CITY AND COUNTY OF DENVER RECOVERY PLAN

STATE AND LOCAL FISCAL RECOVERY FUNDS 2021 REPORT
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CONTENTS

Executive Summary................................................................................................................................... 2

Community Engagement........................................................................................................................... 5

Promoting equitable outcomes.............................................................................................................. 17

Use of Funds............................................................................................................................................ 21

Labor Practices........................................................................................................................................ 27

Use of Evidence....................................................................................................................................... 28

Table of Expenses by Expenditure Category.......................................................................................... 29

Project Inventory.................................................................................................................................... 32

Additional Projects.................................................................................................................................. 34
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EXECUTIVE SUMMARY 

The first line of a poem is inscribed in the atrium of Denver’s municipal 

office building: “You didn’t know you came to make a city.” The poem, 

Elegant Dust, describes Denver’s early settlers in the 1850s and their 

struggles to build the city.

n 2020, those words took on new meaning as 

the world navigated perilous terrain imposed by 

the COVID-19 pandemic. Seemingly overnight, the 

city was shuttered. Roads, businesses, and buses 

emptied. That poem spoke out to a vacant building 

as city offices closed. Grocery store shelves grew 

bare and job prospects grew bleak. 

After more than 160 years of building the Mile High 

City, its government and residents were charged 

with pioneering once again, this time to remake 

Denver after it was turned upside down by a 

pandemic and subsequent economic collapse. By 

utilizing emergency and federal assistance in 

2020, Denver prioritized the health and safety of 

its people, directing resources to public health, 

food assistance, economic recovery, and serving 

vulnerable residents through shelter, housing and 

individual support. These early efforts carried the 

City through 2020, but Denver entered 2021 with 

a commitment to do more than endure. 

As transmission rates decreased and vaccinations 

increased, the City put more focus toward the 

social and economic challenges laid bare by the 

pandemic. Disparities in health and economic 

security were not a symptom of COVID-19, but 

rather ailments borne amid decades of systemic 

racism and inflamed by the pandemic. To build 

back Denver’s social and economic infrastructure 

would not be enough. The City committed to 

embrace the rare opportunities created by the 

pandemic to rebuild those structures in more 

equitable and sustainable ways.

In May 2021, President Biden’s American Rescue 

Plan Act (ARPA) allocated the City and County of 

Denver $308 million as part of the Coronavirus 

State and Local Fiscal Recovery Funds. 

With the financial backing of the federal 

government, and the shared vision for equitable 

outcomes, the City advanced its recovery plan, 

RISE Denver: Rebuilding an Inclusive and 

Sustainable Economy. 

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ARPA Funding Plan

Denver’s $308 million allocation would be deployed by the federal government in two equal tranches. The 

City received its first half, totaling $154 million, in July 2021. The second half will be distributed in 2022, 

and Denver, like all local governments receiving funds, must expend the money by the end of 2024. To 

adhere to all U.S. Treasury guidelines, and to best leverage the APRA funds as fuel for Denver’s social and 

economic recovery, the City developed a phased ARPA plan structured around two funding rounds with 

distinct yet interdependent goals:

ROUND 1:

 Eligibility Category: Public sector revenue 

replacement eligibility category 6

 Outcome goal: Ensure responsive City 

services to be more accessible to the public 

and better meet the evolving needs of the 

community, particularly historically 

marginalized communities.

 Progress to date: Denver City Council 

approved the Round 1 funding package on 

July 19, 2021.

 Intended use of funds: Increase staff capacity 

and agency budgets most impacted by the 

pandemic and most crucial to supporting 

recovery efforts, especially in historically 

marginalized communities. Funds will support 

responsive City services in two primary ways:

o Restore City workforce by eliminating 

employee furloughs and rehiring to fill

vacant positions

o Address workloads by replenishing agency 

budgets cut due to revenue loss or in need 

of additional resources due to increased 

demands from the pandemic 

ROUND 2:

 Eligibility Category: Support negative 

economic impacts eligibility category 2

 Outcome goal: Support an equitable and 

sustainable recovery for communities and 

businesses hit the hardest by the pandemic.

 Progress to date: Round 2 funding decisions 

will be determined collaboratively between the 

community and government following a robust 

public outreach process that began on May 

19, 2021.

 Intended use of funds: Support programming 

to rebuild social and economic structures so 

all residents, particularly historically 

marginalized communities, have access to 

stability and prosperity. 

Denver’s ARPA funds do not exist in a silo, rather they are a critical component to the City’s comprehensive, 

multi-year financial strategy to leverage both federal and local funds for recovery. In addition to receiving the 

ARPA allocation in spring 2021, Denver also accelerated deployment of its existing bond funds for 

infrastructure and proposed a new $450 million general obligation (GO) bond program for citywide 

infrastructure improvements as an economic stimulant for local businesses. With a great influx of stimulus 

funds coming into the city, Denver was intentional about its funding sequence. Providing the time and space 

for in-depth community conversations was as important as regaining staff and budget capacity so the city 

would be primed to implement stimulus recovery programming that is responsive to community needs. A 

multi-round approach best accommodated both needs. 
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Denver advanced a $46.2 million Round 1 ARPA funding package on June 22, 2021 with a presentation to 

Denver City Council. Denver City Council approved the package on July 19, 2021, and agencies advanced 

their planning for additional staff and budget capacity. With Round 1 approved, the City now has ample time 

to address current backlogs and complete hiring and onboarding processes before community and business 

recovery programming is funded through Round 2. Although the continuity and expansion of City services are 

critical to Denver’s overarching recovery mission, the City was intentional about limiting Round 1 funding to 

30 percent of the total $308 million allocation in the public sector revenue replacement Eligibility Category 6

to preserve as much capacity as possible so future rounds can remediate negative economic impacts aid in 

direct community and business recovery. The first of these efforts will be funded through Round 2, which 

began in May 2021 with a robust community outreach process. Now in the final stages of the public process, 

Round 2 allocations will be presented to the Denver City Council for discussion and review in the coming 

months. 

Looking Ahead

Denver is in the early stages of executing its comprehensive 

recovery plan, but signs of progress are visible. Once-empty buses 

now carry passengers wearing face masks. Once-empty businesses 

now serve customers on outdoor patios with cleaning stations at the 

ready. The once-empty municipal building now hosts hundreds of 

City employees each day, passing through the atrium beneath the 

poem Elegant Dust. 

A dusty road is not often considered elegant, but the poet 

knew dust signifies movement, progress, and a drive for 

better. Today, Denver embraces that same drive. Society 

was stunned by the unprecedented circumstances of 

2020, but Denver chose not to dwell in the unknown and 

rather drive toward opportunity. The City emerged from 

the unprecedented and, through strategic focus on 

engaging and supporting those most impacted by this 

pandemic, is now ready to start anew. With a commitment 

to equity and sustainability, and with the support of the 

federal government, Denver will rebuild and rise once more. 
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COMMUNITY ENGAGEMENT

It takes more than hammers and steel to make a city.

