Dear Denver City Council Members, City Employees and Residents of Denver:

Transcription

1 Introduction

2 Michael B. Hancock Mayor City and County of Denver OFFICE OF THE MAYOR CITY AND COUNTY BUILDING DENVER, CO TELEPHONE: (720) FAX: (720) TTY/ TTD: (720) September 12, 2017 Dear Denver City Council Members, City Employees and Residents of Denver: The people of Denver are what make this city so great. We take pride in our neighborhoods because we take pride in the whole of Denver. We care about this city, where it has been and where it is going. And we care about each other. We do not want to see anyone left behind and we never doubt we can do better. A city s budget should reflect the priorities and values of its people, which is why I am pleased to present my 2018 budget proposal. This spending plan will help to improve transportation and mobility, connect all residents to economic opportunities, make Denver more affordable for families, assist those in need and address behavioral health challenges, and strengthen our healthy, livable neighborhoods. To meet the critical needs of a changing, diverse city, I am proposing a $1.39 billion General Fund budget, an increase of 5.4 percent from 2017, which will allow us to responsibly manage population growth and continue to deliver quality services. The state of our city is indeed strong and I want it to be strong for everyone. My administration continues to focus on improving people s lives, serving the needs of our most vulnerable, and keeping our neighborhoods safe for everyone. My 2018 budget proposes smart investments that will allow us to directly meet our most pressing challenges, like affordability, particularly in our housing market; traffic; and behavioral health, including a worsening opioid epidemic. This proposal calls for: Funding initial components of my Mobility Action Plan to move more people, more efficiently and more safely; Expanding our efforts to make Denver more affordable for more residents and businesses so they can stay and build their lives and futures here; Bolstering our safety net services and support for those grappling with behavior health challenges; Increasing our uniformed police force to provide the highest level of protection for our growing population; Creating a new $1 million, community-driven budgeting opportunity that will give residents a direct ability to engage in decision-making and priority-setting for neighborhood improvement projects. Denver s financial management practices are strong, as we continue to be rated AAA by the top three credit rating agencies. This 2018 budget proposal is fiscally responsible and balanced because we take seriously our obligation to wisely manage each and every taxpayer dollar. Increasing Mobility Options Revolutionizing transportation and mobility in our city will take a significant investment, and we are going to have to act fast before gridlock becomes a way of life. Denver needs a funding commitment that matches our resolve to address congestion. 1

3 My 2018 budget proposal includes an additional $31.5 million to fund initial elements, which will accelerate the policies and projects necessary to offer mobility freedom to all by supporting the choices we know our residents want to make. This includes a $3.5 million investment to make roadway and intersection improvements at top crash locations, create neighborhood transportation management plans, expand photo radar enforcement, and increase roadside electronic message boards and other safety signage across the city to meet the goals outlined in the Denver Vision Zero Action Plan. We also are proposing an additional crew to enhance signal maintenance operations and intersection and crosswalk safety. The 2018 budget will allow us to add 10 miles of bike lanes, three miles of neighborhood bikeways and two additional miles of protected bike lanes. A $5 million transfer of funds from marijuana tax revenues will boost our overall investment in deferred capital maintenance for transportation. In 2018, we will also be making a $4.5 million investment in a new sidewalk repair program to assist property owners with repairs and replacement of out-of-compliance sidewalk sections. This program, to be managed by Denver Public Works, will require coordination with commercial and residential property owners. A revolving fund will be available for residential property owners who need financial assistance to make any necessary sidewalk repairs. Expanding Housing Options Right now, Denver has a market that is responding to the greatest return on investment, not to the greatest needs of our people. We are working tirelessly to make this a market and a city that works for everyone. That is why we are pulling every lever we can to offer more affordable options to our people. The 2018 budget will leverage $21.6 million in investments for affordable housing, including $15 million for our new 10-year, $150 million dedicated housing program. I am also proposing $76,000 in eviction assistance for low-income renters, as well as increasing Denver s Senior and Disabled Property Tax Rebate by $500,000 to serve more eligible residents. Making Denver More Affordable The truth is, our people need more than just a roof over their heads to live a good life. In addition to good housing, Denver is helping families and businesses reduce and manage their monthly bills or onetime expenses, access programs to live healthier lives both physically and financially, and keep longtime businesses in the neighborhood and build access to upcoming job opportunities. I am pleased to propose a new $500,000 affordability fund to help residents with home, utility or medical bills through one-time assistance funds. We can and will do more to stabilize residents who may be vulnerable to displacement. My 2018 budget proposal also expands the reach of our Financial Empowerment Centers, which have an incredible record of providing residents with the tools they need to pay off debt and save for their futures. As of 2018, the city will have credited a total of 4.58 mills since the passage of ballot measure 2A in 2012, saving the median residential owner $119 and saving $1,328 for every $1 million of commercial property value in Expanding Local Business and Job Opportunities My administration remains focused on expanding workforce training, job opportunities and contract work for our local businesses. I am committed to bringing opportunities to communities especially communities of color that lift residents and businesses up, not push them out. This budget will allow us to better support our Minority and Women-Owned Business Enterprises and fund a disparity study that will track the composition 2

