Issues
Government Accountability and Transparency
Dennis Gallagher’s efforts have resulted in a much more transparent and accountable government in Denver.
Dennis led a city-wide effort to revise and update Denver’s fiscal rules. These are the rules and procedures that specify how agencies and employees spend the city’s money and account for it. These rules had become outdated, and frankly not always abided by. Gallagher led the way to not only updating and revising these rules, but making certain that they were user-friendly and readily available and visible via the city’s website to managers, employees and the public.
Dennis also led the fight – against serious opposition – to establish Denver’s first Whistleblower ordinance. This ordinance ensures that employees that report waste, fraud or abuse of city resources or money, are not targeted for retaliation in their jobs. All too often in the past, employees, or even employees of city contractors, were afraid to report misconducts for fear of retaliation. Now, with legal protection against reprisals, employees are much more likely to report malfeasance, and protect the public’s interest. Whistleblower reports to the Auditor have resulted in audits and other actions that have indeed protected the public’s interests.
The term whistleblower derives from the practice of English bobbies (policemen), who would blow their whistles when they noticed the commission of a crime. The whistle would alert other law enforcement officers and the general public of danger.
More Efficient and Effective Government
Dennis Gallagher’s reform efforts in the Auditor’s Office have resulted in a more efficient, effective and useful office, better serving Denver’s needs. That reform included an initial reorganization of the office downsizing it from 5 divisions to 2. This allowed the Auditor’s office to refocus on core responsibilities resulting in enhanced performance of those functions.
Reform also improved the contract approval process. The Auditor counter signs all city contracts and that signature is the last in the process. In fact a contract is not fully executed until the Auditor signs it. This is a key check and balance in the contract process.
Prior to Dennis’ efforts, however, that approval process was cumbersome and time-consuming. The result was contracts not being properly reviewed for errors or other problems and taking too long to be signed. The reforms instituted (including a totally electronic review process) have resulted in much faster turnaround times, a thorough and complete review of all contracts for accuracy, appropriateness, and consistency with all necessary laws, rules and regulations. Moreover the enhanced productivity in the Contracts section that these reforms brought about, allowed for staffing reductions while increasing efficiency.
- Reorganized the Auditor’s Office from 5 divisions to 3
- Refocused on core responsibilities resulting in enhanced performance of those functions
- First office or agency to delegate IT functions to a central technology services office thus fostering the move to city-wide consolidated technology services
- Enhanced productivity in the contract approval process allowing for staffing reductions while improving efficiency
- Instituted electronic processing of contracts and change orders further improving efficiency and turnaround time
- Aligned budget priorities with core responsibilities to enhance delivery of services resulting in net savings to the city and the taxpayer