PlanCOS

LEADING THE WAY TO OUR FUTURE

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VIBRANT NEIGHBORHOODS

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THRIVING ECONOMY

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RENOWNED CULTURE

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MAJESTIC LANDSCAPES

UNIQUE PLACES

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STRONG CONNECTIONS

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COMPREHENSIVE PLAN

COLORADO SPRINGS

January 2019

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COLORADO SPRINGS OLYMPIC CITY USA

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A Message from MAYOR SUTHERS

I am thrilled to have been a part of the collaborative and community-involved process that created PlanCOS, the City’s first new Comprehensive Plan since 2001. I am especially proud of the thousands of residents who took the time to provide input that helped shape this plan for the future physical development of our city.

PlanCOS reflects our community’s commitment to our founder’s vision; to create a city that truly matches our beautiful scenery.

The PlanCOS Comprehensive Plan positions Colorado Springs to take full advantage of its economic opportunities to create and maintain the very best places to live, do business and experience the enhanced quality of life that comes with being part of a forward-thinking, growing and engaged city.

PlanCOS is about the attitudes we exhibit and the decisions we make that benefit us not only today, but that will also establish us as “good ancestors” for the Colorado Springs of the future.

Thank you again to the community members, stakeholders and professionals who have contributed such creativity, collaboration and critical thought in planning for our best future.

Sincerely,

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John Suthers Mayor

TABLE OF CONTENTS

CHAPTER 1

INTRODUCTION

Our Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Our Vision. . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Our Big Ideas . . . . . . . . . . . . . . . . . . . . . . . . . 4 Why We Are Planning . . . . . . . . . . . . . . . . . . . 8 What We Are Planning For . . . . . . . . . . . . . . . 8 Using This Plan . . . . . . . . . . . . . . . . . . . . . . . . 12 Our Vision Map . . . . . . . . . . . . . . . . . . . . . . . 16 Implementing and Monitoring PlanCOS. . . . . 19 A Community-Based Process. . . . . . . . . . . . . 20

CHAPTER 2

VIBRANT NEIGHBORHOODS

Importance of Neighborhoods . . . . . . . . . . 24 Neighborhood Typologies & Framework . . . 26 Goals and Policies. . . . . . . . . . . . . . . . . . . . . 35 Relationship to Keystone Indicators . . . . . . 39 Essential Questions for City Initiatives . . . . . 40 Relevant Plans . . . . . . . . . . . . . . . . . . . . . . . . 41

CHAPTER 3

UNIQUE PLACES

Importance of Unique Places . . . . . . . . . . . 44 Unique Place Typologies and Framework . . 45 Goals and Policies. . . . . . . . . . . . . . . . . . . . . 55 Relationship to Keystone Indicators . . . . . . 60 Essential Questions for City Initiatives . . . . . 60 Relevant Plans . . . . . . . . . . . . . . . . . . . . . . . 61

CHAPTER 4

THRIVING ECONOMY

Importance of the Economy . . . . . . . . . . . . 64 Economic Typologies and Framework . . . . . 66 Goals and Policies. . . . . . . . . . . . . . . . . . . . . 75 Relationship to Keystone Indicators . . . . . . 82 Essential Questions for City Initiatives . . . . . 82 Relevant Plans . . . . . . . . . . . . . . . . . . . . . . . 83

COVER PHOTO CREDITS: Mike Pach / 3 Peaks Photography, Page Saulsbury

CHAPTER 5

STRONG CONNECTIONS

Importance of Connections . . . . . . . . . . . . . . 86 Strong Connection Typologies & Framework 88 Goals and Policies. . . . . . . . . . . . . . . . . . . . . 101 Relationship to Keystone Indicators . . . . . . 107 Essential Questions for City Initiatives. . . . . 107 Relevant Plans . . . . . . . . . . . . . . . . . . . . . . . 108

CHAPTER 6

RENOWNED CULTURE

Importance of Culture . . . . . . . . . . . . . . . . . . 112 Renowned Culture Typologies & Framework 113 Goals and Policies 123 Relationship to Keystone Indicators . . . . . . 130 Essential Questions for City Initiatives. . . . . 130 Relevant Plans . . . . . . . . . . . . . . . . . . . . . . . 131

CHAPTER 7

MAJESTIC LANDSCAPES

Importance of Landscapes . . . . . . . . . . . . . 134 Landscape Typologies & Framework. . . . . . 136 Goals and Policies. . . . . . . . . . . . . . . . . . . . . 147 Relationship to Keystone Indicators . . . . . . 154 Essential Questions for City Initiatives. . . . . 154 Relevant Plans . . . . . . . . . . . . . . . . . . . . . . . 155

CHAPTER 8

ADAPTABLE IMPLEMENTATION

Responding to Changing Conditions. . . . . . 158 Using this Plan 158 Annexations 160 Keystone Indicators & Progress Monitoring 161 Amending the Plan 165 Key Projects & Implementation Strategies. 166

APPENDICES

A: State of the City Snapshots A:2 B: Global Trends B:37 C: Public Engagement. . . . . . . . . . . . . . . . . . C:49 D: List of Plans . . . . . . . . . . . . . . . . . . . . . . . . D:81 E: Glossary of Terms . . . . . . . . . . . . . . . . . . . E:87 F: Keystone Indicators . . . . . . . . . . . . . . . . . . F:97

PlanCOS LEADING THE WAY TO OUR FUTURE

ACKNOWLEDGMENTS

STEERING COMMITTEE

Merv Bennett, Chair
Jill Gaebler, Vice Chair
Rachel Beck
Max Cupp
Susan Davies
Charles Deason
Kent Fortune
Joshua Green
Maureen Juran
Rhonda McDonald
Hannah Parsons
Eric Phillips
Jim Raughton
Harry Salzman
Tim Seibert
Robert Shonkwiler
Doug Stimple
Taj Stokes

STAFF TEAM

Jeff Greene, Chief of Staff
Peter Wysocki, AICP, Planning Director
Carl Schueler, AICP, Comprehensive Planning Manager
Conrad Olmedo, AICP, Comprehensive Planner II
Page Saulsbury, Planning Technician
Jacob Anderson, Citizen Engagement Administrator
Adrianne Matkovich, Digital Media Strategist

MAYOR JOHN SUTHERS

CITY COUNCIL

Yolanda Avila Merv Bennett Jill Gaebler David Geislinger Don Knight Bill Murray Andy Pico Richard Skorman Tom Strand

PLANNING COMMISSION

MEMBERS AS OF ADOPTION

John Almy Reggie Graham Scott Hente Rhonda McDonald James McMurray Jim Raughton Samantha A. Satchell-Smith Carl Smith

PRIOR INVOLVED MEMBERS

James M. Fletcher Sherrie Gibson John Henninger Jeffrey Markewich Eric Phillips Robert Shonkwiler Ray Walkowski

CONSULTANT TEAM

Bruce Meighen, AICP, Principal Megan Moore, ASLA, Assoc. AIA, Project Manager Miriam McGilvray, AICP, Lead Author Kristy Bruce, GISP, Geospatial Specialist

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SPECIAL CONTRIBUTORS

Samuel Thomas Elliott Sean K. Holveck Mike Pach Amy Reid Mike Ruebenson

CO-CREATORS

Thanks to the volunteers that closely followed and participated in this process.

COLORADO SPRINGS COMMUNITY

Special thanks to the community members, residents, and business owners who helped shape the vision for the future of our city.

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COMMUNITY PARTNERS

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PlanCOS

LEADING THE WAY TO OUR FUTURE

LIST OF MAPS

Map 1: Areas of Capacity and Change 11 Map 2: Vision Map 17 Map 3: Community Engagement 21 Map 4: Vibrant Neighborhood Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 Map 5: Unique Places Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53 Map 6: Thriving Economy Framework. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75 Map 7: Strong Connections Framework - Transportation 97 Map 8: Strong Connections Framework - Utilities 101 Map 9: Renowned Culture Framework 123 Map 10: Majestic Landscapes Framework 147

ACRONYMS

ADA: Americans with Disabilities Act

ADU: Accessory Dwelling Unit

AV: Autonomous Vehicles

BRT: Bus Rapid Transit

CDOT: Colorado Department of Transportation

CSU: Colorado Springs Utilities

CV: Connected Vehicle

EDC: Colorado Springs Economic Development Corporation

EV: Electronic Vehicle

HEAL: Healthy Eating & Active Living

IMP: Intermodal Mobility Plan (potential name for an update to the ITP)

ITP: City of Colorado Intermodal Transportation Plan

JLUS: PPACG Joint Land Use Study

LART: Lodgers and Automobile Rental Tax

PUD: Planned Unit Development

PPACG: Pikes Peak Area Council of Governments

PPRTA: Pikes Peak Rural Transportation Authority

TABOR: Colorado Taxpayer Bill of Rights

TOD: Transit-Oriented Development

TOPS: Trails Open Space and Parks Sales Tax

TSM: Transportation System Management

WUI: Wildland-Urban Interface

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INTRODUCTION

CHAPTER 1

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PHOTO CREDIT: VisitCOS

MY THEORY FOR THIS PLACE IS THAT IT SHOULD BE MADE THE MOST ATTRACTIVE PLACE FOR HOMES IN THE WEST—A PLACE FOR SCHOOLS, COLLEGES, LITERATURE, SCIENCE...” — General William Jackson Palmer, founder of Colorado Springs (December 23, 1871)

TOPOPHILIA IS THE LOVE OF PLACE. ALL OF COLORADO HAS IT, BUT IT IS PARTICULARLY EVIDENT IN COLORADO SPRINGS.” — Gov. John Hickenlooper, United States Olympic Museum groundbreaking (June 9, 2017)

COMING TO COLORADO WAS AN ADVENT FOR ME. I FELT LIKE I WAS WALKING INSIDE OF A CASTLE. I DO NOT WANT TO LOSE THAT FEELING.” — Andrew Ezell Wash, Southeast Colorado Springs resident (2017)

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PHOTO CREDIT: Jason Miller

OUR PLAN

This is our community’s Plan for the physical development of Colorado Springs. We expect it to be used and referenced as our city and community develops over the coming decades. Our citizens understand how important it is to plan for the future. The use of this Plan allows us to grow and adapt to a future that is predictable in some cases and uncertain in others. Our Plan should be used to support and not to restrain the market, private initiative, strategic public investment, and innovation. Our Plan ensures that Colorado Springs will continue to be one of the great cities of our nation.

