a cost adjustment for asphalt, and a fuel cost adjustment that contractors can elect at the time of award. Currently most of the contractors are electing this with the market being erratic. When prices are stable, they don’t elect this option.

o Commissioner Hall asked if the Governor is supportive of moving forward with these projects. They are a great opportunity for generating jobs.

Executive Director Lew responded yes, the Governor is supportive of this. A letter to Congress from him notes road work assisting with economic stimulus. There is support for our plans; just finding the funds is the issue.

o Commissioner Adams supported Commissioners Stanton and Stuart. Any support to small business is important. This will be a multi-year problem. We should provide more economic stimulus by supporting small businesses.

o Commissioner Bracke noted the need to circle back to the core mission and guiding principles in our plan. Important questions exist and not just about North I-25. We need to look at geographic equity, but also recognize that I-25 North keeps 500 employees working and DBEs are working on this project, also. There is a need to analyze projects more broadly than just focusing on I-25 North. Also, consider benefits (return on investment [ROI]), pros and cons of projects holistically and what results from changes in plans.

o Commissioner Thiebaut noted the importance of being focused on establishing principles for our response. SB 267 does require 25% going to rural areas of the state. Will hope to get consensus on principles, once they are identified.

o Executive Director Lew noted that the minimum package and base will meet the rural funding requirements.

o Commissioner Zink stressed that it is important how decisions are made and that it is easy for the public to understand. We need to highlight the job creation potential, etc. Appreciate concern for rural areas, and noted that the US 550 project is a rural project.

o Commissioner Halter summarized what was heard and what he recommended. The TC supported the way forward proposed. He noted that this plan is good, second the base we commit to, with funds there, yes, and that for the other awarded projects, we need to move forward with those. Limbo projects (those awaiting NTP) are primarily rural in nature and have been awarded, wait until May to learn more and move forward for now. Will focus on helping small companies. Not a lot of margin, but this will put us in a good position.

o Commissioner Stanton appreciated Commissioner Halter’s sound approach, stressed DBEs need consideration, and respected Commissioner Bracke comments for holistic approach, but hold back on larger projects to spread out projects is a key consideration.

o Executive Director Lew explained that the concept is to move forward with limbo projects after May, the key question to answer is how to spread dollars from larger projects across the state.

o Commissioner Stuart noted the importance of the economic benefit to support small companies is to allow them to pay their employees. Suggested that staff consider this when assessing limbo projects to bring/add back in. She appreciates Director Lew’s strategy.

o Commissioner Bracke agreed with the proposed strategies, but stressed the need to standardize terms, as too many were used here today. Need consistency and the comments sometimes are unclear. We need to give staff time to conduct and report on the project analysis information.

o Commissioner Thiebaut commented that if appropriate, conducting a meeting next week is a possibility.

o Executive Director Lew reiterated the next steps. TC comfortable with approach of worst-case base and add back projects as funding

becomes more clear. Projects already under construction we are to cover base funds, with the caveat to

analyze larger scope projects, like I-25 North, to check potential delay elements to free up funds for other projects.

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Conduct economic analysis on projects in terms of job impacts. Wait until May forecast – to move forward with projects awaiting NTP.

Commissioner Thiebaut made a motion to proceed with a closed Executive Session. The motion passed unanimously on April 21, 2020 for the TC to adjourn the public session and reconvene for an Executive Session.

Executive Session (Closed to the Public): Report on Investigation of Recent Instance of External Fraud Perpetrated Against CDOT

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2829 W. Howard Place Denver, CO 80204-2305 P 303.757.9011 www.codot.gov

Memorandum TO: Transportation Commission FROM: Marci Gray & Lauren Cabot DATE: April 30, 2020. SUBJECT: Intergovernmental Agreements over $750,000.00 Purpose: Compliance with CRS §43-1-110(4) which requires intergovernmental agreements involving more than $750,000 must have approval of the Commission to become effective. In order stay in compliance with Colorado laws, approval is being sought for all intergovernmental agencies agreements over $750,000 going forward. Action: CDOT seeks Commission approval for all IGAs contracts identified in the attached IGA Approved Projects List each of which are greater than $750,000. CDOT seeks to have this approval extend to all contributing agencies, all contracts, amendments and option letters that stem from the original project except where there are substantial changes to the project and/or funding of the project. Background: CRS §43-1-110(4) was enacted in 1991 giving the Chief Engineer the authority to negotiate with local governmental entities for intergovernmental agreements conditional on agreements over $750,000 are only effective with the approval of the commission. Most contracts entered into with intergovernmental agencies involve pass through funds from the federal government often with matching local funds and infrequently state money. Currently, CDOT seeks to comply with the Colorado Revised Statutes and develop a process to streamline the process. Next Steps: Commision approval of the projects identified on the IGA Project List including all documents necessary to further these projects except where there are substanial changes to the project and/or funding which will need reapproval. Additionally, CDOT will present to the Commission on the Consent Agenda every month listing all of the known projects identifying the region, owner of the project, project number, total cost of the project, including a breakdown of the funding source and a brief description of the project for their approval. CDOT will also present any IGA Contracts which have already been executed if there has been any substantial changes to the project and/or funding. Attachments: IGA Approved Project List

Engineering Contracts 2829 W. Howard Place, Ste. 339 Denver, CO 80204-2305

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May 2020- IGAs > $750,000

Project Local Agency Contract Value Federal $ Local $ State $ Description

21996 Fort Collins $2,660,912 $2,202,969 $457,943 $0 Timberline Road Widening

23011 Greeley $750,000 $0 $750,000 $0 US 34 & 35th Avenue

23013 Greeley $750,000 $0 $750,000 $0 US 34 & 47th Avenue

23549 El Paso County $1,416,580 $0 $1,416,580 $0 Charter Oak Ranch Road Construction at Fort Carson Gate 19

23620 Palisade $912,726 $0 $365,090 $547,726 Presented to TC as 23260 April. Palisade-US 6 MMOF

23630 Fort Collins $1,437,500 $750,000 $437,500 $250,000 Laporte Avenue Fishback to Sunset

23631 Loveland $1,906,250 $725,000 $681,250 $500,000 Boyd Lake Trail

23670 Town of Lake City

$1,072,578 $0 $214,516 $858,062 Lake City 3rd St. Pedestrian and Drainage Project MMOF

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MEMORANDUM

TO: THE TRANSPORTATION COMMISSION FROM: STEPHEN HARELSON, P.E., CHIEF ENGINEER DATE: MAY 14, 2020 SUBJECT: DECLARATION OF EXCESS – PARCEL 216B Purpose The purpose of this memorandum is to provide the Transportation Commission with necessary supporting documents including legal descriptions, maps and a resolution to declare Parcel 216B of CDOT Project # NH-IRCX 025-3(109) Unit 2, Project Code 91032 as excess property. Action In accordance with Colorado Revised Statute 43-1-210(5), the Department of Transportation is authorized, subject to approving resolution of the Transportation Commission, to dispose of any property or interest therein in the manner specified in this section which, in the opinion of the Chief Engineer, is no longer needed for transportation purposes. CDOT is requesting the Transportation Commission adopt a resolution to declare Parcel 216B of CDOT Project # NH-IRCX 025-3(109) Unit 2, Project Code 91032 Exhibit A excess property and allow for its disposal. Background In October, 2016 the Transportation Commission approved resolution #TC-16-10-4, which gave CDOT the authority to declare its maintenance site located on parcel 216CRev-EX (directly adjacent to Parcel 216B) as excess property pending negotiations with the Town of Frederick on an exchange agreement. The exchange agreement would net CDOT a new property and new buildings for its maintenance needs. In the time subsequent to the approval of the previous resolution, the Town of Frederick has designated the Frederick Urban Renewal Authority (“FURA”) to act on its behalf in the exchange agreement. FURA has now requested CDOT add the park and ride property located on the Parcel 216B to the exchange agreement. CDOT Region 4 Transportation Director, Heather Paddock has approved the addition of the park and ride to the exchange agreement. As a result, CDOT will obtain two additional acres of property at the relocated maintenance site and a non-revocable license that will allow for the relocation of the 94 existing park and ride spaces, in a consolidated area, within the new FURA development. CDOT agreed to several potential locations for the relocated park and ride spaces shown on the attached exhibit. FURA is required to complete the construction of CDOT’s new maintenance facility and the parking spaces in accordance with CDOT’s standards and specifications prior to the exchange being finalized.

2829 W. Howard Place Denver, CO 80204-2305

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Next Steps CDOT will execute the exchange agreement with FURA. Appraisals will be completed to ensure CDOT will receive fair market value for its property and improvements in the exchange. FURA will complete construction and relocation of the CDOT maintenance site and park and ride spaces. CDOT will exchange parcels 216B and 216CRev-EX (previously approved by TC-16-10-4) for a new maintenance facility and a license for 94 park and ride spaces within the new FURA development. Attachments

- Legal description of Parcel 216B - Exhibit depicting Parcels 216B and 216CRev-EX - Exhibit depicting potential relocated park and ride license locations - Proposed Resolution - Draft Exchange Agreement (Available upon request)

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Exhibit “A” Project Number NH-IRCX 025-3(109) Unit 2

Parcel Number: 216B Project Code: 91032

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Frederick Park & Ride Relocation Sites

600 ft

HotelConference

Center Site

Wyndham Hill Site HWY 52 East Site

Hwy 52 SW Site

FURARedevelopment

Site

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MEMORANDUM TO: THE TRANSPORTATION COMMISSION FROM: HERMAN STOCKINGER, DEPUTY DIRECTOR AND DIRECTOR OF POLICY

& GOVERNMENT RELATIONS COLETTE DESONIER, DIRECTOR OF PROCUREMENT & BUSINESS

SERVICES AND CDOT PROCUREMENT OFFICIAL DATE: April 29, 2020 SUBJECT: REPEAL POLICY DIRECTIVE 3.0 “PROCUREMENT POLICY” Purpose To request the Transportation Commission’s approval to repeal Policy Directive 3.0 “Procurement Policy”. Action Approve the repeal of Policy Directive 3.0 “Procurement Policy”. Background Policy Directive 3.0 “Procurement Policy” was last updated March 21, 2013, and established principles and standards necessary to govern the proper conduct of the procurement function at the Colorado Department of Transportation. Policy Directive 3.0 “Procurement Policy” referenced Procedural Directive 3.1 “Procurement Violations Process” which discussed the Procurement Violation process and Statutory Violation process. Since 2013, the State Fiscal Rules and Procurement Code & Rules have been modernized. Procedural Directive 3.1 “Procurement Violations” has been updated, and Procedural Directive 3.2 “Statutory Violations” has been established to address the updated State Fiscal Rules and Procurement Code & Rules. The updated Procedural Directive 3.1 and the new Procedural Directive 3.2 clearly outline the process for the two different types of violations. The updated Procedural Directive 3.1 and the new Procedural Directive 3.2 became effective December 10, 2019. Next Steps Staff is requesting the Transportation Commission approve the repeal of Policy Directive 3.0. The Center for Procurement and Contract Services (CPCS) staff will continue to monitor the Procurement function to ensure CDOT staff comply with State Fiscal Rules and Procurement Code & Rules. If Procurement or Statutory Violations do occur, CPCS staff will ensure the correct process is followed. Attachments Resolution Policy Directive 3.0 (for repeal)


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2829 W. Howard Place, 4th Floor, Denver, CO 80204

Purpose The Maintenance Sections have identified projects valued at between $50,000 and $150,000 for construction in FY 20. The resolution details additions to project locations, type, and dollar value. Action Requested Per CRS 24-92-109, and PD 703.0 require CDOT to prepare estimates of proposed work exceeding $50,000 up to $150,000 for Transportation Commission approval prior to undertaking the work. Background The program allows the Maintenance Sections the flexibility to react to current needs by treating individual segments of highway showing distress. In May 2017, the Transportation Commission approved Resolution #TC-17-5-2 to provide funding for the addition of truck pullouts along state highways. These facilities will improve safety for mobile enforcement operations by Port-of-Entry and Colorado State Patrol personnel. These project will be listed in the “other” category. Sufficient funds exist within the appropriate MPA’s to pursue these projects. The projects are in accordance with the directive and all other requirements. Division of Maintenance & Operations recommends approval of the FY 20 over $50,000 project list. Key Benefits Approval of these projects will allow the Maintenance forces to proceed with these projects ensuring the safety and mobility of the traveling public and enabling the continuation of commerce along the state highway system.

Maintenance Engineering 2829 W. Howard Place, 4th Floor Denver, CO 80204-2305

TRANSPORTATION COMMISSION REQUEST

TO: Transportation Commission FROM: John Lorme, Director of Maintenance & Operations CC: Herman Stockinger, Deputy Director and Director of Policy DATE: May 7, 2020 SUBJECT: FY 20 Maintenance Project List

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Next Steps Upon approval, the Maintenance forces will proceed with construction of these projects in FY 20. Attachments Resolution for Transportation Commission Approval

57%27%

6%

11%

Fiscal-Year-to-Date Percentage for Each Project Category

Machine Patch Overlay Chip Seal Mill & Fill Overlay Other

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Purpose The Maintenance Sections have identified projects valued at between $50,000 and $150,000 for construction in FY 21. The resolution details additions to project locations, type, and dollar value. Action Requested Per CRS 24-92-109, and PD 703.0 require CDOT to prepare estimates of proposed work exceeding $50,000 up to $150,000 for Transportation Commission approval prior to undertaking the work. Background The program allows the Maintenance Sections the flexibility to react to current needs by treating individual segments of highways showing distress. In August 2017, the Transportation Commission approved funding to address MS4 water quality work required by the EPA for high/medium priority drainage and paving issues at CDOT maintenance facilities. Region 1 Maintenance Section 5 has prepared estimates to perform the work. The work includes various drainage, asphalt and concrete improvements. These projects will be listed in the “other” category. In May 2017, the Transportation Commission approved Resolution #TC-17-5-2 to provide funding for the addition of truck pullouts along state highways. These facilities will improve safety for mobile enforcement operations by Port-of-Entry and Colorado State Patrol personnel. These project will be listed in the “other” category. Sufficient funds exist within the appropriate MPA’s to pursue these projects. The projects are in accordance with the directive and all other requirements. The Division of Maintenance & Operations recommends approval of the FY 21 over $50,000 project list.

