thedenverpost--2020-09-06--Top Workplaces 2020: Employees choose Top Workplaces through survey

Who determines Top Workplaces ?
The best judges : the employees who work there .
For the ninth year , The Denver Post has partnered with Philadelphia-based Energage to rank Colorado ’ s Top Workplaces .
The process is based on a scientific survey of employees who rate their workplace culture .
It also gives company insights about what makes them unique .
“ In times of great change , it is more important than ever to maintain a connection among employees , ” said Eric Rubino , Energage CEO .
“ When you give your employees a voice , @ @ @ @ @ @ @ shape your path forward based on real-time insights into what works best for your organization.
” The process began in September 2019 , when The Post began news coverage and promotions to welcome people to nominate companies as Top Workplaces .
Energage also reached out to area companies .
Throughout the process , 2,291 employers in the state were invited to have their employees take the survey .
Any organization was eligible to participate , provided it had at least 50 employees in Colorado .
Employers could be public , private , nonprofit @ @ @ @ @ @ @ cost to enter the Top Workplaces program .
For 2020 , a record 240 employers agreed to take the survey .
Combined , they employ 97,288 people in Colorado .
Of those employees who received questionnaires , 55,212 responded , either on paper or online .
For this year ’ s winners list , 150 Colorado employers were ranked based on their employee survey feedback .
The employee engagement survey of 24 questions gathers responses regarding issues relating to workplace culture : • Alignment : where the company is headed , its values @ @ @ @ @ @ @ : employees feel appreciated , work is meaningful , working at full potential , clued in to each other Employers that score high enough are recognized as Top Workplaces .
Employers are categorized by size , and they are ranked within those size groups , to accurately compare results .
Energage also determines special award winners based on standout scores on specific survey topics .
Did you look over the list and wonder why a particular company was not on it ?
It might be because it chose not to participate , or @ @ @ @ @ @ @ in the survey process .
Energage occasionally disqualifies employers based on questionable results detected through statistical tests it runs to ensure organizations are accurately administering the survey .
Want your organization to participate in the 2021 program ?
Just go to denverpost.com/nominate to submit a nomination .

Who determines Top Workplaces? The best judges: the employees who work there.
For the ninth year, The Denver Post has partnered with Philadelphia-based Energage to rank Colorado’s Top Workplaces. The process is based on a scientific survey of employees who rate their workplace culture. It also gives company insights about what makes them unique.
“In times of great change, it is more important than ever to maintain a connection among employees,” said Eric Rubino, Energage CEO. “When you give your employees a voice, you come together to navigate challenges and shape your path forward based on real-time insights into what works best for your organization.”
The process began in September 2019, when The Post began news coverage and promotions to welcome people to nominate companies as Top Workplaces. Energage also reached out to area companies. Throughout the process, 2,291 employers in the state were invited to have their employees take the survey. Any organization was eligible to participate, provided it had at least 50 employees in Colorado. Employers could be public, private, nonprofit, or governmental. There is no cost to enter the Top Workplaces program.
For 2020, a record 240 employers agreed to take the survey. Combined, they employ 97,288 people in Colorado. Of those employees who received questionnaires, 55,212 responded, either on paper or online. For this year’s winners list, 150 Colorado employers were ranked based on their employee survey feedback.
The employee engagement survey of 24 questions gathers responses regarding issues relating to workplace culture:
Alignment: where the company is headed, its values, cooperation, effective meetings
where the company is headed, its values, cooperation, effective meetings Coaching: managers care about concerns, are helpful, encourage employee development
managers care about concerns, are helpful, encourage employee development Connection: employees feel appreciated, work is meaningful, working at full potential, clued in to each other
employees feel appreciated, work is meaningful, working at full potential, clued in to each other Engagement: productivity, retention, recruiting
productivity, retention, recruiting Leadership: confidence in company leaders
confidence in company leaders Performance: execution, open-mindedness, innovation, clued-in leadership
execution, open-mindedness, innovation, clued-in leadership The Basics: pay, benefits, flexibility, training, expectations
Employers that score high enough are recognized as Top Workplaces. Employers are categorized by size, and they are ranked within those size groups, to accurately compare results. Energage also determines special award winners based on standout scores on specific survey topics.
Did you look over the list and wonder why a particular company was not on it? It might be because it chose not to participate, or because it did not score well enough in the survey process. Energage occasionally disqualifies employers based on questionable results detected through statistical tests it runs to ensure organizations are accurately administering the survey.
Want your organization to participate in the 2021 program? Just go to denverpost.com/nominate to submit a nomination.


thedenverpost--2020-09-06--Top Workplaces 2020: The best large companies to work for in Colorado

Editor ’ s note : The information contained in this list was taken from the Energage database — information provided by the businesses themselves .
It was done pre-pandemic , so it ’ s possible some of the information is dated , but it is representative of the state of the companies when the survey was done and when the top 150 list was decided .
See the small- and medium-sized category winners here .
Facts : Progressive was the first auto insurance group to launch a website , the first publicly held company to report results monthly , and @ @ @ @ @ @ @ injury coverage .
Facts : Breckenridge Grand Vacations is a family-owned company that builds , sells and manages fractional resorts in Breckenridge .
Facts : RingCentral empowers employees to work better together from any location using its unified voice , video meetings , team messaging , digital customer engagement , and integrated contact center solutions .
Facts : Zillow Group is an online database of real estate and home-related companies that focus on all stages of the home lifecycle : renting , buying , selling , financing and home improvement .
Facts : @ @ @ @ @ @ @ , test , manufacture and optimize electronics technology .
Facts : Pinnacol Assurance provides workers compensation protection to 57,000 Colorado employers and their employees .
Facts : Gusto processes tens of billions of dollars of payroll and enables thousands of businesses to provide employee benefits , including health insurance , retirement plans and college savings plans .
Facts : Booz Allen Hamilton is a consulting firm with experts in analytics , digital , engineering , and cybersecurity that helps clients choose the right strategy and technology to realize their vision .
Facts : @ @ @ @ @ @ @ research hospital that exclusively specializes in the neurorehabilitation and research of patients with spinal cord and brain injuries .
Facts : Greystar provides property management services for residential housing , apartment homes , furnished corporate housing , and mixed-use properties that incorporate retail space .
Facts : Fidelity offers financial and retirement planning services and was one of the first U.S. companies to provide student loan repayment assistance to employees .
More than 330 Colorado employees have saved $ 1.3 million since the program started in 2016 .
Facts : OnDeck has issued @ @ @ @ @ @ @ to more than 100,000 small businesses in more than 700 industries since the company was founded in 2007 .
Facts : Charles Schwab offers a full range of securities brokerage , banking , money management and financial advisory services to individual investors and independent investment advisors .
Facts : Saunders Construction is one of Colorado ’ s largest construction contractors and provides design-build , public-private partnership and commercial real estate development services .
Facts : Accenture provides professional services in strategy , consulting , digital , technology and operations .
Facts : Rose @ @ @ @ @ @ @ women ’ s health , surgical and endoscopy services , heart and vascular , orthopedics and spine surgery , total joint replacement , bariatrics , and sports , internal and aesthetic medicine .
It was the first Denver hospital to allow Jewish , African American and female physicians to practice medicine .
Facts : Colorado ’ s largest locally-owned bank offers retail banking and financing solutions to consumers and businesses .
Facts : American Financing is a family-owned , minority-owned mortgage banker licensed in all 50 states that specializes in residential mortgages and @ @ @ @ @ @ @ a diversified financial services group originally formed by a group of Army officers who wanted to self-insure each other and formed the United States Army Automobile Association .
USAA has since expanded to offer banking and insurance services to past and present members of the Armed Services .
Facts : Bright Horizons operates more than 1,000 child care centers worldwide and partners with more than 1,100 leading employers across nearly every industry .
Facts : Martin Marietta , the largest underground miner of limestone in the U.S. , is a leading supplier of @ @ @ @ @ @ @ , ready mix concrete and asphalt .
Facts : The Mental Health Center of Denver serves people with mental illness , trauma , and co-occurring substance abuse disorders .
The center provides a walk-in clinic and respite care as part of a statewide network of mental health , substance use and emotional crisis help .
Facts : The Jefferson Center has served as a nonprofit , community-focused mental health care and substance use treatment provider for more than 60 years .
The center is part of the statewide mental health crisis system .
@ @ @ @ @ @ @ through more than 3,000 outpatient dialysis centers in the United States and other countries .
Facts : Sturgeon Electric Company provides commercial and industrial electrical construction services , telecommunication services , traffic signals , and high voltage distribution , service and maintenance .
Company founder , Dwight “ D.D.
” Sturgeon , put up the first outdoor Christmas light display to cheer up his sick son .
Facts : CACI International provides information technology services to many branches of the federal government , including defense , homeland security , intelligence , and healthcare @ @ @ @ @ @ @ Colorado Hospital is a Level I trauma center and the principal teaching hospital for the University of Colorado School of Medicine .
U.S. News and World Report ranked the hospital the best in Colorado and the 15th best in the nation .
Facts : Murdoch ’ s operates stores in five states and an e-commerce website .
Facts : Vivage is the largest skilled nursing Medicaid provider in Colorado and offers post-acute rehabilitation , senior living , and long-term care , including home health , hospice and pharmacy services .
Facts : Nelnet @ @ @ @ @ @ @ for their education and makes the administrative processes for schools more efficient with student loan servicing , tuition payment processing , school administration software , and college planning resources .
Facts : DSST , formerly known as the Denver School of Science and Technology , is a public charter STEM network of 14 schools on eight campuses .
Operated in partnership with Denver Public Schools , DSST is one of the top 200 public high schools in the U.S. Facts : Nutrien is the world ’ s largest fertilizer company and produces and @ @ @ @ @ @ @ , nitrogen and phosphate products worldwide .