The importance of our Plan is apparent from how it is written. It is reinforced when the reader reminds themselves that these words represent more than their individual goals, but rather a collective vision of a better future. Even with the benefit of this vision and insight, future conversations will not always be easy. Decisions about development are complex and often have competing perspectives. Some choices are evident based on this Plan, while others need more deliberation. PlanCOS is an important part of these conversations.

The community of Colorado Springs has come together to articulate a common vision that embraces our future and builds on the identity we share in our geographical location and outdoor environment. To realize our vision, we must act boldly to build on our strengths and confront our challenges. The goals we envision and the actions we take today will define our city’s future.

OUR VISION

We will build a great city that matches our scenery.

In the coming decades, Colorado Springs will become a vibrant community that reflects our engaging outdoor setting as pioneers of health and recreation. Our city will be filled with unique places of culture and creative energy, sustainably designed around our natural environment. We will attract and retain residents of all generations with an innovative, diverse economy and dynamic, well-connected neighborhoods that provide viable housing opportunities for all.

To achieve our Vision, this Plan is organized around six powerful vision themes. These themes are the result of conversations with our community. Very few comprehensive plans are organized this way.

Vibrant Neighborhoods

Forms diverse and safe neighborhoods with quality gathering areas, a mix of housing types, transportation choices, and a shared sense of pride.

Unique Places

Centers on a vibrant Downtown and is strengthened by our reinvestment in walkable, healthy, and magnetic activity centers that are located in new and reinvented areas throughout the city.

Thriving Economy

Fosters an environment of inclusivity and economic diversity by attracting an innovative and adaptive workforce, advancing existing and targeted employment sectors, investing in quality of life, supporting our military, and expanding our sports ecosystem as Olympic City USA.

Strong Connections

Adapts to how we move by transforming our corridors to support our future generations’ health and mobility needs, enhancing economic vibrancy, upgrading infrastructure, and improving regional connectivity.

Renowned Culture

Promotes and embraces arts, culture, and education as essential parts of our lives and our identity. This builds on the efforts of General Palmer and many others that envisioned culture as the cornerstone of the community and where creative energy generates new possibilities, interpersonal connections, and unprecedented philanthropy.

Majestic Landscapes

Values our natural and man-made outdoor spaces and celebrates our location at the base of America’s Mountain by designing a city oriented around our iconic landmarks. We ensure our community can engage with and enjoy these places through an integrated system of parks, streetscapes, and natural areas.

OUR BIG IDEAS

Each of our themes is supported by Big Ideas that keep us focused on the most important things that will shape our future city. These ideas provide the basis for our goals and the more detailed contents of our Plan.

Vibrant Neighborhoods

Everybody is in a Neighborhood

Neighborhoods are the fundamental building blocks of a great city. Every person in the city deserves to live in a great neighborhood. All neighborhoods are not the same, and we do not want them to be. We foster our shared neighborhood values and strive to improve the character of our neighborhoods. This Plan purposefully moves us in the direction of enhanced neighborhood identity, planning, support, and livability. Individual neighborhood plans will focus attention toward the ideas and goals of each neighborhood and the overall community plan.

Housing for All

Housing should reflect our community, not only where people live now, but where they want to live in the next phases of their life. This Plan recognizes the market realities that impact our housing and what we choose to regulate, incentivize, or subsidize. A fundamental expectation is to move our community in the direction of more housing choices. We choose to accomplish this less by mandated exactions and requirements and more by proactive accommodation, incentives, and support for a full spectrum of attainable housing opportunities, located in different areas of the city.

Reclaim Neighborhood Space

As our city matures, a decline of any neighborhood will not serve us well. Neighborhood disinvestment affects our entire city. If we are not paying attention and being proactive as a city, we should expect areas to change in undesirable ways. A key tenet of this Plan is that viable opportunities for neighborhood reinvestment need to be identified, prioritized, and pursued in all neighborhoods, but particularly those that are most vulnerable.

Unique Places

Be a City of Places

We are a large and expansive city with a predominant suburban development pattern. This is the foundation for many of the neighborhoods we know and love. Missing in some areas are the unique and special places for these communities to identify with and gather in. Places are what make a city special and how we share it as community. The best and most special places have a combination of common desired elements and unique attributes. This Plan is about community building through placemaking everywhere in the city. The plan looks to incorporate centers in neighborhoods throughout the city.

Embrace Creative Infill, Adaptation and Land Use Change

We value the preservation of our built environment, especially our historic buildings and areas. But, for our city to be even more competitive, we also need areas to infill and adapt in response to a myriad of trends including demographics, technology, and the market. As a community we should embrace the prospect of managed, thoughtful, and forward-thinking changes in land use by reinvesting in key areas.

Grow the City’s Heart

All great cities have vibrant downtowns. Our city center will continue to grow and adapt as the iconic, mixed use, economic, and cultural heart of the city and region. Downtown is and should remain a uniquely special area and priority for our community.

Focus on Corridors and Centers

Downtown is essential, but it is not nearly enough. For Colorado Springs to continue to flourish and grow, we need other places to function as centers for community life. Our Plan addresses how to create and enhance these new and existing corridors and centers. Density, land use diversity, and public spaces need to be key components of these areas if they are to be sustainable, walkable, active, and transit supportive.

Create Sustainable and Resilient Places

We do not seek to be a more resilient city to obtain national acclaim. We desire an environmentally sustainable and resilient future for our city because it makes sense. We plan on leading by example in supporting, embracing and celebrating land uses, buildings, systems, and technologies that promote water conservation and efficient energy use. We plan on building and taking advantage of the latest cost-effective technologies that support our economic and environmental competitiveness.

Brand as the Best

We are the one and only “Olympic City USA” and we intend to celebrate and market our brand through this Plan and in many other ways. We embrace and foster the Olympic spirit as a community and strive for its ideals. Our location, at the base of Pikes Peak, also reminds us of our lofty vision to be a city that matches its scenery.

Expand our Base

The military is the largest direct and indirect contributor to our economy. They have invested in our city and we need to invest in them. We need to grow and develop in a way that complements this major military role in our community. At the same time, we need to create an environment that promotes jobs and investment in other targeted, higher-paying employment sectors. In doing this, we can continue to grow our economy and make it more diverse and resilient.

Think and Act Regionally

Our city does not function in isolation, nor do we want to. Continued coordination and collaboration with other local governments and regional partners will enhance our economic development and stability, expand available services, and improve the quality of life for all of our citizens.

Embrace Sustainability

Our City and its enterprises have large and costly responsibilities to provide the services and facilities our citizens ask for or require. This begins with core services such as public safety and water availability, but extends to other infrastructure and programs. The Colorado Springs Utilities Strategic Plan supports the long-term projected vibrant growth in PlanCOS. Forward thinking, thoughtful planning, and conscious development decisions are essential to our long-term management of City costs. Success in this endeavor will allow us to provide more efficient services.

Become a Smart Cities Leader

We expect to be at the forefront and a national leader of the Smart Cities movement by implementing a Smart City Vision. As SmartCOS, we plan on partnering with experts in this field by piloting and deploying transformative systems and technologies that maximize the effectiveness of our services and facilities and enhance communication among our citizens. Colorado Springs Utilities (CSU) also has identified a Smart Utilities plan to further enhance the City’s Smart City concept.

Connect Multimodal Transportation

As the built areas of our city increase, a focus on connecting all modes of transportation will become important to create a livable and accessible city. As we plan for and improve the transportation system, we will do so in response to changes in demographics, lifestyles, and emerging technologies. Mobility and connectivity is essential at the local scale, and in creating places that are accessible and convenient by foot, bike, and transit throughout our community.

Take Transit to the Next Level

We may be a few years out from having a full choice-based transit system that connects both within our city and to other cities along the Front Range. However, we intend to achieve this vision in targeted and strategic sites. We recognize that the way to get there is to continue to actively plan for these systems and to encourage best-practices with transit-supportive uses, densities, and design.

Remain Focusd on Stormwater

Stormwater and flood control systems are vital to a well-functioning city. As such, we need to approach stormwater management as a connected and integrated element of the physical design of our city. This is especially important in new development and redeveloping areas.

Support Smart and Connected Utilities

We need modern and efficient utilities to prosper. We are planning for a future that will use smart systems and technology to revolutionize the way we sustainably use our water and energy.

Honor Our History

Our heritage is a key foundation of the city's strong cultural identity. We plan on preserving the best of our existing historic and cultural resources. Through collaboration with local organizations and new developments, we can integrate design features that celebrate aspects of our historic legacy.

Grow and Celebrate Our Culture

Our city has valued arts and culture since it was settled in the mid-19th century. As such, supporting the places, institutions, and organizations that provide cultural and educational opportunities and experiences is intrinsic to keeping our city's creative environment. We play an important role in nurturing the best of education and culture for all.

Create Cross-Cultural Connections

Great arts and culture cannot be static in its definition or how it is made available. As our city grows, matures, and diversifies, arts, education, and culture will need to be integrated and relevant to our lives throughout the city. Downtown is the center for arts and culture of the city and region. However, it is essential that great arts, culture, and education be available and celebrated throughout our city, particularly in our public places, parks, community centers, streets, and libraries.

Celebrate Our Partnerships

We do not intend for the City to be either the primary funder or the arbiter of arts, education, and culture. Instead, we expect strong partnerships among other public, non-profit and private providers and practitioners. The City's role should be to encourage and support these partnerships and community-oriented philanthropy, and provide opportunities and places for them.

Strengthen Our Educational Resources

There are already strong networks and resources for educational and lifelong learning opportunities in the city, and this Plan intends to recognize and support them as essential community functions. This can come in the form of complementary uses at these hubs or enhancing the connection to residents. This will elevate education as a community priority.

Provide Parks for the People

Our connection with the outdoors is shared by all of us, regardless of who we are or where we live in the city. As it is essential to our community life, we need to ensure access to a variety of well-maintained parks, open spaces, trails, and outdoor venues. We expect our City to be the primary, but certainly not the only, provider of these important spaces, places, and facilities.

