Denver, CO
Denver buys Central Park hotel used as homeless shelter for $43M
![Denver buys Central Park hotel used as homeless shelter for M Denver buys Central Park hotel used as homeless shelter for M](https://businessden.com/wp-content/uploads/2023/10/4040.png)
The former Doubletree hotel at 4040 N. Quebec St. in Denver. (Google Street View)
The City of Denver has purchased a former hotel used as a homeless shelter after leasing it for a year.
The city closed on the purchase of the onetime Doubletree at 4040 N. Quebec St. last week, paying $43 million, according to public records.
Denver bought the 300-room property on the edge of the Central Park neighborhood from Rocky Mountain Communities, a nonprofit that bought it last November for $39 million, records show.
The nonprofit bought it with a deal with the city already in place: Denver would lease the hotel for $83,333 a month for up to 15 months, and have an option to purchase the property. The option called for the city to pay up to $43 million, with the monthly rent already paid credited toward the purchase price, according to previous BusinessDen reporting.
Lisa Lumley, the city’s director of real estate, told council members last year that the deal was structured that way because the city expected to receive a state grant that it would use for the purchase, but “We need to hold off on any real commitments until we receive our documents from the state.”
Derek Woodbury, spokesman for Denver’s Department of Housing Stability, said in an email this week that the purchase “ensures the sustainability of this property as needed shelter and a re-housing hub.”
“Thanks to State funds awarded to Denver through the Denver-Metro Regional Navigation Campus grant program, the site will also serve as a navigation center for people experiencing homelessness with walk-up services to include housing navigation, and physical and behavioral health care services,” Woodbury said.
The Salvation Army is managing the property until the end of this year as part of a $10 million contract approved in November.
The deal was one of several hotel purchases or leases by the city around the time that Mayor Mike Johnston assumed office and started an effort to reduce visible homelessness around Denver.
Prior to the purchase by Rocky Mountain Communities, the hotel last sold for $24.4 million in 2022. Speaking to BusinessDen last year, Rocky Mountain Communities CEO Mark Marshall characterized that deal as “kind of a fire sale.” He noted it occurred while the pandemic was still a lingering issue, and said it was part of a portfolio sale, when assets typically sell for less than they might have fetched if sold individually.
The Colorado Housing and Finance Authority, or CHFA, and the Urban Land Conservancy provided financing for the acquisition by Rocky Mountain Communities.
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Denver, CO
Denver Paramedic dispatchers prove to be resourceful during system outages
![Denver Paramedic dispatchers prove to be resourceful during system outages Denver Paramedic dispatchers prove to be resourceful during system outages](https://assets1.cbsnewsstatic.com/hub/i/r/2024/09/06/84eca0ba-9e3b-4d18-804d-7327710de20b/thumbnail/1200x630/c51e169f0c590dfc114dc201ae3382df/download-2024-09-05t183214-642.png?v=631cf5f2b4e8db7f9bc428589402864d)
This summer, a widespread CrowdStrike outage caused a ripple effect across many sectors, including airline travel, banking, retail, and hospital operations.
However, at Denver Health, the impact was minimal thanks to their swift recovery and the resilience of their systems. The hospital’s paramedic dispatchers train for this exact problem by practicing some old-school methods.
At the heart of Denver’s emergency response is the 911 dispatch center, a bustling hub where Denver Health paramedic dispatchers respond to emergency calls.
When the computer systems went down, the dispatchers faced a challenge, but not an impossible one or one they hadn’t seen before. Instead of faltering, they moved to a backup plan that ensured no call for help went unanswered.
So far this year, Denver Health paramedic dispatchers have responded to 94,000 calls. Lt. Josh DeBell says his team is already on track to break last year’s record of 137,000 calls.
“A few weeks ago, in July… it was our busiest call day on record, I believe, and we ran 500 calls in a 24-hour period,” DeBell said.
