Strategic Framework, June 2012 – June 2015
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Introduction to Mile High Connects
Mile High Connects (MHC) is a partnership of private, philanthropic and nonprofit organizations
committed to developing inclusive, affordable, and livable communities within walking distance of transit.
We work collaboratively to ensure the existing and future transit system expansion enables all people to
connect to the opportunities that can lead to a more affordable, better quality of life. MHC is focused on
using transit to link people to the places they live, work, learn and play in a safe, convenient and affordable
manner.
We do this by:
•
Increasing resources to build affordable inclusive communities along the transit system.
•
Influencing policy to ensure that all people are involved and considered in urban and
economic planning
•
Increasing resident engagement in neighborhoods directly affected by the expanding transit
system.
•
Leveraging the existing and expanding transit system to link affordable housing with jobs,
schools, and health services.
•
Working to make the entire transit system more accessible to residents of the Denver
region’s lowest income communities.
Mile High Connects Strategic Framework
In 2012 Mile High Connects created a strategic framework to guide the collaborative’s work from June 2012
– June 2015. The framework provides a structure for prioritizing MHC’s work, and the related work of its
primary partners, to achieve MHC’s mission to ensure that the Metro Denver regional transit system fosters
communities that offer all residents the opportunity for a high quality of life. The strategies in this
framework likely will be reprioritized and modified as the work progresses, recognizing that external factors
may change how the work gets done, while the commitment to MHC’s mission will remain unchanged.
Mission
To ensure that the Metro Denver regional transit system fosters communities that offer all residents the
opportunity for a high quality of life.
Mile High Connects Strategic Framework Adopted April 27, 2012
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Outcomes and Objectives1
Outcome #1: Livable communities near transit stops in which all people have access to affordable
housing, quality jobs, quality education, health services and a healthy lifestyle.
Objectives:
1. Ensure 90% of existing affordable housing units near transit stops are preserved.
2. Ensure 25% of all housing built or preserved near transit stops is affordable.
3. Ensure increase in connections between transit, affordable housing, jobs, health, and educational
institutions and support services near transit stops.
4. Ensure increase in multi-modal (bike/pedestrian) access near transit stops.
5. Ensure increase in connections between transit stops and parks, trails, recreation, and other hubs for
physical activity.
6. Ensure increase in access to nutritious foods at and near transit stops.
7. Ensure increase in job training centers, childcare, and supporting services near transit stops.
8. Ensure increase in businesses located near transit stops.
9. Ensure regional transit build out connects workers to middle-skill job opportunities.
10. Preserve the current number of small/local businesses near transit stops.
11. Ensure high quality educational sites (Early Childhood Education [ECE]/and kindergarten – grade
12 [K-12]) are co-located within at least one transit stop on the East line.
Outcome #2: Policies, resources, and agendas of regional agencies, local jurisdictions, and funding
entities are supportive of a transit system that fosters communities that offer all residents the
opportunity for a high quality of life.
Objectives:
1.
Ensure the passage of a regional tax initiative to fund the Regional Transportation District
(RTD) FasTracks build out during the next decade.
1
Outcomes and objectives will be achieved through the work of all of the members of Mile High Connects
(MHC) with their numerous partners in the public, private, and nonprofit sectors.
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2.
Expand and align public and private resources to support the creation of middle skill jobs,
economic development and preservation and creation of affordable housing near transit.
3.
Expand the Denver Regional Council of Government’s (DRCOG) focus on disadvantaged
communities during the revision of Metro Vision and the allocation of Transportation
Improvement Program funds and other resources.
4.
Expand RTD’s focus on disadvantaged communities during the release of joint development
opportunities, the Transit Oriented Development (TOD) Pilot Sites and improvement or
continuation of frequent service in disadvantaged neighborhoods.
5.
Ensure adoption of a Housing + Transportation measurement of affordability at state (Colorado
Housing and Finance Authority [CHFA], Colorado Division of Housing), regional (DRCOG,
RTD) and local levels.
6.
Ensure that local and regional (DRCOG, RTD) entities enact policies that increase the ability to
develop, redevelop or preserve affordable housing near transit.
7.
Ensure local, corridor, and regional (DRCOG, RTD) plans and policies support and incentivize
small business creation and preservation near transit.
8.