Maintenance Engineering 2829 W. Howard Place, 4th Floor Denver, CO 80204-2305

TRANSPORTATION COMMISSION REQUEST

TO: Transportation Commission FROM: John Lorme, Director of Maintenance & Operations CC: Herman Stockinger, Deputy Director and Director of Policy DATE: May 7, 2020 SUBJECT: FY 21 Maintenance Project List

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Key Benefits Approval of these projects will allow the Maintenance forces to proceed with these projects ensuring the safety and mobility of the traveling public and enabling the continuation of commerce along the state highway system.

Next Steps Upon approval, the Maintenance forces will proceed with construction of these projects in FY 21. Attachments Resolution for Transportation Commission Approval

39%

19%1%

36%

5%

Fiscal-Year-to-Date Percentage for Each Project Category

Machine Patch Overlay Mill & Fill Overlay Crack Fill Chip Seal Other

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DATE: May 21, 2020

TO: Transportation Commission

FROM: Sophie Shulman, Chief, Office of Innovative Mobility

David Krutsinger, Director, Division of Transit & Rail

Sharon Terranova, Planning Manager, Division of Transit & Rail

SUBJECT: Northwest TPR / City of Craig Match Relief Request for SB 18-001 Multimodal Options Funds

Purpose

Consider approval of reducing City of Craig’s local match from 50% to 39%.

Action

Consent agenda approval requested.

Background

The City of Craig has a $508,535 sidewalk project to complete. The City of Craig has $200,000 of local funds to match

the $308,535 in Multimodal Options Funds (MMOF). This is a 39% match rate, whereas the MMOF rules require a 50%

match unless authorized by the CDOT Transportation Commission.

Details

Senate Bill 18-001 provided both highway and transit funds, $96.7 Million of which were assigned to a Multimodal

Options Fund (MMOF). Of That amount $2.5 Million were allocated to the Southwest Chief & Front Range Passenger

Rail Commission, $80.1 Million to be passed through to local governments for locally project selection, and $14.1

Million for CDOT uses.

Subsequently, TC Resolution 19-06-05 approved $993,003 of the $80.1 Million be provided to the Northwest

Transportation Planning Region (Northwest TPR). The Northwest TPR conducted a project selection process, resulting

in an award to the City of Craig in the amount of $308,535.

TC Resolution 19-06-05 also prescribed a process for requesting “match relief”, based on poverty or other

demonstrated need. The City of Craig, with 2018 data, and with the concurrence of the NW TPR meets the criteria

for match relief.

Next Steps

If the Transportation Commission approves, CDOT will move forward to contract the project for completion

Attachments

Resolution

Division of Transit and Rail

2829 W. Howard Pl. 4th Floor

Denver, CO 80204

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lntermountain Transportation Planning Region

Bentley Henderson Chair, lntermountain TPR 208 E. Lincoln Ave. Breckenridge, CO 80424 2-28-2020

Bill Thiebaut, Chair, Colorado Transportation Commission

Members, Colorado Transportation Commission

c/o Herman Stockinger, Commission Secretary

Colorado Department of Transportation

2829 West Howard Place

Denver, co 80204

Re: Multimodal Options Fund (MMOF) Match Reduction Request

Dear Chair Thiebaut and Members of the Transportation Commission:

The lntermountain TPR is send ing this letter to request the Transportation Commission's consideration

and approval to reduce the required match funding levels on The Town of Silt (Garfield County) 1-70

Interchange Ped/Bike Overpass and Upgrades Design Project, within our planning region.

At the meeting of the lntermountain Regional Planning Commission on January 19, 2020, the members

reviewed candidate MMOF projects and voted affirmatively to support reduction of the 50% match

funding level required in TC Resolution #TC-19-06-05 to the match funding levels proposed below:

Total Project Requested Matching Match% Applicant Project Name

Cost MMOF Funds requested

Town of Silt 1-70 Exit 97, Bike/Ped

$ 403,199.50 $250,392 $152,807.50 37.9% upgrade design proj.

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The project applicant is eligible to request match reduction based on having population below the

municipal (20,000) threshold outlined by the TC's MMOF match policy. Specifically,

• The Town of Silt has a population of 3051, with a poverty rate of 10.98% or 1.02% below the

statewide mean

The project sponsor does not have a qualifying poverty rate at or above 12%, but has provided the

following evidence demonstrating extraordinary need or disadvantage that the lntermountain TPR

believes merits a reduced or eliminated match requirement.

• Once constructed, the project will improve quality of life for Silt residents by enhancing mobility

throughout the Town for all modes of transportation, promoting physical activity, improving

access to parks and greenspace, and removing barriers to development of new businesses and

attractions. Removing barriers to prospective economic investment south of the interchange,

which is expected to generate $30 million in investment and bring 200 new jobs to the area.

The lntermountain TPR has determined it is in the best interest of our region to grant the match

reductions above and that the project sponsor is justified based on the TC's match requirements under

the MMOF program. We kindly request the TC's approval of this request.

Respectfully,

clerson

Chair, lntermountain TPR

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April 28, 2020

CDOT Representative(s),

231 N. 7th Street/ P.O. Box 70 / Silt, CO 81652

Phone: 970-876-2353 / Fax: 970-876-2937

It is the Town of Silt's understanding that we have already been awarded MMOF funds in the amount of $201,599.75 for

our Interchange Pedestrian Overpass Project. The amount was awarded by the Inter Mountain TPR during its January

17th quarterly meeting in Eagle, Colorado.

We have learned from Bentley Henderson, Inter Mountain TPR Chair, that COOT is requesting further explanation on

why the Town of Silt would have difficulty meeting the 50/50 match requirement.

The Town of Silt is eligible for a match reduction due to:

1. Economic disadvantage

2. The Town of Silt has a population of less than 50,000

The Town of Silt is economically disadvantage because:

1. For 2020 the Town of Silt's budget comprises of $3,134,186.00 in revenue, and expenditures of

$3,195,377.56. A negative difference of $61,191.56. Major factors that affected this deficit are:

A. Non-elected employee wages increased 2%, but all wages are still below Colorado median for

comparable positions.

B. A much-needed street overlay project with cost of $100,000 is planned.

C. Covid-19 impacts will result in loss of sales tax revenues

D. The Town pursued much needed replacements this year of computer hardware and security camera

system for Town buildings.

2. The Town of silt's poverty rate is 11% according to data USA.

https: // data usa. io/profi I e/geo/silt-co

Please let me know if you have any questions. Thank you for your consideration.

Sincerely,

Jeff Layman

Town Administrator, Town of Silt 231 North 7th Street

Silt, Co 81652

(970)-876-2353

www .townofsilt.org Page 109 of 152

Colorado Bridge Enterprise Board Meeting Minutes

April 16, 2020

PRESENT: Don Stanton, District 2 Karen Stuart, District 4 Kathleen Bracke, District 5 Barbara Vasquez, District 6 Kathy Hall, District 7 Sidny Zink, District 8 Irv Halter, District 9 William Thiebaut, Chair, District 10 Gary Beedy, District 11

Excused: Shannon Gifford, District 1 Eula Adams, District 3

AND: Staff members, organization representatives, and broadcast publicly An electronic recording of the meeting was made and filed with supporting documents in the Transportation Commission office. In March, the Bridge Enterprise Board of Directors

• Approved the minutes from the April Board Meeting • Approved the Bridge Enterprise 8th Budget Supplement for FY ’20

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TO: THE BRIDGE ENTERPRISE BOARD OF DIRECTORSFROM: JEFF SUDMEIER, CHIEF FINANCIAL OFFICERDATE: MAY 21, 2020SUBJECT: NINTH SUPPLEMENT TO THE FISCAL YEAR 2019-20 BRIDGE ENTERPRISE BUDGET

Region 1:

This request is to establish the design phase budget for this bridge replacement project. The bridge decksare in a state of advanced deterioration and the severity and frequency of planned and unplanned repairsare increasing over time. Replacement of the structures is necessary to improve safety for the travelingpublic. The existing structurally deficient bridges are top-tier candidate bridges in the January 2020 BEPrioritization Plan.

· $560,700 FASTER Funds – Design Phase: Establish the design phase.

Region 2:

This request is to establish the construction phase budget for this bridge replacement project. The projectwill replace the existing bridges with cost-effective Concrete Box Culverts (CBCs). The two structures arein proximity of each other and are being combined into one project to achieve economies of scale. Theexisting structurally deficient bridges are top-tier candidate bridges in the January 2020 BE PrioritizationPlan.

· $3,382,900 FASTER Funds – Construction Phase: Establish the construction phase.

Phase Funding Current Total Revised Expendedof Work Program Budget FY 2020 FY 2021 FY 2022 Request Budget To-Date

FASTER Bridge Funds -$ 560,700$ -$ -$ 560,700$ 560,700$ -$Total Design -$ 560,700$ -$ -$ 560,700$ 560,700$ -$

-$ 560,700$ -$ -$ 560,700$ 560,700$ -$Total

FY 2020 FY 2021 FY 2022 Request-$ 560,700$ 560,700$

I-76 West and East Bound over York Street in Adams County(E-17-GV & E-17-GW) (No New structures assigned) (SAP Project # 23681/1000…)

Budget Components by Phase, Funding Program, Fiscal YearBE Supplement Action

Year of Budget

Design

Total Project Budget & Expenditure

Year of Expenditure

Phase Funding Current Total Revised Expendedof Work Program Budget FY 2020 FY 2021 FY 2022 Request Budget To-Date

FASTER Bridge Funds 5,000$ -$ -$ -$ -$ 5,000$ -$Total ROW 5,000$ -$ -$ -$ -$ 5,000$ -$

FASTER Bridge Funds 375,700$ -$ -$ -$ -$ 375,700$ 147,524$Total Design 375,700$ -$ -$ -$ -$ 375,700$ 147,524$

FASTER Bridge Funds 3,382,900$ -$ -$ 3,382,900$ 3,382,900$ -$Total Construction 3,382,900$ -$ -$ 3,382,900$ 3,382,900$ -$

380,700$ 3,382,900$ -$ -$ 3,382,900$ 3,763,600$ 147,524$Total

FY 2020 FY 2021 FY 2022 Request-$ 3,382,900$ -$ 3,382,900$

BE Supplement Action

SH 101 ML over Draws in Bent County(M-24-A & M-24-I) (New structure M-24-AA, M-24-IA) (SAP Project # 23006/1000…)

Budget Components by Phase, Funding Program, Fiscal Year

Year of Budget

Design

Total Project Budget & Expenditure

Year of Expenditure

Construction

Right-of-Way

2829 W. Howard PlaceDenver, CO 80204

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2829 West Howard Place, Denver, CO 80204 P 303.757.9262 F 303.757.9656

MEMORANDUM

TO: THE TRANSPORTATION COMMISSION

FROM: JEFF SUDMEIER, CDOT CHIEF FINANCIAL OFFICER

DATE: MAY 21, 2020

SUBJECT: MONTHLY CASH BALANCE UPDATE Purpose To provide an update on cash management, including forecasts of monthly revenues, expenditures, and cash balances in Fund 400, the State Highway Fund.

Action No action is requested or required at this time. Background Figure 1 below depicts the forecast of the closing Fund 400 cash balance in each month, as compared to the targeted minimum cash balance for that month (green shaded area). The targeted minimum cash balances reflect the Transportation Commission’s directive (Policy Directive #703) to limit the risk of a cash overdraft at the end of a month to, at most, a probability of 1/1,000 (1 month of 1,000 months ending with a cash overdraft).

Figure 1 – Fund 400 Cash Forecast

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Summary Due to recent events in response to the global COVID-19 pandemic, including statewide stay-at-home orders, the Department is anticipating a significant immediate impact to revenue collections, followed by a longer downturn. Reduced motor fuel tax collections due to decreased travel along with corresponding reductions in other sources will negatively impact the short-term revenue and associated cash forecast. The preliminary forecast estimates revenue losses of approximately $50 million between now and February 2021. The forecast reflects the Department’s anticipated cash balance based on the current budget allocation plan and associated planned project expenditures. As the COVID-19 pandemic continues to unfold and more data and information become available, staff will closely monitor the impact to the Department’s revenue stream, update the cash forecast, and regularly inform the Transportation Commission. The projected closing cash balance in April 2020 (some final figures were unavailable at the time of writing on May 12th) was $953 million; $723 million above that month’s cash balance target of $230 million. The large cash balance results from the additional revenues listed below.

Cash Revenues

The forecast of revenues and capital proceeds includes:

Senate Bill 17-267: $425 million in November 2018, $500 million in June 2020, and then $0 thereafter.

