The Peak Alliance for a Sustainable Future Business Plan
October 2012
Introduction
As the Pikes Peak region continues to grow, competing demands are made on our natural environment, government services,
community relationships, educational systems, personal health and quality of life.
These conditions require a comprehensive, collaborative and regional framework by which our local governments,
institutions, businesses, and individuals can coordinate, collaborate, and develop regional solutions to regional challenges.
Sustainability provides a map and a path by which we account for current actions while working to ensure our future legacy is
a positive one. It is a vision of multigenerational betterment of our quality of life and community.
In this spirit, volunteers, professionals and community leaders from nearly 100 organizations donated thousands of hours to
create a 20-year regional sustainability plan for El Paso and Teller counties referred to as “Looking to Our Future: Pikes Peak
Region 2030”(PPR2030). This plan was developed through a consensus-based process and contains stretch goals and
strategies to help guide the Pikes Peak region towards a more sustainable and prosperous future.
The mission of the Peak Alliance for a Sustainable Future is to promote regional sustainability and advance the PPR2030
through regional collaboration and outreach.
TABLE OF CONTENTS
1. EXECUTIVE SUMMARY
2. HISTORY & MISSION
a. HISTORY OF THE PEAK ALLIANCE & THE PPR2030
b. SUMMARY OF PPR 2030 STRETCH GOALS & STRATEGIES
c. MISSION AND GOALS OF THE PEAK ALLIANCE
3. COMMUNITY ENGAGEMENT
a. NEED FOR REGIONAL SUSTAINABILITY
b. OUTREACH & COMMUNICATION
c. PIKES PEAK REGIONAL SUSTAINBILITY PARTNERS
4. ADMINISTRATION & LEADERSHIP
a. FUNDING THE PEAK ALLIANCE
b. GOVERNANCE STRUCTURE
5. THREE-YEAR STRATEGIC PLAN AND BUDGET
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Executive Summary
The Peak Alliance for a Sustainable Future, initially spearheaded by the Pikes Peak Area Council of Governments (PPACG),
convened regional stakeholders and local governments to foster a regional dialogue on sustainability and to develop a longterm sustainability strategy for El Paso and Teller Counties. This multi-jurisdictional and multi-discipline collaborative
approach resulted in the Pikes Peak region’s first long-term sustainability plan – Looking to Our Future: Pikes Peak Region
2030 (PPR 2030).
With PPACG funding going away in June 2013, it is the goal of the Peak Alliance for a Sustainable Future (Peak Alliance) to
continue to advance the PPR 2030 by: establishing permanent governance and structure; building community awareness in
Teller and El Paso counties through marketing and outreach and education opportunities; continuing the coordination of its
partners; aligning with existing initiatives similar in scope; and expanding its network of partners to include more sectors and
areas beyond those listed in the PPR 2030.
A six-person advisory board will guide the direction of the PEAK ALLIANCE and assist in its financial stability. Technical
advisory committees consisting of subject matter experts and community partners will assist in marketing, outreach and
coalition building. A director will be hired to coordinate the committees, to monitor and track progress of the goals and
strategies and report the progress to partners and the community through periodic reporting, public outreach events and
social media exposure.
Funding for the PEAK ALLIANCE will be managed by the fiscal sponsorship requirements under the Pikes Peak Community
Foundation and will require financial contributions from community partners and grants. PPACG has committed staff support
to serve as interim director on a part-time basis through June 2013 while the PEAK ALLIANCE pursues funding through
fundraising and grant writing to hire permanent staff in June 2013. The PEAK ALLIANCE is investigating the possibility of
housing the PEAK ALLIANCE in a university or another institution or agency as a long-term goal.
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History & Mission
History of the PEAK ALLIANCE & PPR 2030
In 2002, Fort Carson established its long-term sustainability goals for the installation with help from the community at the region’s first annual
sustainability conference. To build on Fort Carson’s foundational work on sustainability and to assist the installation in meeting its sustainability
goals, an ad hoc group of Fort Carson representatives and community leaders began a broader, more inclusive effort to address sustainability
region-wide. This group, called SNaPP (Sustainability Action Plan for the Pikes Peak region), circulated a Statement of Commitment Letter for
regional sustainability to thirty community organizations, businesses, local governments, and non-profits to sign. This commitment from these
entities was the foundation for a collaborative regional sustainability planning process. (See Statement of Commitment attached)
In May 2010, the Pikes Peak Area Council of Governments (PPACG) was designated as the lead agency to work with governmental, private, and
non-profit leaders to establish a structured approach for a more expansive conversation and develop sustainability goals for the region. To
achieve this, PPACG obtained approximately $400,000 in funding from a Federal Consolidated Transportation Planning Grant, the Office of
Economic Adjustment, the Edmondson Foundation, Fort Carson, City of Colorado Springs, Sierra Club and BETTR Recycling. The Peak Alliance
for a Sustainable Future was launched in August 2010 and a Consensus Committee, comprised of elected officials, community and business
leaders, was formed to be the oversight committee.