Ensure local, corridor and regional (DRCOG, RTD) plans and policies provide greater
wraparound support services near transit such as affordable childcare centers, health services,
and job training centers.
9.
Influence school districts in Metro Denver to incorporate location of transit stops and access to
transit into their site selection principles and practices.
10.
Ensure that DRCOG and corridor planning efforts incorporate health impacts and indicators.
11.
Influence the prioritization of local, regional and state resources to support the construction of
last mile connections and transit supportive infrastructure.
Outcome #3: Increase engagement of community members, especially those most affected by
transit build out
Objectives:
1.
Increase community engagement to ensure greater focus on equity in local and regional transit
planning efforts, especially RTD, DRCOG, CHFA and local jurisdictions.
2.
As a result of effective engagement of community members from disadvantaged communities,
improve equitable outcomes in areas such as the following:
i. Access to quality jobs and job-supporting services connected to or resulting from the
transit build out.
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ii. Creation and preservation of affordable housing at TOD sites.
iii. Linkage of low-income communities that are not on transit lines to affordable transit
through circulator systems and last mile connections.
iv. Location of quality schools near transit and accessibility of quality schools through
transit.
v. Improvements in community health through enhanced access to healthcare and
nutritious food via transit, increases in public parks and open space near transit, and
reduction in carbon emissions through increased use of transit.
3.
4.
Build leadership capacity among community members to ensure sustainable focus on transit and
equity.
Ensure that station area planning includes the perspectives of small businesses and
disadvantaged community members, especially those from low income communities and
communities of color.
Goals and Strategies2
1.
Increase and realign public and private resources
a. Develop and implement MHC fundraising strategy for core operations.
b. Educate stakeholders on importance of 2012 (or later) tax initiative to support FasTracks
build out.
c. Raise support and resources to expand the TOD Fund from $15 million to $30 and shift it
from a Denver-specific focus to a regional focus.
d. Support development community in identifying feasible strategies of using a 4% Low
Income Housing Tax Credit (LIHTC) near transit.
e. Support DRCOG to create a regional housing plan and the City of Denver to revise the local
housing plan, both with a focus on increasing and realigning resources to create and preserve
affordable housing near transit.
f. Support efforts to create a regional economic and workforce development analysis with a
focus on increasing and realigning resources to create and preserve access to jobs, especially
middle skill jobs and small businesses, near transit.
g. Support the participation of Metro Denver Chamber of Commerce in DRCOG’s regional
efforts to link transit and economic development.
h. Upon completion utilize DRCOG and City housing plans as a template to initiate other local
housing plans across the region.
i. Educate staff and decision-makers of local jurisdictions and DRCOG on value of directing
resources to support connections and transit supportive infrastructure near transit stops.
j. Support the foundation community in aligning grantmaking and program related
investments with wraparound services connected to transit (e.g. childcare centers, health
services, workforce training, etc.); create mechanism for feedback.
2
MHC and its primary partners will focus on achieving the goals and strategies as outlined; grants, contracts
will be utilized to support efforts when other partners are best situated to achieve the strategies as
articulated.
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k. Develop a Community Development Financial Institution/regional lending strategy to
promote equitable economic development including small businesses, particularly through
transit.
l. Support economic development and workforce providers to align their funding to better
connect employment and job training to transit.
2.
Influence policy changes
Whenever possible and across all of its focus areas, Mile High Connect’s efforts to influence
policy will involve resident leaders from disadvantaged communities in the identification of
outcomes and the planning and execution of strategies. If MHC takes a public position on a
policy matter or testimony is given on its behalf as part of any public process, MHC will make
every effort to create opportunities for encouraging residents of affected disadvantaged
communities speak on their own behalf. To help meet these goals, MHC will advocate for
transparency in decision-making processes affecting regional and local transit policies.
Affordable Housing Strategies
a. Adopt and track a three-year goal of 25% affordability at current and future rail stops
through pipeline collection and mapping
b. Analyze housing and transportation costs for the region and define new housing and
transportation affordability goal.
c. Prioritize policy changes regionally and locally to increase investment policy shifts in
Inclusionary Housing Ordinances, RTD, 9% LIHTCs & 4% LIHTCs + Private Activity
Bonds, and Tax Increment Financing.
d. Work with RTD to ensure that 20% of all units are affordable on sites where they control
and develop the land.
e. Work with DRCOG on adopting a Regional Housing Plan and to identify best practices to
promote and influence the creation of mixed-income housing by transit.
f. Develop and advance state, regional and/or local policy recommendations to encourage and
support affordable housing and complementary uses by transit, e.g. through City of Denver
Housing Plan Update.
g. Support affordable housing messaging and communications work of Housing Colorado and
others.