Editor’s note: The information contained in this list was taken from the Energage database — information provided by the businesses themselves. It was done pre-pandemic, so it’s possible some of the information is dated, but it is representative of the state of the companies when the survey was done and when the top 150 list was decided.
See the small- and medium-sized category winners here.
No. 1
Salesforce
Years named: 1
Founded: 1999
Headquarters: San Francisco, Calif.
Employees: 40,000, with 508 in Colorado
Locations: 2 in Colorado
No. 2
Edward Jones
Years named: 8
Founded: 1922
Headquarters: St. Louis, Mo.
Employees: 47,317, with 855 in Colorado
Locations: 373 in Colorado
No. 3
Encore Electric Inc.
Years named: 2
Founded: 2003
Headquarters: Lakewood
Employees: 856, with 770 in Colorado
Locations: 1 in Colorado
No. 4
Progressive Insurance
Years named: 3
Founded: 1937
Headquarters: Mayfield Village, Ohio
Employees: 39,966, with 2,483 in Colorado
Locations: 4 in Colorado
Facts: Progressive was the first auto insurance group to launch a website, the first publicly held company to report results monthly, and the first insurance company to offer pet injury coverage.
No. 5
Breckenridge Grand Vacations
Years named: 6
Founded: 1985
Headquarters: Breckenridge
Employees: 630
Locations: 1
Facts: Breckenridge Grand Vacations is a family-owned company that builds, sells and manages fractional resorts in Breckenridge.
No. 6
RingCentral
Years named: 6, 4 consecutive
Founded: 2003
Headquarters: Belmont, Calif.
Employees: 4,048, with 616 in Colorado
Locations: 2 in Colorado
Facts: RingCentral empowers employees to work better together from any location using its unified voice, video meetings, team messaging, digital customer engagement, and integrated contact center solutions.
No. 7
Zillow Group
Years named: 4
Founded: 2006
Headquarters: Seattle
Employees: 5,200, with 506 in Colorado
Locations: 3 in Colorado
Facts: Zillow Group is an online database of real estate and home-related companies that focus on all stages of the home lifecycle: renting, buying, selling, financing and home improvement.
No. 8
Keysight Technologies
Years named: 2
Founded: 2014
Headquarters: Santa Rosa, Calif.
Employees: 13,480, with 896 in Colorado
Locations: 3 in Colorado
Facts: Keysight manufactures equipment and software to design, test, manufacture and optimize electronics technology.
No. 9
Pinnacol Assurance
Years named: 4
Founded: 1915
Headquarters: Denver
Employees: 656
Locations: 1
Facts: Pinnacol Assurance provides workers compensation protection to 57,000 Colorado employers and their employees.
No. 10
Gusto
Years named: 3
Founded: 2011
Headquarters: San Francisco
Employees: 700, with 693 in Colorado
Locations: 1 in Colorado
Facts: Gusto processes tens of billions of dollars of payroll and enables thousands of businesses to provide employee benefits, including health insurance, retirement plans and college savings plans.
No. 11
Booz Allen Hamilton
Years named: 1
Founded: 1914
Headquarters: McLean, Va.
Employees: 27,000 with 611 in Colorado
Locations: 2
Facts: Booz Allen Hamilton is a consulting firm with experts in analytics, digital, engineering, and cybersecurity that helps clients choose the right strategy and technology to realize their vision.
No. 12
Craig Hospital
Years named: 7
Founded: 1907
Headquarters: Englewood
Employees: 1,056
Locations: 1
Facts: Craig Hospital is a nonprofit rehabilitation and research hospital that exclusively specializes in the neurorehabilitation and research of patients with spinal cord and brain injuries.
No. 13
Greystar
Years named: 2
Founded: 1993
Headquarters: Greenwood Village
Employees: 14,800, including 688 in Colorado
Locations: 85 in Colorado
Facts: Greystar provides property management services for residential housing, apartment homes, furnished corporate housing, and mixed-use properties that incorporate retail space.
No. 14
Fidelity Investments
Years named: 4, 2 consecutive
Founded: 1946
Headquarters: Boston
Employees: 40,000, with 900 in Colorado
Locations: 1 in Colorado
Facts: Fidelity offers financial and retirement planning services and was one of the first U.S. companies to provide student loan repayment assistance to employees. More than 330 Colorado employees have saved $1.3 million since the program started in 2016.
No. 15
OnDeck Capital Inc.
Years named: 1
Founded: 2007
Headquarters: New York
Employees: 736, with 576 in Colorado
Locations: 1 in Colorado
Facts: OnDeck has issued more than $12 billion in loans to more than 100,000 small businesses in more than 700 industries since the company was founded in 2007.
No. 16
Charles Schwab & Co.
Years named: 8
Founded: 1971
Headquarters: San Francisco
Employees: 19,500, with 4,136 in Colorado
Locations: 8 in Colorado
Facts: Charles Schwab offers a full range of securities brokerage, banking, money management and financial advisory services to individual investors and independent investment advisors.
No. 17
Saunders Construction Inc.
Years named: 3
Founded: 1972
Headquarters: Englewood
Employees: 539
Locations: 3
Facts: Saunders Construction is one of Colorado’s largest construction contractors and provides design-build, public-private partnership and commercial real estate development services.
No. 18
Accenture
Years named: 4, 3 consecutive
Founded: 1951
Headquarters: Philadelphia
Employees: 15,000, including 1,056 in Colorado
Locations: 1 in Colorado
Facts: Accenture provides professional services in strategy, consulting, digital, technology and operations.
No. 19
Rose Medical Center
Years named: 6
Founded: 1948
Headquarters: Denver
Employees: 1,200 with 1,110 in Colorado
Locations: 1
Facts: Rose Medical Center is a leader in comprehensive women’s health, surgical and endoscopy services, heart and vascular, orthopedics and spine surgery, total joint replacement, bariatrics, and sports, internal and aesthetic medicine. It was the first Denver hospital to allow Jewish, African American and female physicians to practice medicine.
No. 20
FirstBank
Years named: 9
Founded: 1963
Headquarters: Lakewood
Employees: 3,011, including 2,829 in Colorado
Locations: 110 in Colorado
Facts: Colorado’s largest locally-owned bank offers retail banking and financing solutions to consumers and businesses.
No. 21
American Financing
Years named: 3
Founded: 2001
Headquarters: Aurora
Employees: 533
Locations: 1
Facts: American Financing is a family-owned, minority-owned mortgage banker licensed in all 50 states that specializes in residential mortgages and home refinancing.
No. 22
USAA
Years named: 6
Founded: 1922
Headquarters: San Antonio, Texas
Employees: 34,850, with 1,910 in Colorado
Locations: 1 in Colorado
Facts: USAA is a diversified financial services group originally formed by a group of Army officers who wanted to self-insure each other and formed the United States Army Automobile Association. USAA has since expanded to offer banking and insurance services to past and present members of the Armed Services.
No. 23
Clinica Campesina/Family Health Services
Years named: 8, 5 consecutive
Founded: 1977
Headquarters: Lafayette
Employees: 659, with 625 in Colorado
Locations: 5 in Colorado
Facts: Clinica plays a critical role in providing primary health care services to low-income and/or uninsured Colorado residents.
No. 24
Bright Horizons Family Solutions
Years named: 8
Founded: 1986
Headquarters: Watertown, Mass.
Employees: 32,388, with 818 in Colorado
Locations: 8 in Colorado
Facts: Bright Horizons operates more than 1,000 child care centers worldwide and partners with more than 1,100 leading employers across nearly every industry.
No. 25
Martin Marietta Materials
Years named: 2
Founded: 1993
Headquarters: Raleigh, N.C.
Employees: 9,000, with 1,366 in Colorado
Locations: 50 in Colorado
Facts: Martin Marietta, the largest underground miner of limestone in the U.S., is a leading supplier of building materials, including aggregates, cement, ready mix concrete and asphalt.
No. 26
Mental Health Center of Denver
Years named: 8
Founded: 1989
Headquarters: Denver
Employees: 818
Locations: 32
Facts: The Mental Health Center of Denver serves people with mental illness, trauma, and co-occurring substance abuse disorders. The center provides a walk-in clinic and respite care as part of a statewide network of mental health, substance use and emotional crisis help.
No. 27
Jefferson Center For Mental Health
Years named: 8
Founded: 1958
Headquarters: Wheat Ridge
Employees: 620
Locations: 18
Facts: The Jefferson Center has served as a nonprofit, community-focused mental health care and substance use treatment provider for more than 60 years. The center is part of the statewide mental health crisis system.
No. 28
DaVita Inc.
Years named: 8, 2 consecutive
Founded: 1999
Headquarters: Denver
Employees: 60,000, with 2,735 in Colorado
Locations: 1 in Colorado
Facts: Davita provides kidney dialysis services through more than 3,000 outpatient dialysis centers in the United States and other countries.
No. 29
Sturgeon Electric Company Inc.
Years named: 8
Founded: 1912
Headquarters: Henderson
Employees: 1200, with 908 in Colorado
Locations: 6 in Colorado
Facts: Sturgeon Electric Company provides commercial and industrial electrical construction services, telecommunication services, traffic signals, and high voltage distribution, service and maintenance. Company founder, Dwight “D.D.” Sturgeon, put up the first outdoor Christmas light display to cheer up his sick son.
No. 30
CACI International Inc.
Years named: 3
Founded: 1962
Headquarters: Arlington, Va.
Employees: 22,000, with 1,279 in Colorado
Locations: 1 in Colorado
Facts: CACI International provides information technology services to many branches of the federal government, including defense, homeland security, intelligence, and healthcare.
No. 31
UCHealth
Years named: 7
Founded: 2012
Headquarters: Aurora
Employees: 24,540
Locations: 200
Facts: The UCHealth University of Colorado Hospital is a Level I trauma center and the principal teaching hospital for the University of Colorado School of Medicine. U.S. News and World Report ranked the hospital the best in Colorado and the 15th best in the nation.
No. 32
Murdoch’s Ranch & Home Supply
Years named: 1
Founded: 1994
Headquarters: Bozeman, Mont.
Employees: 1,630, with 599 in Colorado
Locations: 13 in Colorado
Facts: Murdoch’s operates stores in five states and an e-commerce website.
No. 33
Vivage Senior Living
Years named: 2
Founded: 2012
Headquarters: Lakewood
Employees: 3,230, with 2,102
Locations: 31
Facts: Vivage is the largest skilled nursing Medicaid provider in Colorado and offers post-acute rehabilitation, senior living, and long-term care, including home health, hospice and pharmacy services.
No. 34
Nelnet Inc.
Years named: 1
Founded: 1978
Headquarters: Lincoln, Neb.
Employees: 6,200, with 520 in Colorado
Locations: 2
Facts: Nelnet helps students and families plan and pay for their education and makes the administrative processes for schools more efficient with student loan servicing, tuition payment processing, school administration software, and college planning resources.
No. 35
DSST Public Schools
Years named: 6, 4 consecutive
Founded: 2004
Headquarters: Denver
Employees: 867
Locations: 16
Facts: DSST, formerly known as the Denver School of Science and Technology, is a public charter STEM network of 14 schools on eight campuses. Operated in partnership with Denver Public Schools, DSST is one of the top 200 public high schools in the U.S.
No. 36
Nutrien/Nutrien Ag Solutions
Years named: 1
Founded: 2018
Headquarters: Loveland
Employees: 22,000, with 757 in Colorado
Locations: 5
Facts: Nutrien is the world’s largest fertilizer company and produces and distributes 27 million metric tons of potash, nitrogen and phosphate products worldwide.