4 of women- and minority-owned businesses that are awarded city contracts. In 2018, the Office of Economic Development will also receive $250,000 to provide strategic investments in low-income neighborhoods and build capacity among minority- and women-owned businesses. My 2018 budget proposal will also allocate $500,000 to promote business development in the area surrounding the airport in collaboration with Adams County. It will increase staffing of the Business Development Team to ensure we are supporting local businesses as they grow. It will build more capacity for small business and international business development as well as establish a revolving loan fund for potential new Business Improvement Districts that may need help forming. Making Behavioral Health Options More Accessible One in three Denver residents receives assistance benefits and protection and prevention services from the Department of Human Services. The department s work is vital to the people of this city, which is why my 2018 budget proposal will fund additional child welfare, child support and adult protection services to better protect and assist our children and seniors. We will also be funding additional social worker positions for the Denver Public Library system and the Office of Behavioral Health Strategies to reach more people in need of services and assistance. Denver has not been immune to the uptick in opioid use and overdoses happening across the county. It is a very real problem that requires a coordinated response. My 2018 budget proposal allocates more than $1 million for opioid support services, including the creation of a $500,000 grant fund to provide resources for those in our community who are addressing this crisis. The budget also provides for the extension of the Opioid Resource Coordinator position in the Department of Environmental Health and expansion of Denver Health s methadone program and Medication-Assisted Treatment program in our jails. Serving Vulnerable Populations Providing access to a good home, good health and a good job is a strategy that works for all of us. We do not just want people to have a home we want them to be able to stay in it, build their lives and build their futures. My 2018 budget proposal will add up to 100 permanent supportive housing apartments to our successful Social Impact Bond program, bringing the total to 350 units. We will also be increasing our investment in emergency homeless services and facilities by $3.7 million, including funds to help divert people out of shelters and improve our street outreach efforts. My 2018 budget proposal also calls for continuing and expanding our successful Denver Dayworks program, which we launched in 2017 to provide a low- to no-barrier work experience for homeless individuals, while also connecting participants to supportive services such as food, shelter and other necessities. Denver stands with our immigrant and refugee communities and we are committed to remaining a city that is safe and welcoming for all. My 2018 budget proposal calls for an additional Immigrant Services Director position in the library system, an additional Immigrant Refugee Affairs staff member in the Office of Human Rights and Community Partnerships, and an Immigrant Services contract in the Office of the Municipal Public Defender to connect clients to immigration services. Strengthening Neighborhoods to Help Residents Lead Healthy Lives In a city nearing 700,000 people, it has never been more important to protect, preserve and enhance our neighborhood parks, libraries, recreation centers and other facilities. Just as the MY Denver Card gives all Denver kids free access to our recreation centers, my 2018 budget proposal will create a MY Denver PRIME program to expand discounted access for all residents 60 and older. I am also proposing to extend operating hours at several recreation centers, grow the downtown urban parks maintenance team, add park rangers to ensure the safety of our downtown parks, and direct $4 million from marijuana revenues toward needed maintenance in parks and recreation centers. In 2018, we plan to extend library hours at the Hampden and 3

5 Hadley branches and make improvements to how we keep library patrons safe, by expanding our security and janitorial services at the downtown central library. We also will be giving library patrons better, more reliable Internet access through additional wi-fi pucks. Keeping Denver Safe The safety of Denver s residents and neighborhoods remains one of my highest priorities. In 2018, I plan to add 22 uniformed police officers, bringing our total authorized strength to 1,525 officers, because a growing population brings with it a greater demand for police services. The budget proposal also calls for extending the successful ShotSpotter program that has helped solve crimes faster, as well as adding civilian report technicians. In the Sheriff Department, I am proposing the addition of 28 deputies to staff the new Building 24 women s facility, records management staff and nursing support in our jails. We plan to continue medical unit funding in the Fire Department as well as our fire inspection services of food trucks and building fire systems, as well as increasing our arson investigation staff. In our county court system, we will expand our electronic warrant program and establish a second weekend court to help with processing backlogs. The budget also will allow us to enhance our Emergency Operations Center, the control center for any kind of emergency that may happen in the city, as well as improve the delivery of emergency information to the public. Becoming More Sustainable Denver is a leader in sustainable practices and the 2018 budget will strengthen our efforts even more. I am proposing funds to complete our recycling program, increase the recycling services we offer to Denver Public Schools and provide in our city parks, and continue an analysis of how we can most effectively increase the amount of solid waste we divert from our landfills to recycling and composting. Our fleet of city vehicles will begin converting to electric models in 2018 to reduce our gas consumption, and we will install 16 additional electric vehicle charging stations throughout the city. Serving Our Youth Supporting our young residents has been part of the foundation of my administration since I took office. In 2018, we plan to invest $315,000 in youth programs to expand Science, Technology, Engineering and Math resources, enhance our summer youth employment program, continue our Healthy Lifestyles programming and outreach campaign, and extend the Safe Routes to School program. Improving Customer Service Every resident and visitor to our great city is our customer, and we aim to provide each person who does business with the city with high-quality customer service. Our 311 division is the front line in interacting with customers who have questions or want to report something to the city. The division has worked hard to reduce wait times through a variety of innovations, but additional call center employees are needed to meet the demands of our growing population. The 2018 budget will add six employees to the 311 staff, as well as 10 employees to the 911 call center staff to maintain the quickest possible emergency response times. My 2018 budget will expand e-permitting and increase the plan review, permitting and inspections staff in the Department of Community Planning and Development. Our Elections Division works to make each election as accessible as possible, which is why my budget includes funding for a second mobile van to bring the voting process directly to the people. 4