According to DeBell, a typical day involves about 50 ambulances from start to finish for 24 hours. This is why it is essential for Denver paramedic dispatchers to have a backup system in case of a computer system failure.
“When our systems are down, you should not notice a difference,” DeBell said.
Instead of relying on technology, the dispatchers use a piece of paper, magnets, and a map.
“If you want to raise the blood pressure in the room just a little bit, just say ‘magnet board,’ just set it out,” DeBell said.
When technology failed, dispatchers used a magnetic map to track ambulance locations throughout the city. Calls were managed through paper intake forms, and runners delivered these forms to agencies such as emergency medical services.
“It has all of the post marks, and we also have magnets that correspond to different ambulances in the system,” DeBell said.
It takes dispatchers about two minutes to set up, demonstrating the preparedness and adaptability of the team.
“Our goal is to mirror what the system is actually doing on this magnet board; the dispatchers are highly trained in this and in geography,” DeBell said.
Each emergency service in Denver—police, fire, and medical—has its own protocol for handling downtime. While the dispatchers at Denver Health rely on paper forms and magnetic maps, police and fire departments have their own procedures that serve their specific needs and responsibilities.
“This is essential because this does happen, whether it’s planned or unplanned. We practice this very regularly,” DeBell said.
September is National Preparedness Month.
Denver, CO
Enemy Confidential: Unknowns Aplenty as Seattle Seahawks Gear Up For Bo Nix, Denver Broncos
![Enemy Confidential: Unknowns Aplenty as Seattle Seahawks Gear Up For Bo Nix, Denver Broncos Enemy Confidential: Unknowns Aplenty as Seattle Seahawks Gear Up For Bo Nix, Denver Broncos](https://images2.minutemediacdn.com/image/upload/c_crop,w_3965,h_2230,x_0,y_190/c_fill,w_1440,ar_16:9,f_auto,q_auto,g_auto/images/ImagnImages/mmsport/all_seahawks/01j71fvyq66tp1zrchnq.jpg)
RENTON, Wash. – The start of the regular season in the NFL always presents uncertainty. The vast majority of teams haven’t played their starters much in exhibition play and dialed up vanilla schemes when they did see the field, making Week 1 a battle of adjustments moreso than any other game on the schedule.
Set to make his regular season debut as a first-time head coach for the Seattle Seahawks this weekend, Mike Macdonald understands there’s little to go off of preparing for the Denver Broncos, especially with a rookie quarterback in Bo Nix making his NFL debut at Lumen Field on Sunday afternoon. Both teams will have to rely on their bread and butter concepts on offense and defense, switching things up as the game unfolds with little intel to game plan off of.
“Beginning of the season is tough because everyone has an idea about who they are, what they want to be, and the type of plays that they want to hang their hat on, schematically, how they want to use their personnel,” Macdonald explained on Wednesday prior to practice. “So, you don’t have that sample size this time of year. You really just have to focus on executing your stuff the best you possibly can and make them beat you throwing your fastball. That’s been the message to the guys. We’re going to be running our stuff from now until whenever. It’s hard to kind of pick and choose and tailor it to how they’ve operated because the sample is just not there.”
If there’s something Macdonald and his staff can reference devising a strategy for Sunday, the former Ravens defensive coordinator and long-time assistant has faced Broncos coach Sean Payton several times in the past, including when he served as Saints head coach for more than a decade. With plenty of familiarity of his success over the years, there’s a mutual respect between the two coaches.
With a new quarterback under center in Nix who brings his own unique skill set to the table, Macdonald doesn’t expect Denver’s offense to be a carbon copy to what he did in New Orleans with future Hall of Famer Drew Brees under center. At the same time, while Seattle must account for the rookie’s dual threat capabilities and quick release, Payton won’t completely reinvent the wheel either and the team will be taking a close look at how his scheme has functioned over the years and the concepts he has leaned heavily on.