Engaging with Our Landscapes

Together, our existing and future parks, open space, trails, and outdoor spaces represent the “green infrastructure” system of our city. We need to provide easy access, manage, and increase this system with a focus on connecting and engaging our citizens to what is in their backyard.

Celebrate Our Scenery and Environment

As a community we value the quality of our wonderful climate and natural environment, and we recognize the importance of clean air, land, and water. This motivates us to spend more time outside. As a city we do not regulate private property view protection. However, we do expect to build and design our streets, parks and public places to respect and share our beautiful vistas. Maintaining the integrity of our natural environment means we have a goal of determining and implementing the most effective ways to be stewards of our environment, as our city grows.

Invest in Resilient and Adaptable Landscapes

It is not enough to simply identify, set aside, and put protections on our cherished natural landscapes. We need to recognize their vulnerability from natural hazards, degradation, and overuse. This requires continuing to proactively invest, adapt, and establish programs for sustainability and resiliency. Careful management and proactive maintenance investment and actions are essential to sustaining our natural systems.

Complete Our Creeks

Our creeks and stream corridors should be the lifeblood and arteries of our green infrastructure. We plan to fully incorporate our creeks as multipurpose and accessible corridors. They should actively be considered as places for wildlife, recreation, transportation, utilities, and for the conveyance of stormwater.

WHAT IS A COMPREHENSIVE PLAN?

• A guiding document
• A framework for city policies and priorities
• A long-range vision of what we want our city to become
• A tool for making decisions about how that vision should be achieved
• Strategic steps to make the vision a reality
• Targeted and strategic planning of the city

WHY WE ARE PLANNING

PlanCOS is a guide for the development and growth of the city over the next 20 years. The development of the Comprehensive Plan is authorized in Colorado Revised Statutes (C.R.S. 31-23-206) and the Colorado Spring City Code (Chapter 7, Article 1) to achieve several purposes.

We have created this Plan because it is important to periodically take a broad look at the trends and issues affecting the physical development of our city, to re establish our land use vision, and to lay out the key steps and priorities to guide us towards this future. There is a lot at stake—in our public investments, our competitiveness, and the quality of our lives. This Plan allows us to make better and more purposeful decisions on major land use applications. It gives us guidance about strategic choices on City initiatives, and it provides an essential framework for the creation and implementation of our more specific plans.

WHAT WE ARE PLANNING FOR

We are planning for a physical development and a land use future that is relatively predictable in some ways, and less certain in others. We will need to revisit and adapt as our local, regional, natural and global environments change. Each of this Plan’s theme-based chapters has its own section on key trends and assumptions, with more detail. Appendix A of this Plan includes Community Snapshots that provide additional context about what we are planning for.

HOW LONG ARE WE PLANNING FOR?

Our planning horizon is between now and 2040, or a little more than 20 years. We need to be thinking about and making some choices at least this far ahead. We are also not expecting this entire plan to last that long. We need to pay regular attention to current trends and experiences, and expect that we will need a minor but important update of this plan every 5 years. A more comprehensive review should occur in 10 years.

MAJOR TRENDS AND ASSUMPTIONS

Our Population and Employment Projections

Official population and employment projections for cities are supported by information from the State of Colorado, as they are adopted for counties. By 2040, El Paso County is expected to grow to 971,444 persons and 500,482 jobs with increases of 295,266 persons and 145,986 employees respectively during the period from 2015 to 2040. We anticipate Colorado Springs to absorb at least 65% of this growth, which would increase our population to close to 700,000 by 2040.

It is important to recognize there will be fluctuations well above or below the longer term average trends. There is always uncertainty associated with longer term assumptions. Actual growth will be affected by a combination of factors, not all of which can be controlled or influenced by our City. This Plan is designed around these growth assumptions. It is also structured to be adaptable to alternative growth and futures. We intend to be proactive as a city to influence and direct a substantial share of our region’s population and employment growth to occur within city limits.

Our Capacity for Development and Redevelopment

Our city has the land capacity to absorb our expected population and employment growth through 2040, primarily within existing city limits, but also with some targeted annexed areas. While the majority of this capacity is located in Banning Lewis Ranch, other newly developing areas of the city have their own opportunities. Together, the combination of vacant and redevelopable parcels in the generally developed areas of the city represents an opportunity for our community’s development needs.

Table 1 summarizes our assumptions for development capacity. The Areas of Change Map (Map 1) highlights areas we expect to have the most potential for land use change. It includes all potentially developable vacant lands throughout the city, along with assumptions for those areas with a higher relative potential for land use change and redevelopment. Altogether, about 28% of our city is undeveloped. To this total we can and should add already developed areas with a substantial capacity for redevelopment. It is important to recognize that these assumptions of capacity are estimates. Actual experience and rates of development will be variable and uncertain in many cases. For example, there is a national trend toward incorporating accessory dwelling units with supporting covenants as part of the initial planning and approval process for new single-family housing development. This potential additional increase in future development density is not directly accounted for in the capacity tables at this time. What is clear is that the city has capacity for both new development and redevelopment. We expect to regularly update this development capacity information as we move through our planning horizon.

Table 1: Colorado Springs Development and Redevelopment Capacity

What is essential to understand about our areas of change map is that it is generalized and not intended to establish bright line distinctions and borders. Put another way:

• Identification as areas of relative land use stability is not intended to imply these areas should not be expected or allowed to undergo land use change at a more local level and scale; and
• Identification as an area of change is not intended to confer an open-ended expectation for development without regard for the character and context of that area.

A Much Older Population

Between 2015 and 2040 our population 65 and older will double with even greater proportional increases in the 85 and older category. Although many of our seniors can expect to "age in place," this large increase in older residents will create a whole range of impacts and market demands for the built environment.

A More Diverse Population

As our much more diverse younger population gets older, our city will become substantially more diverse overall. We will need to have a city that is built to be responsive to the needs of this new demographic.

Millennials

Millennials (born between about 1981 and 1996) comprise the single largest segment of our population, and are moving to our city at the fastest rate in the country. They are in the process of inheriting our city. Our Plan anticipates this group continuing to do a lot to things differently including living, working, traveling, and communicating.

Multiple Impacts of Technology

Changes in technology continue to have a large effect on how we live in and use our city, and this Plan is created with expectation of more profound impacts in the coming few decades. Vehicles will rapidly transition to being more autonomous. Information, products, and communication will be even less restricted to particular places. Entirely new ways of moving people and goods (e.g. with drones or in vacuum tubes) are possible, and some cases probable.

Opportunities for Attainable Housing

Like many U.S. metro areas, our city has challenges with the mismatch between available incomes and the full real cost of providing services and housing. This Plan assumes these overall income distribution relationships will continue. Therefore, the challenges associated with attainable housing will remain for sizable segments of our citizenry.

Refer to Appendix A for more details.

PlanCOS LEADING THE WAY TO OUR FUTURE

Areas of Capacity and Change

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Areas of Change

⬚ figure City Boundary ⬚ figure Interstate 25 — Major Roads ⬚ figure Parks ⬚ figure Waterbodies

This map is intended to provide a general identification of potential development changes across the city based on parcel level information. Elements considered in identifying the degree of change include zoning, development pressure, vacancy, and environmental constraints. A greater number of elements that could impact the development of a parcel results in a higher score. The parcels with a higher score are deeper red on the map. Change in development could include changing land uses, densification, or development of vacant areas.

USING THIS PLAN

We expect this plan to be used for three primary purposes.

1. To review larger and discretionary land use applications for consistency with our overall land use vision in conjunction with the City Zoning Code and any of the City’s applicable topical or sub-area plans. See Chapter 8 for more important detail on how we expect this to work.

2. As a guide for city initiatives pertaining to the physical development of the city, including but not limited to the following: a. Priorities and areas of focus for small area and topical plans of the City; b. Direction for changes to our Zoning and other sections of our City Code; c. A consideration in development of the capital improvement priorities of the City and region including proposals for new or extended voter initiatives such as Pikes Peak Rural Transportation Authority, TOPS and 2C (hyperlink these); d. Guidance for grant applications and community partnerships; and e. A source of input for our ongoing City Strategic Plan.

3. To monitor and adapt where necessary to ensure that we are always making our city better.

WHO SHOULD USE THIS PLAN

A wide range of users can find meaning in PlanCOS. Our residents and property owners, businesses and developers, and city staff, leaders, and partners all use the Comprehensive Plan to guide and realize the future success of our city.

Residents and Property Owners: To document our values and vision for the future of Colorado Springs, in a way that allows them to participate as informed and active participants in the overall physical development of the city including in the decisions about land use that impact them most directly.

Businesses and Developers: To provide guidance on how to best achieve the community’s vision in ways that allow them to grow, adapt, and implement their development and business plans.

City Staff: To work with applicants and stakeholders to review development proposals, and to provide decision-makers with information about how the proposals align with the intention, vision, and policies of the Plan.

To create and implement city initiatives including Code changes and process improvements that advance the goals and recommendations of this Plan.

To work collaboratively with stakeholders on the more detailed plans and projects necessary to implement and achieve the goals of this Plan.

To monitor and report on the implementation and success of the Plan through measurable indicators, and to respond and adapt to this information.

City Leaders: To position us for the future by establishing annual work plan priorities, developing partnerships, ensuring accountability of city departments, and making thoughtful and informed decisions in harmony with the goals of this Plan.

Colorado Springs Utilities: To coordinate infrastructure planning with the City’s Strategic Plan, Comprehensive Plan, Annexation Policy, and other governmental agency plans.

Other Partners: To ensure that we share a collective vision and leverage existing resources.

ELEMENTS OF THIS PLAN AND

HOW TO USE THEM

Chapters 2 through 7 provide much of the primary contents of our plan organized around our themes. Development applications and city initiatives should be evaluated using a hierarchy of applicability beginning with the themes, and then the goals, policies, and strategies. Each chapter has common elements. The text and contents of this Plan are also formatted to support navigation to the most applicable policy direction. The following is a description of what these are and how we expect them to be used.

1. Importance

Each chapter begins with an introduction and description of the plan theme, focusing on the issues that the city faces. It describes why we believe each theme is important and it highlights a few of the key trends that particularly relate to them. This section sets up the context for the goals, policies, strategies, and essential questions found in the subsequent sections.

