5.
Alliances
Mile High Connects
City
Denver
Year Founded
2011
Steering Committee is broad partnership of 29 organizations from the private, public, philanthropic, and nonprofit sectors including health foundations, housing agencies, banks, community investment foundations, councils, real estate non-profits, enterprise non-profit. hospitals, universities, local government agencies
Type of Collaborators
Affordable Housing Middle Skilled Jobs Transit Equity Education Equity Health
Issue Area
Since 2004, a $7.8 billion public investment in Denver’s regional transportation system has created 122 miles of new rail and 18 miles of bus rapid transit, which has been accompanied by aggressive development around the new stations. At the same time, measures to reach ambitious climate goals are being put in place, influencing planning decisions that will reshape land use, transportation, and growth patterns in Denver for decades to come. Colorado has demonstrated the critical role that cross-sector collaborative can play in advancing real change not only in the policy arena, but also in shaping the public narrative around transit and affordable housing. The public transit agency, Regional Transportation District (RTD) is often held up as a national leader with its joint development program and active public-private partnership efforts including projects such as the redeveloped Union Station. a. Preserving existing affordable housing and community facilities near transit through 1. advancing policies, 2. enhancing efficiency in community practice, 3. establishing a partnership of state and local housing agencies b. Developing new affordable housing and community-serving commercial facilities near transit through 1. ensuring neighborhood residents and other stakeholders have a voice in planning for development, policies, resources c. Strengthen renter protections through 1. improving local policies and practices, 2. securing equal access to housing units, 3. ensuring habitable living conditions, 4. developing protections in eviction processes Ic. increase and align financial resources for development near transit through 1. working with government agencies, developers, impact investors, partners to mobilize and develop new opportunities for community investments d. Connect residents and businesses to opportunities through anchor institutions through 1. gaining partnerships with hospitals, universities, municipal governments, and cultural institutions, 2. engaging these local anchor institutions in broader conversation around their role in communities economic development within prioritized geographic areas, 3. establish cohorts of anchor institutions going through their program e. Connect residents to middle skilled jobs through 1. establishing partnerships for training youth and adults for middle skilled construction work at TOD sites across the country, 2. producing evaluations of community workforce development programs at TOD sites and analyzing their effectiveness f. Connect residents to inclusive economic opportunities through 1. participating on Community Wealth Building Network design team (a group charged with developing the vision for the first phase of work and the Urban Cooperative Center Advisory Council, 2. investing in the exploration of cooperative development in specific low-income geographic areas g. Incentives for neighborhood businesses through 1. working with community partners to develop financial tools for local businesses near transit, 2. engaging local residents in conversations to ensure the right services are located within their community, 3. developing a pipeline of tenants to help developers meet the commercial and retail expressed needs from the community Metro Denver region transit system
Political Opportunity
Geographic Scope
Organizational Function
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TRANSFORMATION ALLIANCE STRATEGIC ARTICULATION MAP & FUND DEVELOPMENT PLAN REPORT
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