Over a two-year period, the Consensus Committee and working groups identified 20-year stretch goals and high-level strategies to improve the
lives of current and future generations and preserve the region’s natural resources. The tireless work of these dedicated individuals resulted in
the region’s first sustainability plan – Looking to Our Future: Pikes Peak Region 2030 (PPR 2030) – completed and finalized in March 2012.
In April 2012, the Consensus Committee approved the final PPR 2030 (see Resolution by the Consensus Committee attached) and agreed to the
formation of a Transition Team tasked with identifying a permanent home, funding source(s) and governance structure for the implementation
and advancement of the PPR 2030. In September 2012, the Transition Team agreed that the best path forward for advancing the PPR 2030
would be to: apply for fiscal sponsorship through the Pikes Peak Community Foundation; form a six-person Advisory Board to oversee and
guide the process; develop a business plan; and to work on securing funding for a permanent staff position to continue coordination and
progress on the PPR 2030.
PPACG will continue to offer staff support through June 2013 when its funding runs out.
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History of the Peak Alliance for a Sustainable Future
Fort Carson creates
its 25-year
sustainability goals
at the first Southern
Colorado
Sustainability
Conference
2002
Summer
2009
SNaPP circulates a
Statement of
Commitment Letter for
regional sustainability
signed by 30 agencies
and organizations to
support a regional
sustainability planning
process.
Fall/Winter 09/10
Ad hoc group,
referred to as
Sustainable Action
Plan for Pikes Peak
Region (SNaPP),
plans an approach
for developing a
regional
sustainability plan.
May
2010
PPACG launches the Pikes
Peak Regional Sustainability
Project (PPRSP) and forms a
Consensus Committee of
elected officials and
community and industry
leaders to oversee the
project.
Aug.
2010
SNaPP Steering
Committee
designates PPACG as
lead agency for
developing a
regional
sustainability plan.
Aug. 2010 –
Mar. 2012
Apr.
2012
The Consensus
Committee and
working groups
develop the PPR 2030
with 20-year stretch
goals, high level
strategies and metrics.
Consensus Committee
finalizes the PPR 2030
with public input. The
PPR 2030 is presented to
the public at a Fort
Carson sustainability
breakfast. The Transition
Team is formed.
Apr. 2012 Sep.2012
The Transition Team
develops a strategic
plan for the PPRSP,
with goals for the
next three years.
An advisory board
for the PPRSP is
formed to lead the
project.
Nov. 2012 Jan. 2013
PPRSP’s name is
changed to Peak
Alliance for a
Sustainable Future
and is a component
fund of the PPCF
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Stretch Goals and Strategies of the PPR 2030
The PPR 2030 takes a comprehensive approach to sustainability – the intent is to ensure that decision-making processes take into account all of the
interrelated items. The PPR 2030 includes stretch goals and high-level strategies (summarized below) for the following areas: Arts and Culture;
Built and Natural Environment; Economic Development; Education; Energy: Health; Materials Management and Procurement; Transportation; and
Water Quantity. (See “Looking to Our Future: Pikes Peak Region 2030” attached)
Agriculture: Agriculture is an important and complex issue that affects
and is affected by other areas including natural environment, water
supply and quality, economy and transportation. PPR 2030 focuses on
increasing food producers, both rural and urban, and preserving
agriculture land and water resources.
Arts and Culture: Arts and culture provide a richness and vitality to the
region and greatly contribute to the region’s economy. PPR 2030
focuses on and builds upon the Cultural Plan of the Pikes Peak Region,
which provides a framework for promoting the arts and increasing the
public’s appreciation for the arts.
Built and Natural Environment: Minimizing the impact that we have on
our natural environment is critical to our quality of life. PPR 2030
focuses on complementing the built environment with the natural
environment and enhancing lives of people by promoting community,
accessibility, and commerce.
Economic Development: A sustainable economy creates jobs that allow
employees to live a high quality of life. PPR 2030 focuses on creating a
strong and diverse economy that supports and benefits from local
sustainability.
Education: Quality education is fundamental to a prosperous, vibrant,
and healthy community and is a critical component to the success of all
of the goals of PPR 2030.
Energy: PPR 2030 focuses on decreasing overall energy use through
conservation and energy efficiency and the production and
consumption of renewable and/or sustainable energy.
Health: While Colorado boasts some of the best statistics in the nation
for a healthy population, the state and the region are not immune to
health epidemics, with rising obesity rates and other negative health
trends. PPR 2030 focuses on strategies that address access to health
care, public education about healthy living, and promoting overall wellbeing.