6 2018 Budget Proposal The total operating budget for 2018 for all appropriated funds is $2 billion, an increase of 3.7 percent from The city s General Fund will increase to $1.39 billion, as base expenditures grow by a net 5.4 percent. The total General Fund transfer to the Capital Improvement Fund for 2018 is $33.7 million. This budget will increase Denver s fulltime employee count by 262, which includes 59 new uniformed employees in our law enforcement agencies. Revenue Performance The General Fund revenue forecast for 2018 totals $1.34 billion. This is a net increase of 3.9 percent over the 2017 revised estimate. The 2018 forecast for tax revenue is increasing by $40 million, a 4.7 percent increase over the 2017 revised forecast. Most of this projected increase is attributable to growth in sales tax and property tax revenue. The 2018 sales and use tax projection totals $670 million, a 3.8 percent increase over the 2017 revised estimate. Core collections comprise over 90 percent of this estimate and are projected to grow by 3.7 percent. This core growth rate factors in the full-year impact of the charitable organization tax exemption that took effect July 1, 2017 and will be phased in fully by Without this tax exemption, projected core sales and use tax would have reflected 4.9 percent growth in In November 2012, voters approved ballot measure 2A, eliminating TABOR growth restrictions on the city s property tax revenue. In place of the TABOR growth cap, property tax revenue to the General Fund and other affected funds is subject to a cap equal to 6 percent plus local growth. For property taxes due in 2018, this cap is being triggered due to significant increases in property valuation during the 2017 re-appraisal. To stay within the city s allowable growth limit in 2018, mills are being credited. Reserves To ensure we can weather any unexpected changes in the economy, my 2018 budget maintains the General Fund reserve at 15.2 percent of expenditures, an amount that is consistent with the city s reserve policy of 15 percent of expenditures. In addition, the annual General Fund contingency is budgeted at $34.4 million and the Capital Improvement fund will hold $4.9 million for unexpected needs in I am pleased to submit this 2018 budget proposal for consideration by the Denver City Council, city employees and the residents of Denver. Working together, we can ensure that we maintain our Denver values and grow responsibly. Respectfully, Michael B. Hancock Mayor 5

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8 City Council Budget Amendments By law, City Council may revise, alter, increase or decrease any items in the Mayor s proposed budget, by majority vote of the members of Council. The amendment procedures are explained briefly in the Budget Calendar section of this document and are described fully in Article VII, Section Amendment and Adoption of Budget by Council, of the Denver Revised Municipal Code. Summary of Amendments City Council proposed two amendments to the 2018 Budget, which the Mayor did not oppose. The specific sections of the budget that were amended have been modified in the Final Adopted Budget document to reflect these amendments, as have all budget summaries, schedules and exhibits impacted by these changes. The full text of these amendments appears in the appendices. Human Rights and Community Partnerships (HRCP) Office of Immigrant and Refugee Affairs The budget was amended to increase the 2018 proposed amount by $200,000 to provide funding for legal defense services, including the establishment of a Legal Defense Special Revenue Fund for this purpose. Of this amount, $100,000 was funded out of the General Fund Undesignated Fund Balance, and $100,000 was reallocated from the General Fund Contingency. General Fund Contingency The budget was amended to decrease the 2018 proposed amount by $100,000 to partially offset the increase to HRCP s proposed budget, as described above. These funds were initially added to the General Fund Contingency proposed budget for this purpose. Impact of Amendments Total Expenditures Council amendments increased the General Fund Total Expenditures from $1,400,342,610 to $1,400,442,610. Total Revenue While total revenue did not change, the impact to revenue was an increase to the Use of Fund Balance category. For more information, please see the Schedule 100A Pie chart in the General Fund section of this book. Fund Balance The amendments above resulted in a net decrease of $100,000 to the General Fund Unassigned Fund Balance, leaving it at 15.1% of total expenditures. 7

