The garage door of opportunity is wide open. Unfortunately, we are preoccupied — waiting for someone to open the window.
Without any federal stimulus dollars, metropolitan Denver is committed to building a $7 billion, comprehensive, multimodal transit system. Stymied by cost overruns and fractured management, the project is over budget and cannot be built according to the scope and timetable promised in the 2004 election.
The metro mayors, recognizing that the full build-out of FasTracks has the potential to reignite the economic engine of this region — just as the transcontinental railroad did more than a century ago and the construction of DIA did nearly two decades ago — are discussing various options:
• Extend the timeline to build the full system;
• Build until the dollars run out; or
• Go back to voters and ask for more money.
Of course, the only viable option is to build the system as promised and according to the original timetable. In order to accomplish that goal, confidence in RTD must be rebuilt and the collective vision and resolve of the region must be reaffirmed.
However, substantial changes must be made if the state legislature and then the voters are to give their approval.
It took the collective will and steely focus of citizens, business interests, civic leaders and elected officials to bring the railroad through Denver and build the first new airport in the nation. Where does that commitment reside today? Surely not in the hands of the Regional Transportation District. The organization is neither visionary nor organized enough to accomplish such a task. Governed by a well-intentioned, part-time, voluntary board comprised of individuals elected from districts with no particular expertise in transportation, finance or management, it is unrealistic to expect this group to direct such a complex organization.
In the 1970s, the Colorado legislature determined that the board of RTD should be elected rather than appointed. Though the decision was driven by the politics of the times, the change had serious long-term ramifications. Forty years ago, RTD was a bus company. Today, it is challenged to run the buses on time, build and operate a comprehensive multimodal transit system, make strategic decisions about development opportunities and set the course for the future of this region.
The economic vitality — viability, in fact — of this sprawling region has always depended on the capacity of transportation systems.
Metro Denver’s elected officials — mayors, county commissioners, city councilors and even state legislators — are on the line. It’s time for them to rethink the governance structure of RTD.
Similarly, General Manager Cal Marsella has been at the helm of the organization for nearly two decades. His energetic optimism and pleasing personality were important ingredients in advancing the region to this point. However, just as a 21st century governance structure is called for, so too is a change of leadership.
Oh — and the guy who was on his way to open the window? He missed the bus.
Susan Barnes-Gelt (sbg13@comcast.net) served on the Denver City Council and worked for Mayor Federico Peña. She is a consultant to local architectural and development companies.
