2024 Strategic Doing Framework
The City of Colorado Springs, under Mayor Yemi’s leadership, has developed a 2024 Strategic Doing Framework. This document is informed by community input through Listening Tours and Solutions Team recommendations. It also includes input from City staff and City Councilmembers. This Framework does not represent every action the City will take in 2024. It represents what the community asked its municipal government to prioritize in the near term.
This framework will help inform the City’s long-term strategic plan, which is actively being developed and will be published in the summer of 2024. As part of the Strategic Plan implementation, annual Strategic Doing Frameworks will be a key deliverable from Mayor Yemi’s Administration. The purpose is to move ideas and plans into action-oriented collaborations that result in measurable outcomes.
The intent of this Framework is to set ambitious goals, to be transparent about the work the City is doing on the community’s behalf, and to hold the Administration accountable to deliver measurable outcomes around each strategic priority. The five strategic priorities are:
- Public Safety
- Infrastructure
- Housing Solutions
- Economic Vitality
- Community Activation
In each of these priorities, the City has set “SMART” goals, which are specific, measurable, achievable, relevant and time bound. There are a total of 20 initiatives in the 2024 Strategic Doing Framework that will be supported by cross-departmental teams and detailed workplans around each initiative. Each workplan will provide specificity around team members, partners, action items and tactics, as well as key performance indicators. The City will report this information to the community through online dashboards and regular communication.
The 2024 Strategic Doing Framework is purposefully bold and ambitious. As such, the Administration recognizes it may not achieve full success in each of the action items listed. What’s most important is being transparent about the successes and challenges associated with each goal and moving the City forward around the strategic priorities with measurable outcomes.
Strategic Priorities & Objectives
Public Safety
Public Safety
Colorado Springs is striving to become one of the safest, most prepared, and resilient cities in the nation.
Objective
Enhance public safety by increasing community support, funding, innovative programming, and staffing to the City’s first responders.
1. Expand community and behavioral health public safety programs
Complete
- Explore funding opportunities for additional community and behavioral health programs.
- COMPLETE: Explored funding opportunities for additional community and behavioral health programs. Applied for funding opportunities and successfully were awarded from opioid counsel.
- Explore alternative modes of service delivery to the community.
- COMPLETE: Explored alternative modes of service delivery to the community. Colorado Springs Police Department worked with the Fire Department to improve utilization and outcomes of ART program. Utilized the voucher program to obtain state ID and completed background paperwork required. Hired new team members in support of initiatives.
- Improve community engagement around a unified message.
- COMPLETE: Improved community engagement with a unified message, completed guides on homeless outreach, and created HelpCOS 2.0.
2. Leverage and implement technology as a force multiplier to improve public safety efforts
In Progress
- In the spirit of transparency, expand open data and dashboarding efforts around public safety.
- IN PROGRESS: Initiatives are still actively being worked.
- Implement speed safety technology and deploy resources to assist with traffic and pedestrian safety.
- IN PROGRESS: Initiatives are still actively being worked.
3. Establish an action plan to improve community public safety through employee retention and recruitment
In Progress
- Prioritize morale improvement among first responders.
- IN PROGRESS: Prioritized morale improvement amongst first responders. The Colorado Springs Police Department enhanced supplies and equipment. Provided employee recognition, signed and implemented cancer & heart trust, and communicated more transparency with the community.
- Hire additional police officers through continuous police academies.
- COMPLETE: Hired additional police officers through continuous police academies and implemented continuous hiring. Began police academies on an 18-week cycle.
- Determine the location and prepare preliminary designs for the CSPD Training Academy.
- IN PROGRESS: Created solutions teams, selected vendor for needs assessment and vendor completed assessment.
4. Expand community outreach and engagement efforts
Complete
- Execute a regional public awareness campaign around wildfire safety.
- COMPLETE: Executed regional public awareness campaign on wildfire safety. Established regular coordination of public campaign efforts, identified current wildland fire campaign plans amongst regional partners, and established unified regional messaging around umbrella. Distributed wildland fire programs and materials throughout region. Expanded use of PeakAlerts, implemented regional evacuation webpage, and provided incident specific outreach to communities.