Senate Bill 18-001: $346.5 million in July 2018, and $105 million in July 2019.

Senate Bill 19-262: $60 million in July 2019.

The forecast does not include $500 million of revenues in each of FY21 and FY22 from SB 17-267 capital proceeds. The transit grants and the portions of projects that are to be funded from these sources are also excluded from this forecast. Revenues and expenditures for these sources will be added when there is more certainty regarding the availability of these revenues. Cash balances will be drawn down closer to the target balances over the course of fiscal years 2020, 2021, 2022, and 2023 as projects funded with SB 18-001, SB 17-267, SB 19-262 progress through construction.

April’s closing cash balance is $379 million lower than March’s forecast of that balance, largely due to the further delay in the receipt of the $450 million General Fund transfer. Other notable variances included a $10 million decrease in state motor fuel tax and vehicle registration revenues, and a $20 million decrease in construction expenditures.

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Cash Payments to Construction Contractors

The current forecast of payments to construction contractors under state contracts (grants paid out under inter-government agreements for construction are accounted for elsewhere in the expenditure forecast) from Fund 400 is shown in Figure 2 below.

Figure 2 – Forecasted Payments - Existing and New Construction Contracts

$ millions CY 2017 (actual)

CY 2018 (actual)

CY 2019 (actual)

CY 2020 (forecast)

CY 2021 (forecast)

CY 2022 (forecast)

CY 2023 (forecast)

CY 2024 (forecast)

Expenditures $642 $578 $669 $877 $698

$492

$380

$368

The graph below details CY20 baseline, forecast, and actual expenditures (based on April month end SAP data). Results to date correlate with an XPI of 0.77 (actual expenditures vs. baseline); listing of number of projects planned to incur construction expenditures in CY20; listing of CY20 baseline and project count by procurement status (awarded, not advertised and advertised); and count of projects by region that have CY20 baseline greater than $10 million dollars and less than $10 million dollars.

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Quarterly Status Report January 2020 through March 2020

PREPARED BY:

IN CONSULTATION WITH:

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Quarterly Update

1

DATE: May 8, 2020

TO: Colorado Transportation Commission (TC) Colorado High Performance Transportation (HPTE) Board of Directors Colorado Bridge Enterprise (BE) Board of Directors

FROM: Keith Stefanik, Project Director, Central 70 Project

SUBJECT: Quarterly Update

PROJECT PROGRESS

This memo summarizes the status of the Central 70 Project across the following areas:

Status of Design and Construction

Status of Pre‐Development Budget

Status of Community Commitments

ACTION

No actions are requested at this time. This memo is for information purposes only.

BACKGROUND

Per the Central 70 Project Intra‐Agency Agreement (IAA) dated August 22, 2017, (as amended by the First Amendment to the IAA, dated November 15, 2017, and the Second Amendment to the IAA, dated April 3, 2019), the Central 70 Project Director shall provide quarterly updates to the Transportation Commission, Bridge Enterprise (BE) Board of Directors, and the High Performance Transportation Enterprise (HPTE) Board of Directors through Final Acceptance.

MATTERS REQUIRING POLICY INPUT

None at this time.

COMPLETED MILESTONES THIS QUARTER

January 2020

Continued BNSF Bridge work at the BNSF Market Lead tracks in order to meet the 9‐ month shut down schedule.

Continued construction of Phase 2 of the I‐70 over Peoria Street bridge (inside lanes), including placing the bridge deck.

Continued reconstruction of various bridge structures along I‐70 between Brighton Boulevard and Quebec Street.

Continued substructure work on the first phase of UPRR Bridge over I‐70.

Continuing reconstruction of I‐70 over Quebec Street bridge.

Continued substructure work at the I‐70 over Denver Rock Island Railroad (DRIR) bridge.

Cover Top Drainage Variance was approved by City and County of Denver (CCD).

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Quarterly Update

2

KMP addressing UPRR comments (provided on January 16, 2020) on the 100% UPRR Drainage package.

Place deck at Colorado over I‐70 bridge (Phase 1).

Westbound 46th Avenue between Clayton and Steele Streets closed through midspring for waterline work on Fillmore Street; Fillmore Street closed between 45th and 46th avenues as part of this work. Local access will be maintained.

Continued Milestone 1 punch‐list work, including setting permanent sign structures in the east segment.

Started substructure work on Josephine Street bridge.

Began design of the UPRR alternate track phasing.

February 2020

Partial demolition of I‐70 over Brighton Boulevard bridge occurred over weekend of February 28, 2020.

Began receiving UPRR girders at the project site..

Continued permanent work at Brighton Boulevard.

Abatement of last building schedule to be demolished (AP‐93) was complete during the period.

Continued construction of the lowered section north of 46th Avenue between Brighton and Colorado boulevards, including excavation and wall work.

Place deck at Steele/Vazquez over I‐70 bridge.

Begin soil mixing (cement treated) in the lowered section.

March 2020

Continued BNSF Bridge work at the BNSF Market Lead tracks in order to meet the 9‐month shut down schedule.

Continued reconstruction of various bridge structures along I‐70 between Brighton Boulevard and Quebec Street.

KMP addressing UPRR comments (provided on January 16, 2020) on the 100% UPRR Drainage package. Yard drainage plans were resubmitted to UPRR March 4, 2020 and UPRR comments were received March 27, 2020.

Continue to receive UPRR girders at the project site.

Continued substructure work on the first phase of UPRR Bridge over I‐70.

Continued substructure work at the I‐70 over Denver Rock Island Railroad (DRIR) bridge.

Continued permanent work at Brighton Boulevard.

Continued construction of the lowered section north of 46th Avenue between Brighton and Colorado Boulevards, including excavation and wall work.

Continued various construction work on Stapleton Drive North and South (including utilities, walls, and bridge reconstruction) requiring closures and lane restrictions.

Continued punch‐list work setting permanent sign structures and beginning pavement preparations in the Milestone 1 limits.

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Quarterly Update

3

Continued construction on the superstructure on Josephine Street bridge.

Continued design of the UPRR alternate track phasing.

Continued bridge construction on Fillmore streets.

Continued soil mixing (cement treated) in the lowered section.

Began placing girders on the Cover

Demolition of the last building structure at AP‐93.

Completed the girder erection for BNSF.

UPCOMING MILESTONES

April 2020 through June 2020

Shift traffic and start demolition of I‐70 over Brighton Boulevard bridge.

Finalize Milestone 1 punch‐list items.

Continue work on UPRR bridge, including finalization of the substructure of Phase 4 and placement of the girders.

Shift traffic to the outside lanes of I‐70 between Colorado Boulevard and Quebec Street.

Place all the girders for the Cover and placement of the Cover deck.

Begin installation of the fire suppression system and other systems elements underneath the Cover.

Complete BNSF work for the spur track into Manna Pro.

LAWSUIT UPDATE

Lawsuit/Complaint Status

Lawsuit filed against Environmental Protection Agency (EPA) regarding Air Quality standards

Ruling in EPA’s favor

Title VI complaint filed against the Federal Highway Administration (FHWA) regarding Environmental Justice

Administrative decision in the Colorado Department of Transportation’s (CDOT) favor

Drainage lawsuit against City of Denver Ruling in City of Denver’s favor

National Environmental Policy Act (NEPA) Lawsuit filed against FHWA regarding connected action

Lawsuit dismissed with prejudice

NEPA lawsuit filed against FHWA regarding environmental issues

Plaintiffs and State reached settlement agreement in December 2018. State in process of implementing settlement mitigations including funding health study, air quality monitoring, and additional landscaping.

All lawsuits associated with the Project to date have been resolved. The State (CDOT) reached a settlement agreement with the petitioners (Sierra Club, Elyria and Swansea Neighborhood Association, Chaffee Park Neighborhood Association, and Colorado Latino Forum) in the civil action lawsuit (D. Colo. No. 17‐1679) in December 2018.

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Quarterly Update

4

As part of this settlement agreement, CDOT agreed to a variety of mitigations including funding a community health study, air quality monitoring, and landscaping. CDOT received the petitioners’ proposal and identification of nonprofit organization (The Nature Conservancy) on March 29, 2019 related to the acquisition and planting of trees throughout Elyria, Swansea and Globeville. CDOT reviewed and accepted the proposal and then issued payment to The Nature Conservancy in the amount of $25,000. The Nature Conservancy confirmed receipt on April 25, 2019.

Also per the settlement agreement, an Agreement related to a proposed health study was executed between the Petitioners, CDOT, CDPHE and Denver on July 16, 2019. With the execution of the Agreement, CDOT provided $550,000 to CDPHE for ultimate completion of the Health Study. CDPHE confirmed receipt on September 12, 2019.The Enterprises executed a change with the Developer to add the vines to the sound walls between Brighton Boulevard and High Street and add additional trees within small remnant parcels between Brighton Boulevard and Fillmore Street. Both additions are to fulfill one of the commitments in the settlement agreement.

The overall status of all settlement agreement items will be tracked monthly by the Enterprises to conclusion.

ISSUES

The Enterprises issued the Milestone 1 completion certificate to the Developer on December 9, 2019. The Developer is resolving punch list items for Milestone 1. Some punch list items, such as the sign structure installation and the final lift of paving (Stone Matrix Asphalt or “SMA”) within the Milestone 1 limits, will not be completed until summer 2020.

The UPRR approved the 100% UPRR bridge plans October 4, 2019 and the associated Public Utilities Commission (PUC) permit amendment was issued October 9, 2019. This allowed the Developer to commence construction of the UPRR bridge. Construction of the UPRR bridge began in November 2019, but quality issues have further delayed this work. These quality issues are related to the substructure and girder fabrication. The Developer has worked to resolve these issues with UPRR and construction work is advancing. The Enterprises and the Developer continue working with UPRR on prioritizing construction submittals, resolving noncompliant construction work and identifying schedule mitigation strategies.

The Enterprises continue to perform reviews of the Developer’s UPRR submittals prior to submission to UPRR (instead of concurrently with the UPRR review per the Project Agreement) to identify and correct any errors or missing documents in the submittals and minimize UPRR rejections. The UPRR provided comments on the revised UPRR drainage package on January 16, 2020 and KMP resubmitted on March 4, 2020. The UPRR responded with additional comments on March 27, 2020. The Enterprises and KMP are addressing comments and anticipate a resubmittal to UPRR in late April. KMP is also addressing UPRR comments on the UPRR drainage license agreements with an anticipated resubmittal on April 24, 2020.

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Quarterly Update

5

Aside from the UPRR work, there are concurrent delays on the project that are impacting the completion date, including work associated with the Cover. The Cover has been impacted by late completion of design packages as well as construction work not progressing as quickly as planned. Additionally, the Enterprises continue to raise concerns about KMP’s progress on developing the testing and commissioning plans for the Cover. These plans are critical to the Project’s efforts to shift traffic into the lowered section.

The Enterprises have received numerous Supervening Events (SEs) (see SEs 8, 10‐15, 17‐18, 21‐22, 24‐26, 29‐30, and 31 ‐34) related to the UPRR bridge based on design criteria interpretation differences between the Developer and UPRR. The Enterprises have previously rejected these SEs. The Developer did provide draft Detailed SE submissions for these SEs to the Enterprises on February 14, 2020, in order to begin negotiations in accordance with dispute process in the Project Agreement. The Enterprises extended the deadline for the Detailed SE submissions until June 12, 2020 to support these negotiations. During the quarter, the Developer has also submitted SEs 35 and 36 related to Denver Fire Department design submittal reviews of the Cover. The Enterprises have rejected these SEs on lack of merit.

The Developer’s project schedule continues to indicate that completion of Milestones 2, 3, 4, 5 and 6 and Substantial Completion will occur after the associated completion deadlines (overall completion approximately 10 months late). The Enterprises and the Developer are meeting regularly to identify and implement mitigation strategies to get the overall project back on schedule, including the interim completion milestones.

During the month of March, a global pandemic (COVID‐19) was declared by the World Health Organization (WHO). Federal, State, and Local leaders have all implemented mitigation measures to reduce the spread of COVID‐19. These measures have ultimately reduced physical contact and person to person interactions.

At the project level, additional safety precautions such as face masks and social distancing have been implemented to insure the safety of all workers. KMP has updated the Safety Management Plan for the project to address the revised safety protocols. Construction is considered an essential function and has continued under these conditions. The Project is taking advantage of the lowered traffic volumes by accommodating additional day time lane closures, which has resulted in an acceleration of the construction. This issue continues to be monitored but is not expected to negatively impact the schedule at this time

Supervening events are summarized in the table below (shading indicates the SE is closed).

SEN # Description Date Received from Developer

Type of SEN Status

1

UPRR Agreement Delay, Request for Extension to Detailed Supervening Event Submission

04/25/2018 Comp Event Included in Settlement Agreement

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Type of SEN Status

2 UPRR Phase 0 Work Delay 03/23/2018 Comp Event Included in Settlement Agreement

3 UPRR Work Performance Schedule

03/23/2018 Delay Relief

Event Withdrawn by the Developer

4 Section 232 Steel and Aluminum Tariffs

08/13/2018 Relief Event Included in Settlement Agreement

5 Swansea Asbestos Containing Material

07/07/2018 Comp Event Change Order was executed on 09/03/2019

6 AP‐83 Asbestos Containing Material

10/10/2018 Comp Event Withdrawn by the Developer

7 Sand Creek Bridge 11/20/2018 Comp Event

Portions of this repair have been completed by the Developer. The Enterprises have agreed to issue a change order to resolve this SE and anticipate execution in April 2020.