thedenverpost--2020-09-06--How do cops spend their time? As Denver debates police funding, these numbers offer an inside look

During the first half of 2020 , Denver police officers responded to hundreds of thousands of calls : Officers helped suicidal people and enforced evictions .
They arrived for shootings and car thefts , worked security at university events and directed traffic .
Though violent crime generates the most headlines , Denver ’ s patrol officers spent more than 80 % of their time dealing with other less serious complaints and a wide array of community tasks .
As Denver debates police funding in the wake of massive protests and a budget crisis caused by the ongoing coronavirus pandemic , @ @ @ @ @ @ @ Department to analyze how its officers spend their time .
The data show that for every rape , shooting or armed robbery , there are seven times as many calls for other community needs , ranging from domestic disputes and noise complaints to EMS assists .
The nation is reckoning with law enforcement ’ s role in society , leading police to defending their roles as first-responders who answer calls for crises 24 hours a day , seven days a week .
Meanwhile , a growing body of reform-minded politicians , activists and @ @ @ @ @ @ @ the need for a new approach to policing .
In Denver , a proposal to abolish the police department in favor of a “ peace force ” failed .
But the city has announced cuts to its policing budget , largely because of the economic crisis , and now the police union contract is up for debate as Council decides whether officers should get raises when other city employees are not .
In other cities , police department budgets have been slashed ; in Austin , Texas , the police budget was cut @ @ @ @ @ @ @ million was moved into social services and alternative public safety programs .
Denver police division chief Ron Thomas said a budget cut of Austin ’ s magnitude would cripple Denver .
“ The talk of defunding police is kinda tantamount to defunding the city , ” he said .
“ People will not live and work and play in a city they don ’ t feel safe in.
” But Paul Taylor , a former University of Colorado Boulder cop who now teaches police policy and training at CU Denver , said it @ @ @ @ @ @ @ solutions to address duties long-held by police .
“ The question becomes : Are they the right tool for that job ?
” Taylor said .
“ What happens when they have an interaction and their only tools are the use of force , citation or arrest ?
” Denver police analyzed two sets of data for The Denver Post ’ s request : Calls for service — which includes calls to 911 and officer-initiated calls — as well as how much time officers spent on scene once they answered those calls .
@ @ @ @ @ @ @ helpful breakdown of police officers ’ roles , it is not a perfect representation of how the department ’ s nearly 1,600 officers spend their days .
The analysis did not include meetings , calls that were not dispatched and administrative tasks .
In addition , the numbers only pertain to patrol officers so it doesn ’ t include detectives who work on homicide , rapes or thefts .
Nor does it include supervisors such as sergeants who often respond to calls alongside patrol officers or officers assigned to other roles such as @ @ @ @ @ @ @ who serve in community relations .
The data was broken down by patrol vehicle , not officer , so it does not reflect whether one or two people spent time on the issue .
Between Jan. 1 and June 30 , police responded to 367,550 calls .
Violent crime accounted for 52,428 of them , or 14 % , according to department data .
Those calls included assaults , child abuse and neglect , kidnapping , robberies , shootings , stabbings , riots , threats and domestic violence — which accounted for nearly @ @ @ @ @ @ @ That means the majority of calls require officers to deal with a variety of other tasks such as petty thefts , vandalism , traffic stops , medical assists , neighborhood patrols and responding to burglar alarms .
While calls for service represent a good look at what the public asks of police , the amount of time officers are on a scene is a more accurate reflection of how cops spend their time , department analysts said .
To figure that out , the analysts added how many total minutes all patrol officers @ @ @ @ @ @ @ calculated what percentage of time was spent on each category .
They found : • Other offenses , such as fireworks , harassment , curfew violations , drunk people , etc .
: 26 % , or 84,230 hours • Proactive patrol : 7 % , or 21,907 hours ( Police said this percentage was much higher pre-COVID . )
• Non-criminal tasks such as found property , inmate transport or missing people : 5 % , or 15,340 hours • Unknown offenses , such as suspicious activity : 7.4 % or 24,042 @ @ @ @ @ @ @ , one area getting a lot of attention is who should respond to medical calls , including when someone is having a mental health crisis .
In many cities , advocates say those calls would be better handled by professional clinicians , and in Denver mental health responders have been joining officers on calls since 2016 .
This summer , the city launched a pilot program , the Support Team Assisted Response or STAR , where a paramedic and mental health clinician respond without police .
Thus far , police have not been @ @ @ @ @ @ @ their more than 350 calls , according to program organizers .
Still , in the first six months of 2020 , medicals calls — falls , headaches , overdoses , burns , breathing problems and diabetic issues , as well as suicidal people and others experiencing mental health emergencies — accounted for 8 % , or 26,647 hours , of police officers ’ work .
Are police asked to do too much ?
The debate over what cities ask their police officers to do is not new .
In 2015 , after five @ @ @ @ @ @ @ seven were injured in a shooting , the city ’ s police chief said : “ We ’ re asking cops to do too much in this country .
We are .
Every societal failure , we put it off on the cops to solve.
” But Thomas , who supervises Denver ’ s patrol division , said officers “ gladly accept our role as first responders.
” “ We know we ’ ll be called to things we ’ re not necessarily experts in , ” he said , noting that other @ @ @ @ @ @ @ capabilities of police .
“ Whether that ’ s medical calls or other things of that nature … we ’ ve been in this role for so long .
We ’ ve kind of become experts in identifying the right agencies for people to respond to.
” In many situations , such as domestic fights or clearing homeless camps , it ’ s important for officers to be there in case things escalate , Thomas said .
Police have become so entrenched in these different roles that they might have a hard time @ @ @ @ @ @ @ the professor , said .
And when jurisdictions have fewer high-level emergency calls , police departments find ways to fill officers ’ time .
That ’ s why it ’ s important to understand their various roles in a community , he said .
Defunding or abolishing the police has become politically expedient in some places , Taylor said , but he worries about taking serious measures without having replacement services ready to fill the gaps .
That means trying out various options on smaller scales — such as Denver ’ s STAR @ @ @ @ @ @ @ .
“ Why completely abolish the system without testing what it is you want to test ?
” he said .