Materials Management and Procurement: The more efficiently we
purchase and use materials, the less we throw away and the less we
have to recycle, reuse, and repurchase. PPR 2030 focuses on reducing
waste sent to landfills, household hazardous waste, and purchasing
using tenets of reduce, reuse, and recycle.
Transportation: Alternative transportation choices and overcoming
automobile dependence are key elements of sustainability. PPR 2030
focuses on this by pursuing a multi-modal transportation system of
roads, transit, bicycles, and pedestrian walkways that are sustainable,
equitable, and affordable.
Water Quantity: Providing water to accommodate the growing region
located in a semi-arid climate now and into the future is and will
continue to be a critical and complex issue. PPR 2030 focuses on
consumption, landscaping, and water reuse.
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Mission and Goals:
The fundamental principle of the PPR 2030 and the PEAK ALLIANCE is in keeping with the mission of the Pikes Peak Community Foundation – to
improve the quality of life in the Pikes Peak region. This concept is inherent in all of the goals and strategies of the PPR 2030. (See Stretch Goals
and Strategies of the PPR 2030)
The PPR 2030 is meant to be a living document used to inspire and encourage community collaboration and engagement, sustainab le
development and prosperity, and the protection of our cultural and natural heritage. It is imperative that the PEAK ALLIANCE continues to
shepherd the PPR 2030 to ensure that the vision of regional sustainability continues and the work of so many volunteers does not just “sit on a
shelf”.
Therefore, it is the mission of the PEAK ALLIANCE: to promote regional sustainability in the Pikes Peak region and to advance the regional
sustainability plan – Looking to Our Future: Pikes Peak Region 2030.
To achieve the mission, the role of the PEAK ALLIANCE will be to: influence and educate policy makers and citizens; ensure community
awareness about PPR 2030 and other sustainability efforts in the region; ensure accountability for commitments made by lead entities in PPR
2030; gather conceptual buy-in and increased participation in the sustainability effort; demonstrate sustainability practices; develop networks
with entities have relevant interests; facilitate collaboration and partnerships; and secure funding for leadership and implementation of the PPR
2030.
Community Engagement:
Need for Regional Sustainability
Why a Regional Approach:
The PPR 2030 provides a framework for a broad-based regional sustainability action plan and leverages the area’s various sustainability efforts
into a regional context. A regional coordinated approach mitigates duplicative and conflicting planning efforts, thereby reducing unnecessary
costs. Without any sustainability coordinator positions in a government position in the region, there is a need for coordination between local
governments and other community entities with sustainability goals and initiatives. The PEAK ALLIANCE will help leverage and promote the
sustainability plans and efforts that many organizations, local governments, and institutions have. For instance, Fort Carson has been a key
player in the regional sustainability effort, and the Peak Alliance for a Sustainable Future will continue to support Fort Carson in achieving its
long-term sustainability and Net-Zero goals. However, resource demands will continue to rise with the addition of the combat aviation brigade
and potentially any future growth as funding for garrison operations will decline. While Fort Carson remains committed to achieving its
sustainability and net zero goals and to collaborating with the community in these endeavors, the resources to do so will be minimized and Fort
Carson and the surrounding communities will rely more on implementation of the PPR 2030. It will be important for continued community
partnership with the PEAK ALLIANCE to communicate the needs of Fort Carson and to assist in implementing sustainability initiatives to help
support Fort Carson’s sustainability goals, especially for transportation, renewable energy, and waste. (More examples of regional
sustainability efforts included in resource guide attached)
Outreach & Communication
Who This Will Benefit:
The beneficiaries of collaborative and comprehensive long-term planning include all generations living now and into the future. Because of the
broad scope and focus of sustainability it is important to convey the message to as many people as possible. That is why the Transition Team
developed a video showcasing sustainability success stories throughout the region and promoting the PPR 2030. The message of the video is
not only about individual projects being done by individual entities, but how all these projects are connected and how sustainability practices
improve the quality of life, foster jobs and innovation, and protect our natural resources. The video was presented at the Colorado
Sustainability Conference and will be shown at public events, forums, the Pikes Peak Library District’s public access channel and other public
access channels, and streamed online. (See Pikes Peak Regional Sustainability Video)
A goal of the PEAK ALLIANCE is to continue this messaging through future video projects or a “story corps” format highlighting the benefits of
sustainability on a personal level and on a region-wide level. It is also the goal of the PEAK ALLIANCE to expand the messaging and develop
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stronger ties with the economic development organizations, local governments, businesses, and financiers in the region to show how
sustainability can benefit economic development. An annual meeting of coalition partners will commence during or around the Colorado
Sustainability Conference. A marketing plan will be developed to better identify opportunities for outreach and education (see three-year
strategic plan).