8 UPRR Crossing Diaphragm Spacing


Event Rejected by the Enterprises on 09/30/2019

9 Structure E‐17‐FX Viaduct 12/17/2018 Comp Event Withdrawn by the Developer

10 UPRR Transverse Plate Welding


Event Rejected by Enterprises on 08/29/2019

11 UPRR Underside Plate Welding



12 UPRR Drip Plates 02/22/2019 Comp and Relief Event

Withdrawn by the Developer

13 UPRR Bearings 02/22/2019 Comp and Relief Event

Withdrawn by the Developer

14 UPRR Impact Loading 02/22/2019 Delay Relief


15 UPRR Rebar Detailing 02/22/2019 Delay Relief


16 Severe Weather Event ‐ Bomb Cyclone

03/27/2019 Relief Event Withdrawn by the Developer

17 UPRR Shoring 03/28/2019 Comp Event Rejected by Enterprises on 08/29/2019

18 UPRR Shoring unexcused RR delay



19 AP‐102 Hazardous Material 03/27/2019 Comp Event Withdrawn by the Developer

20 Reserved

21 UPRR Steel Notes 05/02/2019 Comp Event Rejected by Enterprises on 07/10/2019.

22 UPRR Steel Notes Relief 05/02/2019 Delay Relief

Event Rejected by Enterprises on 07/10/2019.

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Type of SEN Status

23

Recognized Hazardous Material (RHM) 46th and Steele Southwest Gore Asbestos

05/29/2019 Comp Event Waiting on detailed SE submission by Developer

24 UPRR Crossing Diaphragm Spacing

06/14/2019 Comp Event Rejected by Enterprises on 09/30/2019. Related to SE Event 8.

25 UPRR Transverse Plate Welding

06/19/2019 Comp Event Rejected by Enterprises on 08/31/2019. Related to SE Event 10.

26 UPRR Underside Plate Welding

06/28/2019 Comp Event Rejected by Enterprises on 08/31/2019. Related to SE 11.

27 Reserved

28 Reserved

29 UPRR Impact Loading 06/28/2019 Comp Event Rejected by Enterprises on 09/23/2019. Related to SE 14.

30 UPRR Rebar Detailing 06/28/2019 Comp Event Rejected by Enterprises on 09/23/2019. Related to SE 15.

31 UPRR Drainage Review 08/22/2019 Comp Event Rejected by Enterprises on

12/17/2019.

32 UPRR Drainage Review 08/22/2019 Delay Relief


33 UPRR Unreasonableness 08/22/2019 Comp Event Rejected by Enterprises on 12/18/2019.

34 UPRR Unreasonableness 08/22/2019 Delay Relief


35 Fire Department Review 12/26/2019 Delay Relief


36 Fire Department Review 12/26/2019 Relief Event Rejected by Enterprises on 03/06/2020

37 Discovery of Recognized Hazardous Material – Dahlia & Stapleton ACM

01/31/2020 Comp Event Waiting on detailed SE submission by Developer

SCHEDULE STATUS

The Developer reported that the Project is 42.6% complete through March 2020. Design is 98.9% complete and construction is 32.6.%.

The existing project schedule is based on the Revised Baseline Schedule (Revision 02). The Revised Baseline Schedule (Revision 02( was conditionally accepted on May 14, 2019. A new Revised Baseline Schedule (Revision 03) was submitted in a draft form in January 2020. The Enterprises provide comments to the schedule in February 2020. The Developer made an

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official submission of the Revised Baseline Schedule in March 2020. The Enterprises plan to submit comments in April 2020 and is working towards acceptance of this schedule in May 2020. This schedule is expected to forecast a 10‐11 month delay to the completion of the project.

Milestones 2 is currently behind schedule. This delay has several underlying causes including longer than anticipated design duration, construction productivity issues, and resolution of quality issues. The Revised Baseline Schedule (Revision 03), makes significant revisions to the construction sequence for this work within the Milestone 2 limits. This includes a different construction approach around Quebec Street. The Developer is not attributing any of the causes of these delays to the Enterprises.

Milestones 3, 4, 5, 6, and Substantial Completion are all linked. Delay associated with this work is tied to approval of the UPRR 100% bridge design by UPRR as well as progress of the Cover construction. The UPRR bridge design was approved October 4, 2019, which is much later than what was anticipated at the time of the Settlement Agreement in November 2018 and as planned in the Revised Baseline 2. The Developer believes this delay is compensable and the basis of this position is detailed in the outstanding Supervening Events associated with UPRR. As mentioned earlier, the validity of many of the Developer’s claims will be analyzed and any associated impacts determined. Over the past Quarter, additional concurrent delays associated with the Cover have been realized. These concurrent delays are a result of design submittals and construction work that is not being completed as planned.

The table below provides a summary of the project Completion Milestones.

Event Baseline

Date

Forecast Date

Status*

Commercial Close 11/21/2017 NA Completed ‐11/21/2017

Financial Close 12/21/2017 NA Completed ‐12/21/2017

NTP1 02/09/2018 NA Completed ‐02/09/2018

NTP2 06/01/2018 NA Completed ‐07/10/2018

NTP3 (Snow and Ice Control Services) 07/01/2018 NA Completed ‐07/18/2018

Payment Milestone 1 (Sand Creek Bridge to Chambers Road)

12/09/2019 NA Completed 12/09/2019

Payment Milestone 2 (Dahlia Street to Sand Creek Bridge)

11/10/2020 10/14/2021 ‐338 days

Payment Milestone 3 (Phases 1‐5 of the UPRR Crossing)

10/17/2020 05/19/2021 ‐214 days

Payment Milestone 4 (Westbound I‐70 between Brighton Boulevard to Dahlia Street & Removal of Viaduct)

09/26/2021 02/25/2022 ‐152 days

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Payment Milestone 5 (Eastbound I‐70 between Brighton Boulevard to Dahlia Street, UPRR Phase 6)

03/25/2022 10/31/2022 ‐220 days

Payment Milestone 6 (SMA paving & Cover top)

08/20/2022 06/13/2023 ‐297 days

Commence Intelligent Transportation System(s) (ITS)/Tolling Testing/Integration

09/22/2022 10/05/2023 ‐289 days

Substantial Completion 09/21/2022 07/27/2023 ‐309 days

Final Acceptance 12/20/2022 10/26/2023 ‐308 days

Design/Build Phase Close‐out 06/2023 04/2024 ‐300 days

*see Schedule Status narrative for additional information regarding the status

The forecast dates for Milestones 3, 4, 5, 6, Substantial Completion, and Final Acceptance will be delayed by construction elements that are now in the 100% UPRR Bridge plans as well as the Cover design. The Developer has quantified these impacts and included them in the Revised Baseline 3, which was officially submitted to the Enterprises on March 19, 2020.

BUDGET STATUS

The project budget has been updated to reflect the 2020 Annual Update to the Financial Plan that was approved by FHWA in March 2020.

Enterprises Costs Estimate Amount

Environmental Phase $40.9M

Procurement Phase $81.3M

Delivery Phase $60.0M

Miscellaneous Enterprise Reserve $6.9M

ROW Phase $115.8M

Utility Phase $37.7M

Enterprises Construction Total $335.7M

In addition to the funds listed in the above table, the Enterprises have established a construction contingency (funded by the Department and Colorado Bridge Enterprise) to cover additional costs due to Supervening Events and Change Orders during the construction phase of the Project. Per the Project Agreement, the Enterprises have the option of paying the Developer for changes via a lump sum payment or by adjusting the annual availability payment. The current balance of this contingency fund is provided in the table below.

Contingency Amount

(in millions)

Enterprises Change Order/Supervening Event Initial Contingency $45.9

Executed Change Orders – Previous $4.3

Executed Change Orders – Current Period $0.3

Settlement Agreement $7.6

Remaining Enterprises Change Order/Supervening Event Contingency Balance $33.7

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CONTRACT CHANGE NOTICES

As of March 31, 2020, the Enterprises have executed (63) Change Orders, issued (49) Enterprise Change Notices, received (29) Developer Change Notices, issued (17) Directive Letters, received (35) Supervening Event Notices, received (32) Preliminary Supervening Event Submission, and received (3) Detailed Supervening Event Submissions. The change orders executed to date have had a net cost of $4.6 million to the Project.

No claims have been filed by the Developer against the Project and neither party has referred a dispute to the Dispute Resolution Panel (DRP) at this time.

QUALITY

The Developer is responsible for implementation and maintenance of an effective quality program to manage, control, document and ensure Developer compliance with all obligations and requirements in the Central 70 Project Agreement. The Enterprises implement the quality oversight program to monitor the Developer’s quality program, but are not responsible for implementation of the Developer’s quality program. However, the Enterprises retain the responsibility for acceptance of the work based on the assessment and test results of the quality oversight program summarized below.

Owner Verification Testing: Other than as detailed in the Enterprises’ Quarterly Quality Report to the Federal Highway Administration (FHWA), the Enterprises’ Owner Verification Testing (OVT) program has statistically verified and validated that all materials placed by the Developer are in full conformance with Project Agreement requirements. KMP did not have any concrete breaks that were below specification this quarter.

Independent Assurance Testing (IAT): The Enterprises’ IAT program tests each OVT and Independent Quality Control (IQC) tester for each test procedure at least once per year. The Enterprises have determined that all Owner Verification and Developer IQC testers are qualified to test on the Project through March 2020.

Construction Verification Inspections (CVI): The Enterprises’ CVIs evaluate Developer compliance with Project Agreement (PA) requirements by assessing a risk‐based percentage of their Construction Work. All non‐conforming work identified by the Enterprises is resolved through the Developer’s nonconformance report closure process. From January 2020 through March 2020, the Enterprises’ conducted 195 CVIs, yielding a 95 percent overall conformance percentage. For the entire project through March 2020, the Enterprises’ has conducted 950 CVIs, yielding a 91 percent overall conformance percentage. The Developer continues to perform well for permanent construction work such as Electrical/ITS, Structures, Walls, Roadway, Earthwork, Cover, and Utilities. All nonconforming construction work identified by either KMP or the Enterprises’ has been properly addressed through the NCR process. Therefore, there are not any notable and/or unresolved construction product issues to report this quarter.

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Project Management Process Audits: The Enterprises’ Project Management Process Audits evaluate Developer compliance with the PA and processes prescribed in the Developer’s approved Management Plans. From January 2020 through March 2020, the Enterprises’ conducted 75 process audits, yielding an 88 percent overall conformance percentage. For the entire Project, the Enterprises’ conducted 523 process audits, yielding an 86 percent overall conformance percentage. Notable and outstanding process quality issues for this reporting period are presented below.

Element Process Issue Status

Traffic (MOT) Process

PA Schedule 10, Section 2 and Transportation

Management Plan (TMP)

KMP is not performing traffic switches per the signed and sealed

MOT plans and is late picking up lane

closures.

This issue is carried over from the fourth quarter report of 2019. This issue is a result of the Developer’s process with opening traffic switches to the traveling public. The Corrective Action Report (CAR) 015 plan was initiated in August 2019, but KMP continued to struggle with noncompliant traffic shifts through September 2019. In October 2019, KMP submitted an Increased Oversight and Remedial Plan of Action which is supplemental to CAR 015. From October 2019 through March 2020, KMP showed substantial and sustained improvement regarding performing compliant traffic switches. Therefore, CAR‐015 was closed in March 2019. CLOSED

Construction Quality

Management

Horizontal and Vertical Grade

Control

KMP self‐identified the issue. KMP has identified a lot of work that is out of

vertical and horizontal alignment which has caused significant

rework.

This issue is carried over from the fourth quarter report of 2019. CAR 016 was opened in September 2019 for KMPs persistent issue with vertical and

horizontal grade control. The Enterprises’ approved a corrective action plan in October 2019. KMP discusses the

corrective action progress at the weekly Quality Task Force meeting. The

Enterprises’ and KMP have noticed a steady decrease in the frequency and magnitude of vertical and horizontal grade control issues, but occasional nonconforming grade control is still discovered. This corrective action is expected to be closed in Spring 2020.

OPEN

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Element Process Issue Status


Management

Concrete Process Control (low breaks)

KMP self‐identified the issue. Intermittent low 28‐day strength

results from Aggregate Industries Class D concrete

This issue is carried over from the fourth quarter quality report of 2019. KMP and the Enterprises’ did not record and low breaks for any concrete poured from

January 2020 through March 2020. This issue as described in CAR 017 was closed by KMP and the Enterprises’ on March 23,

2020. CLOSED

Construction Safety

Management

UPRR Safety Management Plan and the UPRR

Controlled Access Plan

The Enterprises’ requested KMP to develop a corrective

action plan for systemic issues

regarding enforcement of the

UPRR Safety Management Plan and the UPRR

Controlled Access Plan

KMP, CDOT, and UPRR continue to discuss CAR 018 in UPRR task force meetings. CAR 018 has gone through a few iterations since the Enterprise request in October

2019. It is important to note that CAR 018 seems to have mitigated the issues

regarding KMP compliance with UPRRs Controlled Access Plan. However, from January 2020 through March 2020, there have been multiple additional infractions regarding KMP implementation of other aspects of the Safety Management Plan while on UPRR ROW. These additional infractions require KMP to develop additional mitigation measures that

supplement the overall CAR 018 plan. To close CAR 018, a 1‐month period must

pass without additional violations. OPEN


Management

Fabrication, MRR, Shop Drawing, and

Submittal Process for Drainage Structures

KMP’s Subcontractors have fabricated drainage structures with

incorrect dimensions that do not comply with CDOT or CCD

Standards. As a prime example, KMP needed

to remove and replace numerous

Type 13 and Type 16 inlets that were

already received and installed.