During the first half of 2020, Denver police officers responded to hundreds of thousands of calls: Officers helped suicidal people and enforced evictions. They arrived for shootings and car thefts, worked security at university events and directed traffic.
Though violent crime generates the most headlines, Denver’s patrol officers spent more than 80% of their time dealing with other less serious complaints and a wide array of community tasks.
As Denver debates police funding in the wake of massive protests and a budget crisis caused by the ongoing coronavirus pandemic, The Denver Post asked the Denver Police Department to analyze how its officers spend their time. The data show that for every rape, shooting or armed robbery, there are seven times as many calls for other community needs, ranging from domestic disputes and noise complaints to EMS assists.
The nation is reckoning with law enforcement’s role in society, leading police to defending their roles as first responders who answer calls for crises 24 hours a day, seven days a week. Meanwhile, a growing body of reform-minded politicians, activists and other police experts say the data show the need for a new approach to policing.
In Denver, a proposal to abolish the police department in favor of a “peace force” failed. But the city has announced cuts to its policing budget, largely because of the economic crisis, and now the police union contract is up for debate as council decides whether officers should get raises when other city employees are not. In other cities, police department budgets have been slashed; in Austin, Texas, the police budget was cut by a third and about $150 million was moved into social services and alternative public safety programs.
Denver police division chief Ron Thomas said a budget cut of Austin’s magnitude would cripple Denver.
“The talk of defunding police is kinda tantamount to defunding the city,” he said. “People will not live and work and play in a city they don’t feel safe in.”
But Paul Taylor, a former University of Colorado Boulder cop who now teaches police policy and training at CU Denver, said it’s time cities look for creative solutions to address duties long-held by police.
“The question becomes: Are they the right tool for that job?” Taylor said. “What happens when they have an interaction and their only tools are the use of force, citation or arrest?”
Breaking down police calls
Denver police analyzed two sets of data for The Denver Post’s request: Calls for service — which includes calls to 911 and officer-initiated calls — as well as how much time officers spent on scene once they answered those calls.
While Denver’s report provides a helpful breakdown of police officers’ roles, it is not a perfect representation of how the department’s nearly 1,600 officers spend their days.
The analysis did not include meetings, calls that were not dispatched and administrative tasks. In addition, the numbers only pertain to patrol officers, so it doesn’t include detectives who work on homicide, rapes or thefts. Nor does it include supervisors such as sergeants who often respond to calls alongside patrol officers or officers assigned to other roles such as instructors at the training academy or those who serve in community relations. The data was broken down by patrol vehicle, not officer, so it does not reflect whether one or two people spent time on the issue.
Between Jan. 1 and June 30, police responded to 367,550 calls. Violent crime accounted for 52,428 of them, or 14%, according to department data. Those calls included assaults, child abuse and neglect, kidnapping, robberies, shootings, stabbings, riots, threats and domestic violence — which accounted for nearly 35% of all violent crimes.
That means the majority of calls require officers to deal with a variety of other tasks such as petty thefts, vandalism, traffic stops, medical assists, neighborhood patrols and responding to burglar alarms.
While calls for service represent a good look at what the public asks of police, the amount of time officers are on a scene is a more accurate reflection of how cops spend their time, department analysts said. To figure that out, the analysts added how many total minutes all patrol officers spent on various call categories and then calculated what percentage of time was spent on each category. They found:
Violent crimes: 17.9%, or 58,037 hours
Property crimes: 11.9%, or 38,738 hours
Other offenses, such as fireworks, harassment, curfew violations, drunken people, etc.: 26%, or 84,230 hours
Traffic, including parking complaints, abandoned vehicles and radar enforcement: 11%, or 34,343 hours
Proactive patrol: 7%, or 21,907 hours (Police said this percentage was much higher pre-COVID.)
Non-criminal tasks such as found property, inmate transport or missing people: 5%, or 15,340 hours
Assisting other agencies: 3.7%, or 11,937 hours
Unknown offenses, such as suspicious activity: 7.4% or 24,042 hours
As the debate over policing continues, one area getting a lot of attention is who should respond to medical calls, including when someone is having a mental health crisis. In many cities, advocates say those calls would be better handled by professional clinicians, and in Denver mental health responders have been joining officers on calls since 2016.
This summer, the city launched a pilot program, the Support Team Assisted Response or STAR, where a paramedic and mental health clinician respond without police. Thus far, police have not been asked to back up the clinicians on their more than 350 calls, according to program organizers.
Still, in the first six months of 2020, medical calls — falls, headaches, overdoses, burns, breathing problems and diabetic issues, as well as suicidal people and others experiencing mental health emergencies — accounted for 8%, or 26,647 hours, of police officers’ work.
Are police asked to do too much?
The debate over what cities ask their police officers to do is not new.
In 2015, after five Dallas police officers were killed and another seven were injured in a shooting, the city’s police chief said: “We’re asking cops to do too much in this country. We are. Every societal failure, we put it off on the cops to solve.”
But Thomas, who supervises Denver’s patrol division, said officers “gladly accept our role as first responders.”
“We know we’ll be called to things we’re not necessarily experts in,” he said, noting that other agencies don’t have the 24-hour-a-day capabilities of police. “Whether that’s medical calls or other things of that nature … we’ve been in this role for so long. We’ve kind of become experts in identifying the right agencies for people to respond to.”
In many situations, such as domestic fights or clearing homeless camps, it’s important for officers to be there in case things escalate, Thomas said.
Police have become so entrenched in these different roles that they might have a hard time imagining any other way, Taylor, the professor, said. And when jurisdictions have fewer high-level emergency calls, police departments find ways to fill officers’ time. That’s why it’s important to understand their various roles in a community, he said.
Defunding or abolishing the police has become politically expedient in some places, Taylor said, but he worries about taking serious measures without having replacement services ready to fill the gaps. That means trying out various options on smaller scales — such as Denver’s STAR program — to see how they work.
“Why completely abolish the system without testing what it is you want to test?” he said.


thedenverpost--2020-09-06--Top Workplaces 2020: Encore Electric exhibits commitment to safety, quality

“ The more complex it is , the better we are , ” says Meg VanderLaan , Encore Electric chief marketing officer .
“ We excel at the projects that are complicated and highly technical like hospitals , universities , data centers , office structures and museums.
” The company wins awards for safety and quality .
In April , Encore Electric won a 2020 Associated General Contractors Construction Risk Partners Build America Award in the category of Specialty Contractor for their work on the Gaylord of the Rockies Resort .
In 2019 , Encore Electric was named the Construction @ @ @ @ @ @ @ the AGC and Willis Towers Watson .
Encore Electric was honored for its safety record and safety culture and was considered the “ safest company in the nation.
” “ We ’ ve always had a strong safety culture , ” VanderLaan says .
That ’ s one of the reasons why our employees stay with us.
” Encore Electric also has been honored with the 2019 Colorado Apprentice Award for Outstanding Employer from the Business Experiential-Learning Commission , the Colorado Department of Labor and Employment , the Colorado Department of Higher Education @ @ @ @ @ @ @ The award recognized five Colorado employers for their apprenticeship programs and efforts to further awareness .
The company recognizes the need to not only train the technicians of the future but also to recruit them .
That ’ s why Encore Electric has created the “ Exit the Room , Enter a Career , ” mobile escape room .
The mobile lab allows students to learn about electrical design technology , how electricity works , and what it ’ s like to be an electrician .
The company takes the mobile lab to @ @ @ @ @ @ @ interest in a career as an electrician or in technology solutions , VanderLaan says .
Since launching the lab in August 2019 , it made 150 stops before the COVID-19 pandemic temporarily halted its use , VanderLaan says .
In addition to focusing on quality work and safety , Encore Electric also commits to charitable giving .
The company holds an annual Encore Gives !
Day where employees give up a Saturday and bring friends and family to volunteer at events like trail restorations , river cleanups , and yard maintenance for non-profit @ @ @ @ @ @ @ Denver , Colorado Springs and Fort Collins .
Team members also volunteered to do park maintenance north of Cheyenne , Wyo .
More than 75 employees volunteered last fall .
“ We believe that we belong in the communities where we live and work , ” VanderLaan says .
“ And we want to contribute to that community .
”

The award-winning team at Encore Electric loves a challenge.
“The more complex it is, the better we are,” says Meg VanderLaan, Encore Electric chief marketing officer. “We excel at the projects that are complicated and highly technical like hospitals, universities, data centers, office structures and museums.”
The company wins awards for safety and quality. In April, Encore Electric won a 2020 Associated General Contractors Construction Risk Partners Build America Award in the category of Specialty Contractor for their work on the Gaylord of the Rockies Resort. In 2019, Encore Electric was named the Construction Safety Excellence Award Grand Award winner by the AGC and Willis Towers Watson. Encore Electric was honored for its safety record and safety culture and was considered the “safest company in the nation.”
“We’ve always had a strong safety culture,” VanderLaan says. That’s one of the reasons why our employees stay with us.”
Encore Electric also has been honored with the 2019 Colorado Apprentice Award for Outstanding Employer from the Business Experiential-Learning Commission, the Colorado Department of Labor and Employment, the Colorado Department of Higher Education and the Colorado Workforce Development Council. The award recognized five Colorado employers for their apprenticeship programs and efforts to further awareness.
The company recognizes the need to not only train the technicians of the future but also to recruit them. That’s why Encore Electric has created the “Exit the Room, Enter a Career,” mobile escape room. The mobile lab allows students to learn about electrical design technology, how electricity works, and what it’s like to be an electrician. The company takes the mobile lab to middle and high schools to spark an interest in a career as an electrician or in technology solutions, VanderLaan says.
Since launching the lab in August 2019, it made 150 stops before the COVID-19 pandemic temporarily halted its use, VanderLaan says.
In addition to focusing on quality work and safety, Encore Electric also commits to charitable giving.
The company holds an annual Encore Gives! Day where employees give up a Saturday and bring friends and family to volunteer at events like trail restorations, river cleanups, and yard maintenance for non-profit organizations in Glenwood Springs, Eagle, Denver, Colorado Springs and Fort Collins. Team members also volunteered to do park maintenance north of Cheyenne, Wyo. More than 75 employees volunteered last fall.
“We believe that we belong in the communities where we live and work,” VanderLaan says. “And we want to contribute to that community.”
No. 3
Encore Electric Inc.
Years named: 2
Founded: 2003
Headquarters: Lakewood
Employees: 856, with 770 in Colorado
Locations: 1 in Colorado


thedenverpost--2020-09-06--A third of TikTok’s U.S. users may be 14 or under, raising safety questions