Who is Involved:
The PEAK ALLIANCE is entirely community-driven, having been created by a variety of community leaders, industry experts, businesses,
employers, non-profits, and community members. The PEAK ALLIANCE will capitalize on its established partnerships from the development
of the PPR 2030 (see Pikes Peak Sustainability Partners) by reengaging those partners and expanding the coalition to include more
organizations, local governments, educational institutions, businesses and others. The PEAK ALLIANCE will seek commitment from those
organizations to be sustainability champions by adopting and/or implementing the regional sustainability goals/strategies as appropriate.
Measuring Impact:
Sustainability is a metric of a community’s resilience to environmental, economic and social uncertainties. It is important to be able to
continuously assess the conditions of a community and its environment to help identify progress or areas of concern. The PEAK ALLIANCE will
help link the goals, strategies and milestones established in a PPR 2030 to an existing mechanism for measuring progress in certain areas. The
Quality of Life Indicators (QLI) report is an annual report that tracks the current conditions in the region. By integrating the work from the PPR
2030 into the report, the QLI can be the method of monitoring and reporting the region’s progress towards meeting the long-term
sustainability goals and strategies. Reporting progress will also be done through regular correspondence, outreach, and meetings with PEAK
ALLIANCE partners and the public.
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Pikes Peak Regional Sustainability Partners
The PPR 2030 was developed through consensus by close to 100 organizations and individuals dedicating over 1,000 professional hours to the
creation of this collaborative vision for regional sustainability. The organizations and individuals that participated are listed below:
Alliance for Sustainable Colorado
American Institute of Architects
Bestway Disposal
Better Painting
BETTR Recycling
Black Hills Energy Corporation
Care and Share Food Bank of Southern
Colorado
Catamount Institute
Cedar Springs Hospital
City of Colorado Springs
City of Colorado Springs Mountain Metro
Transit
City of Colorado Springs Parks & Recreation
City of Manitou Springs
City of Woodland Park
City of Woodland Park Economic
Development
Coalition for the Upper South Platte
Colorado College
Colorado Department of Public Health &
Environment
Colorado Department of Transportation
Colorado Springs Economic Development
Corporation
Colorado Springs School District 11
Colorado Springs Utilities
Community Health Partnership
Council of Neighbors and Organizations
Cultural Office of the Pikes Peak Region
DeAnna Nasseth
Downtown Partnership
Ellicott School District
El Paso County
El Paso County Health & Environment
El Paso County Household Hazardous Waste
Facility
Evans Army Community Hospital
Fort Carson
Fountain Utilities
Frost Livestock Co.
Greater Colorado Springs Chamber of
Commerce
Green Cities Coalition
Healthier Communities Collaborative
Holistic Networkers Association
Housing and Building Association
Housing Authority of Colorado Springs
John Egbert
John Henry Edmondson Foundation
Leadership Pikes Peak
LiveWell Colorado Springs
Memorial Health System
Nolte Associates, Inc.
Olson Planning
Peak Facilitation
Peak Vista Community Health Centers
Peterson Air Force Base
Pikes Peak Area Council of Governments
(PPACG)
PPACG – Area Agency of Aging
Pikes Peak BOCES
Pikes Peak Community College
Pikes Peak Community Foundation
Pikes Peak Library District
Pikes Peak Quality of Life Indicators Project
Pikes Peak Superintendent Association
Pikes Peak Sustainable Business Network
Pikes Peak United Way
Pikes Peak Workforce Center
Public Personal Rapid Transit Consortium
RE Consulting
Recycling Coalition of Colorado Springs
Safe Routes to School
Sierra Club
Southern Colorado Business Partnership
Southern Colorado Clean Cities Coalition
Sustainable Transformations
Teller Energy
Town of Green Mountain Falls
Trails and Open Spaces Coalition
Tri-Lakes Chamber of Commerce
University of Colorado Colorado Springs
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Administration & Leadership
Funding
The PEAK ALLIANCE will seek funding from grants, monetary and in-kind donations and fundraising.
The Pikes Peak Area Council of Governments will dedicate staff support through June 2013 with an estimated value of $30,000 and will donate
office space for the hired director with an estimated value of $15,000. The first-year budget is estimated to be $90,000. (See Estimated 12Month Budget). PPACG is also seeking additional monies through the Department of Local Affairs for the implementation of the PPR 2030 and
potential staff support. The amount requested from DOLA is $75,000. However, these funds have not been accounted for in the estimated
budget for 2013.
Although some staff support and office space will be dedicated from PPACG, fundraising for the PEAK ALLIANCE will need to be initiated right
away. A seed money campaign will be initiated in January 2013. The campaign goal is $40,000 to fund a half-year’s salary for the director
(hired as an independent contractor) at $30,000, approximately $5,000 to fund a grant writer (estimated to be $50/hour for 100 hours of work),
and approximately $5,000 for a marketing contractor to assist with web development and marketing. The campaign will be targeted to the
partners involved in the development of the PPR 2030, the original signors of the Statement of Commitment, and other stakeholders. The
marketing plan, estimated to be developed by springs 2013, will also identify other opportunities for fundraising. (See Pikes Peak Region 2030
Action Plan 2012 through 2015)
Other grant agencies and foundations that the PEAK ALLIANCE may seek funding from include: The John Henry Edmondson Foundation; the
Pikes Peak Community Foundation; El Pomar Foundation; the Environmental Protection Agency; the Colorado Department of Public Health &
Environment; and others.
