Regional Transit District (RTD) is governed by a 15-member, publicly elected Board of Directors. Elections are staggered with eight (8) seats open in this general election. They are elected to a four-year term by the voters in their specific district. Board members actively support and advocate for constituents’ concerns, while providing governance and establishing policies for the agency.The eight Directors for Districts A, D, E, F, G, H, I, and M will be elected in 2020.The Regional Transportation District provides public transportation in eight counties including all of Boulder, Broomfield, Denver and Jefferson counties, parts of Adams, Arapahoe and Douglas Counties, and a small portion of Weld County. Services include bus, rail, shuttles, ADA paratransit services, demand-responsive services like FlexRide, special event services, vanpools, and many more. The Regional Transportation District was created in 1969 by the 47th session of the Colorado General Assembly.ELECTION INFO: General Election ballots will start to be mailed on October 9th, 2020. Voter Service and Polling Centers open on Monday, October 19th, 2020. Ballots must be received via mail or at drop-off no later than Tuesday, November 3rd, 2020, by 7 pm. If you have not received your ballot or need a replacement, contact your local Clerk & Recorder Elections Office.Junta de Directores de RTDEl Distrito de Tránsito Regional (RTD) es gobernado por una Junta Directora de 15 elegidos públicamente. Las elecciones son espaciadas y tiene ocho (8) cargos abiertos para esta elección general. Son electos por votantes de su distrito específico para un mandato de cuatro años. Los miembros de la junta apoyan activamente, y defienden a constituyentes mientras proporcionan gobernación y establecen políticas para la agencia. Se elegirán a los 8 Directores para los Distritos A, D, E, F, G, H, I, y M en 2020.El Distrito de Transporte Regional proporciona transporte público en ocho condados, incluyendo completamente a los Condados de Boulder, Broomfield, Denver, y Jefferson, partes de los Condados de Adams, Arapahoe y Douglas, y una parte pequeña del Condado de Weld. Los servicios incluyen servicios de autobús, tren, colectivo, servicios de paratránsito de ADA, servicios determinados por necesidad como FlexRide, servicios de eventos especiales, caravanas, y muchos más. El Distrito de Transporte Regional fue creado en 1969 por la 47ª sesión de la Asamblea General de Colorado.INFROMACIÓN SOBRE LAS ELECCIONES: Las papeletas de votación para las Elecciones Generales empezarán a ser enviadas el 9 de octubre del 2020. Los Centros de Servicios Electorales se abren el lunes, 19 de octubre del 2020. Las papeletas electorales deben ser enviadas por correo o entregadas en un centro de entrega a más tardar a las 7pm el martes, 3 de noviembre del 2020. Si no ha recibido su papeleta electoral o necesita un reemplazo, comuníquese con su Funcionario Oficial de la Oficina de Elecciones local.
I was raised in CO since I was a baby, and I have been a transit rider my entire adult life, over 15 years. I care deeply about people and their ability to live fulfilling lives of their choosing. I am runnign for RTD to make sure affordable transit is accessible to our communtiies.
The useability/utility of the RTD system for both riders and operators will be my top concern during my term, as well as fiscal stability, and transparent decision making with the communities RTD serves as additional priorities. RTD has already faced major budgetary hurdles, and the people who end up suffering the most from the Board of Directors’ myopic decision making are riders and bus/train operators. RTD is already discussing operator furloughs (despite current operator shortages) and additional service cuts, instead of thinking creatively about both its revenue and other areas of excess spending. People need a functioning, affordable transit system, and RTD needs to work hard and fight for its core constituency.
RTD has not treated its drivers well. RTD took months to implement safety procedures to protect drivers when the pandemic hit, and prior to that, forced drivers into mandatory overtime to make up for the driver shortage. There are also many disturbing reports of drivers being attacked or threatened by passengers, and RTD taking disciplinary action against drivers for protecting themselves and other passengers. RTD staff must come together with board members and transit unions to define driver safety and benefits in the coming years, and to make sure these jobs are both safe and attractive for those who wish to apply. I would also speak directly with drivers to help determine how RTD should be communicating about these jobs, and how we can remove additional barriers to access.
RTD needs to increase revenue by making RTD once again an affordable, effective transit option for a wide range of incomes and transportation preferences, thus potentially increasing ridership. RTD should also increase revenue through the avenue it already uses for income: sales/use tax. RTD currently levies a 1% sales tax in the counties it serves, and even a small increase could have stabilizing effects on RTD’s budget. RTD should also consider working creatively with state elected officials regarding earned income opportunities, like charging for parking at RTD Park N Rides. My long-term vision for RTD is that it evolves to meet the needs of a growing city and an ever changing economical and residential outlook in Colorado. Transit has a crucial role to play in our recovery from effects of the pandemic and in creating livable communities. RTD has budgetary challenges, but those challenges are rooted in deeper issues. It's time for new leadership and that is why I am running.
I am a Vietnam veteran.
I graduated from Missouri Western State University, with a degree in accounting. I have professional certifications in transportation disciplines, from University of Tennessee, and the University of Wisconsin.I am a Six Sigma Green Belt who has a career in transportation.