Deconstructing systemic racism and rebuilding equitable social 

and economic infrastructure means first employing a different 

tool: listening. For too long, communities of color were distanced 

from civic processes or left out of conversations altogether. When 

developing the recovery plan, Denver committed to keeping 

historically marginalized communities at the forefront. This 

commitment led to the sequenced approach to ARPA funding and 

triggered the community outreach campaign, RISE Together 

Denver. The campaign took a comprehensive approach to 

Denver’s recovery and solicited input on the $308 million ARPA allocation as well as the $450 million GO

bond infrastructure program that will be proposed to Denver voters in fall 2021. The Department of Finance 

(DOF) aimed to educate residents on and engage them in the economic recovery process, with particular 

focus placed on reaching historically underserved communities. 

Concepts like budgeting and funding strategy are often so shrouded in complexity, the people who might 

most benefit from those decisions find it difficult to understand, let alone participate in such conversations.

RISE Together Denver sought to pull back the curtain and not only invite residents into the process but bring 

the process to them. The outreach process was designed to be as accessible to the public as possible and 

executed in a way that focused on those hit the hardest by the pandemic and with the highest barriers to 

typical public input processes. Three general recovery areas were identified: community recovery, business 

recovery, and infrastructure investment. These general recovery areas served as more accessible entry 

points into complex discussions. 

Prior Input Assessment 

To inform the outreach process, the DOF reviewed all 

relevant input that had been submitted by community 

members and City Council officials between 2017 and 

2020. In 2017, DOF hosted five public meetings across 

the city to solicit community input on capital improvement 

projects. At the time, the City was preparing for a GO 

bond, and it received 4,000 comments and project ideas 

from the public. The DOF went to the public again in 2019 

and received an additional 1,000 comments relating to 

capital projects. This information informed the Six-Year 

Capital Improvement Plan and generated a list of more 

than 200 specific infrastructure projects across a variety of asset categories, including: 

 Transportation systems

 Community and cultural facilities

 Spaces to serve people experiencing homelessness and to promote public health

 Projects addressing climate change and supporting the environment

 Parks and recreation systems
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The City had also previously received input on community and business recovery areas. In 2020, Denver 

Human Services (DHS) acted swiftly to connect with the community and gather baseline information about 

its most pressing needs. DHS hosted 13 conversations around four topic areas: growth and development, 

food security, financial worries and opportunities, and caring for yourself and your family. These 

conversations took place over Zoom and were focused in five historically underserved neighborhoods. The 

feedback was analyzed using thematic synthesis methodology and identified nine themes:

Communication and collaboration 

between residents and the 

government 

Housing costs

Economic resiliency 

Cultural, racial, and linguistic 

equity

The digital divide

Distrust and fear of the 

government 

Transportation

Missing or desired resources 

including food access, childcare, 

mental health resources, etc. 

Improved services at DHS

The City had also previously received input on business recovery. In 2020, the mayor launched the Economic 

Relief and Recovery Council (ERRC), which consisted of over 100 business and community leaders across 

the city and across industry sectors. The ERRC worked collaboratively to identify the areas of greatest need 

for business, and particularly for small business enterprises, and minority/women business enterprises. The 

City and the ERRC identified five key interest areas and associated strategies:

1. Bringing back and enhancing lost jobs and creating new jobs

2. Strengthening small-business and nonprofit growth and resiliency 

3. Revitalizing neighborhoods through targeting community support and placemaking

4. Making it easier to do business with the City 

5. Accelerating public investment 

Image of Denver's Coronavirus Relief Funds dashboard 

showing how the funds were used to support Denver's 

emergency response. The image shows a bar graph and an 

arched graph of funding allocations. Full dashboard: 

https://denvergov.org/Government/COVID-19-

Information/Public-Orders-Response/ResponsePlans/Finance

Finally, the City worked with the Denver City Council to 

allocate $126 million through the CARES Act’s Coronavirus 

Relief Fund (CRF) for emergency response. City government 

engaged the Denver City Council through a series of 

briefings and televised presentations to council committees 

to solicit feedback on the proposed phased spending and 

determine a plan to meet communities’ most urgent needs. 

Over the course of the year, the DOF presented to City 

Council committees on six different occasions, and six key 

investment areas were identified, including public health, 

food assistance, the continuity of City services, economic 

recovery, sheltering and housing support, and individual 

support to the most vulnerable residents.

Figure 1.: Images of Denver’s CRF dashboard
In addition to briefings with the City Council, the DOF was intentional about being as transparent and 

communicative with the public as possible. The DOF issued five news releases detailing its funding plans. 

DOF also launched an interactive dashboard to track how the money was spent and the communities served 

through those funds. The transparent and accurate use of Denver’s CRF funds was later identified as a best 

practice by the city’s independently elected Auditor. 

Process and Content Development

Informed by this prior input from the community and 

businesses, the City developed and designed an inclusive 

engagement process to safely and accurately capture the 

community’s input on how to rebuild Denver’s social and 

economic framework in a more equitable way. The outreach 

plan centered around key questions informed by the earlier 

processes and sought to reach and elevate the perspectives 

of those who have historically been the furthest removed 

from civic discussions and decision-making to provide them 

access to discourse and social power. To ensure equitable 

outreach, the survey design incorporated Denver’s 

awareness that a survey topic is just as important as how 

the question is written, as is the medium through which the 

discussion occurs. DOF worked to seek review of survey 

content and design from equity experts both within city 

agencies, the city at the Mayor’s Office of Social Equity and 

Innovation (OSEI) as well contracted external experts to 

review and edit survey content, provide best-practice 

recommendations for inclusive marketing techniques, and 

advise on language access and the intended platforms to 

host engagement sessions.

Figure 2: Image of the RiseTogetherDenver.org 

website homepage livestreaming a telephone 

townhall on June 6, 2021
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The collaboration resulted in RISE Together Denver, a three-week 

campaign in May–June of 2021. Because of the public health 

environment at the time, the City prioritized a digital and distanced 

approach. However, to mitigate impacts imposed by the digital divide, 

the campaign embraced a two-pronged structure: a digital engagement 

website featuring survey questions, and four telephone townhalls 

featuring live polling and open comments. To foster a collaborative 

experience for residents, DOF aligned the telephone townhalls with the 

digital website as much as possible. Residents could access surveys 

between May 19 and June 9, 2021, and the four telephone townhalls 

took place within that window as well. The questions asked during 

townhalls were the same questions asked online, though residents were 

able to answer additional questions through the website. Despite the 

need for digital and distanced processes, this approach allowed 

residents to participate in the same conversations, and their feedback 

was reviewed collectively. 