“I think it’s a sliding scale so to speak on how much you factor in all the things. This system is Sean’s system. It seems like they’ve been really successful with it for such a long time. Bo [Nix] seems like he’s a great fit for what they’re asking him to do, which is a little bit different than some stuff. Some of those things might carry over, how he operates, things like that. His strength will definitely transfer from college to the pros, but I wouldn’t put too much stock into it. We got a lot of respect for him as a player but we’re also defending the plays that Sean’s been running for years.”
Aiming to get off to a quick start to open the Macdonald era, here’s a closer look at the Seahawks well-coached Week 1 opponent, including series history, additions/departures, a deep dive into scheme, and Macdonald’s evaluation of the new-look Broncos.
56th regular season meeting. The Broncos hold a commanding 35-20 all-time regular season record over the Seahawks dating back to several decades as AFC West rivals. However, Seattle has gotten the last laugh in the postseason, including a dominant 43-8 win over Denver in Super Bowl XLVIII. Most recently, the Seahawks edged the Broncos 17-16 in the 2022 season opener in Wilson’s homecoming game and the Broncos won a 27-24 decision at Mile High Stadium in 2018.
Departures: Absorbing a massive $53 million dead cap hit in 2024, the Broncos moved on from former Seahawks star quarterback Russell Wilson in March, releasing him after two disappointing seasons under center to start anew at the most important position in pro sports. Dealing with major salary cap issues as a result, the team also cut perennial All-Pro safety Justin Simmons in a financials-driven transaction, creating a major void in the secondary. Unhappy with his production as a former first-round pick, the team traded receiver Jerry Jeudy to the Browns for a pair of 2024 draft picks in March. Former starting linebacker Josey Jewell and center Lloyd Cushenberry bolted in free agency as well, signing with the Panthers and Titans respectively.
Additions: Quickly finding a successor for Wilson, Denver invested its 12th overall pick in Nix, who earned a spot as a Heisman finalist after a spectacular final season at Oregon. Additionally, the team invested a fourth-round pick in Oregon receiver Troy Franklin, teaming him back up with Nix, to go with pass rusher Jonah Ellis in the third round. Replacing Simmons in the secondary, the Broncos signed former Dolphins starter Brandon Jones in free agency, plugging him alongside P.J. Locke at the safety spots. The team also replaced Jewell with ex-Seahawks starter Cody Barton, who spent last season with the Commanders and will now start next to Alex Singleton, along with adding veteran defensive tackle Malcolm Roach, who previously played for Payton in New Orleans.
The Broncos didn’t have a single player listed on their injury report on Wednesday with the team fully healthy going into the regular season.
Sticking to status quo from his time in New Orleans, Payton continued to run a variety of personnel groupings in his first season at the helm in Denver. Last season, the Broncos deployed 11 personnel with three receivers, one running back, and one tight end at a 55 percent clip, which ranked 25th in the NFL according to Sumer Sports charting. However, they ranked in the top 10 in 21 personnel usage, utilizing multi-back formations nearly 10 percent of the time. They also used 12 personnel with multiple tight ends nearly 20 percent of their offensive snaps, ranking in the middle of the league.
In the run game department, per Pro Football Focus, the Broncos utilized zone concepts 56 percent of the time (192 plays), matching up with Payton’s history of preferring a zone-centric rushing attack. Interestingly, after years of being one of the best play action passers in the NFL, Wilson only ran play fakes on 22.6 percent of his drop backs last season, which ranked 16th out of 28 qualified quarterbacks, but did throw 11 touchdowns and only one pick on those plays.
One of the NFL’s most aggressive defensive coordinators, per Pro Football Reference, Vance Joseph dialed up blitzes with at least five rushers coming for the quarterback on 35 percent of Denver’s snaps last season, which ranked fifth in the league. The penchant for blitzing didn’t help generate heat on quarterbacks consistently, however, as the Broncos finished 29th in pressure rate (18.2 percent) and 30th in hurry rate (4.4 percent).