If Microsoft or another company buys TikTok before President Donald Trump bans the Chinese-owned video app on national security grounds , it will acquire a giant community of devoted fans and a lucrative platform for selling ads .
It might be buying something else , too : a big population of users ages 14 and under .
The minimum age for using TikTok is 13 .
In July , TikTok classified more than a third of its 49 million daily users in the United States as being 14 years old or younger , according to internal company data and documents @ @ @ @ @ @ @ Times .
While some of those users are likely to be 13 or 14 , one former employee said TikTok workers had previously pointed out videos from children who appeared to be even younger that were allowed to remain online for weeks .
The number of users who TikTok believes might be younger than 13 raises questions about whether the company is doing enough to protect them .
In the United States , the Children ’ s Online Privacy Protection Act requires internet platforms to obtain parental permission before collecting personal information on @ @ @ @ @ @ @ Musical.ly , an app that was merged into TikTok in 2018 , paid a $ 5.7 million fine last year to settle accusations from the Federal Trade Commission that it had broken those rules .
TikTok declined to comment on the user numbers .
In response to questions about the safety of younger users , a company representative referred to measures such as allowing parents to control what their teenagers see on the app and how much time they can spend on it .
TikTok and its owner , the Chinese social media @ @ @ @ @ @ @ cross hairs of the Trump administration , which is concerned that the app could help the Chinese Communist Party obtain Americans ’ private information .
Trump this month indicated his support for Microsoft or another U.S. company to buy TikTok ’ s U.S. operations as a way to allay the security fears .
But any deal for TikTok would require buyers to contend not just with political pressures , but also with issues that can become thorny at all social media platforms , including content guidelines , data collection practices and safety protections @ @ @ @ @ @ @ large audience of young fans makes it a big draw for advertisers , but also invites extra scrutiny of its privacy safeguards .
TikTok asks for a birth date when users register an account .
In the United States , those who say they are under 13 are allowed to use only a walled-off mode within the app in which they can not share personal information or videos .
Yet the concerns are that some under-13 users may lie to get around the age restrictions , and that the platform is not obtaining @ @ @ @ @ @ @ guardians .
Bill Gates , Microsoft ’ s co-founder , recently told Wired magazine that TikTok was a “ poison chalice ” for any buyer , referring to its complexity .
“ Being big in the social media business is no simple game , ” he said .
The TikTok data seen by The Times shows that the number of daily U.S. users in July whom the company estimated to be 14 or younger — 18 million — was almost as large as the number of over-14 users , around 20 million .
@ @ @ @ @ @ @ users were classified as being of unknown age .
TikTok does not rely only on users ’ self-reported dates of birth to categorize them into age groups .
It also estimates their ages using other methods , including facial recognition algorithms that scrutinize profile pictures and videos , said two former TikTok employees and one current employee , who declined to be identified because details of the company ’ s practices are confidential .
Another way TikTok estimates users ’ ages , these people said , is by comparing their activity and social @ @ @ @ @ @ @ users whose ages have already been estimated .
The company might also draw upon information about users that is bought from other sources .
In a statement , TikTok said : “ As is standard practice across our industry , ” the company conducts “ high-level age-modeling to better understand our users and allow our safety team to better protect the safety of our younger teens in particular.
” TikTok primarily uses the classification system to inform corporate strategy , according to the people with knowledge of the matter .
TikTok ’ s @ @ @ @ @ @ @ rules for moderators to follow , deciding , for instance , what should be done if an underage user is communicating with an adult on the app .
One of the former employees , who left TikTok this year , said the app did not use the classifications to automatically restrict or take down videos that might be from users under 13 , or to secure permission from those users ’ parents or guardians .
This raises the question of whether TikTok is responsible for acting upon what it knows about those who @ @ @ @ @ @ @ of last year ’ s FTC fine for violating the federal children ’ s online privacy law .
The law stipulates that if internet services have “ actual knowledge ” that a visitor is under 13 , they have to obtain parental consent or else delete the user ’ s personal information .
The FTC said on its website that such knowledge might come , for instance , from a child ’ s posting information online that reveals his or her age , or from concerned parents ’ notifying the platform that their @ @ @ @ @ @ @ have argued , however , that this standard creates an incentive for online platforms to willfully ignore the issue of whether their visitors are underage .
Josh Golin , the executive director of the advocacy group Campaign for a Commercial-Free Childhood , said TikTok had a duty to investigate if its own systems were indicating that so many users might be under 13 .
“ I would argue , once their systems have indicated to them that a user is likely under 13 , that they are past the point where they can @ @ @ @ @ @ @ that their legal obligation has kicked in , ” he said .
Angela J. Campbell , a law professor at Georgetown University who is on the advocacy group ’ s board , said , “ You could argue : Well , they ’ re not 100 % sure ” that those users are under 13 .
“ But you ’ re never going to be 100 % sure .
Given that there ’ s that many under 14 , it seems inconceivable to me that they could claim at all that they don @ @ @ @ @ @ @ , the Campaign for a Commercial-Free Childhood was one of 20 groups that complained to the FTC , saying that TikTok was flouting its agreement with the agency .
According to the data seen by The Times , TikTok ’ s youthful demographics in the United States are echoed in Western Europe , where the app is also popular .
In Britain , the share of daily users who were classified as 14 or younger was around 43 % this spring , the data shows .
In Germany , the share was more @ @ @ @ @ @ @ in February , it was 45 % .
These proportions may have fallen as TikTok has grown in popularity .
In June 2019 , nearly half of the daily users in the United States were estimated to be 14 or younger , internal data shows .
The share in Germany that month was around 40 % .
Like the United States , the European Union requires online services to obtain parental consent for processing children ’ s data .
The body that coordinates enforcement of the EU ’ s data protection rules announced @ @ @ @ @ @ @ review of TikTok ’ s practices .
The French and British privacy watchdogs have also said they are investigating the app .