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10 Explanation of Budget Document The budget document provides detailed information about the City and County of Denver s estimated revenues and expenditures for the ensuing fiscal year. It also serves as a work plan for the City and its departments, including a framework for setting priorities, strategic initiatives, and performance measures. The document is divided into the sections described below. Introduction The Introduction contains the Mayor s budget message and, in the October and final 2018 Budget Document, an overview of the City s Strategic Framework. Under Mayor Michael B. Hancock, the priorities are 1) Children and Youth; 2) Jobs; 3) Public Safety and Safety Net; 4) Sustainability; and 5) Customer Experience. An additional focus on Affordability and Mobility are highlighted in Budget Summary The Budget Summary contains the budget highlights, an overview of the City s fund structure, a calendar of the budget process, and Denver s financial policies including the City s reserve policies. The Budget Summary also contains exhibits and charts that summarize revenues and expenditures for the entire City budget, including the General Fund, Special Revenue Funds, Internal Service Funds, Enterprise Funds, Capital Improvement Funds, and Debt Service Funds. This section also contains a personnel comparison for all funds. Fund Summaries The General Fund summary section includes financial schedules, which summarize revenues by source, expenditures by department/agency, changes in the fund s net financial position, and a detailed discussion of the major General Fund revenue sources. The Special Revenue Fund and Grants sections includes financial schedules that detail all major grants and outside or dedicated funding sources, as well as descriptions of each broken down by major program categories. The Internal Service and Enterprise Fund sections include financial summaries and details for these Proprietary (business-type) Funds. The Capital Improvement Fund section includes an overview of the City s capital budgeting process, a summary of projected operating impacts from proposed capital projects and financial summaries and detailed project listings and descriptions for each sub-fund. The Debt Service Fund section contains an overview of the City s long-term debt and a financial schedule of General Obligation (GO) Bonds and Excise Bonds. 9

11 Explanation of Budget Document Agency/Program Detail The Agency Detail section contains all department and agency budgets and a description of services. The department and agency summaries include goals for the coming year and the resources dedicated to achieving those goals. The Budget and Management Office facilitates this process on behalf of the Mayor s Office. The Agency Detail Sections is organized by the following functional areas: Administration Aviation Community Planning and Development Economic Development Environmental Health Finance General Services Human Services Independent Agencies Parks, Recreation, and Cultural Facilities Public Safety Public Works Technology Services Department and agency narratives include the following information: An Organizational Chart representing the hierarchy of each department s or agency s functional program units. A Mission stating the organization s purpose and goals. A Department or Agency Summary providing a brief, high-level overview of the entire organization and purpose. Included in this section is a link to the organization s website, for more information. A Services section, composed of the organizations functional program units and a description of what and how they deliver services to people in Denver. Department Strategies describe both on-going and focused efforts to achieve the department s mission, and how it will improve its performance metrics. Performance and Program Highlights provides an overview of the organization s high-level performance indicators and unique programs that support the organization s overall mission. This section may also provide a brief discussion of the performance measures, including identifying underlying historical trends, explaining why the measure is important and how it supports the agency s strategic plan, and translating acronyms or other terminology. The Department Budget (department level only) summary provides a breakout of agencies or major divisions within the department, as well as by funding source, including: General Fund, Enterprise Funds and Internal Service Funds, grants and other Special Revenue Funds, and Capital Improvement Funds. Appropriated transfers and payments are included, where applicable. Each table in in the summary compares the prior year actuals, current year appropriations and estimates, and the ensuing year recommended budget for the department s expenditures, personnel complement, and revenue. 10

12 Explanation of Budget Document The Programmatic Changes section explains notable increases and decreases in the future year recommended budget from the current year appropriation. At the department level, this section follows the department budget. For stand-alone agencies within the Administration and Independent Agencies tabs, this section follows the budget detail table. Some probable changes that are identified each year are: Changes in expenditures due to personnel changes, programmatic expansions or reductions, or committed savings. Changes in revenue that cannot be explained by economic or population growth that may be the result of increased customer demand, new fees or increases to existing fees, or additional programs. Impacts on departments from citywide policy or budgeting changes (i.e., the impact on a department or division from changing the way on-call FTE counts are estimated). The Budget Detail pages include expenditure, revenue and personnel summaries at the agency detail level, both within large departments and for stand-alone agencies within the Administration and Independent Agency tabs. These mirror the department budget summaries except that they provide budget details at the activity level, and they include a list of the grants and other Special Revenue Funds that support the agency s programs. Appendices The Appendices include a discussion of the City and County of Denver s budget basis; a description of major expenditure categories; a summary of the capital equipment program by department and funding source; an explanation of the Police and Fire Pension Plan; a glossary of terms; and in the October 2018 Budget document - a three-year comparison of property tax levies and assessed valuation; and October changes to the proposed budget; and a community profile as well as an overview of Denver s Tax Burden and the full text of City Council amendments (if applicable). The final 2018 Budget document also includes a copy of the Annual Appropriation Ordinance (Long Bill). 11