The DOF leveraged a contract with the software platform Bang the Table to launch the digital engagement 

website www.RiseTogetherDenver.org. The site includes a homepage and pages for community recovery, 

business recovery, and infrastructure. The site is fully translatable, with unique welcome messages in 

English, Spanish, Vietnamese, and Amharic. These languages were selected after consultation with the City’s 

language access coordinator, who prioritized them based on the percentages of community members with 

limited English proficiency within each population in Denver. 

Using information gathered through community outreach between 2017 and 2020 as a foundation, and with 

guidance from The People Lab, the City finalized a list of 19 topics for residents to provide input on. 

Community recovery topics:

 Housing and support for 

people experiencing 

homelessness

 Transportation access

 Food access

 Education

 Childcare

 Health care access

 Mental health access

 Digital access

 Direct cash assistance 

Business recovery topics:

 Jobseeker and workforce 

support

 Local business support 

 Community and 

neighborhood support

 Government regulations for 

Denver businesses 

 Accelerated public 

investment 

Infrastructure topics:

 Safe and accessible 

transportation systems

 Community and cultural 

buildings 

 Spaces to serve people 

experiencing homelessness 

and to promote public health

 Projects addressing climate 

change and supporting the 

environment 

 Enhanced parks and 

recreation systems

Across the three recovery categories, the city posed 32 questions to residents. The campaign featured 

multiple-choice questions, open-answer options, and forum posts to encourage dialogue among residents. 

Knowing that it was important to carve out spaces where residents felt comfortable openly sharing their 

thoughts and conversing with their neighborhoods, the campaign intentionally created such spaces, and it 
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structured questions in accessible and sensitive ways. Each recovery area included forum posts about equity 

and the need to prioritize historically underserved communities. 

The inclusion of forum discussions throughout all the recovery areas encouraged residents to voice their 

concerns and start honest dialogues about the hardships they faced during the previous year.

To reach people with digital access 

barriers, the campaign also hosted 

four telephone townhalls. These 

events were designed to reach 

historically underserved 

communities in three primary ways. 

Most obviously, the medium 

lowered barriers imposed by the 

digital divide to connect with those 

with limited to no internet access or 

a lack of comfort with internet 

technologies. But use of the 

medium also sought to reach 

residents who faced more 

systemic barriers to civic 

discussions. A certain degree of 

literacy is required for written 

surveys, but the format of the telephone townhalls allowed residents to hear conversations and follow verbal 

instructions for live polling. Finally, those facing the greatest financial and social pressures, and those 

historically disenfranchised from civic processes, often have the least capacity to seek out participation 

opportunities. The telephone townhalls brought the conversation to residents, meeting them where they are.

Although the telephone townhalls were open to all residents, each event dialed out to 20,000 residents and 

sent text messages to 10,000 residents, for a total of 120,000 direct contacts across all four townhalls. All 

phone and text outreach went to residents listed within 10 neighborhoods identified as the most vulnerable 

to displacement, known in Denver as NEST [Neighborhood Equity & Stabilization] neighborhoods. NEST 

Community

Recovery

Business

Recovery

Infrastructure

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4

5

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Forum Discussions

Survey Questions

Figure 3: Chart displaying the distribution of content on the www.RiseTogetherDenver.org website

Figure 4: Image of the translated postcard mailed to 25,000 residents in 

historically marginalized neighborhoods
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neighborhoods are located in historically underserved areas and are undergoing large-scale development, 

placing residents at higher risk for involuntary displacement. NEST neighborhoods commonly have the 

highest poverty rates, the lowest educational attainment levels, and the least amount of access to food and 

healthcare. The telephone townhalls were marketed to these 10 neighborhoods as well, with 25,000 

translated postcards mailed to residents and a paid social media campaign geofenced in these 

neighborhoods. All four telephone townhalls were simulcast in English, Spanish, Vietnamese, and Amharic, 

and were held both on weekdays and on weekends, in the morning and in the evening hours to 

accommodate the working schedules of all Denver residents. 

Telephone townhalls brought civic conversations and decision-making processes into people’s homes and 

lives, allowing them an active role while they made dinner, got ready for work, or cared for their children. 

Each townhall featured a panel of City leadership, including the mayor, the Denver City Council president, the 

chief financial officer, and other topical experts from the city’s human services, transportation, economic 

development, and parks and recreation departments. Residents were polled on nine questions and had the 

opportunity to speak to the panelists and share open comments live. 

Turnout and Results 

Between May 19 and June 9, 2021, more than 6,200 residents participated in the campaign, and 9,800 

survey responses and comments were received. The racial and demographic makeup of participants was a 

near match to the demographic makeup of the city, with 43 percent of respondents identifying as Black, 

Indigenous or people of color (BIPOC). Additionally, 31 percent of respondents said they were either 

somewhat worried or very worried about affording next month’s expenses. The city saw the highest levels of 

participation from the 10 target neighborhoods identified as most vulnerable to displacement.

RISE Together Denver Resident Participation by Vulnerable “NEST” Neighborhood

Neighborhood Participants Participation Percentile

Westwood and Valverde (ZIP code 80219) 607 residents 100th percentile 

East Colfax (ZIP code 80220) 526 residents 99th percentile 

Northeast Parkhill (ZIP code 80207) 517 residents 97th percentile 

West Colfax, Villa Park, Sun Valley (ZIP code 80204) 397 residents 94th percentile 

Montbello (ZIP code 80239) 381 residents 92nd percentile 

Globeville, Elyria Swansea (ZIP code 80216) 88 residents 72nd percentile
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The City received feedback on all 32 questions asked online. Of the 32 online survey questions, nine were

deemed most important by City agencies, OSEI, and the People Lab, and were selected as the telephone 

townhall live polling questions. 

Community Recovery Survey Questions:

Figure 5: Map of the Denver metropolitan area shaded to reflect 

participation by zip code, with higher participation shaded darker. 

The red outlined “inverted L” represents Denver’s vulnerable 

neighborhoods. The map shows that historically marginalized 

neighborhoods saw the highest participation rates by zip code. 
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Business Recovery Survey Questions:
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Infrastructure Survey Questions:
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While the City received the most feedback on these nine questions, all the survey questions and responses 

were published for the public through an interactive dashboard on the www.RiseTogetherDenver website.

Two particular themes were prominent in multiple surveys: 

 Housing support and affordable housing was 

identified as a top priority within both the 

community recovery survey and the business 

recovery survey, and it ranked third in the 

infrastructure survey.

 Job training and career development 

opportunities was identified as a top priority in 

both the business survey and the 

infrastructure survey.

All open-ended comments received online and 

over the phone were analyzed as well. The 

community conversation centered on themes 

such as health, housing, mental health, and 

access to job opportunities. Within each recovery 

area, other topics emerged, including access to 

food and food benefit programs, low wages, and 

the importance of community spaces. 

Figure 6: Image of public input dashboard published on www.RiseTogetherDenver.org

displaying the turnout and results from the three-week outreach campaign 

Figure 7: Image in the shape of the City and County 

of Denver displaying aggregated comments 

received from the public across all recovery areas
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Community Stakeholder Committee Process

The input received from the public during the RISE Together Denver campaign outlines the needs of 

community members, particularly those in more vulnerable neighborhoods. As a final step in the community 

outreach phase, the DOF convened a series of meetings with two community advisory committees to review 

specific funding proposals before starting the legislative process.