The New York Times News Service Syndicate

If Microsoft or another company buys TikTok before President Donald Trump bans the Chinese-owned video app on national security grounds, it will acquire a giant community of devoted fans and a lucrative platform for selling ads.
It might be buying something else, too: a big population of users ages 14 and under. The minimum age for using TikTok is 13.
In July, TikTok classified more than a third of its 49 million daily users in the United States as being 14 years old or younger, according to internal company data and documents that were reviewed by The New York Times. While some of those users are likely to be 13 or 14, one former employee said TikTok workers had previously pointed out videos from children who appeared to be even younger that were allowed to remain online for weeks.
The number of users who TikTok believes might be younger than 13 raises questions about whether the company is doing enough to protect them. In the United States, the Children’s Online Privacy Protection Act requires internet platforms to obtain parental permission before collecting personal information on children under 13. The operators of Musical.ly, an app that was merged into TikTok in 2018, paid a $5.7 million fine last year to settle accusations from the Federal Trade Commission that it had broken those rules.
TikTok declined to comment on the user numbers. In response to questions about the safety of younger users, a company representative referred to measures such as allowing parents to control what their teenagers see on the app and how much time they can spend on it.
TikTok and its owner, the Chinese social media giant ByteDance, have been in the cross hairs of the Trump administration, which is concerned that the app could help the Chinese Communist Party obtain Americans’ private information. Trump this month indicated his support for Microsoft or another U.S. company to buy TikTok’s U.S. operations as a way to allay the security fears.
But any deal for TikTok would require buyers to contend not just with political pressures, but also with issues that can become thorny at all social media platforms, including content guidelines, data collection practices and safety protections for children. The app’s large audience of young fans makes it a big draw for advertisers, but also invites extra scrutiny of its privacy safeguards.
TikTok asks for a birth date when users register an account. In the United States, those who say they are under 13 are allowed to use only a walled-off mode within the app in which they cannot share personal information or videos. Yet the concerns are that some under-13 users may lie to get around the age restrictions, and that the platform is not obtaining the required consent from those users’ guardians.
Bill Gates, Microsoft’s co-founder, recently told Wired magazine that TikTok was a “poison chalice” for any buyer, referring to its complexity.
“Being big in the social media business is no simple game,” he said.
The TikTok data seen by The Times shows that the number of daily U.S. users in July whom the company estimated to be 14 or younger — 18 million — was almost as large as the number of over-14 users, around 20 million. The rest of TikTok’s U.S. users were classified as being of unknown age.
TikTok does not rely only on users’ self-reported dates of birth to categorize them into age groups. It also estimates their ages using other methods, including facial recognition algorithms that scrutinize profile pictures and videos, said two former TikTok employees and one current employee, who declined to be identified because details of the company’s practices are confidential.
Another way TikTok estimates users’ ages, these people said, is by comparing their activity and social connections in the app against those of users whose ages have already been estimated. The company might also draw upon information about users that is bought from other sources.
In a statement, TikTok said: “As is standard practice across our industry,” the company conducts “high-level age-modeling to better understand our users and allow our safety team to better protect the safety of our younger teens in particular.”
TikTok primarily uses the classification system to inform corporate strategy, according to the people with knowledge of the matter. TikTok’s policy teams use the numbers to create rules for moderators to follow, deciding, for instance, what should be done if an underage user is communicating with an adult on the app.
One of the former employees, who left TikTok this year, said the app did not use the classifications to automatically restrict or take down videos that might be from users under 13, or to secure permission from those users’ parents or guardians.
This raises the question of whether TikTok is responsible for acting upon what it knows about those who are under 13, particularly in light of last year’s FTC fine for violating the federal children’s online privacy law.
The law stipulates that if internet services have “actual knowledge” that a visitor is under 13, they have to obtain parental consent or else delete the user’s personal information. The FTC said on its website that such knowledge might come, for instance, from a child’s posting information online that reveals his or her age, or from concerned parents’ notifying the platform that their young one is using it.
Critics have argued, however, that this standard creates an incentive for online platforms to willfully ignore the issue of whether their visitors are underage.
Josh Golin, the executive director of the advocacy group Campaign for a Commercial-Free Childhood, said TikTok had a duty to investigate if its own systems were indicating that so many users might be under 13.
“I would argue, once their systems have indicated to them that a user is likely under 13, that they are past the point where they can bury their head in the sand, that their legal obligation has kicked in,” he said.
Angela J. Campbell, a law professor at Georgetown University who is on the advocacy group’s board, said, “You could argue: Well, they’re not 100% sure” that those users are under 13. “But you’re never going to be 100% sure. Given that there’s that many under 14, it seems inconceivable to me that they could claim at all that they don’t know this.”
In May, the Campaign for a Commercial-Free Childhood was one of 20 groups that complained to the FTC, saying that TikTok was flouting its agreement with the agency.
According to the data seen by The Times, TikTok’s youthful demographics in the United States are echoed in Western Europe, where the app is also popular.
In Britain, the share of daily users who were classified as 14 or younger was around 43% this spring, the data shows. In Germany, the share was more than 35%, and in France in February, it was 45%.
These proportions may have fallen as TikTok has grown in popularity. In June 2019, nearly half of the daily users in the United States were estimated to be 14 or younger, internal data shows. The share in Germany that month was around 40%.
Like the United States, the European Union requires online services to obtain parental consent for processing children’s data. The body that coordinates enforcement of the EU’s data protection rules announced in June that it was conducting a review of TikTok’s practices. The French and British privacy watchdogs have also said they are investigating the app.


thedenverpost--2020-09-06--Top Workplaces 2020: For Madison & Co. Properties providing agent support is key to success

Sometimes buying a house is like looking for a needle in a haystack .
You know what you want , but finding it among all the straw can be frustrating .
That ’ s why buyers need the agents at a boutique real estate firm like Madison & Co. Properties .
The company , which is named for the street where its founders , Todd Narlinger and Michael Turra , had their first investment property , has six offices in the Denver metro area .
Madison & Co. Properties is committed to providing a high-quality experience for buyers , sellers @ @ @ @ @ @ @ company prides itself on providing a collaborative team environment with an extensive mentoring program that provides structured training , professional coaching , business planning , and a boutique culture that celebrates young professions as well as embrace family lifestyles , ” says Shannon Cruz , director of agent development and operations .
When Cruz joined the company in October , she was impressed by the culture .
“ Madison really hits a home run on that end , ” she says .
“ There ’ s a lot of collaboration .
No one @ @ @ @ @ @ @ .
No one is too good to train another broker or give them advice .
We ’ re all in this together to provide the best possible service.
” To do that during the COVID-19 pandemic , the company has worked to be flexible and recognize that its brokers now have additional demands on their time .
“ Everything just shut down .
We had brokers who all of a sudden had to also become school teachers , ” she says .
“ We recognized that and are working to adjust to a @ @ @ @ @ @ @ The company ’ s brokers also continually work together to discuss new initiatives and create new processes .
“ We want to make sure we ’ re always in front of the game and provide the very best in technology , support and training , ” Cruz says .

Sometimes buying a house is like looking for a needle in a haystack. You know what you want, but finding it among all the straw can be frustrating. That’s why buyers need the agents at a boutique real estate firm like Madison & Co. Properties.
The company, which is named for the street where its founders, Todd Narlinger and Michael Turra, had their first investment property, has six offices in the Denver metro area. Madison & Co. Properties is committed to providing a high-quality experience for buyers, sellers, and its agents.
“Our company prides itself on providing a collaborative team environment with an extensive mentoring program that provides structured training, professional coaching, business planning, and a boutique culture that celebrates young professions as well as embrace family lifestyles,” says Shannon Cruz, director of agent development and operations.
When Cruz joined the company in October, she was impressed by the culture.
“Madison really hits a home run on that end,” she says. “There’s a lot of collaboration. No one is afraid they will say too much. No one is too good to train another broker or give them advice. We’re all in this together to provide the best possible service.”
To do that during the COVID-19 pandemic, the company has worked to be flexible and recognize that its brokers now have additional demands on their time.
“Everything just shut down. We had brokers who all of a sudden had to also become school teachers,” she says. “We recognized that and are working to adjust to a new way of living and working.”
The company’s brokers also continually work together to discuss new initiatives and create new processes.
“We want to make sure we’re always in front of the game and provide the very best in technology, support and training,” Cruz says.
No. 3
Madison & Co. Properties
Years named: 7
Founded: 2008
Headquarters: Denver
Employees: 161
Locations: 6
Logo: Yes


thedenverpost--2020-09-06--Top Workplaces 2020: Edward Jones provides expertise to build financial plans

Edward Jones financial advisers have one goal : to make a positive difference for their clients .
“ Regardless of what happens with COVID-19 and the challenges it presents now , and in the months ahead , it ’ s important to have financial goals , ” says Todd Young , Edward Jones financial adviser and regional leader for 60 branch offices in the Denver metro area .
“ People are still building plans to send their kids to college .
They are still preparing for retirement , ” Young says .
“ It ’ s critical to be able @ @ @ @ @ @ @ take the time to understand what you need and help you build strategies to meet your goals .
You need someone who can help you navigate the next days and the months ahead.
” Young knows his clients , especially those who may be retired or are nearing retirement , are especially nervous about the future .
That ’ s why he and his associates have been proactive about reaching out to clients to let them know there ’ s a plan that ’ s appropriate for them .
Edward Jones , founded @ @ @ @ @ @ @ Colorado .
In addition to working to help its clients , Edward Jones also works to support the communities it serves .
Volunteerism is a vital component of the firm ’ s culture .
“ We all feel very fortunate that we get to do what we do , so we contribute our time to giving back , ” Young says .
Edward Jones raised more than $ 3.3 million in 2018 for the Alzheimer ’ s Association annual Walk to End Alzheimer ’ s .
As a presenting sponsor for the event @ @ @ @ @ @ @ topped $ 6 million .
In Colorado , the company organized 39 Walks to End Alzheimer ’ s that drew 314 participants and raised more than $ 56,000 .
Looking to the future , Edward Jones plans to continue recruiting more high-caliber financial advisers and will continue its Goodknight mentorship programs to ensure new associates are successful .
The company devotes 24 % of net profits annually — $ 229 million in 2018 — to profit sharing for associates who have been employed six months or more and work at least 20 hours @ @ @ @ @ @ @ we work together , we share our financial rewards , and that brings out the best in everyone , ” Young says .
“ That ’ s something that personally I cherish .
”