In coverage, while relying much of the time on 4-2-5 personnel, Joseph continued a long track record of preferring single-high, middle of field closed concepts, as the Broncos ranked sixth in Cover 3 usage (40.6 percent) and also used Cover 1 with man underneath 21 percent of their defensive snaps. Few teams did a better job of mixing up looks pre and post-snap with Denver finishing fifth among NFL teams with a 30.7 percent disguise rate.
-On if he expects Denver to run the ball more with a rookie quarterback under center: “I don’t have all the run percentages and pass percentages. It’s more like types of plays you have to defend. They’re smart coaches, they got a great scheme, he’s a really good player. We expect them to do the things that Bo does well. Keep the ball moving, try to create some explosive plays, be successful in the red zone. I think these guys do a really good job of that.”
-On the hallmarks of a Sean Payton-led offense: “He’s going to play everybody. They do a great job of playing all their guys, there’s a lot of different personnel groups. Run and pass are complementary. The drop back game I think is consistent for the quarterback but they can create explosives that way too. They get the ball to their playmakers. It’s a tried and true system. They’ve done it really well for a long time.”
-On what makes Bo Nix a great fit for Payton’s system: “He plays on time, he seems like he makes a lot of fast decisions. Kind of like Drew [Brees] was, he’s an underrated athlete. Just being able to move in the pocket, extend plays, it seems like he’s really accurate. I think he has probably an underrated arm, he can deliver the ball just about anywhere. I think the decision making, how fast he plays is probably one of the things they like about him.”
Denver, CO
Worries mount over fate of Denver’s Grande Dame, the Brown Palace Hotel: “It is in a free fall now”
![Worries mount over fate of Denver’s Grande Dame, the Brown Palace Hotel: “It is in a free fall now” Worries mount over fate of Denver’s Grande Dame, the Brown Palace Hotel: “It is in a free fall now”](https://www.denverpost.com/wp-content/uploads/2017/07/brown_palace_125_005.jpg?w=1024&h=683)
For decades, nothing epitomized the highest tier of hospitality in Denver more than The Brown Palace Hotel & Spa.
It served as the landing spot for U.S. presidents and celebrities when they came into town, and a gathering place for local movers and shakers cutting deals over power lunches at Ellyngton’s, cocktails at the Ship Tavern or cigars at Churchill Bar.
Generations of Coloradans celebrated proms, weddings and honeymoons there, enjoyed holiday dinners together at its restaurants or sipped tea under the soaring atrium with their aunts, moms and grandmas. Like clockwork every January, the hotel hosted auctions for the top steers selected at the National Western Stock Show.
In a city best known for beer, the Brown Palace represented champagne.
Former employees, however, are worried that the iconic property is on a downward spiral under its current owner, Crescent Real Estate LLC and management company, HEI Hotels & Resorts.
“The hotel is dying a tragic, slow death. It is already well along in that process. It would be like walking into grandma’s house and seeing her with bruises and skinny and no food in the fridge,” said Adrian Kley, a former bellman and concierge who left the hotel in March.
A basement chimney fire knocked the hotel’s boilers, a known problem area, out of commission in November 2022. A lack of heat and hot water closed the place during the busy Thanksgiving week. Maintenance crews switched to city steam, but the boilers still haven’t been replaced, resulting in complaints about low water pressure, fluctuating water temperatures and in some cases no hot water.
Not long after the boilers went down, a pipe on the sixth floor burst flooding a dozen rooms, a second-floor meeting room and Ellyngton’s, the hotel’s largest restaurant, said Jordan Saunders, the hotel’s former food and beverage manager.
The restaurant was temporarily relocated to the second floor, and more than a year passed before the original space was repaired, remodeled and reopened. Long-time patrons complained about the outcome, saying it converted a location known for its rich color palette and warmth into something more akin to a hospital cafeteria — cold, white and sterile, Saunders said.
A damaged front door required customized repairs and allowed cold winter air to infiltrate the lobby for weeks. Another broken pipe flooded the ballroom, which is in a nearby sister tower that operates as a Holiday Inn.