As part of CAR 019, KMP investigated the cause and developed a mitigation plan to prevent recurrence of this issue. KMP has developed an improved shop drawing review and materials receiving process. Part of the actions needed to close CAR 019 is a materials receiving self‐audit that confirms that Subcontractors and KMP are

delivering and receiving compliant drainage structures. Although showing

improvement, the KMP audits have shown that there continues to be issues with fabricated drainage structures. The

Enterprises’ and KMP do not anticipate to close CAR 019 until late spring or early

summer 2020. OPEN

Design Verification Reviews (DVR): The Enterprises’ DVRs evaluate Developer compliance with PA requirements by assessing the Developer’s design plans and other deliverables. From January 2020 through March 2020, the Enterprises’ conducted 97 DVRs yielding a 78 percent overall

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conformance percentage. For the entire Project, the Enterprises conducted 855 reviews, yielding an 84 percent overall conformance percentage. All noncompliant design identified by the Enterprises is resolved prior to the Developer releasing the plans for construction. Additionally, the Developer and the Enterprises issue Nonconformance Reports (NCRs) for design issues that are identified during performance of construction work. The nonconforming design is then resolved prior to construction. Since there has not been any known noncompliant design incorporated into the permanent work there are not any notable design issues identified by the Enterprises and/or the Developer for this reporting period.

MAINTENANCE/TRAFFIC ISSUES

The focus of routine maintenance work for this reporting period included snow removal, litter removal, flexible pavement patching, and resolution of any safety critical or hazardous defects which occurred during the reporting period.

The construction assessment team has been performing weekly assessments of the MOT/MHT setups. These issues are being communicated with and addressed by the Developer. The Enterprises began finding reoccurring issues with the implementation and field modification of traffic switches shown in the plans. As a result, the Developer has implemented a Corrective Action to prevent future occurrences. The Enterprises have seen improvement due to the Corrective Action and anticipate closing this issue in April 2020.

Due to the COVID‐19 outbreak, the Project has experienced reduced traffic volumes. As a result, the Developer has requested additional lane closures and has been able to advance critical construction work including paving.

SAFETY ISSUES

The Developer had zero recordable events for the quarter, keeping the total at 5 for the project. As part of the safety program, anyone involved in a traffic related incident will be required to take a defensive driving course. Additionally, On‐Site Safety is on the project to quickly tend to injuries as they occur.

Safety Patrol has responded to 940 events during this reporting period. This total includes 183 crash/incidents. 55 percent of these events were self‐identified by Safety Patrol.

CIVIL RIGHTS STATUS

Small Business DBE/ESB Goals

Design Status: The Developer’s Disadvantaged Business Enterprise (DBE) goal for the design is 11.6%. To date, the Developer has commitments to DBE design firms of 12.02% ($5.8 million in work); this meets over 100% of the Developer’s DBE goal for the design period. The Developer’s Emerging Small Business (ESB) goal for the design period is 3.0%. To date, the Developer has commitments to ESB design firms of 9.45% ($4.53 million in work); this exceeds the ESB goal for design for the Project.

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Construction Status: The Developer’s DBE goal for the construction is 12.5%. To date, the Developer has commitments to DBE construction firms of 12.25% ($92.1 million in work); this meets 98% of the Developer’s DBE goal for the construction period. The Developer’s ESB goal for the construction period is 3.0%. To date, the Developer has commitments to ESB construction firms of 6.8% ($51.3 million in work); this exceeds the Developer’s ESB goal for construction for the Project.

Workforce Development Program and Goals

The WORKNOW program combines construction workforce training and supportive service programs into one coordinated program. Total enrollment reached 1,596 members, with 65 enrolled this quarter. The Central 70 Project is a founding partner of WORKNOW. For further information on the WORKNOW Program please go to: https://work‐now.org/accomplishments‐to‐date/

During the COVID‐19 crisis, coordination with WORKNOW regarding virtual outreach increased. WORKNOW continued providing services to both employed and laid off construction workers, while enacting proper health mitigation measures.

One key event occurred this quarter:

In January WORKNOW and the C70 team collaborated to roll out a new construction job application called Trade Skills Match, holding two training sessions during the month. The Enterprises have begun to hold monthly check‐ins to ensure the adoption of this technology and C70 contractors is smooth.

The Developer and its subcontractors have enrolled local hires for both professional services and construction. They have enrolled 471 local hires and 144 On‐the‐Job Training (OJT) participants. The Developer has recorded 402,594 local hire hours and 108,135 OJT hours.

MITIGATION/COMMUNITY COMMITMENTS STATUS

As of the date of this report, all of the identified Record of Decision (ROD) mitigation measures are either in progress or completed.

The Enterprises and Developer have completed nine ROD re‐evaluations to date. Re‐evaluation 9 was approved on October 4, 2019. ROD Re‐evaluation 10 is still in progress. It will expand the construction limits to allow temporary access to replace the existing sign bridges just west of the Coliseum.

This Project is unique in that the core feature of the project—lowering the highway and constructing a cover/park that will link the two sides of the community back together—was developed to address Environmental Justice (EJ) concerns that arose from original highway construction back in the 1960s. In addition to the cover and park, the Central 70 Project includes other unique EJ mitigations such as the recognition of the importance of the Swansea Elementary School as a community center. These mitigations include two new early childhood

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education classrooms, a new heating and air conditioning (HVAC) system, new exterior windows and doors, a relocated and renovated main entrance and administration offices, and a new playground. The table below provides the status of these mitigations.

Mitigation Status Notes

Targeted assistance to crucial businesses to remain in the neighborhood.

Complete

Assistance was provided to all businesses that were displaced by the project per the Uniform Act. All impacted businesses have been completed and reestablished in their new location per the Uniform Act. The Developer will continue the Community Outreach for businesses within the project area.

Provide funding to assist displacees with financial counseling and procurement of financing.

Complete Funding has been provided through Community Resources and Housing Development Corporation (CRHDC))

Provide before, during, and after environmental sampling to assure the project has not caused re‐contamination of residential properties.

Complete Soil sampling on seven residential properties was completed in June 2018

Mitigate noise and dust impacts by providing residents living adjacent to the project new storm windows, furnace filters, and air conditioning units.

Complete

Assessments and installations of improvements were completed on 03/14/2019. Ongoing warranty work and energy credits will continue through the Construction Period.

Fresh Food Access – Provide $100,000 to Denver Office of Economic Developments Globeville Elyria‐Swansea (GES) Healthy Food Challenge.

Complete

The Enterprises transferred funds to the City and County of Denver in early November 2018; an initial report was received by the Enterprises in July 2019.

Provide $2M in funding to support affordable housing in Elyria and Swansea neighborhoods.

Complete The Enterprises transferred funds to Brothers Redevelopment in late November 2018; quarterly reports began in 2019.

Monetary Incentive for Managed Lanes Deferred Deferred until the new managed lanes are operational.

Swansea Elementary Phase 1 Complete Retrofit school building with new classrooms, windows, doors, and HVAC system

Swansea Elementary Phase 2 Complete Modify outdoor areas around school to provide playground, parking, and access roads during construction period.

Swansea Elementary Phase 3 Complete Construct temporary outdoor features including playground, parking, and access roads.

Swansea Elementary Phase 4 In Design To be constructed by Developer along with the Cover.

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COMMUNITY ENGAGEMENT

The Enterprises, supported by the Developer, is responsible for communicating with citizens, the media, public officials, and other stakeholders regarding the Project. Public information efforts continue to take a two‐pronged approach by focusing outreach on commuters and residents through various social media outlets, ongoing face‐to‐face presentations and check‐in calls. Due to the current stay‐at‐home order per the Governor of Colorado and COVID‐19, the Public Information team has transitioned to virtual outreach for commuters and residents until at least the end of April. In addition, the PI team has continued using various outreach tools to alert the public about ongoing traffic and construction impacts on Central 70 with the reduced traffic volumes on the interstate.

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Division of Transit and Rail David Krutsinger, Director

Agenda May 20, 2020

Informational Items

o Bustang Quarterly, including Snowstang & DTC

o Snowstang Season End Report

o Outrider Quarterly

o SB 228 Quarterly

o Southwest Chief & Front Range Passenger Rail Commission

Update

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DATE: May 21, 2020


FROM: Sophie Shulman, Chief - Office of Innovative Mobility

David Krutsinger, Director - Division of Transit & Rail

Mike Timlin, Manager - Bus Operations

RE: Bustang Quarterly Update - FY2019-20 Q3 and Year to Date Report

Purpose

The purpose of this memo is to provide the FY 2019-20 third quarter (January – March) Bustang update on operational

and performance measures.

Action

Informational only, no action is required.

Background

The Bustang interregional express bus service went into operation in July, 2015. PD 1605 requires the Division of

Transit & Rail (DTR) to report operational and performance measures on a quarterly basis. This quarterly update

covers the third quarter of FY 2019/20, January 2020 through March 2020 as well as fiscal year-to-date. This update

also includes the Denver Tech Center (DTC) service.

Details

This operating period featured some highlights in January and lowlights in March. Highlights include:

Highest system monthly ridership – January 2020 – 24,530 riders

Highest system monthly ridership West Line – January 2020-8,619 riders

2829 W. Howard Pl

Denver, CO 80204

Q3 Jan - Mar

2019

Q3 Jan - Mar

2020

Q3:Variance

2019 vs 2020 %

FY Jul 2018-

Mar 2019

FY Jul 2019-

Mar 2020

YTD Variance

2018-19 vs

2019/20 % Jan-20 Feb-20 Mar-20

Bustang System

Revenue riders 62,328 58,726 (3,602) -6% 179,799 189,279 9,480 5% 24,530 21,689 12,507

Revenue 715,672$ 606,971$ (108,701)$ -15% $1,988,319 $2,079,242 $90,923 5% $241,966 $228,410 $136,595

Cumulative Avg. Fare 10.04$ 10.34$ 0.30$ 3% $11.06 $10.99 ($0.07) -1% $9.86 $10.53 $10.92

Load Factor 55% 41% -14% -26% 55% 49% -6% -11% 52% 45% 25%

Farebox Recovery Ratio 60% 45% -15% -24% 60% 57% -3% -5% 56% 50% 30%

South Route

Revenue riders 17,844 14,299 (3,545) -20% 56,524 52,206 (4,318) -8% 5,834 5,325 3,140

Revenue 177,878$ 145,120$ (32,758)$ -18% $566,540 514,209$ ($52,331) -9% $64,303 $52,916 $27,901

Cumulative Avg. Fare 9.97$ 10.15$ 0.18$ 2% $10.02 $9.85 ($0.17) -2% $11.02 $9.94 $8.89

Load Factor 44% 34% -10% -23% 32% 38% 6% 19% 42% 39% 20%

Farebox Recovery Ratio 56% 38% -18% -32% 41% 42% 1% 2% 47% 43% 24%

North Route

Revenue riders 22,723 22,271 (452) -2% 71,595 76,957 5,362 7% 9,448 8,373 4,450

Revenue 197,081$ 170,688$ (26,393)$ -13% $613,997 645,609$ $31,612 5% $64,279 $69,102 $37,307

Cumulative Avg. Fare 8.67$ 7.66$ (1.01)$ -12% $8.58 $8.39 ($0.19) -2% $6.80 $8.25 $8.38

Load Factor 59% 42% -17% -29% 42% 71% 29% 69% 45% 52% 28%

Farebox Recovery Ratio 70% 46% -24% -35% 55% 67% 12% 22% 48% 57% 32%

West Route

Revenue riders 21,148 20,625 (523) -2% 51,087 55,843 4,756 9% 8,619 7,399 4,607

Revenue 344,289$ 279,479$ (64,810)$ -19% $848,121 879,650$ $31,529 4% $110,320 $102,310 $66,849

Cumulative Avg. Fare 16.28$ 13.55$ (2.73)$ -17% $16.60 $15.75 ($0.85) -5% $12.80 $13.83 $14.51

Load Factor 75% 50% -25% -34% 75% 50% -25% -34% 55% 62% 32%

Farebox Recovery Ratio 65% 53% -12% -19% 65% 61% -4% -6% 57% 66% 35%

DTC

Revenue riders 613 1,531 918 150% 631 3,589 2,958 469% 629 592 310

Revenue 7,058$ 9,426$ 2,368$ 34% $7,516 39,774$ $32,258 429% $2,799 $4,081 $2,546

Cumulative Avg. Fare 9.00$ 9.00$ -$ 0% $9.00 $9.00 - 0% $9.00 $9.00 $9.00

Load Factor 6% 15% 9% 144% 4% 15% 11% 267% 16% 15% 13%

Farebox Recovery Ratio 4% 11% 7% 167% 4% 19% 15% 375% 9% 14% 9%

Third Quarter 2019-20 Operating Comparison

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Ridership in March 2020 was seriously affected by COVID-19 with ridership falling to 12,507 riders, the lowest system

ridership since October 2017. In response to the Governor’s “Stay at Home” order, all Bustang operations were

suspended effective March 29, 2020

RamsRoute – The Spring Semester ridership started strong and

continued strong through to Mid-March Spring Break when CSU

went to on-line and virtual classes effectively cancelling the

RamsRoute service for the balance of the Academic year.