13 Strategic Framework - Overview Mayoral Priorities: A Framework for Community Impact When developing the Mayor s budget, City leadership and staff view investments through the framework of the Mayor s priority areas. The Mayor s Citywide Strategic Framework prioritizes children, jobs, safety/safety net, sustainability and customer service. Specific issue areas of focus for 2018 include improving mobility, housing affordability and neighborhoods. Every agency and every employee has the potential to make a difference in these priority areas. Top initiatives for 2018 include investments and improvements in: Affordability Transportation & Mobility Neighborhoods Behavioral Health Safety Net Public Safety Business Development Sustainability Children Customer Service To improve upon or meet the desired outcomes for these initiatives, the 2018 budget reflects various investments in these areas. And it is recognized that these investments impact one another. For instance, a safe community through strong public safety investments is critical to job creation; job creation and an accessible safety net is critical to affordability; and sustainability sets the foundation for great mobility and transportation programs - just to name a few relationships. The investments made by the City are intended to mutually reinforce each other and create a collective impact that promotes a world class Denver. The following pages outline key strategies and investments for priority areas and the measures used to gauge success. 12

14 Strategic Framework - Children and Youth Overview Many City agencies, as well as community partners, including Denver Public Schools, are focused on achieving positive outcomes for the children and youth of Denver. They come together through two primary organizations: The Children s Cabinet and the Denver Education Compact. To learn more about these organizations, please visit: Additionally, the foundation for a world-class city must begin with investing in Denver s youngest residents. Denver residents understand that ensuring that our children and youth receive a quality education from pre-school through college will position Denver to have a better-educated workforce in the future. Approved by Denver voters in 2006 and reauthorized in 2014 to extend to 2026, the Denver Preschool Program (DPP) is funded by a.15 percent sales tax. Since our initial authorization in 2006, DPP has provided more than $80 million in tuition support to more than 41,000 children. While the City of Denver collects the sales tax, and distributes it to DPP, the program is run by separate non-profit called the Denver Preschool Program. To learn more about DPP, visit Key Strategies The City has developed five strategies for children and youth and is working with internal agencies and community partners through the Denver Children s Cabinet and Denver Education Compact to address these. Increase access to high quality early childhood education Increase the number of Denver students who read proficiently by the end of third grade Decrease the number of Denver youth who are not in school and do not have a job Increase the number of students who have access to and complete a postsecondary pathway and gain employment Increase the number of children who are at a healthy weight Outcome Measures The City and County of Denver is committed to responding to and positively influencing these community outcomes. While the City is not directly responsible for these measures, being a world-class city means tracking and responding to them. The following outcome measures will baseline the City s goal-setting and guide alignment of resources with the Mayor s priorities. Data on projections was not available at the time of the City budget s publication Actual 2015 Actual 2016 Actual Percent of 3 rd graders reading at grade level 61% 60% 31% High school graduation rate 63% 65% 67% DPS students who are overweight or obese 31% 31% 31% Percent of 3-4-year old s attending preschool 56% 65% 60% Percent of DPS graduates enrolling in college 45% 48% not available 13

15 Key 2018 Investments Strategic Framework - Children and Youth In 2018 Denver will invest an additional $1.4 million in Children and Youth related programs and services. Highlights include: $687,000 for continuation of Healthy Lifestyles for Youth programming, which supports after school and summer programs for youth from 4 th to 8 th grades. (Office of Children s Affairs) $316,000 for additional staff to expand the Denver Public Library s Science, Technology, Engineering and Math (STEM) education programing. (Denver Public Library) $175,000 to expand the Mayor s Summer Youth workforce program, expanding the number of participants from 250 to 500 youth. (Office of Economic Development $79,000 for additional staff to support the Central Children s Library program. (Denver Public Library) $69,000 to assure all neighborhood and local centers are open on Saturdays and during holidays when kids are not in school. (Parks and Recreation) $28,000 for additional staff to support the communications and marketing for the Office of Children s Affairs. $21,000 for 170 additional Wi-Fi hotspots for circulation to customers to increase family access to the internet. (Denver Public Library) 14

16 Overview Strategic Framework Jobs/Business Development At the core of a world-class city is a vibrant, diversified economy that supports and attracts a talented workforce, grows and sustains businesses, and focuses on a global and changing economy. Mayor Hancock is committed to ensuring that the city of Denver is home to innovative businesses and entrepreneurs poised to meet today s challenges and opportunities. Mayor Hancock is strategically connecting every business, big and small, with customized solutions to compete in a 21 st century economy by ensuring that city government is efficiently: Working with partners such as the Downtown Denver Partnership and Visit Denver to improve the City s urban core, including the 16 th Street Mall, Colorado Convention Center, Denver Performing Arts Complex and public spaces Processing record numbers of building permits, plan reviews and site inspections Improving our business development team to help retain and expand local companies Expanding our global reach to open new international market opportunities for local manufacturers Continuing to add new domestic and international flights at Denver International Airport Refocusing workforce development programs and services to support changing demands and needs to keep Denver s productive, knowledgeable workforce the best in the nation - including today s youth tomorrow s workforce Key Strategies Several key strategies, identified below, focus on economic prosperity for the City of Denver, its businesses, neighborhoods and residents through purposeful and intentional economic development that: stimulates balanced economic growth through business assistance, neighborhood revitalization and the development of a skilled workforce; broadens the tax base. For more information on each agency, other strategies, please refer to the agency s section. Economic Mobility (EM) endeavors to increase economic opportunities and mobility, utilizing a collective impact model and partners (such as Mile High United Way and the Denver Housing Authority) to implement specific programmatic actions. Three key strategies are: investing in neighborhood-specific anti-displacement strategies; supporting the growth and success of neighborhood, minority, and women-owned businesses; and making strategic investments to increase neighborhood residents access to healthy foods, quality early childhood education, youth dropout prevention, and skills training programs. The airport will continue to partner with local organizations that promote Denver as a tourism and business destination, to seek viable new air service, and position itself as a connecting hub for both international and domestic flights. Support catalytic business development locations whether innovation centers, Economic Zones, and mixed use developments - to create employment and business opportunities that leverage Denver s talented workforce and public amenities and investments (such as transit access and cultural, recreation, and social facilities). Provide skills and training programs to support and grow Denver s widely-recognized productive workforce, through direct and partner programs serving the current workforce and those seeking employment and Denver s youth. 15