Missteps have continued into this year. Discounted room rates of below $100 a night were designed to boost occupancy, but also resulted in a rise in drunken and disruptive guests, Kley said.
To cut costs, HEI made moves in March that resulted in the departure of several longtime bellmen and valets who greeted guests and contributed to the hotel’s high service levels.
Management also reduced security staff shifts, said Melanie Burrow, former director of operations at The Brown Palace. More people experiencing homelessness entering the hotel and fentanyl contamination showed up in lobby bathrooms, she said.
Hotel management announced the Palace Arms, which had been operating for 74 years, would close on May 4, only to reverse course after a public outcry and brought back a limited weekend schedule. Employees who worked at the restaurant faced whiplash.
“It was heartbreaking to see how badly the building and the people were treated by the current management company and ownership,” Burrow said. “The hotel has been declining for a number of years, but it is in a free fall now.”
A storied history, an uncertain future
Henry Cordes Brown, an Ohio businessman and builder, opened the hotel in 1892 at a then-princely sum of $2 million, the equivalent of $69 million today.
It occupies a triangle at the intersections of Broadway, Tremont and 17th streets, and its red sandstone exterior and Italian Renaissance design set it apart from nearby high rises.
As other hotels in the area and other buildings fell one by one, The Brown, at 321 17th St., remained standing.
By Denver standards, The Brown is old. Yet deterioration is a constant battle in old buildings and can be held at bay, former employees said, provided owners are committed to reserving money and making the required upgrades.
Viewing a historic icon as a short-term financial investment has put the hotel on a path of alienating a loyal customer base, and disrupted the hotel’s winning formula, said Jack Johnson, formerly the chef concierge at the hotel.
By diminishing the guest experience and not adequately investing in the building, and by lacking a long-term vision, Crescent will undercut the value of its investment, creating a lose-lose proposition for everyone, he warned.
When Crescent purchased the Brown Palace Hotel in June 2018, it pledged it would usher in a “new era of luxury and refinement for the iconic property,” according to the press release at the time.
“Crescent plans comprehensive investments that will enhance the property’s 241 exquisite guest rooms and Top of the Brown suites,” the company said.
Founded by John Goff, the company has set aside about $65 million to upgrade two hotels it owns in Dallas’s Uptown neighborhood — the Ritz-Carlton Dallas and the Hotel Crescent Court, according to The Real Deal.
That indicates that Crescent understands the importance of upgrading the older hotels it owns. And Jana Smith, the general manager of The Brown Palace, disputes criticisms that Crescent and HEI have not invested adequately in The Brown Palace or in its staffing.
“Crescent has made improvements since the purchase of the hotel, including renovating premium apartment-like guest rooms, offering an elevated experience on our top floors for our discerning travelers,” Smith said.
The hotel, part of Mariott’s Autograph collection since 2012, has turned a meeting room into a club lounge, renovated Ellyngton’s restaurant, refreshed the Palace Arms and done infrastructure work on the major mechanical systems, Smith said.
And plans are in the works for an upgrade of the Atrium Lobby, one of the hotel’s most distinctive features.
Former employees counter that the hotel’s previous owner had already made plans for the suite upgrades that Crescent followed through on. The Ellyngton’s renovation occurred because of the flooding from a broken pipe after plumbing, HVAC and other critical systems were neglected.
Crescent Real Estate is no stranger to Colorado, but its primary focus here and elsewhere has been on office buildings — including the Riverpoint, Riverview and Platte Fifteen office buildings in Denver. The Brown wasn’t its first hotel, but it represented a level of luxury it and HEI weren’t accustomed to, Johnson said.
Things came to a head in March, former employees said, when HEI tried to squeeze out money for repairs by reducing overhead. Among the cost-cutting moves was handing over valet and door services, which helped set the property apart and had been handled by employees with decades of experience, to an outside provider.