2. Typologies

This section describes a set of typologies—or classifications of similar kinds of areas—related to the chapter’s plan theme. These typologies recognize different functions and desired patterns for areas of the city and provide a context for the City’s goals and policies. The typologies are a very unique and innovative approach to city planning, and are one of the cornerstones of our Plan.

They attempt to graphically represent the key elements of each theme in a way that applies them to different areas of the city depending on their context, conditions, and what characteristics we desire to encourage or discourage. This tailored approach provides a generalized but real world sense for how, where, and to what extent we want to “move the needle” with respect to a given theme in a given area. Defining common desired elements and expectations helps inform what makes it successful and what enhancements should be considered in the future.

Not all attributes are desired or applicable for all projects. Instead, this section outlines best practices, example areas and ideas that should be at, a minimum, actively considered. Typologies should be used as purposeful and important examples. At the same time they need to be understood as examples and should not be expected to be complete or universally applicable.

3. Framework Maps

Each of Chapters 2 through 7 has a Framework Map. These maps provide a spatial “framework” to help describe the typologies for each theme as they relate to the overall physical fabric of our city. These maps are intended to provide a general location for predominant typologies. These maps link elements and typologies spatially, allowing the reader to navigate to other important elements of this Plan, and to the more detailed plans that support it. These maps express important concepts and priorities for areas of our city, and are expected to be used. However, their boundaries, extents, and limits are purposefully generalized. These maps are advisory and not regulatory. However, they should be referenced prior to moving on to other components of the plan.

TYPOLOGY EXAMPLE

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FRAMEWORK

MAP EXAMPLE

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PlanCOS

LEADING THE WAY TO OUR FUTURE

INDICATOR EXAMPLE

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4. Goals, Policies, and Strategies

The goals and policies support and advance the PlanCOS vision. The goals identified in Chapters 2 through 7 encompass the Big Ideas of this Plan and are purposefully limited in number. They articulate a desired ideal and a value to be sought. The policy statements under each goal are outcome-based and guide decision-making. The supporting strategies are most specific and intended to provide examples of action-based implementation of the vision. They are not inclusive of all actions and options.

If a given theme is applicable, consideration would be expected to start with that and then move on to the most applicable goals, policies, and strategies. Individual statements should not be applied in isolation, in cases where additional context and balance is needed.

Chapter 8 goes into more detail concerning the process of using this to review development applications in conjunction with Chapter 7 of the City Code.

5. Essential Questions

Chapters 2 through 7 each include essential questions. The intent of these questions is to provide an easy and consistent way to maintain a focus on and apply the key aspects of each vision to pertinent City-initiated decisions, such as Code changes, capital improvement planning, and programming priorities. Depending on the nature of the decision, the questions from one or more of the Chapters should be prioritized. Not all questions will be applicable to every decision and these questions are not intended to be directly applied as review criteria for privately initiated development applications.

6. Indicators

Indicators measure progress toward achieving the City's vision and goals. They can facilitate prioritization of future actions, policy, and funding based on this evaluation and tracking. Indicators are meant to be reproducible, attainable, affordable, and quantifiable. This section includes only the most relevant indicators to the chapter. A full list with descriptions is found in Chapter 8.

7. Relationship to Relevant Plans

For a city of the size and complexity of Colorado Springs, it is essential that we have and maintain many different plans. While PlanCOS establishes our overall context and vision for the physical development of our city, much of the real work needs to be in the form of specific topical or local plans. A key challenge with PlanCOS lies in how to integrate and balance it with all the other plans we have or develop. Of particular importance is understanding how this Plan relates with CSU's Strategic and infrastructure plans and with privately initiated land use master plans.

Generally, PlanCOS should be viewed and used as "the first place to look" when considering decisions that have comprehensive planning considerations. From there, the expectation will be to tier off into more detailed plans. Appendix D helps describe this system of related plans. With these other plans, a very general rule of thumb is that the more current they are, the more they should be relied on, especially when balancing sometimes competing policy and priority directions. .

Each of Chapters 2 through 7 has a section on relevant plans. These sections provide additional focus on the other plans or categories of plans most relevant for each theme, and on how they are expected to be used.

PlanCOS provides an opportunity to align the vision for the physical development of the city with its enterprises, one of those being CSU. The City Council convenes separately as the Board of Directors for CSU, and jointly with CSU’s Chief Executive Officer who is responsible for CSU’s strategic planning, governance policies, long-term organizational sustainability, performance, and its infrastructure planning. While PlanCOS recognizes the important distinctions in roles between CSU and the general city governance, it also envisions partnership, alignment, coordination, and complementary strategic planning in implementing the goals and strategies of PlanCOS.

The balancing of PlanCOS with Privately Initiated Land Use Master Plans is particularly important. Generally, developers, property owners, and neighbors should expect to rely on these previously adopted land use plans as entitlements. This Plan is expected to be consulted when amendments of Privately Initiated Land Use Plans are being requested. PlanCOS and any other relevant city-initiated master plans should also be considered in the review of and action on, the more specific land use applications needed to implement these privately initiated plans.

8. Definitions

Words and how we use them are important. For this Plan we have particularly tried to define words and terms that can be have different interpretations or may be controversial. We have also defined words that have a special use in this document, along with those that are more technical in nature. All of these definitions are found in and hyperlinked in Appendix E: Glossary of Terms. Some definitions of special importance are also highlighted within the text. With some words, one really has to read into the relevant parts of this document in order to capture the full context their intended meaning.

For words and terms not defined in this Plan, Chapter 7 of our City Code should be considered a source for words defined in it. For all other words, we expect to rely on a combination of recognized technical sources, the dictionary, common sense, and course, the overall context of this Plan. We have tried not to use too many acronyms, but those we do use are explained in under Acronyms at the front of the Plan.

RELEVANT PLAN EXAMPLE

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OUR VISION MAP

How land should be used is one of the most important and fundamental issues for determining the future of Colorado Springs. Where and when new growth and development should occur, how it should be managed, what locations are most appropriate for different kinds of development, how they should be combined—all these questions are basic to deciding what type of city we want to become.

Simply relying on past trends and current practices will not help us as a community make that decision. Nor should they be ignored. PlanCOS provides positive guidance by presenting a framework for creating livable, walkable neighborhoods, attractive and accessible shopping areas, conveniently located schools, parks, and public spaces, dynamic centers for employment, and a network of natural areas and greenways. The vision and goals of our Plan is embodied in the Vision Map.

VISION MAP

Our Vision Map illustrates the essential components of the PlanCOS vision. It visually represents the connection and interdependence between the six themes of our Plan by bringing together the more detailed Framework Maps found in Chapters 2 through 7.

This Vision Map is intended to graphically represent key elements of our desired future in way that captures the essence of our big ideas and priorities. The Vision Map and the corresponding Framework Maps provide a high level window into our desired mix, character, and location of our neighborhoods, places, industries, transportation, utilities, cultural landmarks, and landscapes. They are advisory—not regulatory—and do not replace existing zoning or development entitlements. The maps provide a starting point for conversations about city initiatives and development proposals by illustrating how specific proposals might fit into our overall community framework.

PlanCOS

LEADING THE WAY TO OUR FUTURE

Vision Map

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Majestic Landscapes

• Parks & Open Space
• Complete Creeks
• Primary Trail Network
• Legacy Loop & Ring the Springs

Thriving Economy

Renowned Culture

Activity Centers

• Mature/Redeveloping
• New/Developing
• Reinvestment Area & Community Hub

Strong Connections

• Intercity Corridors
• City Priority Corridors
• Smart Corridor
• Bike Network
• Park-N-Ride
• Transit Hub

Vibrant Neighborhoods

• Downtown
• Established Historic Neighborhood
• Established Traditional Neighborhood
• Established Suburban Neighborhood
• Changing Neighborhood
• Newer Developing Neighborhood
• Future Neighborhood
• Airport

Note: This map depicts a unified city boundary, including enclaves of land that have not yet been annexed.

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IMPLEMENTING AND MONITORING PLANCOS

MOST IMPORTANT IMPLEMENTATION STRATEGIES

Implementation of PlanCOS is discussed holistically, comprehensively, and in much more detail in Chapter 8. Some of the most important overall implementation strategies are as follows:

1. Use this Plan and keep a focus on it;
2. Comprehensively update and refresh our Zoning and Subdivision Code consistent with this Plan;
3. Comprehensively update our Intermodal Transportation Plan in alignment with this Plan;
4. Incorporate key priorities in periodic updates of the City's Strategic Plan;
5. Complete our neighborhood planning process and content template and secure resources for the highest priority areas;
6. Complete Smart Cities pilot projects and move on to implementation; and
7. Initiate and complete an Attainable Housing Master Plan.

KEYSTONE INDICATOR TRACKING

Plan monitoring and evaluation involves tracking progress and setbacks in accomplishing plan objectives, and determining an appropriate response and effective course of action toward achieving progress. PlanCOS uses these indicators to help clarify existing and desired conditions by measuring key elements and trends. The following keystone indicators will be analyzed annually in order to track the successful implementation of the goals and policies within PlanCOS. Additional information about the indicators is found in Chapter 8: Adaptable Implementation. Each chapter also highlights the most relevant indicators to that vision theme.

1. New Residential Net Density
2. Net City Lane Miles Added Compared with Development and Redevelopment
3. Number of High Priority Neighborhood Plans Completed
4. Infill and Redevelopment Activity a. Remaining Vacant Acres in Overall Infill Area b. Total Building Permit Value in Infill Area
5. Housing Attainability a. Single Family Home Ownership Affordability Index b. Apartment Rental Affordability Index c. Total Homeless Populations in El Paso County
6. Existing Downtown Measures a. New Residential Units Added Annually b. Value of Building Permit Activity Compared with Prior Years and with the Overall City
7. Economic Indicators a. City Proportion of New Residential Units Added Annually b. New Jobs Added that are At or Above the Median Salary for the Region Unemployment Rate c. Median Wages Compared with State
8. Renowned Culture Indicators a. Creative Vitality Index b. Number of Creative Jobs c. Creative Industry Earnings
9. Majestic Landscapes Indicators a. Percent of City Population, Area, And Employment Within ½ Mile of a Park, Trail, or Accessible Open Space Area b. Per Capita Total Funding for Parks Operations and Maintenance c. Miles of Urban Trails d. Miles of Park Trails
10. Citywide Pedestrian, Bicycle, and Transit Infrastructure a. Walkscore®, Bikescore®, and Transitscore® b. Bike Lanes, Bike Boulevards, and Bike Routes

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A COMMUNITY-BASED PROCESS

Throughout the planning process, hundreds of meetings and other outreach efforts were used to gather community input to ensure resident input was heard and included.