Edward Jones financial advisers have one goal: to make a positive difference for their clients.
“Regardless of what happens with COVID-19 and the challenges it presents now, and in the months ahead, it’s important to have financial goals,” says Todd Young, Edward Jones financial adviser and regional leader for 60 branch offices in the Denver metro area.
“People are still building plans to send their kids to college. They are still preparing for retirement,” Young says. “It’s critical to be able to work with someone one-on-one who will take the time to understand what you need and help you build strategies to meet your goals. You need someone who can help you navigate the next days and the months ahead.”
Young knows his clients, especially those who may be retired or are nearing retirement, are especially nervous about the future. That’s why he and his associates have been proactive about reaching out to clients to let them know there’s a plan that’s appropriate for them.
Edward Jones, founded in 1922, has 373 locations in Colorado. In addition to working to help its clients, Edward Jones also works to support the communities it serves. Volunteerism is a vital component of the firm’s culture.
“We all feel very fortunate that we get to do what we do, so we contribute our time to giving back,” Young says.
Edward Jones raised more than $3.3 million in 2018 for the Alzheimer’s Association annual Walk to End Alzheimer’s. As a presenting sponsor for the event, the company’s total contribution topped $6 million. In Colorado, the company organized 39 Walks to End Alzheimer’s that drew 314 participants and raised more than $56,000.
Looking to the future, Edward Jones plans to continue recruiting more high-caliber financial advisers and will continue its Goodknight mentorship programs to ensure new associates are successful. The company devotes 24% of net profits annually — $229 million in 2018 — to profit sharing for associates who have been employed six months or more and work at least 20 hours a week.
“Our philosophy is we work together, we share our financial rewards, and that brings out the best in everyone,” Young says. “That’s something that personally I cherish.”
No. 2
Edward Jones
Years named: 8
Founded: 1922
Headquarters: St. Louis, Mo.
Employees: 47,317, with 855 in Colorado
Locations: 373 in Colorado


thedenverpost--2020-09-06--Top Workplaces 2020: Booyah Advertising cuts through the digital clutter

Booyah Advertising does more than just help businesses sell their products online .
The Denver agency is really in the problem-solving business .
“ We relish the challenge that digital presents and thrive most when we ’ re solving problems for our clients , ” says Aubree Cross , Booyah head of marketing .
With its team of 70-plus experts , Booyah builds and optimizes ad campaigns for Google , Facebook and Amazon .
It also helps businesses navigate policy and determine the most effective options .
“ Digital is a more complicated , fragmented , difficult-to-understand landscape than it @ @ @ @ @ @ @ says .
“ That ’ s where we are at our best and offer the most value to brands .
Through the pandemic , we ’ ve been in a position to leverage our problem-solving skills and attitude to aid clients in one of their most intense times of need.
” Although Booyah works in TV and print advertising , the agency ’ s focus is digital .
“ In short , digital sells itself .
The spreadsheet does the selling and showcases all the evidence of digital ’ s impact on brands @ @ @ @ @ @ @ for a click , and you can be confident that the click a ) actually happened , and b ) led to some further action ( or at least visitation ) on your website , ” Cross says .
“ We also love that , because of its inherent trackability , there ’ s nothing subjective about digital .
The data is the data .
Performance in traditional media relies so much on subjective tastes or whether someone likes the aesthetic of the TV or print ad .
Digital is the most addressable @ @ @ @ @ @ @ there is , especially now , in the face of historical digital consumption as more and more consumers stay home.
” Booyah offers an appealing work environment and doesn ’ t have trouble recruiting employees .
“ It ’ s so easy to bring people to Colorado .
As soon as they buy a house , we know we have them forever , ” Cross says .
The agency is committed to training and offers a robust benefits package .
“ We have dedicated director-level experts in each of the digital disciplines ( @ @ @ @ @ @ @ , Amazon , etc . )
whose role is to train and facilitate the growth of our employees .
Through in-depth onboarding , regular training sessions , and easy access to reps at Google , Facebook , etc.
, our employees are set on a path for rapid learning and growth , ” Cross says .
Company benefits include no-cost medical insurance options , free parking , and subsidized meal cards from local eateries , plus unlimited paid time off after the first year , flexible working hours , quarterly team events , @ @ @ @ @ @ @ also holds an annual Shark Tank-type competition where anyone at the agency can pitch ideas for helping clients or improving the company culture .
And Booyah likes to make sure it also has fun with events like an annual ski day , a yearly Rockies baseball outing , Halloween and winter holiday parties , an annual agency kickball tournament , and quarterly team outings like go-kart racing .
Booyah also rewards loyalty with anniversary gifts .
For example , after five years with the company , the award is a vacation , complete @ @ @ @ @ @ @ as well as a stipend for meals and activities .

Booyah Advertising does more than just help businesses sell their products online. The Denver agency is really in the problem-solving business.
“We relish the challenge that digital presents and thrive most when we’re solving problems for our clients,” says Aubree Cross, Booyah head of marketing.
With its team of 70-plus experts, Booyah builds and optimizes ad campaigns for Google, Facebook and Amazon. It also helps businesses navigate policy and determine the most effective options.
“Digital is a more complicated, fragmented, difficult-to-understand landscape than it’s ever been,” Cross says. “That’s where we are at our best and offer the most value to brands. Through the pandemic, we’ve been in a position to leverage our problem-solving skills and attitude to aid clients in one of their most intense times of need.”
Although Booyah works in TV and print advertising, the agency’s focus is digital.
“In short, digital sells itself. The spreadsheet does the selling and showcases all the evidence of digital’s impact on brands’ businesses. You pay $1 for a click, and you can be confident that the click a) actually happened, and b) led to some further action (or at least visitation) on your website,” Cross says. “We also love that, because of its inherent trackability, there’s nothing subjective about digital. The data is the data. Performance in traditional media relies so much on subjective tastes or whether someone likes the aesthetic of the TV or print ad. Digital is the most addressable, defensible, trackable, best media there is, especially now, in the face of historical digital consumption as more and more consumers stay home.”
Booyah offers an appealing work environment and doesn’t have trouble recruiting employees.
“It’s so easy to bring people to Colorado. As soon as they buy a house, we know we have them forever,” Cross says.
The agency is committed to training and offers a robust benefits package.
“We have dedicated director-level experts in each of the digital disciplines (search, display, social, organic, Amazon, etc.) whose role is to train and facilitate the growth of our employees. Through in-depth onboarding, regular training sessions, and easy access to reps at Google, Facebook, etc., our employees are set on a path for rapid learning and growth,” Cross says.
Company benefits include no-cost medical insurance options, free parking, and subsidized meal cards from local eateries, plus unlimited paid time off after the first year, flexible working hours, quarterly team events, and a dog-friendly office.
The company also holds an annual Shark Tank-type competition where anyone at the agency can pitch ideas for helping clients or improving the company culture. And Booyah likes to make sure it also has fun with events like an annual ski day, a yearly Rockies baseball outing, Halloween and winter holiday parties, an annual agency kickball tournament, and quarterly team outings like go-kart racing.
Booyah also rewards loyalty with anniversary gifts. For example, after five years with the company, the award is a vacation, complete with air travel and hotel credits, as well as a stipend for meals and activities.
No. 1
Booyah Advertising
Years named: 1
Founded: 2001
Headquarters: Denver
Employees: 71, with 70 in Colorado
Locations: 1 in Colorado


thedenverpost--2020-09-06--Colorado is making progress on a Front Range railway. Here’s what it will take to make it happen.