Members were appointed to the committees and represent a variety of backgrounds and experiences, with 

more than 60 percent of members across the three committees identifying as BIPOC and representation 

from other traditionally marginalized communities, including people living with disabilities. The DOF 

presented all community feedback to each committee to inform their advisory roles. The committees meet 

regularly to discuss funding strategies and advance specific funding allocation recommendations to the 

mayor and the Denver City Council. 

The Bond Executive Committee (BEC):

A body of 10 experts within the field of infrastructure and capital construction. This body evaluates, 

balances, and advises the City on a package of GO bond projects. 

 Committee Chair Mowa Haile – President, Sky Blue Builders

 Committee Co-Chair Josh Laipply – Mayor Michael B. Hancock’s Chief Projects Officer

 Councilwoman Stacie Gilmore – City Council President

 Councilwoman Jamie Torres – City Council President Pro Tem

 John Desmond – President, Revitalizing Cities, LLC

 Chris Martinez – Former Executive Director of Hispanic Contractors of Colorado

 Erin Porteous – CEO, Boys & Girls Clubs of Metro Denver

 Elaine Torres – Community Affairs Director, CBS4

 Paul Washington – Executive Vice President, IMA Financial Group, Inc. 

 Committee Staff Lead Laura Perry – Capital Planning and Real Estate Director

Figure 8: From left: Public comments received from community recovery surveying; public comments received from 

business recovery surveying; public comments received from infrastructure surveying

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The Stimulus Investment Advisory Committee (SIAC): 

A 13-member group of diverse community, nonprofit, and business representatives. This body advises the 

City on ARPA allocations relating to community and business investments.

 Councilwoman Stacie Gilmore – City Council President

 Elbra Wedgeworth – Former City Council President, former Denver Health and Hospital Authority 

executive 

 Lindy Eichenbaum Lent – Rose Community Foundation President and CEO

 Stewart Tucker Lundy – Disability Law Colorado Board Member, 16th Street Mall Champions Member, 

CEO Stewart Tucker Lundy & Associates

 Lori Davis – Economic Relief and Recovery Council Chair, Grant Thornton Managing Partner

 Albus Brooks – Long Term Recovery and Resiliency Committee Co-Chair, Millender White Vice President, 

Former City Council President

 Dewey Jackson – Denver Area Labor Federation AFL-CIO President

 Tony Lemus – El Centro Program Director

 Janice Sinden – Denver Performing Arts Center President and CEO

 Christine Benero – Mile High United Way President and CEO

 Susan Powers – Urban Ventures President; Denver Health Foundation Board Member

 Glenn Harper – Sun Valley Kitchen and Community Center Owner

 Monica Martinez – The FAX Partnership Executive Director

Stimulus Investment Advisory Partner Sub-Committee: 

Local leaders from eight partner organizations, many of which also received federal funding, such as Denver 

Public Schools, RTD, Denver Housing Authority, and more. This body collaborates and shares investment 

plans to create a coordinated, regional federal funding approach. 

 Dr. Robin Wittenstein – Denver Health and Hospital Authority CEO

 David Nisivoccia – Denver Housing Authority Executive Director

 Chuck Carpenter – Denver Public Schools Chief Financial Officer

 Angela Bricmont – Denver Water Chief Financial Officer

 Doug McLeod - Regional Transportation District (RTD) Chief Financial Officer

 Deborah Jordy – SCFD (Scientific Cultural and Facilities District) Executive Director

 Patrick Meyers and Hana Sayeed - State of Colorado Office of Economic Development and Information 

Technology

 Richard Scharf - Visit Denver President and CEO

Currently, the Stimulus Investment Advisory Committee is in the final stages of reviewing the Round 2

allocations of community and business funds, and a package will soon enter the legislative process to move 

toward City Council approval. 

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PROMOTING EQUITABLE OUTCOMES

Equity has long been a goal in Denver, and the mayor launched the Office of Social Equity and Innovation 

(OSEI) in 2019 and officially established the office in 2020 through Executive Order 146. OSEI aims to 

increase systems, policies, and practices that sustain social equity, race, and social justice. The office 

oversees the citywide effort to eliminate social inequity and racial and social injustices by evaluating 

institutional and structural government systems, policies, and practices to dismantle racism. Through its 

work, OSEI combats not only interpersonal racism, but structural racism entrenched in established 

institutions and institutional racism built into laws and practices that systemically result in inequality and 

negative outcomes for certain racial groups. 

OSEI established four Citywide equity goals:

1. Denver will be an inclusive employer where City 

staff is valued, supported, and given the tools 

to advance social equity, race, and social 

justice.

2. Denver will be an inclusive City that integrates 

social equity, race, and social justice into 

policies, practices, programs, and budgetary 

decisions to create equitable outcomes.

3. Denver will be an inclusive government that 

effectively engages the community to create 

equitable outcomes. 

4. Denver will use nationally recognized research 

and data-driven practices to support the City’s 

progress toward social equity, race, and social 

justice.

In addition to the four Citywide equity goals, 

OSEI flagged focus areas most relevant to 

Denver’s equity mission:

 Housing and Transportation

 Youth and Education

 Criminal Justice

 Business Opportunities for small- and minorityowned businesses and disadvantaged 

businesses 

 Development and Sustainability

 Arts and Culture

With the Citywide equity goals and focus areas in mind, OSEI works closely with DOF to build out specific 

equitable outcomes for both rounds of Denver’s ARPA spending plan. 

Equitable Goals and Intended Outcomes:

To achieve its goal for an equitable and sustainable recovery, Denver first identified how to use the term 

equity. Equity means the fair treatment, access, opportunity, and advancement for all people, while at the 

same time identifying and eliminating structural barriers and systemic racism that have created inequity for 

communities of color, First Nations people, and historically marginalized groups. Improving equity involves 

increasing justice and fairness within the protocols, processes, practices, and policies of institutions or 

systems, as well as in their distribution of resources. 

Equity is closely tied to actions and results to address historical disparities. Ultimately, equity occurs when 

race can no longer be used to predict life outcomes, and outcomes for all groups are improved.
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Based on this definition of equity, DOF worked with city agencies and OSEI to outline key priority groups for 

ARPA funding allocations. In disaggregating outcomes, the City intends that demographic factors and 

neighborhood should not determine life outcomes or access to services. These categories include 

intersectional identities such as race/ethnicity, gender identity, disability, age, sexuality, immigrant identity, 

and others who have been historically marginalized from benefits, services, investments, and resources.