SNOWSTANG – Snowstang details for the 2019-20 winter recreation season in included on a separate memo. In

response to the COVID-19 crisis and the Governor’s Stay at Home Executive Order, Snowstang service ended effective

March 15, 2020.

Quarterly Safety/Collisions – Ace Express Coaches had 4 incidents/collisions, with 2 rated as non-preventable for

a accident frequency rate of of 0.66 collisions per 100,000 miles. All were very minor causing little or no damage.

This is an improvement of 1.78 collisions from last quarter. I have commended Ace Express Safety Departemnt’s

efforts.

Date Bus# Location Comment Preventable (Y/N)

1/3/2020 38002 Frisco, CO Bus was rear-ended by a car on the entrance ramp to I-70 N

1/14/2020 38005 Colorado Springs Woodmen Rd. – Bus rolled forward into a stopped car Y

1/27/2020 38014 unknown Bus was sideswiped by a hit & run auto driver N

2/11/2020 38014 Loveland Bus made contact with a parked car in the Loveland P & R Y

On Time Performance – Departures departing less than 10 minutes after the scheduled time are “On-Time”

Quarterly On-Time Performance –Departures:

System – 93.8%

West Line – 90.3%

North Line – 97.2%

South Line – 94.6%

DTC - 98.4%

INIT Intelligent Transportation Project- The INIT ITS system User Acceptance Testing will begin late April whether

or not Bustang ends the service suspension.

New COVID-19 Transportation Environment – When service resumes, the follow operational procedural changes will

be enacted for the foreseeable future :

All buses will undergo daily enhanced cleaning and sanitizing.

Selected seats on board will be physically blocked to ensure proper social distancing

Drivers will be issued proper PPE’s

Bustang will offer free hand sanitizer wipes while boarding the bus.

Face masks will be strongly recommended for all passengers – there are some diabled people whom are

unable to wear face masks.

Driver compartment shielding that conforms to USDOT standards is being explored.

Customer Comments

Passengers requesting service direct to Denver Int’l Airport.

Many comments about COVID-19 (In March)

Totals Spring 2020

Semester

TOTAL 2019-20

Academic Year

# of Revenue Trips 17 50

Revenue riders 594 1,862

Revenue $5,346 $16,758

Cumulative Avg. Fare $9.00 $9.00

Load Factor 69% 78%

Farebox Recovery Ratio 85% 90%

RamsRoute

Page 134 of 152

Social Media Update:

Next Steps

Restart Bustang Service with new COVID-19 health/safety procedures

Start INIT User Acceptance Testing in April

Re-evaluate service needs for FY2020-2021.

Re-evaluate start date for Bustang to Estes Park

Re-evaluate the date for schedule changes previously proposed for May

Evaluate the need for Ramsroute for the 2020-21 CSU Academic Year

Evaluate the need for Bustang to Broncos based on the NFL’s season COVID-19 response

Attachments

Bustang operational measure graphs.

Month/Year Oct-2019 Nov-2019 Dec-2019 Jan-2020 Feb-2020 Mar-2020 Apr-2020 May-2020 Jun-2020 Aug-2020 Sep-2020

Website hits/day - avg 2576 2812 3567 3352 3277 1812

Twitter Followers - total 1609 1673 1729 1770 1875 1899

FB Post Reach - avg (organic only) 104 1660 233 137 105 263

FB Likes - total 3643 3824 3899 3932 3981 4023

Average FB rating (1-5 stars) 4.0 3.9 3.8 3.8 3.8 3.8

Twitter Impressions 873,000 997,000 1,030,000 1,040,000 1,010,000 959,000

**Twitter impressions = total times our tweets were viewed each month *Note: Avg website hits/day for March 1-12 was 2878/day. March 13-31 was 1138/day

2576 2812

3567 3352 3277

1812

16091673 1729 1770 1875 1899

104

1660

233 137 105 263

3643 3824 3899 3932 3981 4023

0500

10001500200025003000350040004500

Social Networking

Website Hits Twitter FB Reach FB Likes

Page 135 of 152

Q1 Jul-Sep Q2 Oct-Dec Q3 Jan-Mar Q4 Apr-Jun

FY15/16 18,497 25,035 29,289 29,682

FY16/17 35,683 37,697 41,967 40,517

2017-18 44,531 47,275 51,595 50,663

2018-19 59,498 57,973 62,328 58,336

2019-20 66,192 64,361 58,726

-

10,000

20,000

30,000

40,000

50,000

60,000

70,000BUSTANG SYSTEM RIDERSHIP QUARTERLY COMPARISON


FY15/16 2,825 4,601 6,806 4,908

FY16/17 6,480 7,916 11,358 8,162

2017-18 8,632 9,129 12,401 8,463

2018-19 14,272 15,667 21,148 14,245

2019-20 16,986 18,232 20,625

-

5,000

10,000

15,000

20,000

25,000WEST ROUTE RIDERSHIP QUARTERLY COMPARISON


FY15/16 7,636 9,822 10,934 12,012

FY16/17 13,691 14,017 14,536 15,062

2017-18 15,842 16,378 16,646 17,509

2018-19 19,297 19,383 18,457 19,158

2019-20 19,852 17,153 15,201

-

5,000

10,000

15,000

20,000

25,000 SOUTH ROUTE RIDERSHIP QUARTERLY COMPARISON


FY15/16 8,036 10,612 11,549 12,762

FY16/17 15,512 15,764 16,073 17,293

2017-18 20,057 21,768 22,548 24,691

2018-19 25,929 22,923 22,723 24,933

2019-20 27,508 27,178 22,271

-

5,000

10,000

15,000

20,000

25,000

30,000 NORTH ROUTE RIDERSHIP QUARTERLY COMPARISON

Page 136 of 152

Q1 Jul-Sep2015

Q2 Oct-Dec 2015

Q3 Jan-Mar 2016

Q4 Apr-Jun 2016

Q1 Jul-Sep2016

Q2 Oct-Dec2016

Q3 Jan-Mar 2017

Q4 Apr-Jun 2017

Q1 Jul -Sep 2017

Q2 Oct -Dec 2017

Q3 Jan-Mar 2018

Q4 Apr-Jun 2018

Q1 Jul-Sep2018

Q2 Oct -Dec 2018

Q3 Jan-Mar 2019

Q4 Apr-Jun 2019

Q1 Jul -Sep 2019

Q2 Oct -Dec 2019

Q3 Jan-Mar 2020

System 22% 24% 26% 32% 37% 31% 40% 39% 42% 44% 45% 50% 54% 55% 52% 55% 58% 55% 41%

South 19% 21% 22% 26% 30% 29% 32% 33% 42% 40% 36% 40% 44% 43% 41% 41% 47% 46% 34%

North 33% 26% 29% 33% 40% 38% 40% 44% 45% 48% 49% 63% 70% 59% 52% 62% 71% 68% 42%

West 48% 54% 74% 54% 60% 56% 49% 39% 45% 45% 45% 49% 52% 76% 73% 69% 62% 78% 50%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

LOAD FACTOR BY ROUTE

Q1 Jul-Sep 2015

Q2 Oct-Dec 2015

Q3 Jan-Mar2016

Q4 Apr-Jun 2016

Q1 Jul-Sep 2016

Q2 Oct-Dec 2016

Q3 Jan-Mar2017

Q4 Apr-Jun 2017

Q1 Jul -Sep 2017

Q2 Oct -Dec 2017

Q3 Jan-Mar2018

Q4 Apr-Jun 2018

Q1 Jul-Sep 2018

Q2 Oct -Dec 2018

Q3 Jan-Mar2019

Q4 Apr-Jun 2019

Q1 Jul -Sep 2019

Q2 Oct -Dec 2019

Q3 Jan-Mar2020

System 28% 38% 42% 42% 54% 51% 54% 52% 53% 56% 53% 61% 60% 67% 60% 54% 57% 54% 45%

South 21% 28% 32% 32% 44% 35% 43% 42% 40% 50% 41% 51% 56% 56% 48% 45% 42% 46% 38%

North 32% 39% 39% 42% 54% 51% 54% 60% 58% 52% 61% 63% 72% 68% 66% 64% 67% 76% 53%

West 41% 60% 70% 62% 72% 68% 67% 56% 66% 71% 63% 74% 58% 75% 72% 56% 58% 59% 46%

0%

10%

20%

30%

40%

50%

60%

70%

80%FAREBOX RECOVERY RATIO

JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN

2018-19 18 221 189 203 322 365 443

2019-20 552 608 631 667 583 548 629 592 310

0

100

200

300

400

500

600

700

800

MO

NTH

LY R

IDER

S

DTC MONTHLY RIDERSHIP

Page 137 of 152

DATE: May 21, 2020




Mike Timlin, Manager - Bus Operations

RE: Snowstang Winter 2019-20

Purpose

The purpose of this memo is to provide a review of the Winter 2019-20 Snowstang Operations.

Action

Informational only, no action is required.

Background

In summer 2019 DTR Bus Operations staff conducted outreach with the Colorado snow sports resorts to gauge interest

in sponsoring a pilot weekend only public transportation option with direct service between the Denver Metropolitan

Area and each resort’s main facility.

Arapahoe Basin and Loveland Ski Area imediately signed on with Steamboat Ski and Resort parntering with the City

of Steamboat Springs a little later.

Each resort contributed 60% of actual anticipated operational and maintenance expense with CDOT contributing

anticipated 40% farebox recovery in this pilot program. With their contribution each resort received one bus

“wrapped” with their approved Snowstang livery (branding) with the buses assigned on regular Bustang schedules

during the week.

Service to Arapahoe Basin and Loveland featured Saturday and Sunday round trip daily service with a roundtrip fare

of $25. There were 50% discounts for children 11 and under, and 25% discounts for seniors and persons with

disabilities. Service to Steamboat Springs featured a Saturday up and Sunday afternoon return for $40 round trip

with discounts for children, seniors and disabled. Service was scheduled to operate for 40 weekend and holidays

December 14 to April 20, 2020.

To meet Snowstang’s 40% farebox recovery goal, ridership was planned at 50% load factor for Loveland and Arapahoe

Basin but 30% for Steamboat due to the two day minimum stay.

Details

After a busy Fall pre-launch activity schedule which included events at the Ski & Snowboard Expo and a pre-launch

event at Denver Union Station featuring Governor Polis, Snowstang launched on December 14 just one day following

a major winter storm that affected the three resorts. Ridership on the opening weekend exceeded expectations.

Unfortunately, due to the COVID-19 crisis the three resorts along with all Colorado resorts closed Sunday March 15

in response to the Governor’s Executive order, a premature end to the 2019-20 Snowstang winter season service.

2829 W. Howard Pl

Denver, CO 80204

Page 138 of 152

RIDERSHIP – Figure 1 below indicates the number of one way riders by route (one round trip would equal two (2)

one-ways). We allowed customers to buy one way tickets in the event they choose to return at their convenience.

Note – The weekend of March 14-15 is not included since it was a COVID-19 “closure” weekend.

LOAD FACTOR - Loveland Ski Area met the ridership goal of 50% load factor. A-Basin ridership suffered with their 20-

30% lower skier visit numbers vs the previous year due to A-Basin exiting the Epic Pass program. Steamboat was close

to their goal, reaching 28%. Figure 2 shows the load factor comparison.

FARE RECOVERY - Refunds are still being processed for the unfortunate cancellations as well as reconciling Force

Majeure settlements with the resorts due to COVID-19. A final accounting of Snowstang winter 2019-20 revenues vs

expenses should be available in the first quarter of of fiscal 2020-21. Tickets sales revenue was $40,038.

GEOGRAPHIC TICKET ORIGINS - Colorado residents accounted for 60% of the riders and out of state and international

riders accounted for 40%. Considering all Snowstang riders, 47 of the 50 states were represented as well as

international travelers from South America, Europe, Asia, Africa and Australia. Figure 3 shows U.S. result by states,

with Figure 4 showing worldwide results by country.

Conclusion

March is the busiest month of the winter recreation season with spring break for schools along with family vacations.

Unfortunately, the COVID-19 crisis cancelled many planned vacations, and by Executive Order resorts statewide

closed mid-March.

Loveland Ski Area met the ridership goals with a 51% load factor. Loveland was the only resort that allowed Bustang

to add value by selling discounted lift tickets which proved to be popular option for Colorado visitors. Arapahoe

Basin missed load the factor goal (37% vs 50% load factor goal) due in part to their exit from the Vail Resorts Epic

Pass program. To improve upon then initial success (28% vs 30% load factor goal) Steamboat may consider more

development with messaging, additional corporate sponsors, collaboration with Alterra Mountain Company’s Ikon

Pass and possibly a package lodging element to the program.

Today we are uncertain of each resort’s winter 2020-21 planning effort but will meet with each in May or June.

Next Steps

Finish financial reconciliation of Winter 2019-20 by June 2020

Meet with the three participating resorts in May or June to discuss possible winter 2020-21 plans

Meet with any other resorts interested in joining Snowstang for winter 2020-21

Attachments: Figures 1-4

Page 139 of 152

Figure 1: Snowstang Riders by Resort

Figure 2: Snowstang Load Factors by Resort

0

200

400

600

800

1000

1200

1400

1600

Loveland A-Basin Steamboat

Riders 1456 1051 435

RID

ERS

Snowstang YTD Riders as of March 8

0%

10%

20%

30%

40%

50%

60%

Loveland A-Basin Steamboat

Load Factor 51% 37% 28%

LOA

D F

AC

TOR

Snowstang YTD Load Factor as of March 8

Page 140 of 152

Figure 3: Snowstang Riders by State

Figure 4: Snowstang Riders by Country

Page 141 of 152

DATE: May 21, 2020




Mike Timlin, Bus Operations Manager - Division of Transit & Rail

Jeff Prillwitz, Bus Operations Coordinator - Division of Transit & Rail

RE: Bustang Outrider Quarterly and Fiscal Year End Update; Q2 FY2019-20

Purpose

The purpose of this memo is to provide a quarterly Bustang Outrider update on operational and performance

measures, with data ending March 31, 2020.