53 STAKEHOLDER INTERVIEWS

90 CO-CREATORS

274 OUTREACH MEETINGS

753 DRAFT PLAN COMMENTS

9,000 PARTICIPANTS

5,146 SURVEY RESPONSES

24,508 SOCIAL MEDIA POSTS

PHOTO CREDIT: Conrad Olmedo

PlanCOS LEADING THE WAY TO OUR FUTURE

Community Engagement

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• 1 Survey or Open House Response
• Co-Creators
• City Boundary
• Outreach Events and Meetings

Number of Responses by Neighborhood 5 to 160

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VIBRANT NEIGHBORHOODS

CHAPTER 2

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PHOTO CREDIT: Ryan O'Shea

PLANCOS VISION

Forms diverse and safe neighborhoods with active gathering areas, a mix of housing types, transportation choices, and a shared sense of pride.

KEY STRATEGIES

• Develop Neighborhood Plans
• Update Code and Zoning
• Create and Implement Incentives

IMPORTANCE OF NEIGHBORHOODS

An essential premise of PlanCOS is that every person and place is part of a neighborhood. The strength of a neighborhood’s identity, values, and positive attributes extend beyond traditional residential areas and can benefit the overall character of the city.

Neighborhoods are fundamental to our city’s identity and development. Each of us deserves a great neighborhood. Great neighborhoods are more than simply places we live—they bring us together at schools, workspaces, parks, coffee shops, and on sidewalks. Neighborhoods create a sense of identity around a shared built environment and shared experiences on the human scale.

PlanCOS provides a vision and framework for enhancing the quality, diversity, and safety of our neighborhoods. It speaks to each neighborhood by addressing the effects of growth and land use changes, as well as attainable housing options. When needed, it offers ideas for revitalization. Above all, PlanCOS supports and encourages pride and investment in all of our neighborhoods.

Our neighborhoods are not all the same. We recognize and celebrate their diversity—whether they are already established, changing, emerging, or not yet built. We set the city up to adapt to the impacts of future growth and changes in the market. Creating and recreating resilient neighborhoods will require attention to physical details, connectivity, and encouragement of mixed and integrated land uses. This Plan has a particular focus on nurturing and reinvesting in distinct neighborhoods where deterioration has negatively affected their vibrancy and livability.

Living in a large urban area requires the recognition that the use of our property often influences, improves, and affects our neighborhood. In Colorado Springs, homeowner and neighborhood associations of various types play a critical role in providing the first level of representation for our neighborhoods in support of their character and function. For our neighborhoods to thrive, it is essential that they be represented.

This chapter defines various types of neighborhoods, or typologies, in order to provide a more focused direction to protect, enhance, or revitalize our different types of neighborhoods. It also establishes a framework for future neighborhood-specific planning and involvement.

KEY TRENDS AND ASSUMPTIONS

The following trends and assumptions provide a quick overview of some of the high-level issues related to Vibrant Neighborhoods. They are intended to provide a baseline understanding of emerging trends, preferences, and opportunities that may affect how Colorado Springs will grow and change in the coming years. This foundation sets up PlanCOS to provide tailored policy direction and implementation strategies. More background information can be found in Appendix A: State of the City Snapshots.

• Over the next 20 years, the average size of households is not expected to increase but our household types will continue to diversify. This includes an increase in demand for more urban and walkable neighborhoods and housing options.
• Demand for single-family housing is nonetheless expected to remain strong both in traditional stable neighborhoods and in new planned communities, assuming they have a desired combination of lifestyle, location, amenities, and access.
• The majority of our growing senior population will prefer to “age in place” within existing neighborhoods. Many will seek residential accommodations to suit their emerging needs. However, there will also be a growing demand for highly specialized senior living facilities within the context of neighborhoods.
• Maintaining housing attainability will continue to be a challenge due to natural market appreciation, increasing land and construction costs, and the impacts of regulations. Housing options are essential for an excellent quality of life, strong economy, business retention, and new business recruitment.
• Geographic disparities in life expectancy may continue to show inequitable access to opportunities residents have to live the healthiest life possible. Building a citywide culture of health that improves places where we live, learn, work, and play may help residents in all parts of the city live healthier and longer lives.

DEFINITIONS

Homeowner and Neighborhood Associations: Generally, the biggest difference between an HOA and a NA is that an HOA has dues and enforceable covenants, whereas, a NA may or may not have dues and generally will not enforce covenants.

Neighborhood: A geographic sub-area within the City that contains but is not limited to residential land uses. The extent of a neighborhood is variable and may be defined by tradition, organizational boundaries, period of building and development, or subdivision patterns. Neighborhood boundaries may include such features as major streets or other physical elements.

Mixed-use Development: Development that integrates two or more land uses, such as residential, commercial, and office, with a strong pedestrian orientation.

Master Plan: A plan for the development of a portion of the City that contains proposed land uses, a generalized transportation system, and the relationship of the area included in the plan to surrounding property.

COMMON DESIRED ELEMENTS

Certain qualities and elements should be widely encouraged, supported, and promoted for most neighborhoods. These include the following:

a. a strong sense of identity, sense of place, and community, including distinguishing attributes and focal points (e.g. schools, parks, gathering areas, and unique places);

b. an integrated mix of land uses to allow siting of residential, retail, office, recreational, and educational facilities within close proximity;

c. a diversity of housing choices; and

d. safe physical connections to support and encourage walkability with links to existing and future multimodal transportation systems, the city’s trails and green infrastructure network, and neighborhoods.

NEIGHBORHOOD TYPOLOGIES & FRAMEWORK

For a city with the legacy, size, and complexity of Colorado Springs, there is not a one-size-fits-all approach to neighborhoods. The goal of this Plan is to give residents of a neighborhood the tools to identify and prioritize the uniquely important attributes of their neighborhoods that make them safe, livable, and desirable. That said, there are certain unifying elements that contribute to any strong neighborhood and create a sense of community. These should be encouraged throughout all neighborhoods.

NEIGHBORHOOD TYPOLOGIES

Neighborhoods throughout the city have very different characteristics, and are at different stages in development. Therefore, they have differing issues, needs, and priorities. To help address this variety, PlanCOS recognizes several different desired neighborhood typologies to provide a more useful context for City goals and policies. Typologies inform what makes vibrant neighborhoods and suggest enhancements. Achieving these goals will contribute to the prosperity of the city overall. As major projects and changes are proposed, these neighborhood boundaries and typologies should be considered as guidance for discussion and choices about strengthening and supporting neighborhoods. As such, these typologies should be consulted and applied with the understanding that they are examples and therefore need to be considered in context to the surrounding land uses, land use transitions, and overall character.

Some neighborhoods may not fit into a single type because of their individual circumstances and conditions. Planning challenges also result from overlaps in neighborhood typologies that arise from transitions between neighborhoods, or other factors such as varying landscapes (Chapter 7: Majestic Landscapes), multimodal transportation corridors (Chapter 5: Strong Connections), and incorporation of activity centers (Chapter 3: Unique Places). As further described in Chapter 3 and under Typology 2 below, Downtown is considered its own unique type of neighborhood.

Neighborhood typologies are as follows:

1. Established Neighborhoods a. Historic Neighborhoods b. Traditional Neighborhoods c. Suburban Neighborhoods
2. Changing Neighborhoods
3. Emerging Neighborhoods
4. Future Neighborhoods

Typology 1: Established Neighborhoods

Established Neighborhood Recommendations:

• Integrate Traffic Calming Measures
• Integrate Neighborhood Monumentation
• Enhance Existing Parks
• Enhance Landscape Treatments on Collector Streets
• Improve Sidewalks and Bike Lanes
• Redevelop Commercial Areas
• Connect to Off-street Trail System

Example Location: Patty Jewett Neighborhood Columbia St. and N. Corona St.

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Encourage Alley Access with Garages at Back of Lot

Maintain Dense Tree Canopy

Encourage Houses to Build Close to Street

Preserve Historic Homes and Character of Historic Districts

Accommodate a Variety of Lot Configurations and Building Orientation

Maintain the Variety of Lot Sizes

Widen and Connect Sidewalks

The goal of this neighborhood typology is to recognize, support, and enhance the existing character of these neighborhoods, while supporting their ongoing investment and improved adaptation. New development and/or redevelopment should incorporate elements of the existing neighborhoods.

Established Neighborhoods are predominantly built-out and have been for at least a few decades. Relative to other neighborhoods, they are stable and do not anticipate high levels of land use changes. However, most Established Neighborhoods within the city should expect some degree of infill and redevelopment. Within this typology, several distinctions are important to the application of PlanCOS, as defined by the following sub-categories:

1. Historic Neighborhoods have an especially high value for preserving the legacy of existing design and architecture, although they may have to experience some amount of change especially in areas of transition with less historic uses. These Historic Neighborhoods may or may not have specially adopted City design guidelines or other publicly initiated master plans. These neighborhoods are also closely aligned with Historic Districts in Chapter 6.

EXAMPLES

Old North End, parts of the Westside, and Old Colorado City

EXAMPLES

Knob Hill, Ivywild, and Patty Jewett. Refer to the Framework Map for additional neighborhoods

EXAMPLES

Rockrimmon and Springs Ranch. Refer to the Framework Map for additional neighborhoods

2. Traditional Neighborhoods, regardless of a formal historic status or relative historic values, are older and developed or at least laid out prior to the mid-1950s. These neighborhoods have a high value in preserving and enhancing walkability features including their gridded street patterns, wide sidewalks, and sometimes limited building setbacks from the street. Some of these areas were developed before zoning was established, or they were annexed following initial development. These established neighborhoods may or may not have adopted publicly initiated master plans, but should eventually have them subject to resources and priority.