After analyzing ARAP eligibility requirements, and cross walking those requirements with the themes 

prioritized through the RISE Together Denver public outreach process, the City identified a variety of

populations that may benefit from Denver’s ARPA allocations, either through Round 1 or Round 2

 BIPOC households and communities

 Small businesses impacted by COVID-19, 

including minority/women owned businesses

 NEST neighborhoods

 Youth and children

 People with behavioral health, mental health, 

and substance abuse conditions in 

underserved communities

 People with disabilities

 People with limited English proficiency

 Households with digital access barriers

 Low- to moderate-income individuals and 

households

 Low-food-access neighborhoods or 

populations

 People experiencing homelessness

 Furloughed employees

Equitable Access and Distribution:

To serve the needs of those most impacted by the 

pandemic, the City employed an existing and proven 

framework to evaluate ARPA funding proposals through an 

equity lens. 

Since its creation, OSEI has been embedded in the annual 

Citywide budget process and developed a Budget Equity 

Framework. This framework is intended to operationalize 

identifying and developing budget requests that support 

historically marginalized communities, or mitigating 

impacts of budget decisions that may negatively impact 

these communities. For each budget proposal, agencies 

must consider:

 How does the budget request or adjustment 

directly benefit or impact one or more of the 

following? Older adults, people with disabilities, 

or BIPOC communities and individuals 

historically marginalized by systems

 Identify the neighborhood(s) or city employees 

most impacted by the request

 What could be the unintended consequences to 

the budgetary adjustment?

 How will the agency/department mitigate harm 

and address any concerns due to the budgetary 

adjustment?
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This framework was applied in 2020 when the City had to implement budget reductions. In 2021, the 

framework was provided to the community advisory committees guiding Denver’s stimulus funding plans. 

Both the SIAC and the BEC were briefed on the framework to ensure that considerations for equity were 

taken into account with al funding decisions. 

The budget framework is coupled with a data-driven 

approach to ensure that funds are distributed to 

communities and neighborhoods in most need of resources 

and support. Many City agencies have equity frameworks or 

tools to guide programming and budget decisions. For 

example, the Department of Public Health & Environment 

(DDPHE) uses a Neighborhood Equity Index to identify where 

the greatest health disparities exist in Denver. Considering 

health outcomes based on these factors helps DDPHE 

address health disparities and social determinants of 

health. Denver Economic Development & Opportunity 

(DEDO) directs much of its resources to businesses and 

households in NEST neighborhoods to support antidisplacement efforts. Similarly, the Office of Children’s Affairs uses a Child Well-Being Index to devote 

support to neighborhoods with a high percentage of youth of color, high child-poverty rates, and high 

percentages of chronically absent students, as well as other factors. 

Finally, to identify and understand the potential impacts of ARPA funding, OSEI continues to work with 

agencies across the city to develop discuss measurable outputs, outcomes, and impacts, both short-term 

and long-term through agency equity action plans. 

Awareness 

Confronting and tackling equity issues requires an understanding of the root causes of disparities within 

society and listening to those most impacted by inequity. Relationship building is instrumental to the larger 

rebuilding goals in Denver, which is why Round 2, to fund community and business support, started with a 

robust community outreach process. The City heard directly from residents and learned about the most 

pressing needs of the community. Vulnerable NEST neighborhoods had the highest concentrations of 

participation over the three-week outreach campaign.

RISE Together Denver did not end on June 9, 2021, when surveys closed. 

Rather, the initial three-week survey collection period serves as the first step to 

open better and lasting channels of communication and dialogue between the 

City and its historically marginalized residents. The website pivoted after 

surveys closed to host information about the next steps in the economic 

recovery process. To be as transparent as possible, a dashboard with all 

community feedback was published to the site, along with recordings of all 

four telephone townhalls. DOF will publish details and information about 

Round 2 funding proposals when they are advanced to the Denver City Council. 

19
20

When support resources are approved and become available, the same communication channels will be 

employed to message opportunities to the public. The City gained the ear of more than 6,200 residents 

through RISE Together Denver, and there is an opportunity to strengthen those relationships by being 

responsive and accountable to the needs they raised. Denver will communicate funding decisions to 

residents who participated in the outreach campaign and also cultivate new connections by empowering 

residents to tap into their networks and distribute information. 

Trust building is a long process, and Denver knows that communities may be uncertain of their government. 

The various community stakeholder committees established during the public process will serve as trusted 

intermediaries to distribute information to vulnerable and historically marginalized populations. Nearly 30 

diverse community members sit on either the Stimulus Investment Advisory Committee, the Partner SubCommittee, or the Bond Executive Committee. These residents are known and recognized as leaders in their 

communities, and more than 60 percent of these individuals identified as BIPOC. These local leaders have 

far greater reach into their communities and DOF will provide content and support so they can distribute 

information about available resources to their networks. 

In addition to building on the positive momentum from 

RISE Together Denver, the City will leverage all relevant 

communication channels to spread information about 

support programs. This includes newsletter or e-blast 

communications from the Mayor’s Office, Denver City 

Council, and City agencies such as Denver Human 

Services, Denver Economic Development & Opportunity, 

the Office of Children’s Affairs, Human Rights & 

Community Partnerships, and more. Other tactics such 

as geofenced social media campaigns, flyers at public 

buildings like Denver Public Libraries, media releases, 

and community events can also be leveraged.
21

USE OF FUNDS

ARPA Funding Strategy:

Denver’s ARPA funds are being delivered in two equal installments, with the first $154 million received in 

July 2021. Denver took a sequenced approach to its ARPA funds, with Round 1 aimed at rebuilding City 

capacity, and Round 2 intends to fund efforts for community and business recovery. The City will continue to 

evaluate the needs of the community for future rounds and decisions will build upon the City’s experience of 

distribution of previous rounds.

ROUND 1: Responsive City Services

The first phase of Denver’s ARPA funds will dedicate $46.2 million to restore portions of budgets that were 

reduced amid decreased revenues as a result of the pandemic. In April 2020, the City initiated a mid-year 

budget reduction process in response to the dire economic conditions from the pandemic. The Mayor’s 

Office and the DOF partnered with OSEI to ensure that reductions would have as few negative impacts as 

possible on historically marginalized communities. The City requested 7.5 percent budget reduction 

proposals from each agency, and those proposals were processed through OSEI’s Budget Equity Framework 

to mitigate negative impacts to key populations, including BIPOC communities, people with disabilities, older 

adults, and children. Each savings proposal was evaluated based upon its impact and feasibility. Not all 

proposals were implemented. In fact, as a result of this process, certain agencies, such as the Office of 

Housing Stability and the Office of Children’s Affairs, were identified as critical to serving vulnerable 

communities and experienced few if any reductions. In some cases, these critical agencies were allocated 

more funds. 