Governance
The PEAK ALLIANCE will be led by a six-person Advisory Board, and supported by a diverse coalition of partners and other stakeholders, and a
hired staff person. The staff person will serve as the director of the PEAK ALLIANCE. Committees will assist the staff person with specific tasks
as needed.
Advisory Board:
The role of the Advisory Board will be to make financial, operational, and leadership decisions for the PEAK ALLIANCE. The Advisory Board will
actively seek and advocate for funding opportunities and partnerships and assist the director with administration, marketing and
communication, partnership and coalition building, and projects and programs. (See Pikes Peak Region 2030 Action Plan 2012 through 2013)
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The Advisory Board represents different sectors of the region and the diverse perspective of their constituents and/or organizations. The initial
advisory board of five people who fill sectorial seats:
o
o
o
o
o
o
Community – Dave Munger, Council of Neighbors and Organizations
Economy – John Dunker, Colorado Springs Regional Business Alliance
Environment – Jane Ard-Smith, Sierra Club
Region – Brent Kennedy, Teller Energy
Education – Kevin Gilford, University of Colorado Colorado Springs
Military – Mary Barber, Sustainable Fort Carson (ex officio member and fund advisor)
Descriptions of the organizations represented on the Advisory Board are below:
Colorado Springs Regional Business Alliance formed in the merger of the Greater Colorado Springs Chamber of Commerce and the Colorado
Springs Regional Economic Development Corporation, the CSRBA is the primary advocate of the Colorado Springs and Pikes Peak region’s
business community, dedicated to serving business of all sizes and to building regional economic growth and prosperity.
Council of Neighbors and Organizations (CONO), a network of local neighborhood organizations, serves as a facilitator between local elected
officials, planners, planning commissions, neighbors, and organizations. Its purpose is to provide information that protects and preserves the
integrity of neighborhoods within the region. CONO is involved with the Healthier Communities Collaborative, a partnership with El Paso
County Public Health and area health providers to tackle the major health issues in the region, and the Pikes Peak QLI Project.
Fort Carson is the Pikes Peak region’s US Army installation and the largest employer in the region. Fort Carson is a national and international
leader among US military installations for its sustainability and net-zero goals. Fort Carson has been an active partner in the development of
the PPR 2030.
Sierra Club Pikes Peak Group promotes the protection and preservation of the natural environment. The Sierra Club is actively involved with
environmental advocacy efforts in the region and participates in the Colorado Sustainability Conference.
University of Colorado Colorado Springs (UCCS) is one of the fastest-growing universities in the state and the nation and has the fourth largest
public university graduate enrollment in Colorado. UCCS has a thriving sustainability program that works to decrease the university’s waste and
carbon emissions, promote renewable energy and energy efficiency, and educate its students about environmental stewardship through its
undergraduate courses.
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Teller Energy is a partnership project of the Coalition for the Upper South Platte, Teller County, and the Governor’s Energy Office, with the goal
of increasing energy efficiency and promoting renewable energy opportunities in Teller County.
Director:
The director’s primary role will be to shepherd the overall effort. The director will work with the advisory board and others involved in the
PEAK ALLIANCE to develop specific strategies and plans for advancing the PPR 2030. Specifically, the director will work on administration,
marketing and communication, partnership and coalition building, and projects and programs. The director may have a role in grant writing,
but this kind of work may also be done by a contracted grant writer. (See Pikes Peak Region 2030 Action Plan 2012 through 2013)
PPACG staff will coordinate the PEAK ALLIANCE and serve as the interim director for the PEAK ALLIANCE through June with staff support in the
amount of approximately .5 full-time equivalent (FTE). PPACG staff will assist with communication, coordination, and environmental tasks. A
permanent director will be hired by June 1, 2013 and PPACG staff will assist with transitioning responsibilities to the hired PEAK ALLIANCE staff.
Year 1 Plan
To achieve the mission, the PEAK ALLIANCE will focus on public outreach, marketing and coalition building in the first year. More details of
action steps, responsibilities, and a yearly timeline are found in the Pikes Peak Region 2030 Action Plan 2012 through 2015.