Jobs Strategies
a. Develop policy recommendations that connect the transit build out to employment and
workforce training opportunities, especially workers to middle-skill job opportunities.
b. Develop policy recommendations to promote quality jobs, including access to employersponsored transit passes.
c. Develop policies to support small businesses and affordable commercial development by
transit stops.
d. Improve availability of child-care and ECE at current stations with active transit users to
major employment centers e.g. Auraria Campus, St. Anthony’s, Federal Center.
Education Strategies
a. Influence the integration of high quality ECE and K-12 education services into the
development of at least one U.S. Department of Housing and Urban Development
Sustainable Communities Regional Planning Grant (SCRPG) catalytic site.
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b. Encourage or incentivize joint arrangements between RTD, local governments and
nonprofit organizations to site expanded learning opportunities in close proximity to transit
stations.
c. Align planning and transit goals across RTD and educational institutions e.g. Aurora
Community College, Auraria, and public school districts.
d. Encourage or incentivize joint arrangements between RTD, local governments and
nonprofit organizations to locate new schools close to transit stations.
e. Examine policies to decrease rider costs for low-income riders and children.
Health Strategies
a. Connect and engage representatives from health organizations in transportation planning
and development work groups, taskforces, and committees.
b. Educate and advocate in regional agencies and local jurisdictions (focusing on existing
corridors) to include effective strategies to promote health through the built environment
near transit stops.
c. Research existing transit-related policies, funding criteria and practices to identify whether
the transit build-out promotes health.
d. Develop policy recommendations for and provide support to integrate effective strategies to
promote health in transit-related policies and practices.
3.
Increase engagement of community members
We recognize that community members should be deeply engaged in determining the
priorities that matter most to them related to transit; thus, we anticipate that this area of
work will evolve as more community members are engaged in the work of Mile High
Connects.
a. Support the development and implementation of workplans for additional community
organizing groups to engage community members in transit issues.
b. Organize community members from disadvantaged communities to participate effectively in
regional planning and transit decision-making processes to advocate for a focus on equity,
such as
i. DRCOG Metro Vision regional planning.
ii. RTD route, service, and fare-structure setting processes.
iii. Development of station area plans that have not yet been completed (e.g. 40th and
Colorado and 14th and Federal/Sun Valley).
iv. Implementation of station area plans that have already been developed
v. Corridor planning in conjunction with the SCRPG.
vi. Catalytic site selection and project development in conjunction with the SCRPG.
c. Grow community leadership and influence decision-makers and transit activists (such as the
Transit Alliance Citizen’s Academy) to include effective strategies that promote health in the
built environment near transit stops.
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The following are examples of how Mile High Connects will work with community
organizing groups to deepen the engagement of community members in the four main
areas of MHC’s work (housing, jobs, education, health).
Housing Strategies for Community Engagement
a. Compile and better understand existing programs by FRESC, Metro Organization for
People, Denver Housing Authority, Habitat for Humanity, Community Development
Corporations, The Denver Foundation’s Strengthening Neighborhoods program, etc. and
partner with them to enhance their work, where possible.
b. Work with community organizers to develop a community engagement strategy that
incorporates mixed use in redevelopment planning efforts at the municipal and/or sitespecific levels.
Jobs Strategies for Community Engagement
a. Work with community organizers (including FRESC, 9 to 5, and Mile High Business
Alliance) to develop a community engagement strategy to preserve access to jobs, job
training, and support services, for middle skill workers by transit.
b. Support community engagement efforts aimed at preserving access to jobs, job training, and
support services, for middle skill workers by transit.
c. Support community engagement efforts aimed at supporting quality jobs, including access to
employer sponsored transit passes and other benefits, for middle skill workers.
Education Strategies for Community Engagement
a. Engage Communities for Public Education Reform, composed of metro Denver education
advocacy organizations, in a dialogue about connecting a transit element to current
organizing efforts (e.g. co-host a “Drive to Quality” event with students and families to
explore the spatial mismatch between low-income residences and high performing schools
and how transit could serve as a bridge.)
b. Connect the Success Express (a localized school bus circulator) engagement model to an
RTD transit hub (light rail station or bus TOD).