Although workers were offered positions at the other firm, the benefits were less and switching would require going for a month without health insurance coverage, a nonstarter for older workers, Kley said.
Smith disputes claims that The Brown has drastically cut its staffing level. In 2019, The Brown had 273 employees and today it has 254 positions, both filled and available. That lower headcount reflects the hit the hotel, like so many others, suffered during the pandemic, when travel ground to a halt.
“This is relatively minor given the market impact since 2020 and our goal is to get back to 273 plus,” she said.
Falling stars a bad omen
“The first day after (Crescent Real Estate) took over, they wheel us into a meeting room and say: ‘You no longer work for a hospitality company, you now work for a real estate company.’ My heart sank. A lot of us thought but how bad could it get?” Johnson said.
The answer wasn’t long in coming. The Forbes Travel Guide stripped The Brown Palace of its coveted four-star rating in 2020, a designation it had held since 1958, when it became the first Colorado hotel to receive it from Mobil, which originated the rankings, Johnson said.
“The Brown Palace is a (AAA) four-diamond hotel, and after the pandemic, we did not pursue a rating with Forbes since our TripAdvisor and Google ratings are both 4.5 stars which are ratings given by our guests; we believe this feedback is the most critical to our success,” Smith said.
TripAdvisor reviewers do give the hotel an average rating of 4.5, and numerous glowing reviews praise the hotel’s courteous employees, its beautiful design and rich history and the overall experience of staying there.
Where TripAdvisor ranks the hotel overall based on those reviews tells a different story. The Brown comes in 52nd out of 162 hotels in the metro area. Among luxury hotels, a much smaller category that it once dominated, it ranks ninth behind the likes of Halcyon, Four Seasons, the Crawford Hotel and Le Meridien.
U.S. News & World Report ranks the Brown Palace as 12th best hotel in Denver, 26th best in Colorado and 633rd best in the U.S.
![The famous Brown Palace hotel occupies ...](https://i0.wp.com/www.denverpost.com/wp-content/uploads/2017/07/brown_palace_125_003.jpg?fit=620%2C9999px&ssl=1)
Helen H. Richardson, The Denver Post
A nearby skyscraper is reflected in the window of the famous Brown Palace hotel in downtown Denver on July 25, 2017 in Denver, Colorado. (Photo by Helen H. Richardson/The Denver Post)
Critical reviews are spread among the more complimentary ones on TripAdvisor. A sampling of some more recent and scathing comments:
• “I’ve stayed at other hotels for a fraction of the price with a million times better experience. For a ‘luxury’ hotel that costs several hundred dollars a night, a warm shower in a clean bathroom with edible room service food should be the bare minimum and the Brown Palace simply didn’t deliver.” — Vivian P., a guest from Plano, Texas.
• “This grand old hotel has fallen into disrepair. We’ve stayed at The Brown Palace for decades when visiting Denver, it’s lost its charm. The lobby is of course spectacular but it stops there. The room was awful. Chipped furniture, glass surfaces smeared, woodwork chipped and marked up, horrible bed, no water in the room, the air conditioning was abysmal, lukewarm at best. Very, very sad to see this beautiful old (lady) no longer treated with care and respect. It’s a real shame.” — yoginiok from Tulsa, OK
President Dwight Eisenhower made the Brown Palace his western campaign headquarters. The Beatles stayed there when they played their first concert in Colorado. It was among the locations where global leaders gathered for the G-8 Summit in 1997. And the Denver Broncos football team — that came together in the hotel’s lobby.
Have no doubts, Johnson said, The Brown Palace is no longer Denver’s top hotel.
“That star designation is a big thing on the luxury level. It is your identity to quality,” he said. “If you don’t care about it, you won’t get it. They didn’t care enough to try and meet the standards.”
Tough times in a tough neighborhood
Hospitality industry analysts looking in from the outside offer a slightly different take than front-line employees, saying that historic hotels and restaurants in downtown areas were among the hardest hit by the chaos the pandemic unleashed in 2020.