- Improve community engagement strategies by partnering with community leaders and focusing on positive engagement.
- COMPLETE: Improved community engagement strategies, worked with community leaders to reduce potential crime, worked with community leaders to plan and implement improved emergency services. Worked with city park visitors to address crime concerns, engaged with community expansion program, partnered with hotels/motels for crime prevention, and actively engaged homeowner leaders in crime prevention.
5. Identify funding for two additional fire stations
Complete
- Identify funding for two additional fire stations
- COMPLETE: Identified funding more additional fire stations, explored certificate of participation for securing land, and continued to prioritize public safety needs during annual budget process.
Performance Metrics
Increase number of total first responders; measurable expansion of community and behavioral health programs or services; community engagement metrics; improve public safety response times.
Infrastructure
Infrastructure
The City is striving toward a future where community members understand and appreciate the City’s infrastructure and how it enhances the quality of their lives, while making the best use of taxpayer dollars.
Objective
As Colorado Springs continues to grow both in population and geography, the City must prepare and invest in core public infrastructure to meet the demands of the future, while improving the overall condition of existing assets.
1. Explore and implement “Smart Growth” policies
Complete
- Work with City Council to develop, complete and approve annexation master plan (AnnexCOS).
- COMPLETE: The Planning Department, along with Colorado Springs Utilities, City Council and Planning Commission representatives, have selected a consultant for this work and are on the way to adoption of AnnexCOS. There has been one public engagement event and there will be future opportunities for input as this plan is finalized.
- Develop and implement guidelines for annexation review.
- COMPLETE: The Planning Department has worked with City Council and other City agencies to implement updated annexation policy checkpoint guidelines for review of annexations. Policy approved by City Council.
- Implement land use policies that support infill, redevelopment, and adaptive reuse of properties within existing developed areas of the City.
- COMPLETE: The Planning Department has begun the process for our PlanCOS 5-year update which will include review of the vision and implementation of PlanCOS strategies related to infill and redevelopment in context to growth.
2. Reform the Lodger’s and Automobile Rental Tax (LART)
In Progress
- Launch LART Solutions Team and stakeholder engagement in partnership with City Council.
- IN PROGRESS: The list of stakeholder groups was developed, and the public process was conducted. Also, the consultant was hired and began facilitating the solution team and public input. The LART Solutions Team was launched in June 2024 and met four times between June and October.
3. Enhance and expand mass transit and multi-modal transportation options
In Progress
- Continue to aggressively pursue State and Federal grant opportunities.
- COMPLETE: Mountain Metro Transit has submitted several state and federal grant applications for hybrid vehicles to replace unleaded fuel vehicles for ADA Complementary Paratransit and Metro Rides Vanpool; ADA accessible vehicle replacements for ADA Complementary Paratransit; and a CDOT Office of Innovation and Mobility grant. Transit continues to pursue grants as applicable to projects in current development as well as any grants to assist in aligning future capital projects outlined through numerous studies/plans to include the 2050 Regional Plan, Zero Electric Vehicle, Long Range Transportation Plan. Transit has received several awards for diesel hybrids as well as battery electric vehicles. This last year, Transit received awards to complete a Comprehensive Operation Analysis as well as a Universal Road map studying our fare structure. Transit also received 2 months of the Ozone Season Transit grant for July and August 2024 which totaled $1,071,015.
- Develop plan to fund replacement vehicles and continue zero emission fleet diversification pilot integrations.
- IN PROGRESS: Transit received 10 ADA paratransit cutaway vans in 2023 and 7 diesel fixed-route buses in 2024, will receive 6 hybrid fixed-route buses in 2025, and 4 minivans in 2024/2025. Additionally, Transit has secured funding to purchase more than 20 vehicles for fixed-route, ADA paratransit, and vanpool services over the next three years.
- Explore the enhancement and expansion of efficient bus routes.