Year One: (Jan. 1, 2013 – Dec. 31, 2013)
 Develop a marketing plan: (Jan. 2013 – end of summer 2013)
o Work with an established non-profit marketing committee for mentoring.
o Establish name and logo recognition in the community.
o Identify priority audiences will include coalition organizations, businesses leaders, community organizations, umbrella
organizations, and individuals.
o Create a “Story Corps” for sustainability success stories in the Pikes Peak region to make it personally resonant to community
members.
o Develop a website and Facebook page.
 Broaden outreach to more regional representatives and the public: (Jan. 2013 – Dec. 2013)
o Engage six new partners or previously unidentified groups.
o Encourage the 12 to 15 coalition partners from the lead entities and potential partners identified in the plan to implement
sustainability strategies.
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

o Work with elected officials/policy makers/community organizations to adopt sustainability plan.
o Each coalition partner to be contacted each month in order to check on their progress toward meeting their goals.
o Conduct an annual summit, perhaps at the Colorado Sustainability Conference, involving the coalition partners to provide the
opportunity for the partners to report on all of those successes.
o Align with Quality of Life Indicators (QLI) to measure sustainability goals.
o Evaluate feasibility of integrating with UCCS departments, programs and curricula.
Develop a Program Plan: (completed by end of summer 2013)
o Identify the missing pieces or issue areas of PPRP 2030.
o Identify programs.
o Establish issue area task groups.
Initiate Fundraising Plan: (Jan. 2013 – June 2013)
o Initiate a seed money campaign in first quarter of 2013 targeted to PPR 2030 supporters.
o Identify a new staff member as well as contractors for grant writing and marketing. Recruiting should begin in March, and hiring
should be done by June.
o Develop three-year fundraising plan.
Years Two and Three
 Find sustainable or long-term sources of funding.
 Review the PPR 2030 leadership as well as the organization as a whole.
 Developing additional non-QLI metrics.
 Focus on expanding partnerships, linking PPR 2030 with K-12 public education, and reconvening signatories of the letter of support.
 Double the amount of people reached.
 Maintain relationships with current partnering organizations.
 All issue areas will have functioning task groups.
 Develop goals and strategies for missing pieces like education and social justice.
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Pikes Peak Region 2030
Action Plan 2012 through 2015
#
ACTION
WHO?
BY WHEN?
METRIC OR OUTPUT
October 31,
2012
Completed and submitted
application
November 30,
2012
Completed description
December 31,
2012
December 31,
2012
$40,000 raised by June 30,
2013
Report to the Advisory Board
about options with UCCS
Every quarter
Completed and approved by
Advisory Board
November 30,
2012
Marketing Committee has met
once by end of 2012
November 30,
2012
Mentor has met with
Marketing Committee once by
end of 2012
Established name
YEAR ZERO (2012)
1.
2.
3.
4.
5.
1.
2.
3.
1.
Administration
Work with the Advisory Board to submit a completed application
PPACG staff,
to the Pikes Peak Community Foundation (including a business
Advisory Board
plan and a budget)
Prepare a narrative description of the function of and need for the
PPACG staff,
sustainability effort and PPR 2030, including the history and
Advisory Board
mission of PPR 2030, a definition of sustainability, and information
about community engagement, administration, and leadership
Prepare for seed money campaign, starting with entities involved
Advisory Board
in the development of PPR 2030
Continue to explore options and opportunities to develop a
PPACG staff,
relationship with UCCS, possibly as a long-term home for the
Advisory Board
sustainability effort
(Kevin Gifford)
Review and update the PEAK ALLIANCE business plan every
Advisory Board
quarter
Marketing and Communication
Develop a marketing committee made up of marketing experts
PPACG staff,
and UCCS students
Advisory Board
(John Dunker)
Invite someone from HomeFront Cares to speak to the Marketing
John Dunker
Committee and serve as a mentor
Develop a name for the sustainability effort
PPACG staff,
Marketing
Committee
Partnership and Coalition Building
Encourage the 12 to 15 coalition partners who participated in the
PEAK ALLIANCE
development of PPR 2030 to implement their sustainability
staff
strategies immediately
December 31,
2012
December 31,
2012
At least 6 coalition partners
have begun implementation by
the end of 2012
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#
ACTION
WHO?
BY WHEN?
METRIC OR OUTPUT
January 2, 2013
$30,000 raised by June 30,
2013
Completed job descriptions
YEAR ONE (2013)
1.
2.
3.
Administration
Roll out a seed money campaign, starting with entities involved in
Advisory Board
the development of PPR 2030
Develop job descriptions and responsibilities for a new staff
Advisory Board
member, as well as contractors for grant writing and marketing
(including web development)
Begin recruiting to fill staff and contractor positions
Advisory Board
February 28,
2013
March 31, 2013
4.
Hire staff and contractors
Advisory Board
May 31, 2013
5.