3. Suburban Neighborhoods include those that developed with a suburban pattern, including curvilinear streets with cul-de-sacs. These neighborhoods have matured to the point where they are not actively being developed and no longer have actively managed privately initiated master plans, and ordinarily do not yet have publicly initiated master plans. These neighborhoods have a high value in maintaining the privacy of homes and safe streets for families. New development should focus on safe connections into and within these neighborhoods.

Typology 2: Changing Neighborhoods

Changing Neighborhood Recommendations:

• Redevelop Commercial Areas
• Redevelop Drainage Areas
• Increase Connectivity Between Commercial and Neighborhood
• Develop Off-street Trail System
• Create Community Centers
• Integrate Neighborhood Identifiers and Artwork

Example Location: Pikes Peak Park North Neighborhood S. Circle Dr. and Hwy. 24

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The goal of this neighborhood typology is to retrofit, reinvent, and introduce new features to enhance the identity, quality, affordability, and attractiveness of these neighborhoods.

Changing Neighborhoods primarily include existing neighborhoods that have the potential or need for City attention, reinvestment, and land use change. Areas of change within these neighborhoods may be focused at the edges (e.g. because of a redeveloping arterial corridor or special area) or be more evenly distributed throughout. Planning emphasis should be placed on implementing strategies necessary to support, incentivize, or adapt to change resulting from market forces, redevelopment, or disinvestment. These neighborhoods will expect to see more infill and redevelopment than other areas of the city.

EXAMPLES

Southeast COS, Valley Hi, and Park Hill. Refer to the Framework Map for additional neighborhoods

Downtown, and specifically Southwest Downtown, is a subcategory of this typology. Redevelopment here could be transformative due to the potential for extremely high densities.

Typology 3: Emerging Neighborhoods

Emerging Neighborhood Recommendations:

• Enhance Off-street Trail System Interior to the Neighborhood and Provide Connections to Major Trail Systems
• Create Additional Pedestrian / Trail Connections
• Incorporate Higher Density and Mix of Housing Types on Remaining Parcels
• Utilize Drainageways and Small Spaces for Neighborhood Amenities

Example Location: Wolf Ranch Neighborhood Research Pkwy. and Tutt Blvd.

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The goal of this neighborhood typology is to ensure the further application of amenities and best practices within these neighborhoods in order to enhance their livability and adaptability as they mature.

EXAMPLES

Generally, neighborhoods in the north and east, Wolf Ranch, and Woodmen Heights. Refer to the Framework Map for additional neighborhoods.

Emerging Neighborhoods are found in newer areas of the city, now farthest from Downtown. Actively managed, privately initiated master plans typically guide their initial development and can be refined and updated for not-yet-developed properties. Such adaptations are a focus of this Plan, as development in these neighborhoods should consider the impact that proposed development has on existing infrastructure and neighborhoods. Parts of these neighborhoods with recently completed construction are assumed relatively stable, and less vulnerable to near- and mid-term change. In most cases, these Emerging Neighborhoods are located in and served by special districts that are used to finance public improvements and to provide higher levels of ongoing services and amenities.

Typology 4: Future Neighborhoods

Future Neighborhood Recommendations:

• Integrate Diversity of Housing Types
• Provide Neighborhood Parks and Gathering Places
• Connect to Regional Trails and Open Space
• Utilize Smart Technology and Efficient Utility Infrastructure
• Maximize Connectivity with Paths, Alleys and Short Blocks

Example Location: Stapleton Neighborhood Denver, CO

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The goal of this neighborhood typology is to include those desired elements that result in great neighborhood design as each new neighborhood emerges over the next 20 years.

Future Neighborhoods are those that have yet to be developed in the city, most notably within Banning Lewis Ranch. These areas provide an opportunity to create, from the ground up, new, diverse, and “smart” connected neighborhoods that reflect the PlanCOS Vibrant Neighborhoods vision and goals, while addressing emerging demographic and market considerations. These neighborhoods should consider the impact their development has on existing infrastructure and neighborhoods. For the most part, they are expected to be actively guided by privately initiated master plans or other guiding documents such as Planned Unit Development plans or holistic concept plans. These newly developed or amended documents should be prepared and adopted with consideration of this Plan.

NEIGHBORHOOD FRAMEWORK

The Neighborhood Framework Map provides a graphic framework for our vision of Vibrant Neighborhoods. This map is intended to further the City’s focus on neighborhood planning based on logical, manageable, and inclusive areas. This map is expected to be a living and evolving graphic as neighborhoods grow or change. The City and neighborhoods can use this map to determine available resources and opportunities to leverage them.

All areas of the city have been identified by neighborhood name and typology for the purposes of generalizing a development pattern. This map is not intended to strictly define neighborhood boundaries or create neighborhood identity. In order to realize the full spectrum of neighborhood identification, representation, advocacy, and planning needs, more refined neighborhood boundaries based on neighborhood identity will be necessary. For purposes of broader identification and strategy, smaller neighborhoods may be combined into larger macro-neighborhoods (e.g. all of Briargate or all of the Westside).

PHOTO CREDIT: Logan Simpson

PlanCOS

LEADING THE WAY TO OUR FUTURE

Vibrant Neighborhoods Framework

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Predominant Typology

[ ] City Boundary ➡ Interstate 25 — Major Roads

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GOALS AND POLICIES

EVERYONE IN A NEIGHBORHOOD

GOAL VN-1

Increase neighborhood identity, inclusion, and participation throughout the city for residents, employees, and visitors.

Policy VN-1.A: Prioritize replicable, effective, and up-to-date neighborhood plans and programs for those areas with the most potential for change and need of direction.

Strategy VN-1.A-1: Prioritize development of Neighborhood Plans, particularly in mature areas of the city. Update outdated plans.

Strategy VN-1.A-2: Amend zoning and subdivision regulations, as necessary, to implement Neighborhood Plans (e.g. redistricting, new zoning or design overlays, and/or changes to dimensional requirements).

Strategy VN-1.A-3: Support the location of City and County services and amenities within or near neighborhoods that need them the most and along/near bus services.

Strategy VN-1.A-4: Celebrate, support, and advocate neighborhood identity through the City’s marketing, programs, events, and communication.

Policy VN-1.B: Inform and engage with neighborhoods, neighborhood-based organizations, and individual residents during the development review process, capital improvement planning, and decisions on City and County facilities and services.

Strategy VN-1.B-1: Create and implement state-of-the-art, transparent, clear and cost-effective methods to inform and involve neighborhoods and affected property owners in development applications and planning initiatives.

Strategy VN-1.B-2: Collaboratively include and partner with neighborhood associations and the development community on planning initiatives of community or area-wide importance.

APPLICATION

Neighborhood Template: Resources for new and updated neighborhood plans will always be limited. PlanCOS recommends the creation and use of a standardized process and format template for each unique neighborhood plan. The process template would provide certainty and speed up the planning process. The replicable format would make the resulting documents easier to use and navigate.

HOUSING FOR ALL

GOAL VN-2

Strive for a diversity of housing types, styles, and price points distributed throughout our city through a combination of supportive development standards, community partnerships, and appropriate zoning and density that is adaptable to market demands and housing needs.

DEFINITIONS

Attainable Housing: Attainable housing means decent, attractive, safe, and sanitary accommodation that is affordable for the full spectrum of the City's residents.

Policy VN-2.A: Promote neighborhoods that incorporate common desired neighborhood elements.

Strategy VN-2.A-1: In partnership with other organizations and agencies, continue to develop and support existing, expanded and new initiatives to address homelessness to include provision of additional shelter beds, permanent supportive housing, and programs to be coupled with increased enforcement of applicable laws including camping bans.

Strategy VN-2.A-2: Collaborate with Colorado Springs Utilities, non-profit, and private sector partners to create and implement a comprehensive attainable housing plan that incorporates a full range of options, strategies, and priorities to support the development and provision of housing for households below the area median income level.

Strategy VN-2.A-3: Support land use decisions and projects that provide a variety of housing types and sizes, serving a range of demographic sectors, and meeting the needs of residents and families through various life stages and income levels.

Strategy VN-2.A-4: Allow for zoning residential bonuses that result in the provision of additional attainable housing, such as increased heights or densities.

Strategy VN-2.A-5: Amend the City’s zoning code to allow attainable housing in multi-family and commercial zoning districts in order to maximize the availability and distribution of this housing option in the city.

Strategy VN-2.A-6: Update the City’s zoning code, processes, and standards to support the construction of additional accessory dwelling units and micro homes.

Strategy VN-2.A-7: Collaborate with local organizations and experts to develop and implement policies and programs by providing funding and technical assistance to support existing and new attainable housing.

RECLAIM NEIGHBORHOOD SPACE

GOAL VN-3

Through neighborhood plans, associations, and partnerships, empower neighborhoods to reinvest in order to create community, vibrancy, and to address their specific vision and needs.

Policy VN-3.A: Preserve and enhance the physical elements that define a neighborhood’s character.

Strategy VN-3.A-1: Support a variety of approaches to encourage sustainable investment in and maintenance of established neighborhoods including strategic and targeted use of special districts, homeowners associations, and grant funding.

Strategy VN-3.A-2: Partner with neighborhood and industry organizations on civic engagement programs such as neighborhood cleanups, property maintenance and repair events, and neighborhood academies.

Strategy VN-3.A-3: Incorporate existing natural features into project design by providing amenities such as trail connectivity, outdoor dining areas, promenades, and plazas.

Strategy VN-3.A-4: Modify City Code and create incentives to encourage redevelopment of underperforming buildings to include higher-density housing, mixed-use, civic services, gathering areas, and additional employment opportunities.

Strategy VN-3.A-5: Update plans and City Code to encourage a blend of uses that positively affect neighborhoods.

Strategy VN-3.A-6: Where and when applicable, specifically incorporate mixed-use neighborhood building as an outcome tied to the use of urban renewal area designation, public/private partnerships, and other tools and incentives to encourage redevelopment.

Strategy VN-3.A-7: Encourage neighborhood plans and initiatives that reflect neighborhood identity and a built environment supporting residents of all age ranges and abilities.

Policy VN-3.B: Support unique and innovative community design elements and features such as urban farms and gardens, co-op housing, live/work spaces, or neighborhood gathering places.

Strategy VN-3.B-1: Encourage neighborhood and school partnerships to coordinate joint use of school facilities.