17 Strategic Framework Jobs/Business Development Outcome Measures The City and County of Denver is committed to responding to and positively influencing these community outcomes. While the City is not directly responsible for measures of economic growth, being a world-class city means tracking and responding to economic measures. Annual wage growth is closely related to the City s goals of promoting prosperity for all residents. 16

18 Strategic Framework Jobs/Business Development Key 2018 Investments The City will be investing an additional $2.9 million in programs that promote economic activity and job creation. Major investments will be made in supporting economic mobility, increasing access to contracting opportunities with the City, and connecting individuals to job opportunities. Specific 2018 investments include: $600,000 for the expansion of Denver Day Works program, which connects homeless individuals to job experience and placement, $450,000 for program expansion and $150,000 for additional program staffing. (Human Services) $500,000 for marketing and branding services to support Colorado's Aerotropolis program which has a goal of fostering a sustainable, efficient, well-connected, and globally recognized Aerotropolis that capitalizes on the economic opportunity surrounding the Denver International Airport (DEN) through collaborative planning, development, and marketing. (Office of Economic Development) $335,000 to hire four additional business development representatives to develop, retain, and expand key business clusters such as technology, healthcare, construction, and energy. (Office of Economic Development) $269,000 which includes the hiring of an administrator position to support international business portfolio focusing on increased market access, trade activities, and increase in foreign direct investment, contract dollars for data analytics surrounding the identification of international trade partners, as well as additional business travel. (Office of Economic Development) $200,000 to support the continued creation of business improvement districts (BIDs) and general improvement districts (GIDs) in the City and County of Denver through a revolving loan fund. (Department of Finance) $300,000 to hire four additional contract compliance coordinators, two of which will be at Denver International Airport (DEN) to support increased volumes of certification and compliance activity related to various capital and mobility projects around the City and at the airport. (Office of Economic Development) $100,000 to provide additional technical assistance to recently certified companies to develop business plans, increase bonding capacity, and support compliance with various regulations. (Office of Economic Development) 17

19 Strategic Framework Public Safety Overview Almost half of the City s General Fund budget is invested in Public Safety. In 2018, the City and County of Denver will invest in a variety of public safety related programs and services. The City s Police, Fire and Sheriff Departments serve and protect every neighborhood, ensuring that Denver remains a safe place to live, work, and raise a family. Key Strategies Key strategies are the driving forces behind ensuring the City s investments result in keeping the public safe. For more information on each agency, other strategies, and their contribution to this priority, please refer to the agency s section. Denver Police Department will continue hiring efforts to meet departmental goal of 35% proactive time (officer initiated calls). This will allow officers more time to focus on crime prevention and creating relationships with the community. Improve fire response time through active management and oversight to identify instances when turnout times were greater than 60 seconds. Engage the Sheriff Department employees, inmates, and community to ensure best practices in inmate management, care and rehabilitation. Use crime data, model practices, and research to identify public safety concerns and employ effective crime prevention. In partnership with Denver Health and Hospital Authority (DHHA), provide fire personnel with medical service training and certification required to provide basic emergency life support services until paramedics can arrive onscene and is commonly referred as Basic Life Support (BLS) response. This will ensure fire personnel can assist with more acute and critical medical services and provide the highest level of customer service to those served. Outcome Measures The City and County of Denver is committed to responding to and positively influencing these community outcomes. The following outcome measures baseline the City s goal-setting and guide alignment of resources with the Mayor s priorities. Feeling of Safety has been determined by the National Citizen Survey as one of the eight facets of livable communities. It is generally defined as, protection from danger or risk (e.g., public safety, personal security and welfare, emergency preparedness). Each one of our safety departments contributes directly or indirectly to the community s perception of their feeling of safety. 18