- IN PROGRESS: Transit is wrapping up the 2050 Regional Transit Plan and anticipates completion during the first quarter of 2025. This plan will provide short and long-term direction for future transit services for the next 25 years. Additionally, Transit was awarded grant funding to conduct a comprehensive operations analysis that, among other things, will take a deep look into the fixed route transit system and develop recommendations for improved bus route efficiency.
4. Preserve, enhance, and upgrade aging City facilities
In Progress
- Begin implementing the City Facilities Master Plan.
- IN PROGRESS: Working with Facilities, IT, Parks, and various other departments at the City, the team has taken the data in the Facilities Master Plan and introduced mapping technology to better review and prioritize the needs of the city. The Facilities committee will use this information to prioritize capital improvements each year based on the available budget.
- Evaluate and implement City Auditorium Solutions Team recommendations.
- COMPLETE
5. Pursue funding to support roadway and park improvements and maintenance
Complete
- Work with City Council to ensure 2C is on the ballot for November 2024.
- COMPLETE: Created a comprehensive presentation detailing the history, requirements, and achievements of the 2C road maintenance program to enhance understanding and emphasize its importance to elected officials and residents. Also presented proposed ballot language for City Council's consideration in August 2024, for renewal on the November election ballot. Residents approved the ballot measure in November 2024.
- Produce public facing reports on capital transportation projects.
- COMPLETE: Quarterly reports outlining accomplishments, project status and the use of public funds are included in the site and updated routinely (typically quarterly). View Reports
- Explore additional funding options for critical park maintenance.
- COMPLETE: The Parks Department identified critical park infrastructure that was included on the list for the 2C ballot initiative, pursued over $1M in private philanthropic support for Pioneers Museum exhibit and program space, pursued grant funding to complete the Duck Lake restoration project in Monument Valley Park, and submitted a grant application for $1.7 M in wildland fire mitigation in Garden of the Gods Park.
6. Initiate the activation of our waterways
Complete
- Leverage grants and private partnership opportunities to fund CreekCOS vision.
- COMPLETE: Located viable funding options for COS Creek vision.
- Initiate inaugural CreekCOS project and solidify vision tenets.
- COMPLETE: Revisioning of America the Beautiful Park is well into 10% conceptual design; public input process will begin Spring 2025. Five-year plan has been established to include the beginning of construction for America the Beautiful Park and the beginnings of design for the next two project locations.
- Explore and develop programmatic delivery approach for Water Resource Development Act (WRDA) funding considered by congress.
- COMPLETE: Series of meetings have taken place with the CORPS to discuss the P3 Delivery option. Drafting of agreement will follow appropriation.
Performance Metrics
Improve infrastructure condition ratings; increase level of funding secured for public infrastructure; development of annexation guidelines.
Housing Solutions
Housing Solutions
Colorado Springs is striving to become an inspiring example of a city where everyone has the ability to choose housing that is right for them.
Objective
Implement policies and foster community partnerships to increase housing options for people in all seasons of their life and make housing more affordable and attainable.
1. Maximize and leverage regional partnerships to improve housing affordability
In Progress
- Partner with the Pikes Peak Housing Network (PPHN) and other regional stakeholders to establish attainable housing goals.
- IN PROGRESS: Reviewed team selected, defined scope of work for regional housing needs assessment (HNA) and participated in PPHN strategic planning day to establish lanes for PPHN and City.
- Advocate for construction defect legislation reform by joining forces with legislators, advocates, and cities from across the state.
- IN PROGRESS: Advocated for construction defect legislation reform by joining forces with legislators, advocates, and cities from across the state. (See: Mayor Yemi and the Colorado Springs City Council joined 28 Colorado Mayors in supporting the Right to Remedy Construction Defects Act. Although the bipartisan bill received overwhelming support in the Colorado Senate, it did not pass the House of Representatives in 2024.)
- Engage with for-profit and nonprofit developers to maximize access to Proposition 123 funds.
- IN PROGRESS: Created 1-page educational document to distribute amongst development partners
- Support nonprofit efforts to expand housing opportunities for individuals and families experiencing homelessness in our community.