Strategy VN-3.B-2: Update City Code to allow credit for more types of parks-related lands and facilities and to allow use of fees for upgrading existing parks and recreation properties and facilities.

Strategy VN-3.B-3: Encourage walkable civic, retail, and community gathering places as design elements within neighborhood centers.

APPLICATION

In 2018, Ivywild School is a flourishing communal atmosphere linking commerce and community with gathering spaces, local cuisine, education, art and gardens. Formerly an elementary school, Ivywild’s façade still holds true to its roots as reimagined spaces fill the halls once again with the voices of children and adults alike.

Policy VN-3.C: Promote neighborhood-level shopping and service options to include a variety of healthy food markets, coffee houses, restaurants, and other supportive businesses that increase local access and walkability.

Strategy VN-3.C-1: Assign land use designations and implement zoning to support and facilitate neighborhood activity centers within walking or biking distance of residential areas.

Strategy VN-3.C-2: Expand City support of small business and neighborhood assistance programs.

Strategy VN-3.C-3: Provide ongoing small business assistance with navigating the City’s land entitlement and other permitting processes.

Policy VN-3.D: Create strong neighborhood identity through the inclusion and integration of arts and culture.

Strategy VN-3.D-1: Develop a public art policy that considers citywide as well as individual neighborhood approaches. Consider and encourage public arts and culture elements in Neighborhood Plans.

Strategy VN-3.D-2: Identify and secure grants and other funding to create and sustain neighborhood identifiers including gateways, signage, lighting, markers, and enhanced streetscapes.

Policy VN-3.E: Encourage and support the integration of mixed-use development in neighborhoods.

Strategy VN-3.E-1: Focus incentives for mixed-use development within parts of the city that have been identified as priority redevelopment areas or corridors that have the potential for enhanced multimodal access and walkability.

Strategy VN-3.E-2: Encourage vertical mixed-use design in neighborhood focal points along with neighborhood design meant to encourage a sense of community and provide a walkable environment. Vertical developments, where the various uses are “stacked” on top of each other, are typically used in areas with limited space, while larger sites allow those different components to be built next to each other—such as an apartment building adjacent to a grocery store.

Strategy VN-3.E-3: Though a combination of Zoning Code changes and development review decisions, encourage and support flexible site and building designs and residential densities that are adaptable to the specific site.

Policy VN-3.F: Enhance mobility and connectivity between neighborhoods across Colorado Springs and with surrounding jurisdictions.

Strategy VN-3.F-1: Increase transportation and recreation choices for all neighborhoods by improving or adding bike lanes, sidewalks, off-street neighborhood trails, and greenways that connect to larger system trails with associated wayfinding/signage.

Strategy VN-3.F-2: Retrofit existing features to create multipurpose amenities, including drainage ways and infrastructure corridors with trail systems.

RELATIONSHIP TO KEYSTONE INDICATORS

The following keystone indicators are representative of primary measures of the health and livability of our neighborhoods over the long term and support the Vibrant Neighborhood vision. Although there is a strong high-level correlation between our plan for physical development and these indicators, we recognize that they will often not be directly applicable to individual development plans or to city initiatives. A full list and description of all indicators is in Chapter 8: Adaptable Implementation.

New Residential Net Density: A mix of residential densities is important to support people with different incomes and in different stages of life. Where appropriate, most residential neighborhoods should be planned and designed to increase citywide densities overall in order to support a more sustainable infrastructure and networks of services, and to ultimately support emerging technology multimodal transportation systems. This measure tracks the net density of added residential units every year.

Number of High Priority Neighborhood Plans Completed: As the second largest city in Colorado, it is no surprise that Colorado Springs has a variety of neighborhoods with an equally diverse range of needs and preferences. Many already have specific neighborhood plans in place, but many others would benefit for the level of care and detail that this type of plan can provide. This measure tracks the number of new high-priority neighborhood plans completed each year.

Housing Attainability: These measures track the overall proportion of the median income needed to afford median priced single-family housing, overall rental affordability index, and total homeless populations.

ESSENTIAL QUESTIONS FOR CITY INITIATIVES

These essential questions should be considered as a tool to focus on and promote implementation of our Vibrant Neighborhoods vision for applicable City initiatives (refer to Chapter 1):

1. Support the overall focus of our Vibrant Neighborhoods theme?
2. Add value and improve the keystone indicators for Vibrant Neighborhoods?
3. Encourage additional investment or reinvestment in neighborhoods?
4. Positively contribute to a diversity of attainable housing choices throughout the city or a particular neighborhood?
5. Contribute to the connectivity within and between neighborhoods and to other areas of the city?
6. Pre-position the neighborhood for new transportation options?
7. Create options for new gathering areas or centers?
8. Support the redevelopment of blighted and/or underperforming properties?
9. Enhance the connection of neighborhoods to trails, parks, open space, and green infrastructure networks?
10. Enhance cultural, historical, educational, and/or human service opportunities to support neighborhoods?
11. Support and be consistent with adopted and relevant small area or neighborhood plans?
12. Plan to be a fiscally responsible, long-term choice for the city and the neighborhood?

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PHOTO CREDIT: Logan Simpson

RELEVANT PLANS AND THEIR RELATIONSHIP TO PLANCOS

While PlanCOS provides overarching guidance, numerous City plans provide additional detail required for effective application and implementation of this Vibrant Neighborhoods Chapter. Of particular importance will be publicly and privately initiated neighborhood-specific master plans. Used in conjunction with the overall themes and ideas in PlanCOS, these plans should be relied on to allow for and articulate land use and other area-specific recommendations for the neighborhoods they address. As existing plans are updated and new plans created, these plans should support the themes of PlanCOS.

Where a discrepancy exists between small area plans and the City’s Comprehensive Plan, the more specific plan should generally take precedence particularly if these plans are up-to-date and are reflective of the key elements of this theme. New and updated Neighborhood Plans should follow the guidelines and vision of PlanCOS and include its common desired elements. Links to relevant plans are found below.

City Adopted Neighborhood, Corridor, and Master Plans

See full list of plans: Appendix D

Privately Initiated Master Plans

Developers and property owners within the area should be expected to rely on active and previously approved, privately initiated master plans providing they have not expired. Amendments to these plans should be reviewed for consistency with PlanCOS. Additionally, PlanCOS is expected to be used for relevant guidance in the review of the more detailed development applications that follow from these master plans—in cases where the original master plan does not provide sufficient guidance. Land use applications in implemented privately initiated master plans should similarly be fully reviewed for PlanCOS consistency.

See full list of plans: Appendix D

Other Important Citywide Plans

Other City plans will be particularly applicable to this Vibrant Neighborhoods theme and chapter depending on the context of the decision. These should be considered in conjunction with PlanCOS. The Intermodal Transportation Plan, and one or more of its elements, will often have significant applicability. Likewise, the Parks Plan will have direct applicability in many cases. The City’s Historic Preservation Plan and its area-specific plans and design guidelines will have obvious importance for the older areas of the city they address.

Partner Entity Plans

• Age Friendly Colorado Springs Plan

See full list of plans: Appendix D

OTHER MEASURES

Through the creation, implementation and update of publicly and privately initiated plans, it may be appropriate to track and measure additional indicators as it relates to the Vibrant Neighborhood vision and policy direction. Such indicators could include the following:

Accessory Dwelling Units: New dwelling units built on parcels that already have housing on them

Housing and Transportation Affordability Index: A nationally-available index that measures the combined cost of housing and transportation for a city or area within it

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UNIQUE PLACES

CHAPTER 3

PLANCOS VISION

Centers on a vibrant Downtown and is strengthened by our investment in walkable, healthy, and magnetic activity centers that are located in new and reinvented areas throughout our city.

KEY STRATEGIES

• Update development requirements and adopt design standards
• Identify, promote and support redevelopment and infill opportunities
• Implement Experience Downtown Master Plan
• Implement public, non-profit and private partnerships

IMPORTANCE OF UNIQUE PLACES

Colorado Springs has many interesting places to shop, eat, work, recreate, meet up with friends, and otherwise experience our great city. Our vision is to have more of them. As our city and region continue to grow in area and population, it will be all the more important to keep and create unique and special places throughout our community. Together these places create the fabric for a well-functioning city.

Each of these places should have a unique combination of characteristics that contribute to making our entire city more livable, desirable, and sustainable. These centers of activity are the man-made counterparts to our city's majestic natural setting.

Our legacy of places is continually evolving within the city’s diverse areas. Distinct places reinforce our cultural identity and support a strong economy. They are essential for a robust and healthy community life. It is important that each of these older, emerging, or new places sustain and enhance their appearance, character, and function. We can accomplish this by recognizing and supporting the aspects that make them valued by residents and visitors alike.

We need to proactively support and enhance these existing and valued unique places in more mature areas of our city, and ensure that more of these places are created in newly developing areas. Our vision of placemaking should be applied enthusiastically and broadly across the city. However, the details of how we best create and support these places should be expected to vary based on their particular context.

KEY TRENDS AND ASSUMPTIONS

The following trends and assumptions provide a quick overview of some of the high-level issues related to Vibrant Neighborhoods. They are intended to provide a baseline understanding of emerging trends, preferences, and opportunities that may affect how Colorado Springs will grow and change in the coming years. This foundation sets up PlanCOS to provide tailored policy direction and implementation strategies. More background information can be found in Appendix A: State of the City Snapshots.

• The way we view and use our favorite places is changing significantly as technology is freeing us more and more from the need to be tied to any one particular physical location for activities like working, shopping, education, and basic communication.
• Our best places will be walkable and pedestrian friendly, be accessible by bicycle and mass transit, and be responsive to individual motor vehicle demand.
• We should assume and be prepared for many of our best places to regularly adapt to emerging trends, technology, and markets.

UNIQUE PLACE TYPOLOGIES AND FRAMEWORK

Our places will not remain or become more unique if they are held to a single model and set of standards. However, to achieve our City’s vision for these places, certain overall qualities and elements need to be widely encouraged, supported, and promoted. Although not all of these elements will be necessary or even relevant for every great place, the best will incorporate many of them.