As the corporate Logistics Manager for a large manufacturing company, I was responsible for all transportation, truck, rail, intermodal, LTL. I managed 12 manufacturing facilities and 12 warehouses. I was responsible for a 150 million dollar budget. Using Six Sigma I saved the company millions.
The crisis facing RTD did not originate with COVID 19.
Years of mismanagement and the natural evolution of bureaucracies to grow have placed RTD in a vulnerable position. To the extent that the Governor has appointed a special commission of experts and political representatives to look into all things RTD.
The function of the Board of Directors is to provide oversight and governance for the RTD staff. Past and present Boards have failed. Board leadership lacks the necessary transportation expertise to question and challenge staff policy and decisions; when onboarding newly elected Directors, RTD counsels Directors not to get involved in management. It is understandable from a staff position that Directors with little understanding of transportation and logistics delay and confuse decision making. This paradigm has not worked well for RTD. The Board must exercise its oversight function.
My goal for RTD is excellence in public policy.
According to a recent study, Denver ranks 9th in cities with the highest income to rent ratio.
RTD does not exist without drivers and operators; they are the critical few in the process. Currently, drivers/operators start a little over $20 per hour going up to $25 or so. Annual top pay is then approximately $52,000, vastly underpaid.
From a process improvement perspective, why would you introduce more variation into reliable service by trying to hire the cheapest labor? Riders/customers want reliable, safe, and clean transportation. Constantly churning the list of low performing drivers/operators to find the cheapest cost input is unproductive. Driver/operator pay must be raised. The minimum starting pay should be at least $31.00 per hour. Pay for excellence, the process, and public demands.
It is doubtful that farebox revenue will ever increase to the level needed. There are too many extenuating circumstances at play.
Consider the current environment that has devalued public transportation. The City and County of Denver have allowed lawlessness and homeless to drive down the desire of citizens to work or seek entertainment downtown, the very same downtown where the RTD hub is located, Union Station. Nine out of ten companies downtown report that they have staff who work from home. Many of those workers will not come back. RTD service is not reliable. RTD is based on ridership.
Many light rail riders utilize RTD to avoid the high cost of parking downtown. Is it RTD's mission to subsidize middle and upper-income light rail riders to avoid the high cost of parking? Is it RTD's mission to provide essential transportation? These are critical questions that must be determined to save RTD and put it in a state of control.
Current District H Director; Past RTD Board Chair; Past Mayor of Cherry Hills Village; Executive Committee and Board Member at American Public Transportation Association; Past Officer at DRCOG; Past Exec Comm at Metro Mayors Caucus; Past Chair at Colo Municipal League; Past Board Chair at CO DORA
4662 S Elizabeth Ct
Englewood, CO 80113
Take All Reasonable Steps to Ensure Fiscal Sustainability
--Sales tax revenues are way down due to the pandemic.
--Fare box revenues are way down due to the pandemic.
--Ridership and service are way down due to the pandemic.
--Deficits for 2021 are projected to be as much as $215 Million.
--Deficits are projected to continue past 2021.
--Dramatic steps need to be taken now to keep even reduced service.
--My budgetary experience is helping us chart a course toward fiscal sustainability.
--By making some really hard decisions, we can achieve fiscal sustainability next year and going forward.
--As the economy strengthens and the pandemic subsides, we can restore service and maintain fiscal sustainability.
READ MY DETAILED RESPONSE AT www.TisdaleRTD.com TO SEE THE REST OF ANSWER TO THIS IMPORTANT QUESTION.
Prior to the pandemic, I worked collaboratively with the Board in crafting creative, effective solutions to eliminate the operator shortage, ensuring enough operators to drive all our buses/trains on all their scheduled service. We made great progress in this effort, cutting the shortage by half, with a fully staffed system in prospect for May 2020. “Dropped runs” were greatly reduced and on their way to zero. Then the pandemic hit. Responding to a 60% loss in ridership, we reduced scheduled service by 40%. The goal was to keep as much service as we reasonably could, providing for riders to get to work, medical appointments, grocery store etc. We did all of this without any layoffs. No more dropped runs; plenty of operators. Now we have more operators than we can schedule. I pledge to maintain as many workers as we can and provide assistance and placement for any workers subject to layoffs, while providing for easy and immediate return to their RTD jobs as service levels ramp up.
I have already discussed much of this above in my comments regarding my first priority upon my re-election as Your District H Director. The goal is to increase ridership as soon as we reasonably and safely can. I have encouraged and supported all our efforts to guarantee clean, safe, virus-free vehicles to move people, And we are doing that. That will increase farebox recovery.
I am also leading the efforts for increased federal funding for transit agencies across the country, and especially for the RTD in the Denver Region. I serve as the Chair of the American Public Transportation Association’s Transit Board Members Legislative Committee, working directly with members of Congress and the US Department of Transportation to provide additional COVID relief funds through new legislation. We are making great efforts--and progress--through our tireless communication, collaboration and cooperation.
I urge you to vote to re-elect Doug Tisdale as Your District H Director on the RTD Board!