20 Key 2018 Investments Strategic Framework Public Safety In 2018, Denver will invest an additional $10.6 million in public safety related programs. Highlights include: $3.95 million in direct law enforcement activities staff and equipment including an increase of 22 police officers, 2 court marshals, 4 district attorneys, 6.25 crime report technicians, a fire arson investigator, multiple crime analysts and crime scene investigators, as well as equipment to support their duties. (Police, Fire, County Court, District Attorney) $3.38 million in public security investments encompassing an increase of 31 Sheriff deputies adding two new floors to county jail exclusively for women and expanding posts at County Jail and the Denver Detention Center, and 5.5 limited security guards at the Library to provide additional security at the downtown location. (Sheriff) $2.05 million in medical support investments predominately for services provided by Denver Health and Hospital Authority to the jail and improving the fire department s basic life support services. (Sheriff) $400,000 in public safety staff predominately consisting of fire prevention staff and park rangers (Fire and Parks and Recreation) $417,000 in emergency management services and supplies enhancing emergency communication, support the emergency warning system and expanding the emergency management training. (Office of Emergency Management) $350,000 for 10 additional employees (for half a year) at the 911 emergency call center. (Public Safety) $93,500 to expand the successful ShotSpotter program to help solve crimes faster. (Police) 19

21 Strategic Framework Safety Net Overview The greatest measure of a city is how it helps its most vulnerable. Investments from the Department of Human Services, Office of Economic Development, and Denver Health make up the bulk of the safety net programs; which address those in need, ranging from job training, healthcare access, and emergency shelter provision to child welfare work. Many of these initiatives are performed with state and federal dollars. Similarly to the City s Affordability initiatives, Safety Net programs also help keep families in Denver, but many or most of these programs are targeted toward the most vulnerable residents. Key Strategies Collaborate with public and non-profit partners to improve public health and wellness in the city through increasing access to fresh food in underserved neighborhoods, and providing medical and clinical services to citizens who cannot afford them. More efficiently and effectively determine eligibility for assistance programs that provide benefits to eligible Denver residents in financial need. Benefits include food assistance, energy assistance, child care, basic cash assistance, child support services, eviction assistance, rental assistance, burial assistance and medical assistance and job placement and training services. Work with community partners to support people experiencing homelessness with general and individualized services aimed at helping them achieve stability. Help address the root causes of homelessness by not only providing emergency housing, but offering case management and other supports to stabilize chronically homeless individuals. Expanding emergency services to those experiencing homelessness Increasing the number of permanent supportive housing units available through the City s Social Impact Bond program Protecting vulnerable children and adults from abuse, neglect and exploitation Outcome Measures Enrollment in SNAP (food assistance) and medical assistance programs for eligible populations continues to be a focal point for DHS s Family and Adult Assistance Division (FAAD), which has seen a marked increase in medical enrollment, specifically, during the last three years. In 2017, FAAD will to work with the new Community Outreach, Resources and Engagement (CORE) division on strategic outreach initiatives to reach eligible but not enrolled populations for both medical and food benefits. 20

22 Strategic Framework Safety Net Population in poverty is estimated based on data from the American Community Survey (ACS) conducted by the U.S. Census Bureau. Projections are based on average poverty rates seen in 2014 and Safety net programs aim to reduce the poverty rate in Denver through promoting integrated service provision that addresses the varied necessities of families in need that allow families to stabilize their financial conditions and pursue opportunities for success. Key 2018 Investments In 2018 Denver will invest an additional $6.9 million in safety net related programs to include: $2.0 million in strategic shelter investments, including the City s new homeless shelter on 48 th Ave. These investments will aim to create safe, spaces for homeless individuals seeking shelter. $600,000 for shelter redesign work to furnish the City s homeless shelter on 48 th Avenue with trauma-informed, practical furniture for homeless individuals in need. (Human Services) $1.1 million towards expanding the Clinical Intervention Response Unit to respond with Emergency Medical Services personnel to work with those involved in an incident involving mental or addiction issues. (Human Services) $1.0 million to Denver Health to provide various services to the jail population including addiction services. (Denver Health) $670,000 in additional funds for Denver s Social Impact Bond Program which helps to provide supportive housing to vulnerable individuals. (Department of Finance) $616,000 to enhance child protection and child welfare. (Human Services) $500,000 for funding community partnerships and programs that address opioid addiction in Denver. (Public Health and Environment) $166,000 to hire two social workers to work on the downtown Denver Public Library to work with visitors I need of resources. (Public Library) $100,000 for contracted mobile nursing services to provide health support for homeless individuals at area shelters. (Human Services) $98,000 for additional eviction assistance and hotel vouchers for homeless families or families on the verge of becoming homeless. (Human Services) 21