- COMPLETE: Assisted Homeward Pikes Peak with application to Colorado Housing and Finance Authority (CHFA) for award and received award for The Commons.
2. Pursue innovative housing solutions
In Progress
- Showcase innovative building technologies, such as 3D printing or panelized construction.
- IN PROGRESS: Procured architect and obtained schematic design and pricing for single family home and accessory dwelling unit.
- Adopt program guidelines to encourage and incentivize the development of accessory dwelling units (ADUs).
- IN PROGRESS: Reviewed other examples of municipal ADU resources, identified community lenders to approach about ADU financing tools, conducted regular reporting for Department of Local Affairs (DOLA) compliance, and shared progress with Community Development Advisory Committee (CDAC).
3. Stimulate the removal of barriers for affordable and attainable housing development
In Progress
- Partner with City Council to expand incentives and rebates to include missing-middle housing and single-family homeownership, targeting households up to 120% area median income (AMI).
- IN PROGRESS: Applied for CDS funding to expand rebate program to homeownership opportunities and explored potential funding sources to expand rebate program and other incentives.
- Explore incentive-based programs to include entry level and workforce housing in mixed income developments and newly annexed land.
- IN PROGRESS: Reviewed AnnexCOS agreement with contractor.
Performance Metrics
Measurable increase in incentives and rebates; decrease the number of individuals experiencing homelessness; increase the number of policy actions to improve housing attainability.
Economic Vitality
Economic Vitality
Creating an environment where economic vitality is generated through a diverse business ecosystem, entrepreneurial activity, cultural and recreational amenities, tourism and events, quality education, community engagement, and fierce resident pride.
Objective
Support the growth of new and existing businesses by fostering a business-friendly environment, attracting and retaining talent to support businesses, and promoting quality of life through Olympic City USA branding and the region’s premier outdoor recreation.
1. Bolster collaboration and resources to ensure a premier business friendly environment that supports new and existing businesses in Colorado Springs
Complete
- Establish virtual “Business Navigator” program.
- COMPLETE: Identified business community frequently asked questions, knowledge gaps, and common issues. Secured participation from community resource partners, designed digital content, created marketing plan with community partners, launched and promoted Business Navigator program.
- Spotlight industry innovation ecosystems and opportunities.
- COMPLETE: Included all city and Mayor talking points in industry innovations ecosystems and opportunities. Encouraged community partners to highlight industry innovation ecosystems and opportunities. Made updates to the economic development website and brought on more team members.
- Broaden knowledge of licensing and sales tax processes to businesses through online tools and help-desk support.
- COMPLETE: Created a commercial on industry innovation ecosystems and opportunities. Added more team members and made more updates to the economic development website.
- Increase number of business walks and visits to continue business education of City resources.
- COMPLETE: Hired more Economic Development team members, secured community support for business walks, and developed business walk priority plan for crisis, construction, and new businesses.
- Review and/or update business licensing, land use, and enforcement processes.
- COMPLETE: Updated City licensing, land use, and enforcement processes.
2. Advance future workforce needs with education, workforce partners, employers, and military
In Progress
- Build school district K-12 partnership to emphasize “workforce for tomorrow” jobs and training focused on key sectors in the Pikes Peak Region.
- IN PROGRESS: Hired and onboarded City Workforce Administrator and identified relevant state bills to support partnerships.
- Promote veteran programs as business recruitment tool.
- IN PROGRESS: Updated defense community overview and included updates in all city and Mayor talking points. Added verbiage to letter prospects and launched military welcome program.
- Support cybersecurity and space education to become a direct feeder to higher education and industry.
- IN PROGRESS: Provided support to cybersecurity and space education to become a direct feeder the higher education industry.
- Partner with trade industries to promote career opportunities.
- IN PROGRESS: All items are actively being worked.
3. Celebrate the economic diversity of Colorado Springs by reimagining the Olympic City USA brand as a quality of life and talent attraction tool
Complete
- Partner with the Chamber & EDC “Find your COS” program.