Develop three-year fundraising plan
Advisory Board
June 30, 2013
Review and update the PEAK ALLIANCE business plan every
Advisory Board
quarter
Marketing and Communication
Develop a logo and brand (using donated design skills) and identify
PPACG staff,
priority audiences for outreach
Marketing
Committee
Develop a marketing plan, including an effort to tell stories about
PPACG staff,
what is currently being done to help achieve sustainability and
Marketing
celebrate sustainability successes
Committee
Develop a “Story Corps” for sustainability success stories in the
PPACG staff,
Pikes Peak Region
PEAK ALLIANCE
staff, Marketing
Committee
Establish a website and a Facebook page
Marketing
Contractor,
Marketing
Committee
Every quarter
5.
1.
2.
3.
4.
Job descriptions
posted/announced in at least
10 unique publications/places
Staff and contractors starting
work on June 3, 2013
Completed fundraising plan;
additional $30,000 raised by
December 31, 2013
Completed and approved by
Advisory Board
February 28,
2013
Established logo and brand, list
of priority audiences
March 31, 2013
Completed marketing plan
June 30, 2013
Established Story Corps
program
September 30,
2013
Completed website and
Facebook page
16
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#
5.
1.
2.
3.
4.
5.
6.
1.
2.
ACTION
Use marketing plan, Story Corp, website, and Facebook page to
increase name recognition of sustainability effort and participation
in sustainability events
WHO?
Marketing
Contractor,
Marketing
Committee
Partnership and Coalition Building
Contact every coalition partner each month to check on their
PEAK ALLIANCE
progress toward implementing PPR 2030 strategies and/or
staff, with
meeting their own sustainability goals
assistance from
Advisory Board
Work with coalition partners to regularly convene task groups
PEAK ALLIANCE
from PPR 2030 (or related topical discussion groups)
staff, with
assistance from
Advisory Board
Work with Quality of Life Indicators (QLI) Board to determine how
PPACG staff,
and to what extent PPR 2030 metrics will be incorporated into the
Advisory
QLI Report in 2013 and beyond
Committee
Continue to work with original coalition partners to increase
implementation of PPR 2030 strategies
PEAK ALLIANCE
staff, Advisory
Committee
Identify and contact new entities to engage in implementation of
PEAK ALLIANCE
sustainability strategies
staff, Advisory
Committee
Work with elected officials and community leaders in the region to PEAK ALLIANCE
adopt PPR 2030
staff, Advisory
Committee
Projects and Programs
Identify the missing pieces or unaddressed issue areas in PPR 2030
Advisory Board
Explore and, if appropriate, plan and implement an annual
sustainability summit for partners to report on progress to each
other and interested community members
PEAK ALLIANCE
staff
BY WHEN?
December 31,
2013
METRIC OR OUTPUT
10% increased attendance at
Sustainability Conference over
2012; 250 “Likes” on Facebook;
500 visits to website
Monthly,
starting January
2013
Monthly report of progress of
coalition members to Advisory
Board
Ongoing,
beginning in
February 2013
At least 6 task groups are
meeting regularly by the end of
2013
March 31, 2013
December 31,
2013
Clear agreement with QLI
Board; at least two metrics
(new or not) from PPR 2030 in
2013 QLI Report
At least 6 more original
coalition partners have begun
implementing strategies
At least 6 new entities are
implementing strategies
December 31.
2013
At least 5 entities officially
adopt or endorse PPR 2030
December 31,
2013
Explore by
March 31, 2013;
summit by
December 31,
Identification of missing pieces
or issue areas
Report to Advisory Board about
viability of holding a Year 1
Summit; if holding the event,
successful summit with at least
December 31,
2013
17
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#
ACTION
WHO?
BY WHEN?
2013
METRIC OR OUTPUT
50 participants
#
ACTION
WHO?
BY WHEN?
METRIC OR OUTPUT
March 31, 2014
Decision about whether to
make any changes to
leadership or structure
$100,000 raised by year end
YEAR TWO (2014)
1.
2.
5.
1.
1.
2.
3.
4.
r.
Administration
Review the PPR 2030 leadership and organizational structure to
PEAK ALLIANCE
determine if changes are needed
staff, Advisory
Board
Pursue long-term funding options, per fundraising plan
PEAK ALLIANCE
staff
Review and update the PEAK ALLIANCE business plan every
Advisory Board
quarter
Marketing and Communication
Continue implementation of marketing plan, including use of
Marketing
Facebook and website
Contractor and
Marketing
Committee
Partnership and Coalition Building
Contact every coalition partner each month to check on their
PEAK ALLIANCE
progress toward implementing PPR 2030 strategies and/or
staff, with
meeting their own sustainability goals
assistance from
Advisory Board
Continue to work with original coalition partners to increase
PEAK ALLIANCE
implementation of PPR 2030 strategies
staff, Advisory
Committee
Identify and contact new entities to engage in implementation of
PEAK ALLIANCE
sustainability strategies
staff, Advisory
Committee
Continue to work with coalition partners to regularly convene
PEAK ALLIANCE
task groups from PPR 2030 (or related topical discussion groups)
staff, with
assistance from
Advisory Board
Work with elected officials and community leaders in the region
PEAK ALLIANCE
Ongoing
Every quarter
Completed and approved by
Advisory Board
December 31,
2014
20% increased attendance at
Sustainability Conference over
2013; 500 “Likes” on Facebook;
1000 visits to website
Monthly,
starting January
2014
Monthly report of progress of
coalition members to Advisory
Board
December 31,
2014
December 31,
2014
At least 6 more original
coalition partners have begun
implementing strategies
At least 6 new entities are
implementing strategies
Ongoing,
beginning in
February 2014
At least 8 task groups are
meeting regularly by the end of
2014
December 31.