Although the reduction process was rooted in the Budget Equity Framework, leaner budgets posed hardships 

both to agencies and to the residents most dependent on City services. Denver’s spending of its Round 1 

ARPA funding was used to most immediately address those hardships and includes two categories: 

Category 1: Restoring City workforce

Through the first round, Denver will invest $43.6 million to restore portions of City agency budgets to 

address staffing. Approximately 400 staff positions were held vacant as a cost-saving measure, and these 

funds will allow agencies to fill 271 positions. Additionally, staff were required to take between six and nine 

furlough days, depending on their annual pay, with closures of all city offices on four of those days. The 

furlough plan varied the unpaid days with equity in mind. With these funds, all furlough days were canceled. 

Key outcomes: Restoring the City’s workforce will provide residents more access to critical City services, and 

staff will have the capacity to better meet the evolving needs of the community. In the long term, these 

efforts will yield greater connections between residents and city staff and more positive relationships 

between the government and the public. 

Category 2: Addressing workloads

In addition to supporting staff positions and availability, the first round dedicates $2.4 million in 2021 to 

critical services that were impacted by the pandemic, either through backlogs during public-health-ordered 

closures or through increased need due to the virus. Through these funds, the City will be able to better 

serve a variety of residents, including: 

 Residents in the criminal justice system, by reducing backlogs within courtrooms
22

 Residents facing housing insecurity, by adding resources to address the threat of foreclosure and 

eviction

 Residents struggling to maintain or revitalize business opportunities, by investing in the patio expansion 

program, City permitting, and public health inspections 

In addition to supporting these services, funds will support general security and technology efforts to allow 

for safe and efficient hybrid Denver City Council meetings, a more seamless return to work process, and 

support for the management of federal funds. 

Key outcomes: By dedicating resources toward critical City services that have experienced drastic increases 

in staff workloads, the City will be more responsive to emerging needs and better prepared to serve 

residents most impacted by the pandemic, including those in the criminal justice system, those facing 

housing insecurity, and the business community. 

The City proposed Round 1 allocations to the Denver City Council on June 22, 2021, and the proposal was 

approved on July 19. 

Figure 9: Pie chart displaying Denver’s $46.2 million Round 1 funding allocations by City agency

Citywide Furlough 

Cancellations

Denver Parks and Recreation Denver Fire Dept.

Denver Police Dept. 

General Services

Technology Services

Dept. of Transportation & 

Infrastructure

Denver Public Library

District Attorney

Dept. of Finance 

Denver Sheriff Dept. 

Other agency budget restorations

ROUND 1 ALLOCATIONS BY CITY AGENCY
23

ROUND 2: Sustainable and Equitable Community and Business Recovery 

Round 2 of Denver’s ARPA allocation will address negative economic impacts from the pandemic, 

particularly among disproportionally affected communities (expenditure Category 2).

Prior to the pandemic, Denver was one of the nation’s most prosperous cities, with one of the lowest 

unemployment rates in the nation, 2.8 percent. By April of 2020, Denver’s unemployment peaked at 13.4 

percent and, almost immediately, it began to see devastation to industries such as hospitality, leisure, and 

construction, as well as to many small locally owned businesses. These sectors employ Denver’s lowestwage workers and a high percentage of people of color. Denver’s plan for using Round 2 of its ARPA 

allocation has a bold vision of not only meeting but surpassing pre-pandemic economic activity while 

ensuring the benefits of prosperity reach all communities, especially historically under-resourced and 

underserved residents, workers, and businesses. 

The disruptions to the economy did not affect everyone equally, and Denver’s commitment to equity means 

those hit the hardest must have the greatest influence in funding decisions. Round 2 funding allocations 

could only be made after a robust discussion with impacted communities (described above). 

The City initiated a public outreach process in May 2019, which was followed by a community advisory 

committee process and a collaborative City Council process. Denver plans to allocate Round 2 funding in fall 

2021. 

Broader Federal Funding Strategy 

Federal recovery funds are a vital component to the City’s financial response to the COVID-19 emergency. As 

the City experienced unprecedented declines in tax revenue and subsequent reductions in outlays for 

services and programs in both 2020 and 2021, these funds have helped Denver weather the worst impacts 

of the pandemic and provide favorable conditions for a robust recovery. The City’s fundamental approach is 

to prioritize community needs around life and safety and to direct those expenses to the most restrictive of 

funding sources, thereby maintaining funding capacity for broader impacts from the emergency, such as 

helping individuals, households, businesses, and nonprofit organizations recover from the economic fallout 

from the emergency. That is because some federal funding sources only reimburse for items that are closely 

tied to the preservation of life and safety, such as personal protective equipment (PPE) or emergency shelter 

expenses, while others are broader in scope and application. Keeping those latter sources open for a more 

flexible response – whether that be through small-business grant programs, childcare assistance, or the 

provision of transportation when residents are hesitant to use public buses and trains – is contingent on first 

maximizing the more restrictive categories of funding. This strategy is depicted in the figure below, which

demonstrates the order or progression from most to least restrictive funding source.
24

 

As the graphic indicates, Denver has adopted a strategy of using Federal Emergency Management Agency

(FEMA) public assistance funding first. This grant program continues to provide vital support for sheltering

people experiencing homelessness; the provision of personal protective equipment, emergency operations 

center expenses; community testing; vaccine administration; support to the local public safety net hospital 

system; and emergency needs at Denver International Airport. All of these uses fit squarely in the category of 

emergency expenses that preserve and protect lives, which is why FEMA funds were pursued from an early 

stage. 

However, not every community need is life and safety driven. Businesses and nonprofits have struggled to 

keep their doors open amid the economic fallout from the crisis; families have struggled to afford nutritious 

food; renters have fallen behind on their monthly payments, including those for utilities; and educational 

programming for Denver’s youth has been severely disrupted amid social distancing requirements. These 

are just a sample of community needs met with funding from the Coronavirus Relief Fund (CRF) program, 

which are detailed in the figure below. The City recognizes that the pandemic has impacted everyone in 

different ways, which is why Denver has prioritized using these funds on a diverse array of projects, each of 

which tackles pandemic-related issues from a different angle. To meet these diverse needs, Denver provided 

CRF funding through separate project allocations to 19 City agencies and departments. Because this funding 

source is timebound, with a program end date of December 31, 2021, Denver prioritized the deployment of 

these monies over funds from other emergency response grant programs, which often have longer 

implementation periods. 

Figure 10: Denver’s progression of federal funding deployment

Supports more 

targeted populations 

and programs, with 

less Citywide 

application

Existing & 

Supplementary 

Emergency 

Response Grants

Addresses the 

economic and 

societal fallout from 

the emergency; 

support directed to 

community groups 

as well as 

individuals

Coronavirus Relief 

Fund

Reimburses eligible 

expenses directly 

tied to the COVID-19 

public health 

emergency

Federal 

Emergency 

Management 

Agency
25

Figure 11: Non-exclusive sample of CRF disbursements

• Unallocated funds

• Coverage for some shelter operations until FEMA accepts of denies claims

• Interest earnings 

Reserve

• Installation of touchless fixtures and air ionization systems in public buildings

• Laptops and teleworking expenses

• Some categories of technical consultant services 

Citywide Operations

• Support to minority and womenowned businesses

• Personal grants to alleviate the 

economic impacts of COVID-19

• Additional emergency food 

distribution

• Support for people with 

disabilities

Community Phase #5/6

• Additional rent and utility 

assistance

• Small business grant support

• Support for restaurant and 

hotel workers

Community Phase #4

• Shelter space

• Rent and utility assistance

• Marketing of seasonal events to 

drive economic activity 

downtown

• Childcare

• Support for target populations 

(people with disabilities, First 

Nations, older adults, 

immigrants and refugees. 