Health Strategies for Community Engagement
a. Identify and work with health groups that are working with community members to
encourage advocacy for effective strategies that promote health in the built environment
near transit stops.
b. Engage LiveWell communities in community engagement activities focused on transit.
c. Incorporate the Health Impact Assessment/Healthy Development Measurement Tool,
which includes a focus on community engagement, as a standard practice in redevelopment.
4.
Increase affordable housing by transit
a. Provide technical assistance to SCRPG working groups to incorporate best practices on
affordable housing.
b. Participate in existing forums (e.g. conferences, city council meetings in metro Denver
municipalities, community/neighborhood meetings, DRCOG, RTD) to build support for
affordable housing.
c. Identify priority catalytic acquisitions and align and coordinate partners and resources so that
affordable housing is created or preserved at those sites.
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d. Strengthen the case for affordable housing, e.g. by updating National Association of Home
Builders/Urban Land Conservancy economic benefits of affordable housing report and
Enterprise’s 2007 TOD case making report, and developing additional casemaking resources
as needed.
e. Analyze existing preservation database/s for high risk subsidized properties, prioritize and
implement aggressive strategy for acquisition with development community while advocating
for 1:1 replacement requirements at city and regional level.
5.
Create economic development plan and regional transit build out plans that connect
workers to middle-skill job opportunities
a. Convene key stakeholders to build capacity for collaboration around middle-skill job
opportunities and economic development plan that connects jobs and transit.
b. Engage middle-skill workers, gather data, and map middle-skills jobs in relation to transit
and current economic development/workforce system and issue report.
c. Conduct spatial analysis/mapping of West and East corridors with wages and benefits data
d. Participate in existing jobs efforts to advocate for connections between jobs, transportation,
affordable housing, and health, e.g. RTD’s Workforce Initiative Now.
e. Develop clear typology of jobs related to transit and definition of “quality jobs”.
f. Develop regional economic development plan with clear pathways for engagement among
community members, middle skill workers, advocates, etc.
g. Conduct post-build out analysis of employment impacts along the southeast line.
6.
Increase the understanding of transportation access to ECE and K-12 schools of choice
and related services for low-income communities.
a. Convene key stakeholders to build capacity for collaboration around education and transit.
b. Develop a set of common indicators to measure the degree of access to quality ECE and K12 education options for all children.
c. Map patterns of commuting distances, job access for parents, etc.
d. Influence existing data collection efforts (e.g. SCRPG) to include family educational needs
and patterns.
e. Review existing data and communications tools related to education and transit including
fare-savings issues and opportunities.
f. Create an awareness campaign within the education community re: transit and education.
7.
Promote effective strategies to improve health near transit
a. Convene key stakeholders to promote and facilitate on-the-ground actions that connect
strategies to promote health near transit.
b. Advocacy and support for incorporation of strategies that promote health or remove risks
for poor health into transit corridor policy, planning, assessment and implementation.
c. Encourage health-related service providers to (re)locate near transit.
d. Coordinate with the Denver Healthy Food Access Taskforce (and/or other similar efforts)
to identify opportunities and resources for food retail that offers affordable, nutritious
choices at or near transit stations, or along transit corridors.
e. Support implementation of innovative, healthy “placemaking” at station areas (e.g. amenities
such as small parks, playgrounds or fitness stations, farmers markets, bike commuter
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facilities, shade structures at and between transit stops, way-finding signage for multi-modal
users, social gathering areas).
8.
Continue Current Work and Build the Sustainability of Mile High Connects
a. Raise funds for MHC through 2014.
b. Hire a full-time coordinator.
c. Create a nimble and responsive governance and membership structure that is inclusive of
strategic partners in core areas of work and community members.
d. Continue ongoing education of MHC members and partners.
e. Develop a comprehensive communications platform and plan.
f. Establish a database and technology infrastructure that maximizes MHC’s ability to
communicate efficiently and effectively with members and partners.
g. Complete and ensure that the Equity Atlas is maintained.
h. Organize launch event (April 2012).
Mile High Connects Strategic Framework Adopted April 27, 2012