Action

Informational only - no action is required.

Background

The Bustang Outrider rural regional bus service began operation in On January 2, 2018, with a Lamar- Pueblo route

operated by Senior Resource Development Agency of Pueblo, Inc. Outrider uses a different funding source, FTA

5311(f), rather than state FASTER funds, and is generally contracted as a pass-through grant agreement rather than

as a direct operational agreement with specific requirements. FTA rules allow local cash match to be replaced by

“in-kind” contributions from private intercity bus unsubsidized miles operated or Transportation Development

Credits (TDC) from FHWA “toll credits” flexed to FTA projects.

Outrider provides essential service transportation from rural to an urban community services center as well as a

connection to the national intercity bus network. Outrider is considered as, and is marketed as an “offspring” brand

to the parent Bustang system. For these reasons, a separate Outrider update accompanies the quarterly Bustang

update.

The Phase II routes in Operation are:

Lamar – Colorado Springs in revenue service Monday through Friday except major holidays and operated by

Senior Resource Development Agency of Pueblo, Inc. (SRDA)

Alamosa – Salida -Pueblo is in revenue service daily and is also operated by SRDA.

Gunnison – Salida- Denver is operating in revenue service daily and is operated by Alpine Express Shuttle.

Durango – Grand Junction has transitioned to Outrider from Roadrunner operating in revenue service daily

by Southern Colorado Community Action Agency (SoCoCAA)

Denver – Salt Lake City – is a collaborative service between Utah DOT and CDOT, operated by Greyhound

Lines, Inc. While this service is a FTA section 5311(f) project and because of the multi-state nature of its

operation it is not currently being operated with Outrider branding.


Denver, CO 80204

Page 142 of 152

Details

RIDERSHIP

Much like Bustang, Outrider ridership dimished in March in response to the COVID-19 crisis. Then on March 29 all

Bustang Outrider serrvice was supended in response to the Governor’s “Stay at Home” Executive Order.

TICKET SALES PLATFORM – The Masabi ticket platform contract is nearing Execution. The advantage to customers is

the ability to pay for tickets in advance, by credit card, and have information stored on mobile devices, similar to

the airline industry.

PHASE III PLANNING- The final four proposed routes were presented to the Transportation Commission in December

2019 (discussion), and received approval in January 2020. The four Outrider routes to be implemented in 2021 are:

Sterling –Greeley via I-76 & US 34

Trinidad – Pueblo via I-25

Grand Junction – Telluride via US 550

Craig – Denver via US 40 & I-70 West

Planning continues with Notice to Proceed on the purchase of 4 new Van Hool Motor Coaches and the final body on

chassis vehicles for the Trinidad – Pueblo and Sterling – Greeley service.

New COVID-19 Transportation Environment – When service resumes, the follow operational procedural changes will

be enacted for the foreseeable future :

All buses will undergo daily enhanced cleaning and sanitizing.

Selected seats on board will be physically blocked to ensure proper social distancing

Drivers will be issued proper PPE’s

Bustang will offer free hand sanitizer wipes while boarding the bus.

Face masks will be strongly recommended for all passengers – there are some disabled people whom are

unable to wear face maskes.

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

2018 37 33 62 68 69 54 52 61 53 75 85 126

2019 141 169 200 200 196 198 225 236 192 186 204 267

2020 237 229 192

0

50

100

150

200

250

300

Lamar - Pueblo-Colorado Springs


2018 427 451 376 310 287 308 336 316

2019 317 302 330 226 268 240 250 316 276 265 249 257

2020 202 198 126

0

50

100

150

200

250

300

350

400

450

500Alamosa - Pueblo


2018 1654 1467 1184 1196 1269 1390

2019 1204 949 1216 864 1241 1434 1647 1685 1332 1185 1239 1617

2020 1081 1093 684

0

200

400

600

800

1000

1200

1400

1600

1800

Gunnison - Denver


2018 282 401 499 510

2019 569 452 400 429 308 528 530 550 596 491 433 631

2020 555 468 356

0

100

200

300

400

500

600

700Durango - Grand Junction

Page 143 of 152

Next Steps

Resume Outrider services

Determine operators for Phase III routes. Requests for Proposals (RFP) to advertise by June 15

Order buses and procure other materials & equipment for the new routes (wraps, routers, fareboxes, etc).

Award Calendar Year 2021 Grants for Outrider.

Award and contract for 2020 CARES ACT 5311(f) grants

Outreach to communities which will be serviced by the Phase III routes to confirm sign installation locations.

Page 144 of 152

DATE: May 21, 2020


FROM: Sophie Shulman, Chief, Office of Innovative Mobility

David Krutsinger, Director, Division of Transit & Rail

Sharon Terranova, Planning Manager, Division of Transit & Rail

SUBJECT: Senate Bill 228 Status Report

Purpose

The purpose of this memo is to provide an update on SB 228 transit projects approved for Years 1, 2, and 3 through

the reporting period ending March 31, 2020.

Action

Informational only, no action required.

Background

Senate Bill 228 (SB 228) provided CDOT with $200M in new revenue in FY 2016, $79M in FY 2017, and $79M in FY

2018. At least 10% (approximately $35.8M = $20M + $7.9M + $7.9M) must be dedicated to transit. The SB 228 program

must be used for strategic, TC-approved projects with statewide or regional significance.

In August 2016, the Transportation Commission approved $20M in commitments toward a list consisting mainly of

Park-n-Ride investments around the state, and bus purchases for rural regional services now branded as “Bustang

Outrider”. Two of the projects were withdrawn and the funds will be re-programmed in future years.

In November 2017, the Commission approved $9.9M in projects which consisted of bus purchases, match for rail

improvements, and funds for local agency capital purchases ($7.9M Year 2 funds, +$2.0M re-programmed from Year

1 funds). In August 2018, the Commission approved $10.9M in projects which consisted of bus purchases, local agency

capital purchases, and Park-n-Ride investments.

In March 2019, the Transportation Commission committed the final $2.5M in funds to the Bustang Fleet replacement

fund.

Division of Transit and Rail


Denver, CO 80204

Page 145 of 152

Details

SB 228 Project Update

The following table provides a brief description of each project and its current status. A more detailed schedule is

included as an attachment.

SB 228 YEAR 1

Project Description Status

Program and

Construction

Management

($2.0 M)

Consultant assistance for project

development and program/construction

management for the SB 228 transit

projects.

Executed contract with AECOM, the

program/construction management consultant

retained by Bridge Enterprise for technical

assistance.

Winter Park Express

Platform ($1.5 M)

Project to construct the Winter Park

Express platform and related railroad

improvements. CDOT partnered with

Winter Park Resort, Amtrak and the UP.

COMPLETED Project completed in partnership

with Region 3. The official opening service was

on January 6th, 2017.

Bus Purchases ($2.5 M) Purchase of branded over-the-road

coaches for Outrider.

COMPLETED Six coaches were delivered in March

2018.

Centerra-Loveland

Mobility Hub

($5.0 M)

Part of a much larger project to build

managed lanes from Loveland to Ft.

Collins. Includes a center median

Bustang station and a new Park-n-Ride

at Kendall Parkway and I-25. The station

is now known as the Centerra-Loveland

Mobility Hub.

Design of the transit station is nearly complete.

Construction of the transit station and the

corresponding roadway segment (design-build

contract) started in July 2019 and is scheduled to

be completed in December 2021.

Woodmen Road Park-n-

Ride Replacement ($3.0

M)

Relocation and construction of the

primary Bustang bus stop and Park-n-

Ride in Colorado Springs.

WITHDRAWN Negotiations with the property

owner of the identified site failed. CDOT will

explore other methods to increase parking

capacity of the existing site. The funds were re-

programmed for Year 3 projects.

San Miguel County

Park-n-Ride

($1.5 M)

Design and construction of a new Park-

n-Ride outside of Telluride that will

serve local and regional transit services.

COMPLETED Partnership with Region 5 and local

agency partners. Construction was completed in

December 2018.

Frisco Transit Center –

Phase 1

($2.5 M)

Rehabilitation and expansion of a transit

center in Frisco which serves local

routes, Bustang, Greyhound, and private

car rental businesses.

Partnership with Region 3 and local agency

partners. Construction to be completed in

September 2020.

Rifle Park-n-Ride

($2.0 M)

Relocation and expansion of a Park-n-

Ride to better serve local and regional

transit, and future Bustang service.

WITHDRAWN City officials encountered obstacles

in working with the property owner of the

preferred site and providing funds for off-site

improvements associated with the Park-n-Ride.

The funds were re-programmed for Year 2

projects.

Page 146 of 152

SB 228 YEAR 2


Bus Purchases

($2.4 M)

Four coaches to expand Bustang service

to Grand Junction and meet system

demand in other parts of the state.

COMPLETED Delivered in May 2018.

TIGER 9 Match

($1.0 M)

CDOT portion of local matching funds for

TIGER 9 Southwest Chief for route

restoration and repair.

The TIGER 9 application was successful. FRA

approved the CatEx (NEPA) in early March 2020.

CDOT has sent a draft agreement to Colfax

County. All parties expect to have notice to

proceed in June 2020.

Local Agency State

of Good Repair

($6.5 M)

Funds available for local transit agency

capital needs (bus replacements, transit

stops, etc.).

To date, $3.8M has been awarded to local capital

projects. The remaining funds will be drawn down

over a five-year period. This Year 2 commitment

has approximately one year remaining until this is

closed/completed

SB 228 YEAR 3


Bus Purchases

($3.2 M)

Five coaches to expand Bustang service.

Two for the Bustang West line, one for

the Bustang North line, and two in

support of the South I-25 Gap Project.

COMPLETED Delivered in May 2019.

Local Agency State

of Good Repair

($3.5 M)

Funds available for local transit agency

capital needs (bus replacements, transit

stops, etc.). Funds will be drawn down

over a two-year period.

12 local agency projects were awarded through the

Spring 2020 Consolidated Capital Call for a total of

$1.8M. Capital call for projects in future years will

release remaining funds. This commitment has

approximately two years remaining until it is

closed/completed.

Pueblo Park-n-Ride -

Design

($0.5 M)

A Park-n-Ride in North Pueblo to

accommodate intercity, regional, and

local transit services.

Design is in progress and includes foot print of

project site. Region staff are working on right-of-

way plan for authorization. IGA has not been

signed.

Tejon Park-n-Ride

($0.5 M)

Minor improvements to CDOT owned Park-

n-Ride to better accommodate intercity

and local transit services.

R2 staff currently discussing schedule.

Bustang Fleet

Replacement Fund

($2.5 M)

Funds Bus Replacement budget for

approximately 2 years.

TC approved funding in May 2019. Money was

deposited into bus replacement fund.

Program and

Construction

Management

($0.7 M)

Consultant assistance for project

development and program/construction

management for the SB 228 transit

projects.

Executed contract with AECOM, the

program/construction management consultant

retained by the Bridge Enterprise for technical

assistance.

Next Steps

DTR will continue to advance the approved SB 228 projects and provide quarterly progress updates to the

Transportation Commission and the Transit & Rail Advisory Committee.

Attachments

Strategic Transit Projects (SB 228) – Transit Program Roadmap

Page 147 of 152

Senate Bill 228: Year 1 Allocation ($15.0M Total, $6.2M Complete)

$2.0 M Program and Construction Management All

$1.5 M Winter Park Express Platform 3

$2.5 M Bus Purchases Var

$5.0 M Centerra-Loveland Mobility Hub 4

$0.0 M Woodmen Road Park-n-Ride Replacement 2

$1.5 M San Miguel County Park-n-Ride 5

$2.5 M Frisco Transit Center - Phase 1 3

$0.0 M Rifle Park-n-Ride 3

Senate Bill 228: Year 2 Allocation ($9.9M Total, $4.0M Complete) *Includes $7.9M from Year 2 plus $2.0M from Year 1

$2.4 M Bustang Capital Needs Var

$1.0 M TIGER 9 Match 2

$6.5 M Local Agency State of Good Repair Var

Senate Bill 228: Year 3 Allocation ($10.9M Total, $3.1M Complete) *Includes $7.9M from Year 3 plus $3.0M from Year 1

$3.2 M Bus Purchases Var

$3.5 M Local Agency State of Good Repair Var

$0.5 M Pueblo Park-n-Ride - Design 2

$0.5 M Tejon Park-n-Ride (Schedule TBD) 2

$2.5 M Bustang Fleet Replacement Fund Var

$0.7 M Program and Construction Management All

Planning

Design / Environmental Clearance / ROW Acquisition

Procurement

Construction / Delivery

Cash Contribution

Program Management Activities

Quarterly TC Meeting Report

Bar Charts: Unprogrammed

Bar Charts: Unbudgeted

Bar Charts: Unexpended

IN PROGRESS

Jul-SepApr-Jun Jul-Sep Oct-Dec

Jul-Sep Oct-Dec

COMPLETED

IN PROGRESS

Apr-JunJan-Mar

Jan-Mar Apr-Jun

COMPLETED

WITHDRAWN

Jan-Mar Apr-Jun Jul-Sep

Jul-Sep Oct-Dec

Jan-Mar Apr-Jun Jul-Sep Oct-Dec

Jan-Mar Apr-Jun Jul-Sep

Legend

Oct-DecJan-Mar Apr-Jun Jul-Sep Oct-Dec Jan-Mar

COMPLETED

Jan-Mar Apr-Jun Jul-Sep Oct-Dec

Jan-Mar Apr-JunOct-Dec

Jan-Mar Apr-Jun

Oct-DecJul-Sep Oct-Dec

Oct-Dec Jan-Mar Apr-Jun Jul-SepJul-Sep

COMPLETED

COMPLETED

WITHDRAWN

Allocation Project Description Region2020 2021 2022 2023



Jan-Mar Apr-Jun

Oct-Dec

Strategic Transit Projects (SB 228) - Transit Program Roadmap

Senate Bill 09-228 (SB-228) provided $35.8M for transit projects starting in Fiscal Year 2015-16.