Community Phase #3

• Additional small business and 

non-profit support

• Support for artists and cultural 

organizations

• Additional shelter space

• Additional food assistance

• Social equity and innovation 

support

• Assistance for individuals who 

do not qualify for other federal 

benefit programs

Community Phase #2

• Rent, utility, and mortgage 

assistance programs

• Food support for vulnerable 

and historically marginalized 

populations

• Grant programs for small 

businesses and non-profits

• Testing and Personal Protective 

Equipment (PPE)

Community Phase #1

Denver’s Phased CRF Deployment
26

Finally, the third source of recovery funding that Denver has received includes more targeted grant programs 

that have a specific allocation to a given program area or target population. To date, Denver has received 43

grants, 37 which are derived from federal programs, either directly or passed through the State. These 

grants typically have a narrower application and are often delivered as supplements to pre-existing federal 

grant programs such as Head Start, the Community Development Block Grant and the Emergency Solutions 

Grant. A notable exception is the Emergency Rental Assistance Program—Denver is a direct recipient of this 

funding and is currently in the process of implementing its Round 1 and Round 2 allocations, which will 

provide relief to those struggling with rental and utility bills. 

In summary, Denver’s approach is strategic, organized, and effective. It considers the relative restrictiveness 

of the funding source as well as the time frame before expiration, thereby producing an approach that 

maximizes impact. We look forward to adding the State and Local Fiscal Recovery Funds to the mix of 

sources to power Denver’s recovery in the years to come. 

Figure 12: Denver’s potential federal, state, and local stimulus funding sources
27

LABOR PRACTICES

Any infrastructure projects pursued with ARPA funds will reflect workforce practices that follow strong labor 

standards. All projects will conform with the City’s ordinances including those adopted to level the field for 

disadvantaged businesses, workers, and residents of Denver’s entire community. Current wage policies and 

social programs include: 

Local Minimum Wage Law

In 2019, as soon as the Colorado General Assembly enacted a new statute 

permitting local governments to set a jurisdiction-wide minimum wage higher 

than the state minimum wage, Denver City Council adopted a local minimum 

wage law that applies to all workers performing work in the geographical 

boundaries of the City after January 1, 2020. 

Prevailing Wage

Denver city ordinance requires any contractor or subcontractor at any tier 

who performs construction, alteration, improvements, repairs, maintenance, 

or demolition of any City-owned or leased building on any City-owned land, 

pursuant to a contract by or on behalf of the City, or for any agency of the 

City, or financial in whole or part by the City to pay its employee working on 

those projects not less than the appropriate prevailing wage as determined 

by the Denver Office of Human Resources for the work performed. 

Minority/Women Business Enterprise Goals Program

The City’s Minority/Women Business Enterprise (M/WBE) utilization program will require any qualified 

project funded to meet the required goals of participation of minority-owned, woman-owned, and smallbusiness enterprises in construction, professional design, and construction services contracts.

Denver Construction of Careers Pilot Program (DCCP)

This three-year pilot workforce development program is currently

being implemented with the goal of bolstering access to sustainable 

construction careers. The City chose to implement the workforce 

development requirements on its marquee projects, which cost over 

$10 million, including arts and cultural venues, as well as other 

critical infrastructure. To date, 9,322 construction workers with an 

average wage of $31 per hour have access to the program. 

Additionally, 4,334 construction workers were hired to support these 

projects at the City’s most iconic venues and facilities, such as the 

Denver International Airport Great Hall, Denver Zoo, the Denver Art 

Museum and the Denver Botanic Gardens. Requirements of the 

program include:

 Requiring the prime contractor to designate a workforce coordinator that will partner with City staff to 

implement workforce development goals 
28

 Conducting impactful outreach and engagement to priority populations that have been historically 

disenfranchised, such as veterans, justice-involved individuals, public assistance recipients, people who 

are unhoused, persons with histories with foster care, and residents of priority neighborhoods 

 The contractor must employ registered apprentices for a minimum of 15 percent of the overall 

construction hours on the project. Within that 15 percent of registered apprentice hours on a project, 

additional subgoals state that 25 percent of the overall construction hours must be performed by 

apprentices from the priority populations and by first-year apprentices to ensure new registered 

apprentices have access to work on City projects. 

The City has also made an over $2 million investment in a 

workforce development platform called WORKNOW, which 

serves as the organizing body for collaborative efforts to 

attract new workers to the industry, provide training and 

supportive services to keep them engaged, and offer 

upskilling so workers can pursue career promotions and 

wages that allow them to thrive. 

USE OF EVIDENCE 

Denver is committed to supporting interventions that are evidence-based; however, the ARPA allocation has 

not yet been used to support programs that would support the community. A determination on whether 

specific projects will feature evidence-based interventions and/or rigorous program evaluations will be 

forthcoming. The City and County of Denver intends to provide detailed evidence information should either 

action be pursued. In addition, the City intends to provide further information around this section once a 

greater number of community investments are approved for implementation. 
29

TABLE OF EXPENSES BY EXPENDITURE CATEGORY

 Category Cumulative

expenditures to 

date ($)

Amount spent 

since last 

Recovery Plan

1 Expenditure Category: Public Health

1.1 COVID-19 Vaccination $0 $0

1.2 COVID-19 Testing $0 $0

1.3 COVID-19 Contact Tracing $0 $0

1.4 Prevention in Congregate Settings (Nursing Homes, 

Prisons/Jails, Dense Work Sites, Schools, etc.)