The idea sounds enticing : Instead of battling Interstate 25 congestion , travelers hopscotching between cities along the Front Range could board a gleaming , speedy train and wave goodbye to the traffic .
But while a recent modeling study suggested there ’ s healthy demand for such a service — forecasting nearly 3 million riders a year along a 191-mile route from Fort Collins to Pueblo — don ’ t start holding your breath just yet .
This railway , if it happens , is likely a decade or so away from welcoming its first passenger .
“ In @ @ @ @ @ @ @ system that works in Colorado , this is a key element , ” said state Sen. Leroy Garcia of Pueblo , the Senate president and a longtime booster of the idea .
“ It ’ s not going to be built overnight .
We have to be innovative.
” The Front Range corridor is home to more than 80 % of Colorado ’ s population , and it ’ s projected to absorb most of the state ’ s growth in coming decades .
Backers point to an intercity train as a climate- @ @ @ @ @ @ @ state more competitive in attracting employers .
But plenty has to happen — and not only figuring out how to pay for the gargantuan cost , which hasn ’ t been pegged but is likely to reach into the billions of dollars .
Here ’ s a look at the stages and challenges ahead before such a train becomes reality : Three years ago , after a decade of discussions and studies , state legislators approved the creation of a commission to spearhead a Front Range rail line .
The Southwest Chief & @ @ @ @ @ @ @ existing commission that has fought to save Amtrak ’ s Southwest Chief service in southeastern Colorado .
After soliciting public input in the last year or so , the 11-member commission is now deep into an “ alternatives analysis ” for the I-25 corridor .
The Colorado Department of Transportation ’ s analysis produced modeling numbers for one of two favored alignments , which would travel south through Longmont and Boulder and connect in some way with Denver ’ s Union Station .
It would continue southward along BNSF Railway ’ s freight @ @ @ @ @ @ @ underway for another option that tracks closer to I-25 except in the Denver metro area , where it swings east along E-470 , making an easy connection to Denver International Airport via the A-Line possible , before heading south .
Randy Grauberger , the commission ’ s project director , said preliminary passenger numbers for that route are “ pretty similar ” to the other one .
Analysts still need to run through a range of variables on both routes that include different levels of service , different technology — including trains that @ @ @ @ @ @ @ .
The initial model priced a ticket at 32 cents a mile , amounting to $ 22 for a one-way fare from Colorado Springs to Denver , but lower fares likely would entice more riders , he said .
There are more intensive studies and plans to come , including a look next year at how passenger and freight trains would interact — even if they ’ re likely on different tracks — and then a National Environmental Policy Act study .
That federal law calls for calls for an extensive analysis of @ @ @ @ @ @ @ has a tendency to drag on , though federal officials in the Trump administration have been working to streamline the process to two years or so .
The commission will need $ 5 million to $ 10 million from the state or the feds to pay for the NEPA study , Grauberger said .
Around the same time , the commission will put together a service development plan that spells out proposed train schedules , costs , parking availability , transit connections and other details .
That ’ s when the railway will @ @ @ @ @ @ @ still depend on the multibillion-dollar question : How will Colorado pay for it ?
The ballpark estimate from prior studies has ranged from $ 5 billion for a commuter-rail setup to $ 15 billion for high-speed rail that would travel up to 180 mph .
“ The number ’ s probably somewhere in that range , ” Grauberger said , adding that the commission is likely to have a better idea by the end of the year .
Some hopeful signs have emerged , including that Amtrak considers Front Range rail a federal @ @ @ @ @ @ @ billion in a surface-transportation bill that has passed the U.S. House but faces a more skeptical Senate .
U.S. Sen. Cory Gardner , a Colorado Republican , has voiced support for including money in a new coronavirus stimulus bill , but that has stalled .
“ What I want us to do in Colorado is be moving in this direction so when those things are authorized , we ’ re ready to hit the ground running , ” Garcia said .
Even if some federal money or support emerges , though , a @ @ @ @ @ @ @ to voters .
In fact , commission member Sal Pace , a former state legislator from Pueblo , was among those who ’ d hoped lawmakers would refer a sales tax for it to this year ’ s fall ballot .
That idea fell by the wayside when the pandemic upended the legislative session .
Garcia hopes to see action during next year ’ s session to lay the groundwork for a special district to plan and build the railway , covering all or parts of roughly 13 counties along the Front Range @ @ @ @ @ @ @ a sales tax could then happen in late 2021 or , more likely , in 2022 , Grauberger said .
By then , the commission should have more concrete proposals to show voters .
Backers were heartened by a poll last year that found 85 % of voters in those 13 counties supported the idea of Front Range passenger rail service , and 61 % would support a sales tax for a $ 5 billion project .
There ’ s also support from some big players , including Gov .
Jared Polis , @ @ @ @ @ @ @ lot going right for us , ” Pace said .
But that ’ s all at the conceptual stage , before the cutthroat debate of an actual ballot campaign .
When faced with transportation-funding ballot questions , Colorado voters are known to get cold feet .
Even on the commission , some members have asked to see modeling comparisons to other modes of transportation that might carry passengers more cheaply , CPR News reported .
Before the pandemic , CDOT had attracted strong ridership on some of its Bustang regional bus lines , @ @ @ @ @ @ @ system might not attract as many riders as a train .
There are myriad other challenges , including working with BNSF and Union Pacific to get access to their rights-of-way to build new track .
Though the railroads can be tricky partners , Grauberger says their representatives have been supportive participants on the commission .
Depending on funding and analysis of potential segments , officials also will need to figure out which ones to build first .
Some regional railways , including Utah ’ s 90-mile FrontRunner train north and south of Salt @ @ @ @ @ @ @ segment in 2008 and now attracts 5 million riders a year , have taken that approach successfully .
Colorado ’ s initial studies have shown higher ridership potential north of Denver than in the southern Front Range , though Garcia argues the system will be stronger the longer it is .
The experience of other regions that have built big rail projects points to the need for patience .
But Pace says he can feel momentum on Front Range rail .
Within a decade , he said , “ we could have all @ @ @ @ @ @ @ have a district and we could have funding lined up before then .
Then it ’ s about the buildout and getting us to operation .
”

The idea sounds enticing: Instead of battling Interstate 25 congestion, travelers hopscotching between cities along the Front Range could board a gleaming, speedy train and wave goodbye to the traffic.
But while a recent modeling study suggested there’s healthy demand for such a service — forecasting nearly 3 million riders a year along a 191-mile route from Fort Collins to Pueblo — don’t start holding your breath just yet. This railway, if it happens, is likely a decade or so away from welcoming its first passenger.
“In order for us to have a transit system that works in Colorado, this is a key element,” said state Sen. Leroy Garcia of Pueblo, the Senate president and a longtime booster of the idea. “It’s not going to be built overnight. We have to be innovative.”
The Front Range corridor is home to more than 80% of Colorado’s population, and it’s projected to absorb most of the state’s growth in coming decades. Backers point to an intercity train as a climate- and commuter-friendly solution that would make the state more competitive in attracting employers.
But plenty has to happen — and not only figuring out how to pay for the gargantuan cost, which hasn’t been pegged but is likely to reach into the billions of dollars.
Here’s a look at the stages and challenges ahead before such a train becomes reality:
Finishing initial studies
Three years ago, after a decade of discussions and studies, state legislators approved the creation of a commission to spearhead a Front Range rail line.
The Southwest Chief & Front Range Passenger Rail Commission absorbed an existing commission that has fought to save Amtrak’s Southwest Chief service in southeastern Colorado. After soliciting public input in the last year or so, the 11-member commission is now deep into an “alternatives analysis” for the I-25 corridor.
The Colorado Department of Transportation’s analysis produced modeling numbers for one of two favored alignments, which would travel south through Longmont and Boulder and connect in some way with Denver’s Union Station. It would continue southward along BNSF Railway’s freight corridor to Pueblo. Projections are still underway for another option that tracks closer to I-25 except in the Denver metro area, where it swings east along E-470, making an easy connection to Denver International Airport via the A-Line possible, before heading south.
Randy Grauberger, the commission’s project director, said preliminary passenger numbers for that route are “pretty similar” to the other one. Analysts still need to run through a range of variables on both routes that include different levels of service, different technology — including trains that travel 125 mph — and cheaper fares.
The initial model priced a ticket at 32 cents a mile, amounting to $22 for a one-way fare from Colorado Springs to Denver, but lower fares likely would entice more riders, he said.
Figuring out the plan
There are more intensive studies and plans to come, including a look next year at how passenger and freight trains would interact — even if they’re likely on different tracks — and then a National Environmental Policy Act study. That federal law calls for calls for an extensive analysis of a project’s potential impacts that has a tendency to drag on, though federal officials in the Trump administration have been working to streamline the process to two years or so.
The commission will need $5 million to $10 million from the state or the feds to pay for the NEPA study, Grauberger said.
Around the same time, the commission will put together a service development plan that spells out proposed train schedules, costs, parking availability, transit connections and other details. That’s when the railway will become more tangible.
Paying for it
But much will still depend on the multibillion-dollar question: How will Colorado pay for it?
The ballpark estimate from prior studies has ranged from $5 billion for a commuter-rail setup to $15 billion for high-speed rail that would travel up to 180 mph.
“The number’s probably somewhere in that range,” Grauberger said, adding that the commission is likely to have a better idea by the end of the year.
Some hopeful signs have emerged, including that Amtrak considers Front Range rail a federal priority for as much as $2 billion in a surface-transportation bill that has passed the U.S. House but faces a more skeptical Senate. U.S. Sen. Cory Gardner, a Colorado Republican, has voiced support for including money in a new coronavirus stimulus bill, but that has stalled.
“What I want us to do in Colorado is be moving in this direction so when those things are authorized, we’re ready to hit the ground running,” Garcia said.
Even if some federal money or support emerges, though, a key funding decision likely will be up to voters.
Asking voters to support tax
In fact, commission member Sal Pace, a former state legislator from Pueblo, was among those who’d hoped lawmakers would refer a sales tax for it to this year’s fall ballot. That idea fell by the wayside when the pandemic upended the legislative session.
Garcia hopes to see action during next year’s session to lay the groundwork for a special district to plan and build the railway, covering all or parts of roughly 13 counties along the Front Range. A vote within that district on a sales tax could then happen in late 2021 or, more likely, in 2022, Grauberger said.
By then, the commission should have more concrete proposals to show voters.
Backers were heartened by a poll last year that found 85% of voters in those 13 counties supported the idea of Front Range passenger rail service, and 61% would support a sales tax for a $5 billion project. There’s also support from some big players, including Gov. Jared Polis, a Democrat.
“We have a lot going right for us,” Pace said.
But that’s all at the conceptual stage, before the cutthroat debate of an actual ballot campaign. When faced with transportation-funding ballot questions, Colorado voters are known to get cold feet.
Even on the commission, some members have asked to see modeling comparisons to other modes of transportation that might carry passengers more cheaply, CPR News reported. Before the pandemic, CDOT had attracted strong ridership on some of its Bustang regional bus lines, for example — though a robust bus system might not attract as many riders as a train.
Getting rail line built
There are myriad other challenges, including working with BNSF and Union Pacific to get access to their rights-of-way to build new track. Though the railroads can be tricky partners, Grauberger says their representatives have been supportive participants on the commission.
Depending on funding and analysis of potential segments, officials also will need to figure out which ones to build first. Some regional railways, including Utah’s 90-mile FrontRunner train north and south of Salt Lake City, which opened its first segment in 2008 and now attracts 5 million riders a year, have taken that approach successfully.
Colorado’s initial studies have shown higher ridership potential north of Denver than in the southern Front Range, though Garcia argues the system will be stronger the longer it is.
The experience of other regions that have built big rail projects points to the need for patience. But Pace says he can feel momentum on Front Range rail.
Within a decade, he said, “we could have all the pieces in place. We could have a district and we could have funding lined up before then. Then it’s about the buildout and getting us to operation.”