- COMPLETE: Partnered with the Chamber and economic development center find your COS program. Prompted find your COS on socials, through higher education, and through industry clusters programs.
- Activate the Olympic City USA brand by connecting the city’s diverse economy through shared values.
- COMPLETE: Activated the Olympic City USA brand through connection to Colorado Springs diverse economy. Developed strategic communication plan, campaign message, spokespeople, campaign resources, and marketing content.
4. Partner to promote our quality of life and outdoor recreation for talent attraction and retention
Complete
- Partner to promote our quality of life and outdoor recreation for talent attraction and retention.
- COMPLETE: Located partners to promote quality of life and outdoor recreation for talent attraction and retention. Secured funding to refresh economic benefits studies and captured national recognition for quality of life.
Performance Metrics
Increase output from public-private partnerships; increase awareness of economic development incentives and programs; increase community-wide awareness of brand value.
Community Activation
Community Activation
Democracy is best served when residents engage in the decisions that affect their neighborhoods.
Objective
Enhance the City’s work through community partnerships and engagement with a focus on mental health.
1. Advance the City’s Mental Health Initiative
Complete
- Establish collaborative partnerships and plans that increase access to mental health resources.
- COMPLETE: Formed team and created partnership with Lyda Hill institute. Also, incorporated Colorado Mental Health Consortium’s legislative review with Mayor’s briefing.
- Establish a region-wide Mental Health campaign to raise awareness about current Mental Health Providers and resources.
- COMPLETE: The City launched Pikes Peak Rising, a collaborative Mental Health Initiative with over 40 local partners. Worked with El Paso County Public Health to launch Pikes Peak Rising 360, the first-in-the state pilot web portal that gives residents a free first step to navigate the often-confusing world of accessing mental health help.
- Collaborate with local and national mental health organizations to promote and provide workshops, programs, and tools for mental health.
- COMPLETE: The City held several industry-focused summits, such as Workplace Wellness and Military Installation Summits, to create new partnerships around mental health work and bolster resilience. Created a Mental Health Legislative process to help us review legislation that affects mental health.
- Promote ways that residents can volunteer throughout the community as a key strategy in Mental Health wellness and community connectedness.
- COMPLETE: ColoradoSprings.gov/volunteer
- Develop partnerships with businesses to encourage employee wellness.
- COMPLETE: The City held several industry-focused summits, such as Workplace Wellness and Military Installation Summits, to create new partnerships around mental health work and bolster resilience.
- Implement the '1,000 Neighborhood Parties' Initiative to overcome isolation by connecting neighbors through neighborhood gatherings.
- COMPLETE: Knowing the value of neighbor connection and resident wellbeing, we launched the “1000 Neighborhood Gatherings” Initiative, seeing over 900 gatherings held in 100% of Colorado Springs Neighborhoods. It is estimated that more than 55,000 people attended a gathering throughout the campaign and more than 10,000 new connections were made between hosts and their neighbors, with 96% of hosts feeling more connected to their neighborhood after hosting a gathering and 95% saying their gathering had a positive impact on their neighborhood.
2. Leverage and implement technology to engage residents and improve quality of life
Complete
- Reboot the City’s “smart city” program.
- COMPLETE: The Smart City Committee has been realigned under the Innovations and Technology department, with members from multiple departments. The City’s Smart City program is leveraging data, technology, and automation to address critical community needs and enhance quality of life. We continue to collaborate with the Colorado Smart Cities Alliance and participate in the Connected Colorado Challenge to find and test innovative solutions for our community.
- Expand digital engagement tools to connect, share information, and access services across the community.
- COMPLETE: The City launched AskCOS, a new AI-powered chatbot that makes navigating ColoradoSprings.gov easier than ever. We also added and enhanced tools for communicating with residents, including a nonemergency texting platform, a consolidated newsletter system, and a new community survey platform. We also identified a new provider for the City’s GoCOS app, which will provide an enhanced customer experience.
Performance Metrics
Number of neighborhood parties in 2024; measurable increase in number of volunteer efforts; number of initiatives launched through the City’s Mental Health Initiative.