$0 $0

1.5 Personal Protective Equipment $0 $0

1.6 Medical Expenses (including Alternative Care 

Facilities)

$0 $0

1.7 Capital Investments or Physical Plant Changes to 

Public Facilities that Respond to the COVID-19 Public 

Health Emergency

$0 $0

1.8 Other COVID-19 Public Health Expenses (Including 

Communications, Enforcement, Isolation/Quarantine)

$0 $0

1.9 Payroll Costs for Public Health, Safety, and Other 

Public Sector Staff Responding to COVID-19

$0 $0

1.10 Mental Health Services $0 $0

1.11 Substance Use Services $0 $0

1.12 Other Public Health Services $0 $0

2 Expenditure Category: Negative Economic Impacts

2.1 Household Assistance: Food Programs $0 $0

2.2 Household Assistance: Rent, Mortgage, and Utility Aid $0 $0

2.3 Household Assistance: Cash Transfers $0 $0

2.4 Household Assistance: Internet Access Programs $0 $0

2.5 Household Assistance: Eviction Prevention $0 $0

2.6 Unemployment Benefits or Cash Assistance to 

Unemployed Workers

$0 $0

2.7 Job Training Assistance (e.g., Sectoral Job-Training, 

Subsidized Employment, Employment Supports or 

Incentives)

$0 $0

2.8 Contributions to UI Trust Funds* $0 $0

2.9 Small Business Economic Assistance (General) $0 $0

2.10 Aid to Nonprofit Organizations $0 $0

2.11 Aid to Tourism, Travel, or Hospitality $0 $0

2.12 Aid to Other Impacted Industries $0 $0

2.13 Other Economic Support $0 $0

2.14 Rehiring Public Sector Staff $0 $0
30

 Category Cumulative

expenditures to 

date ($)

Amount spent 

since last 

Recovery Plan

3 Expenditure Category: Services to Disproportionately 

Impacted Communities

3.1 Education Assistance: Early Learning $0 $0

3.2 Education Assistance: Aid to High-Poverty Districts $0 $0

3.3 Education Assistance: Academic Services $0 $0

3.4 Education Assistance: Social, Emotional, and Mental 

Health Services 

$0 $0

3.5 Education Assistance: Other $0 $0

3.6 Healthy Childhood Environments: Child Care $0 $0

3.7 Healthy Childhood Environments: Home Visiting $0 $0

3.8 Healthy Childhood Environments: Services to Foster 

Youth or Families Involved in Child Welfare System 

$0 $0

3.9. Healthy Childhood Environments: Other $0 $0

3.10 Housing Support: Affordable Housing $0 $0

3.11 Housing Support: Services for Unhoused Persons $0 $0

3.12 Housing Support: Other Housing Assistance $0 $0

3.13 Social Determinants of Health: Other $0 $0

3.14 Social Determinants of Health: Community Health 

Workers or Benefits Navigators 

$0 $0

3.15 Social Determinants of Health: Lead Remediation $0 $0

3.16 Social Determinants of Health: Community Violence 

Interventions 

$0 $0

4 Expenditure Category: Premium Pay

4.1 Public Sector Employees $0 $0

4.2 Private Sector: Grants to Other Employers $0 $0

5 Expenditure Category: Infrastructure

5.1 Clean Water: Centralized Wastewater Treatment $0 $0

5.2 Clean Water: Centralized Wastewater Collection and 

Conveyance

$0 $0

5.3 Clean Water: Decentralized Wastewater $0 $0

5.4 Clean Water: Combined Sewer Overflows $0 $0

5.5 Clean Water: Other Sewer Infrastructure $0 $0

5.6 Clean Water: Stormwater $0 $0

5.7 Clean Water: Energy Conservation $0 $0

5.8 Clean Water: Water Conservation $0 $0

5.9 Clean Water: Nonpoint Source $0 $0

5.10 Drinking water: Treatment $0 $0

5.11 Drinking water: Transmission & Distribution $0 $0
31

 Category Cumulative

expenditures to 

date ($)

Amount spent 

since last 

Recovery Plan

5.12 Drinking water: Transmission & Distribution: Lead 

Remediation

$0 $0

5.13 Drinking water: Source $0 $0

5.14 Drinking water: Storage $0 $0

5.15 Drinking water: Other Water Infrastructure $0 $0

5.16 Broadband: “Last Mile” Projects $0 $0

5.17 Broadband: Other Projects $0 $0

6 Expenditure Category: Revenue Replacement

6.1 Provision of Government Services $0 $0

7 Administrative and Other

7.1 Administrative Expenses $0 $0

7.2 Evaluation and Data Analysis $0 $0

7.3 Transfers to Other Units of Government $0 $0

7.4 Transfers to Nonentitlement Units 

(States and Territories only)

$0 $0

The City received approval from the Denver City Council for a first round of programs on July 19, 2021 and 

the approval went into effect on July 23, 2021. Since that approval, the City did not incur any expenses 

before July 31. Information regarding approved programs is included in the project inventory.
32

PROJECT INVENTORY 

Project Funding 

Amount 

Project 

Expenditure 

Category 

Use of 

EvidenceBased 

Interventions 

Description Intended Delivery 

Mechanisms 

Timeline Outcomes 

Restoring City 

Workforce

$43,676,099 6.1 No evidencebased 

evaluation will 

be conducted

Restoration of 

mission-critical 

positions, 

goods and 

supplies 

eliminated 

through prior 

budget 

reductions; 

elimination of 

furlough days 

originally 

required of City 

employees in 

2021.

Hiring of positions; 

execution/resumptio

n of contracts; and 

purchase of critical 

goods; elimination of 

furlough days

7.19.21-

12.31.21

See performance report 

section for more detail

Addressing 

Workload

$2,383,089 6.1 No evidencebased 

evaluation will 

be conducted

Addresses 

severe 

workload 

increases 

driven by 

backlogs or 

other demands 

on City 

services. 

Hiring of positions; 

execution/resumptio

n of contracts

7.19.21-

12.31.21

See performance report 

section for more detail

Administrative 

Expenses

$114,448 7.1 No evidencebased Positions to 

support the 

financial 

Hiring of positions 7.19.21-

12.31.21

Reporting deadlines met; 

successful compliance with 

SLFRF compliance 
33

evaluation will 

be conducted

administration 

of ARPA 

funding and 

communication

s support

guidelines; awareness by 

public and elected officials 

of use of SLFRF funds

Administrative 

Expenses

$35,007 7.2 No evidencebased 

evaluation will 

be conducted

Position to 

support data 

analysis

Hiring of position 7.19.21-

12.31.22

Analytical reports generated
34

ADDITIONAL PROJECTS 

Performance Report

Project Outputs Key Performance Indicators Outcomes – 

Long-Term Policy 

Changes 

Anticipated Impacts – Longer Term 

Outcomes – 

Short Term 

Changes 

Outcomes – 

Intermediate 

Behavioral 

Changes 

Restoring 

City 

Workforce

Funding 

allocated, hires 

made; backlogs 

reduced, 

processing/turnaround times 

met; number of 

total closures of 

City facilities 

(impact to 

access to 

services); 

number of 

employees 

impacted

Increased 

access to 

services; more 

equitable 

access to City 

services; 

reduction in 

total City 

closure days

Increase in 

citizen 

satisfaction with 

government 

services 

Bring back and 

enhance lost 

jobs; create new 

jobs

Strong, inclusive, and equitable 

recovery

Addressing 

Workloads

Staff hired; 

backlogs 

reduced; 

processing/turnaround times 

met; deadlines 

met

Increase in 

equitable 

access to 

services; jobs 

created; 

construction 

projects 

completed

Increase in 

citizen 

satisfaction with 

government 

services 

Invest in 

individual 

support in 

targeted 

communities

Strong, inclusive, and equitable 

recovery