23 Strategic Framework Sustainability Overview Securing an economically, socially and environmentally sustainable city for generations to come is a priority for Mayor Hancock and his administration. The City pursues sustainability to ensure that the basic resources upon which the economy and quality of life depend are available and affordable to everyone, now and into the future. In 2013, the Mayor approved sustainability goals for 12 basic resource groups that are among the most comprehensive and ambitious of any city in the United States. With the guidance of the City s Office of Sustainability, City agencies are developing and implementing a variety of initiatives to ensure achievement of these goals. Prosperity depends on an assured long-term supply of affordable basic resources. Protecting those resources also enhances the natural environment and provides a better quality of life for everyone. Key Strategies Several key strategies, identified below, are the driving forces behind ensuring the City s investments result in longterm prosperity for the people and businesses of Denver. Promote safer and cheaper mobility options by implementing Denver Moves, including the installation of bicycle lanes and shared lane markings, as well as initiating design and construction of protected bike lanes and bicycle boulevards. Allow the use of graywater for irrigation and toilet flushing and partner with Denver Water on improving the water efficiency of residences and commercial properties. Reduce greenhouse gas emissions and air pollution by strengthening building codes, providing incentives to build beyond code, providing a financing tool (PACE Property Assessed Clean Energy) for commercial buildings to make energy and water improvements, encouraging owners of existing buildings to benchmark and share the energy performance of their buildings and improve their performance through retro-commissioning and audits. Expand recycling and composting services for Denver residents to reduce landfill waste. Identify and outreach to grocers that operate urban fresh food markets and provide technical and financial resources to assist them in opening a store in Denver s food deserts. Outcome Measures The following represent key outcome measures that help baseline the City s goal-setting and guide alignment of resources with the Mayor s priorities. Recycling and composting as a percentage of waste stream is calculated by dividing recycling and compost tons collected by total tons collected (trash plus recycling and composting). Denver is trying to increase its diversion of waste from the landfill. Tons of trash collected is expected to remain relatively constant at about 200,000 tons per year. Although the number of homes serviced continues to increase, the amount of waste generated per household has been declining and the amount recycled and composted has increased. 22

24 Strategic Framework Sustainability Denver s 2020 community-wide climate goal is to be at or below 1990 CO2 gas emissions (11.8 million metric tons, 16.1 metric tons per capita). Decreases are a result of 1) decreased carbon intensity from electric generation (renewable energy), 2) increased energy efficiency (assisted through the Certifiably Green Denver, Denver Energy Challenge, and Energize Denver grant-funded programs), and 3) improved fuel economy from cars and trucks. These reductions are happening even with significant growth in the region Citywide Sustainability Goals The sustainability goals focus on 12 basic resource groups, each with two corresponding goals, one for government operations and one for community. The following represent the general areas in which these goals apply. Detailed goals can be found at Air Quality Climate Change Energy Food Health Housing Land Use Materials Mobility Water Quantity Water Quality Workforce 23

25 Key 2018 Investments Strategic Framework Sustainability Sustainability considerations impact many other investments the City makes. For this reason, many investments that contribute to sustainability are identified in other sections of the strategic framework, specifically Customer Service, Public Safety, and especially in Transportation/Mobility investments. The following list include a number of examples of sustainability investments that are not identified in other sections. $3.6 million for expanded trash and recycling services including recycling services in city parks -- to help Denver achieve its 2020 trash-diversion goals. (Public Works) $1 million to expand recycling in Denver parks. (Parks and Recreation and Public Works) $628,000 in additional funds for increase subsidization of the EcoPass program for City employees to encourage increased usage of public transit rather than the use of personal vehicles to travel to and from work. (Department of Finance transfers) $107,000 for additional air quality monitoring projects to ensure additional large construction projects in the area do not contribute to air quality degradation. (Public Health and Environment) $107,000 for an additional position to work with commercial building owners to benchmark and monitor their energy use to the City, in accordance with City ordinance. (Public Health and Environment) $92,000 for additional water quality monitoring in key waterways to monitor the effectiveness of infrastructure designed to mitigate water pollution. (Public Health and Environment) 24

26 Strategic Framework Customer Experience Overview The Customer Experience Program focuses on improving the digital experience, 311 integration with city services, and customer service skills. Key Strategies Customer Experience will improve the customer experience through by: Improving the digital experience While some transactions and customer requests require face-to-face interactions, many types are better served through other channels. Two key initiatives aim to provide customers with better ways to get their business done or their questions answered. Ultimately, this will provide better service for those who choose the alternative channels as well as those who experience shorter wait times as a result. o Pocketgov.com Launched in January 2015, this personalized application is on track to reach 50,000 active user profiles by the end of 2017 and over 10,000 drivers renew their license plates through pocketgov each month. The native app version will be launched in late 2017, and will enable custom push notifications on topics of personal interest, such as emergency messaging. o Denvergov.org The City s website is the source of all information, particularly that which is not personalized to the user. For example, facility hours of operation, job postings, and inmate lookup remain popular features every year. Integrating 311 operations to improve the quality of customer service In 2017, Denver began measuring Net Promoter Score across all 311 transactions, providing key customer feedback on all types of customer transactions. These metrics enable Denver to focus its improvement efforts in areas such a first call resolution and case closure rate, by department, and in areas that customers tell us matter. Outcome Measures Citizen attitudes about Denver s customer service and public information are determined through an annual Citizen Survey conducted by the National Research Center, Inc. The measure is the percentage of respondents who rated their interaction with our City staff or the City as good or excellent. The survey is conducted in the fourth quarter of each year. 25