At least 10 more entities
18
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#
1.
#
ACTION
to adopt PPR 2030
WHO?
staff, Advisory
Committee
Projects and Programs
Convene task groups and develop strategies for the missing
Advisory Board
pieces or unaddressed issue areas in PPR 2030
ACTION
WHO?
BY WHEN?
2014
METRIC OR OUTPUT
officially adopt or endorse PPR
2030
December 31,
2013
BY WHEN?
Identification of missing pieces
or issue areas
METRIC OR OUTPUT
March 31, 2015
Decision about whether to
make any changes to
leadership or structure
$150,000 raised by year end
YEAR THREE (2015)
1.
2.
5.
1.
1.
2.
3.
4.
Administration
Review the PPR 2030 leadership and organizational structure to
PEAK ALLIANCE
determine if changes are needed
staff, Advisory
Board
Pursue long-term funding options, per fundraising plan
PEAK ALLIANCE
staff
Review and update the PEAK ALLIANCE business plan every
Advisory Board
quarter
Marketing and Communication
Continue implementation of marketing plan, including use of
Marketing
Facebook and website
Contractor,
Marketing
Committee
Partnership and Coalition Building
Contact every coalition partner each month to check on their
PEAK ALLIANCE
progress toward implementing PPR 2030 strategies and/or
staff, with
meeting their own sustainability goals
assistance from
Advisory Board
Continue to work with original coalition partners to increase
PEAK ALLIANCE
implementation of PPR 2030 strategies
staff, Advisory
Committee
Identify and contact new entities to engage in implementation of
PEAK ALLIANCE
sustainability strategies
staff, Advisory
Committee
Continue to work with coalition partners to regularly convene
PEAK ALLIANCE
task groups from PPR 2030 (or related topical discussion groups),
staff, with
Ongoing
Every quarter
Completed and approved by
Advisory Board
December 31,
2015
20% increased attendance at
Sustainability Conference over
2014; 1000 “Likes” on
Facebook; 2000 visits to
website
Monthly,
starting January
2015
Monthly report of progress of
coalition members to Advisory
Board
December 31,
2015
December 31,
2015
At least 6 more original
coalition partners have begun
implementing strategies
At least 6 new entities are
implementing strategies
Ongoing,
beginning in
At least 10 task groups are
meeting regularly by the end of
19
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#
ACTION
including tasks groups for new topics
5.
Work with elected officials and community leaders in the region
to adopt PPR 2030
WHO?
assistance from
Advisory Board
PEAK ALLIANCE
staff, Advisory
Committee
BY WHEN?
February 2015
METRIC OR OUTPUT
2015
December 31.
2013
At least 10 more entities
officially adopt or endorse PPR
2030
*All tasks are contingent on funding and subject to change.
20
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ESTIMATED 12-MONTH BUDGET: (January 1, 2013 - December 31, 2013)
*PPACG will provide staff support through June 2013, including staff to act as part -time interim director, as well as communications,
environmental staff and other support, as appropriate – an in-kind value of $30,000. Seed money will be sought through a fundraising
effort in Q1 2013 with a goal of raising $40,000 for hiring a director (half year salary), grant writer, marketing and web support. In-kind
assistance for the development of the website and social media will also be sought.
Expenses
Salary/Contracts
PPACG part-time staff for 6 months
Independent contractor
Grant writer
Outreach
Marketing (Website
development/maintenance,
implementation of marketing plan)
Registration, room rentals, AV for
special event(s)
Sponsorship for Colorado Sustainability
Conference
Video or other promotional activities
$30,000
$30,000
Total
$30,000
$5,000
$2,500
$2,000
In-kind (technical assistance)
In-kind support for development of
website/ social media/marketing
plan
Donated design for logo
$2,500
$1,000
$2,500
$2,000
Admin
Supplies/equipment
Revenue
In-kind (staff)
PPACG in-kind staff support
(Communications, Coordination,
Environmental)
Cash contributions
$1,000
$75,000
Grants/donations/seed money
$40,000
Special Events/Fundraising
$1,500
Total
$75,000
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