Business travel evaporated for months, cutting into a key revenue source for downtown properties. Remote work resulted in fewer office workers in the area and smaller crowds showing up for lunch or staying for drinks after work, said John Imbergamo, president of The Imbergamo Group and a long-time marketing consultant to restaurants.
The George Floyd protests in the summer of 2020 created a perception that downtown wasn’t safe, especially among older adults more likely to visit The Brown. The seemingly never-ending redevelopment of the 16th Street Mall has tested the staying power of numerous businesses in the area. It will be an improvement, but for now, it has made downtown a harder place to navigate.
Gravity in the downtown area has also shifted west to LoDo, the Central Platte Valley and RiverNorth. The Brown, once at the center of the action, increasingly finds itself at the periphery.
A loss of identity also appears to be at play. Johnson said the luxury hotel niche is a demanding space, but one that The Brown excelled at for years. By moving the hotel away from luxury toward more of a full-service model, the competition has expanded from about a half dozen serious rivals to more than 100. Standing out will be harder.
“In this type of hotel with such a deep-seated connection to the community and frequent guests, they will need to bring it back to prior service levels,” said Allison Ahrens, president of Hospitality Revenue Solutions in Denver.
There are examples of how that can be done. Although smaller and a year older than The Brown Palace, the Oxford Hotel near Union Station has invested consistently in upgrades and the guest experience, allowing it to remain a popular destination.
Its art-deco Cruise Room Bar, which opened on the day Prohibition ended in 1933, has crossed generational boundaries to become a destination in its own right.
The Crawford Hotel, carved from the marrow of the upper floors of Union Station, which is older than both the Oxford and Brown, now surpasses The Brown Palace on TripAdvisor rankings.
Ed Blair, area general manager for the Sage Hospitality Group, shows off one of the loft rooms inside the Crawford Hotel at Union Station in Denver on July 8, 2024. (Photo by Helen H. Richardson/The Denver Post)Despite being only a decade old, the Crawford underwent an $11 million upgrade earlier this year funded by the Union Station Alliance.
Being up there in age and being located downtown isn’t synonymous with failure, Imbergamo said. A lot of boutique hotels with popular restaurants have sprung up in recent years, proving that a market exists for a retro vibe.
A describable vibe was in short supply on a stay at The Brown Palace in late July. One person manned the main door, another the concierge desk and a third worked the front desk, where there was no line to check-in in the evening. No cookies or snacks were offered, only water in a plastic bottle.
Cocktails and music in the atrium lobby were advertised but not provided.
If security was present, they were as invisible as the “friendly” ghosts that supposedly haunt the hotel.
The room was clean but showing its age. Fixtures were worn aside from a newer LG television. Hot water took about two minutes to show up, but it did show up and the pressure was adequate. Unlike what another guest complained about while riding the elevator, which worked fine, the toilet didn’t back up.
“It doesn’t matter how much investment comes back into that property, the damage from the neglect is incalculable,” Kley lamented. “HEI steps over dollars to pick up dimes. They don’t want the money that comes with providing service.”
Kley said he heard from numerous regulars in his three years there who had finally suffered enough disappointment that they weren’t coming back.
“I saw the final straw for people who had a relationship with that building since they were children,” he said. When the bellmen and valets they respected were put in a tough spot, he and Johnson decided they had reached a final straw and resigned.
Employees kept hoping that Crescent would realize it had overpaid and wouldn’t obtain the return it had wished for. They hoped it would throw in the towel and sell before too much damage was done, Johnson said. They kept giving their best effort to preserve the hotel’s reputation.
If a hotel has “good bones” it can be rescued from poor management and underinvestment, said John Keeling, executive vice president at Valencia Hotels, which specializes in acquiring and refurbishing higher-end historic and luxury properties.
The Brown Palace still has people everywhere who love what she represents, Johnson said.
His hope is that one day the historic hotel will again be the toast of Denver.
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