This program roadmap allows the Division of Transit and Rail to see remaining key dependencies between major milestones, communicate the linkage between the strategy and the planned prioritized work, and provide a high-level view of upcoming milestones and decision points. Project locations are displayed on the Bustang and Outrider proposed system map to the right.

Programmed ($18.0M)

$15.0 M $14.7 M

$6.5 M

$ M

$2 M

$4 M

$6 M

$8 M

$10 M

$12 M

$14 M

$16 M

Programmed Budgeted Expended

Year 1 (FY 2015-16)

$9.9 M

$7.3 M$5.8 M

$2.6 M

$4.1 M

$ M

$2 M

$4 M

$6 M

$8 M

$10 M


Year 2 (FY 2016-17)

$10.9 M

$6.6 M

$3.1 M

$4.3 M

$7.8 M

$ M

$2 M

$4 M

$6 M

$8 M

$10 M

$12 M


Year 3 (FY 2017-18)

Budget Actuals Through 12/31/2019

March 2020 Page 148 of 152

DATE: May 21, 2020

TO: CDOT Transportation Commission

FROM: Randy Grauberger, Project Director, SW Chief & Front Range Passenger Rail Commission

SUBJECT: Update on the Southwest Chief & Front Range Passenger Rail Commission

Purpose

The purpose of this memo is to provide updated information about the Rail Commission’s activities since

the last memo dated March 13, 2020.

Action

Information only, no action requested

Background

The SW Chief & Front Range Passenger Rail Commission was created by SB 17-153 in 2017. There are 11

voting members of the Rail Commission (MPOs, Class I Freight railroads, passenger rail advocates, local

leaders) and three non-voting members (CDOT, Amtrak and Wyoming rep.). The Rail Commission has

two purposes: 1) facilitate the development of passenger rail along the greater I-25 corridor, 2) ensure

existing Amtrak Southwest Chief service remains in SE Colorado. An initial allocation of funding to the

Rail Commission ($2.5 million) was provided by the Legislature in 2018 for staffing and initial

stakeholder engagement, Pre-NEPA and service development planning.

Details

The Rail Commission held its most recent monthly meeting in remotely via ZOOM on April 24th.

Meetings will continue to be held remotely until further notice. The next in-person meeting will be held

in Pueblo. Meetings of the Rail Commission occur on the 4th Friday of each month.

Work related to successful 2018 TIGER IX and CRISI grants continues. A Consolidated Rail Infrastructure

and Safety Improvements (CRISI) grant of $9,157,600 was awarded for the design, installation and

testing of positive train control (PTC) wayside technology on 179 miles of track between Dodge City, KS

and Las Animas, CO. Sub agreements with the funding agencies are being developed and pre-award

authority for BNSF to begin designing the system has been provided. Also, a TIGER IX Grant of

$16,000,000 was awarded for track upgrades to the Southwest Chief’s route between Hutchinson, KS

and Las Animas in addition to improvements to New Mexico’s route carrying New Mexico’s Rail Runner

commuter service.

A kick-off meeting was held in early April with FRA related to the 2019 CRISI grant award for a

“Southwest Chief Thru-car Service to Colorado Springs Feasibility Study”. This $450,000 Study will look

at the feasibility of extending the existing Southwest Chief service from La Junta to Pueblo and from

Pueblo to Colorado Springs. Matching funds for this study were provided by the Rail Commission, CDOT,

Pueblo County, La Junta and ColoRail. The Statement of Work, Schedule and Budget are being

Page 149 of 152

developed. There is a possibility that the grant could be obligated in July for this anticipated 15-month

study.

It is unlikely that any Front Range Passenger Rail related legislation will be developed in this session of

the Legislature due to the COVID-19 situation. Rail Commission members continue to work with

Congressional staff in regard to possible legislative language for future Stimulus or federal Fast Act Re-

authorization funding for Rail Commission activities or SW Chief or Front Range Passenger Rail related

projects. Rail Commission Staff and Rail Commissioners continue to attempt to identify and secure

other additional funding sources for the Rail Commission and its activities. Funding for the Front Range

Passenger Rail Consultant contract is anticipated to expire in the 4th quarter of CY 2020 and Rail

Commission Staff funding will be gone in mid-CY 2021.

Round 3 of Segment Stakeholder Segment Coalition meetings were held for the Service Development

Plan and pre-NEPA work of the Front Range Consultant Team. These meetings were held remotely on:

- North Segment – April 28

- Central Segment – April 29

- South Segment – April 30

A second Corridor Coalition meeting has yet to be scheduled but it could possibly take place in late May

or June.

Individual stakeholder interviews gauging interest and issues related to Front Ranger Passenger Rail

(approximately 30 along the Front Range) are being finalized with remaining interviews being scheduled

with DEN, E-470 and Colorado Motor Carriers.

The Project Vision for the Front Range Passenger rail project is:

Developing passenger rail service that serves Front Range communities from Pueblo to

Fort Collins is a critical component of Colorado’s future. Front Range Passenger Rail

(FRPR) will provide a safe, efficient, and reliable transportation option for travel

between major population centers along the Front Range and create a backbone for

connecting and expanding rail and transit options in the state and region.

The Rail Commission’s federal partners in the project (FRA, FHWA, and FTA) have indicated that this

Vision will provide a foundation for the eventual Purpose and Need as project proceeds into NEPA near

the end of this calendar year. A third meeting of the Project team and the three federal partners was

held on April 2.

The Project team has been working with CDOT’s modeling staff to evaluate preliminary model runs for

Front Range Passenger Rail ridership. Preliminary results show rail ridership to be higher than Expanded

Bustang (best bus) ridership, and also compares favorably with other passenger rail services in various

locations in the U. S.

Page 150 of 152


MEMORANDUM

TO: BRIDGE ENTERPRISE BOARD OF DIRECTORS FROM: JERAD ESQUIBEL, DIRECTOR OF PROJECT SUPPORT DATE: MAY 21, 2020 SUBJECT: BRIDGE ENTERPRISE Q3 FY2020 QUARTERLY REPORT Purpose The Bridge Enterprise (BE) staff has prepared this quarterly program report to provide the BE Board of Directors an update of recent program activities. No action from the Board of Directors is requested; this report is for informational purposes only. Summarized below are the elements contained in the report. The report is available in its entirety at https://www.codot.gov/programs/BridgeEnterprise/QuarterlyReports/fy2020-quarterly-reports. Program Progress Funding was approved by the BE Board of Directors to increase the design and enviromental phases for I-70 WB over Clear Creek in Clear Creek County (Floyd Hill, F-15-BL). Additionally, funding was approved to initiate the construction phase for two structures as itemized below:

Structure ID Region County Facility Carried over Featured Intersection Phase Budget F-15-BL 1 Clear Creek I-70 WB over Clear Creek Design/Env. $1,478,400 K-18-U 2 Pueblo I-25 SB over Draw Const. $2,971,300 D-27-G 4 Yuma US 34 over N Fork Republican River Const. $3,739,200

One structure was completed:

Structure ID New Structure ID Region County Facility Carried over Featured Intersection B-16-EU B-16-HC 4 Larimer County Road 48 over I-25

Monitoring of Potential COVID-19 Pandemic Impacts The COVID-19 pandemic resulted in significant operational and procedural changes within CDOT and throughout the industry to maintain the current preconstruction and construction programs. Based on current program forecasts and monthly schedule progress updates, it appears that impacts to active and planned BE projects have been minimal to date, however the situation is dynamic and future impacts are possible. BE staff will continue to closely monitor program forecasts and project performance, and work with project teams to implement mitigation measures to reduce potential project cost and schedule impacts if necessary. SB267 Funding Scenario Analysis In response to the SB267/SB1/SB262 project list approved by the Transportation Commission in November 2019, BE staff are actively coordinating with CDOT to track the progress of projects with BE eligible components and to evaluate the potential for BE participation in these projects. The current BE eligible total is estimated at between $220M and $270M, primarily for the I-70 West: Floyd Hill, I-270 Widening, and New Pueblo Freeway projects. To provide CDOT Executive Management team with a range of funding options and forecast impacts, BE Staff has developed several financial scenarios for funding BE eligible project components that include BE revenue, debt instruments, or a combination of various strategies. BE is continuously monitoring project progress, external funding availability, and market conditions and will work closely with EMT and financial advisors to determine the appropriate time to contemplate a potential bond issuance. FY2020 INFRA Discretionary Grant Program The BE Board of Directors approved a resolution committing up to $40M in BE funding for the replacement of I-70 EB over Polk Creek (F-12-AS) as part of a state funding match for the $140M I-70 Vail Pass Safety and Operations Improvement Project which was submitted for the fiscal year 2020 INFRA Discretionary Grant Program. This project realigns the interstate and adds a climbing lane, widened shoulders, glare screens, and a wildlife underpass with fencing to address substandard geometry and safety and operational issues from MP 184.4-190 on I-70 EB. F-12-AS is a structurally deficient bridge located on a geometrically substandard curve within the project limits. Replacement of the bridge and realignment of the curve is necessary to improve safety for the traveling public.


Page 151 of 152

https://www.codot.gov/programs/BridgeEnterprise/QuarterlyReports/fy2020-quarterly-reports


Four-Year Project Plan In Q3 FY2020, Bridge Enterprise staff began work on the program’s Four-Year Project Plan which incorporates current program commitments, the BE Prioritization Plan, forecasted revenues, Department/FHWA policy or guidance, Board resolutions, etc. Once finalized, the BE Four-Year Project Plan will include a summary of the FY2020 program, an update on active BE projects, program fiscal information, the program budget forecast for FY2021-FY2024, and a summary of program performance. Major Project Progress Updates Region 2 CBC Program (USDOT FY2018 Competitive Highway Bridge Program Grant): In Q2 FY2020, funding was approved for the design phase of the Region 2 CBC Program. This design-build project will address 14 FASTER eligible structures in rural areas of southern Colorado. To capitalize on the economies of scale, five additional FASTER eligible structures, which are potential candidates for inclusion in the larger project, were also funded for design. During this period, Region staff selected a consultant to provide program support, and advanced the survey of several of the structures along US350, hydraulic modeling, and the development of procurement documents. I-70 West: Floyd Hill: Funding was approved to increase the design and environmental phases to fully fund the BE eligible portions of the preliminary design and NEPA evaluation. $100M in SB267 funds were committed to the project in November 2019, however a significant funding gap still exists. BE, HPTE, and CDOT are evaluating potential alternatives to eliminate the funding gap. During this period, HPTE selected a consultant team to perform a funding gap study, and BE staff continued investigating options to fund eligible components of the project using BE revenues, debt instruments, or a combination of strategies. Region 1/Region 4 Eastern Plains Rural Bridge Bundle: BE and CDOT are collaborating to advance the design phase of the Region 1/Region 4 Eastern Plains Rural Bridge Bundle, This CM/GC project will address a total of seven BE eligible and four non-eligible bridges throughout the eastern plains. BE supported Region staff with the development of a design phase budget supplement to fund the project through preliminary design, which was approved at the December BE Board meeting. The design phase of the project is advancing on schedule and the project team is anticipating the release of the Construction Manager (CM) Request for Proposal (RFP) in June 2020. Program Schedule Update The overall monthly program Schedule Performance Index (SPI) for Q3 FY2020 remained constant at or near 0.99, which is well above the program goal of 0.90, primarily due to the performance of completed projects. However, as some significant projects within the program have reached substantial completion, the program active project SPI has experienced some index volatility. These statistical occurrences were anticipated when deciding to report dual metrics. Currently, two active projects contribute to much of the SPI lag. The lagging active SPI is forecast to continue into FY2021 until mitigation efforts have an opportunity to take effect. The program overall and active monthly Schedule Performance Index (SPI) for Q3 FY2020 is listed below.

Budget and Encumbrance Balances BE staff continues to coordinate with Region staff to de-budget projects that are substantially complete in accordance with the SB 16-122. The balances decreased from Q2 FY2020 by approximately $900K. During this time, no projects were added to the list and one project was removed from the list leaving two projects that are six months or older since substantial completion. One project is in the closure process. Program Financial Information Actual FASTER fee revenues at the end of Q3 FY2020 were approximately $84.3M, this is $3.6M above the historical rate of earnings level of $80.7M when applied to a revenue forecast of $109M.

Month Overall SPI Active SPI January 0.99 0.69 February 0.99 0.69 March 0.99 0.73

Page 152 of 152