UNIQUE PLACE TYPOLOGIES

Colorado Springs’ unique places are a blend of attractions, destinations, uses, and experiences. They integrate a range of uses and activities which complement and support each other. A predominant use often determines the type of place. However, depending on their purpose, location, and context, places can and should vary in size, intensity, scale, and their mix of supportive uses. In each case, activity centers are intended to be mixed-use and pedestrian-oriented and to establish good connections and transitions to surrounding areas. The following typologies for unique places are intended to encompass a range of scales and orientations of places throughout the city. Because places consist of a wide range of combinations of existing and desired uses, patterns, scales and contexts, not all places in the city will fall into one of these typologies. In some cases they will include a blend of more than one typology, or they may be evolving and transitioning into a different kind of place. Therefore, it is essential to apply these typologies in a manner that is sensitive to their stage of development, needs, and relative potential for future change.

Urban place typologies are as follows:

1. Neighborhood Centers
2. Community Activity Centers
3. Entertainment and Commercial Centers
4. Regional Employment and Activity Centers
5. Corridors a. New/Developing Corridors b. Mature/Redevelopment Corridors

These typologies are intended to be used as one tool in guiding City decisions and initiatives including City-initiated master plans, future City zoning plans and requirements, as well as choices about infrastructure and other City investment priorities. They can also be used as a frame of reference for evaluating private land use applications for Comprehensive Plan consistency when this finding is applicable.

These typologies are intended to provide examples of the attributes that are desired particularly for our centers of activity of varying scales. They primarily focus on areas and corridors with a potential for development, reinvestment, and mixed use densification. For new development proposals, the applicability of these typologies will vary depending on the location, scale, and other factors associated with the site or area.

COMMON DESIRED ELEMENTS

These common contributing elements include the following:

a. a uniquely identifiable character and design that reinforces a sense of identity, focus and place; b. an accessible location and design that promotes the safety and convenience for all users, c. a center of activity with an integrated mix of land uses; d. a network of physical connections to support walkability, links to and alignment with the City’s trails, bike lanes, and green infrastructure network; e. an incorporation of historic buildings, features, legacy, and character (when available); f. a focus on public gathering places with areas for public interaction; g. a connection with and orientation to the outdoors, parks, public plazas, streets, and views of important natural features; h. a walkable and human scale experience with the built environment; i. an incorporation of “Third Places;” and j. a focus on arts, education, and culture.

Typology 1: Neighborhood Centers

Neighborhood Center Recommendations:

• Integrate Character and Neighborhood-Defining Features
• Design Buildings at a Pedestrian Scale
• Reinforce Connection with Outdoor Spaces and Trails
• Integrate Different Uses and Housing Types
• Improve Sidewalks and Bike Lanes

Example Location: Casa Verde Cohousing Patty Jewett Neighborhood Columbia St. and N. Corona St.

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Diversify Housing Types and Densities Adjacent to Commercial Areas Include Links to Trails, Parks and Other Public Spaces Ensure ADA-Accessible Sidewalk Connections Provide On-Street Parking Design “Third Places” and Neighborhood-Serving Businesses at a Pedestrian Scale

The goal of this place typology is to provide a focal point for community life and services at a neighborhood scale.

EXAMPLES

Ivywild, Casa Verde Co-housing, Deerfield Hills Community Center, and Flying Horse Community Center. Refer to the Framework Map for additional places.

These centers are smaller-scale limited impact places that fit into the neighborhood fabric and provide benefits and amenities for residents and other users from a local area. Strong and vital Neighborhood Centers incorporate a variety of uses and services available to local residents. They are designed for well-connected multimodal local access and are oriented to the pedestrian.

Typology 2: Community Activity Centers

Community Center Recommendations:

• Design Buildings and Site at a Neighborhood and Pedestrian Scale
• Support Wide Range of Uses
• Reinforce Connections to Residential Areas
• Anchor with Interesting “Third Places”
• Align with Local Transportation Options

Example Location: Rockrimmon Shopping Center W. Rockrimmon Blvd and Delmonico Dr.

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• Integrate Family/ Medical Services
• Locate at Intersections and Larger Streets for Accessibility and Convenience
• Ensure ADA-Accessible Sidewalk Connections
• Diversify Housing Types and Densities Adjacent to Commercial Areas
• Design Mixed-Use Buildings at a Pedestrian-Scale
• Improve Internal Pedestrian Circulation and Connections to Surrounding Neighborhoods
• Share Off-Street Parking for Multiple Destinations
• Anchor Center with “Third Places” and Neighborhood-Serving Businesses
• Integrate Mix of Professional Offices, Services and Commercial Retail

The goal of this place typology is to reinforce and create desirable places that provide identity, mixed use focus, and offer integrated support and services to subareas of the city.

Community Activity Centers are places that serve the day-to-day needs of subareas of the city and their surrounding neighborhoods. These places may be anchored by uses such as grocery stores and supporting public, private, and non-profit service establishments. Although the definition of these places is intended to encompass options well beyond traditional commercial centers, a 100,000 to 300,000 square foot community shopping center provides a useful example for the size, market, and service area for this typology. These places should be designed to be multimodally connected to the surrounding development. Community Activity Centers should include a well-integrated mix of uses including smaller businesses and a variety of housing choices.

EXAMPLES

Ongoing or future redevelopment of centers such as Rockrimmon Shopping Center, Mission Trace Shopping Center, Lower Shooks Run, and Catalyst Campus. Refer to the Framework Map for additional places.

Typology 3: Entertainment and Commercial Centers

Entertainment Center Recommendations:

• Reinforce Unique Entertainment and Commercial Experience
• Increased Connectivity to Region and Surrounding Neighborhoods
• Create Defining Features
• Expand Diversity of Land Uses
• Design Buildings and Site to Appropriate Scale
• Connect with Interior Sidewalks and Trails
• Expand Transit and Multimodal Facilities

Example Location: Broadmoor World Arena Lake Ave. and I-25

Improve Transit Connections and Integrate Throughout Center

Anchor Center with Major Retailers

Provide a Diverse Mix of Supporting Retail, Services, and Accommodations

Emphasize Pedestrian and Bicycle Circulation

Share Off-Street Parking for Multiple Destinations and Attractions

Feature Major Community/Tourist Attractions

Locate Higher-Density Residential Close to Commercial and Transit Services

Enhance Connections to Surrounding Neighborhoods

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The goal of this place typology is to create, redevelop, or reinforce entertainment and large commercial places in a manner that increases their multimodal connectivity, number, quality, and extent of their defining attributes.

EXAMPLES

First and Main Town Center, Old Colorado City, Olympic Training Center, University Village, and Colorado Springs World Arena. Refer to the Framework Map for additional places.

Entertainment and Commercial Centers may accommodate larger retail establishments and serve a number of residential and employment areas over a significant portion of the city. The special characteristics and tourist attraction of some entertainment centers may draw users from a statewide market area or even beyond. These centers typically include a mix of supporting uses, such as higher density residential, office, service, medical, and civic uses.

Typology 4: Regional Employment and Activity Centers

Regional Center Recommendations:

• Increase Mix of Supporting Land Uses
• Integrate High Density Residential Development
• Improve Regional Transportation Connections at Transit Hubs
• Design Public Gathering Places and Event Space
• Focus on Pedestrian Experience

Example Location: Chapel Hills Mall Academy Blvd. and Voyager Pkwy.

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The goal of this place typology is to encourage the continuing adaptation and development of regional centers as more complete and well-functioning places, each with an increase of desired elements and unique places within them.

Regional centers draw from the largest regional service areas and are major concentrations of employment and commercial activity. They are large intensive centers that serve the city and region as a whole. These places are supported by a mix of uses that meet the needs of employees and visitors, such as restaurants, lodging, child care, higher density residential development, and educational facilities. A regional center may be focused on one or more predominant uses, such as a large shopping mall, office park, major medical complex, or educational institution, but are supported by a variety of other uses, including housing. Because of the scale, extent, and complexity of these regional centers, their boundaries may contain one or more focusing unique places within them.

EXAMPLES

Chapel Hills Mall and Briargate Business Campus, University of Colorado-Colorado Springs/ University Village, Airport/Airport Business Park, Copper Ridge/ Polaris Point, and potential new regional center in Banning Lewis Ranch. Refer to the Framework Map for additional places.

Typology 5: Corridors

Corridor Recommendations:

• Integrate and Connect Pedestrian, Bicycle and Transit Facilities Along the Corridor
• Use Similar Styles and Building Materials for Visual Connections
• Attention to Streetscape Design
• Create Activity Nodes along Corridor

Example Location: Old Colorado City W. Colorado Ave.

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Separate Business and Roadway with Landscaping and Wide Sidewalks

Minimize Auto-Centric Layout with Inclusion of Paths and Transit

Create Community Activity Nodes

Encourage Pedestrian-Oriented Building Design Along Main Street Frontage

Connect with Residential Areas to Support and Balance Commercial

Relocate Parking Lots to Side and Back of Buildings

The goal of this place typology is to take advantage of the capacity and potential of these corridors to create unified, vital, connected, and more transit supportive urban places, each with its unique character, identity, and design.

EXAMPLES

Powers Blvd., Woodmen Road, Interquest Pkwy., and future corridors in Banning Lewis Ranch. Refer to the Framework Map for additional places.

EXAMPLES

Academy Blvd., Tejon St., and North and South Nevada Redevelopment. Refer to the Framework Map for additional places.

Corridors are the places that line major arterial streets with a variety of higher intensity and density uses oriented to the street. They include older corridors that have developed with an "in-line retail" focus, more recently developed or emerging corridors, and those that may be created in the future. These are combined and represented as two types of corridors:

a. New/Developing Corridors: Corridors that have recently developed, are now in the process of developing, or that still may be developed. The existing pattern along many of these corridors is automobile-dominated, with more limited access points and often with greater separation from the roadway.

b. Mature/Redevelopment Corridors: Corridors that line older arterial streets including current or former state highways. Often the existing pattern along these corridors includes a combination of retail uses and auto-oriented services developed in a typical in-line retail pattern, with multiple curb cuts, individual parking lots, cluttered signage, and small lots. These corridors represent significant infill and redevelopment opportunities.

The length, high traffic, differing uses, and variable economic conditions along many of these corridors can present challenges in creating and sustaining truly unique places along their entire length. However, larger and longer corridors can be unified and improved through branding, zoning, design, landscaping, and transportation investments. There are opportunities within and along these corridors to achieve a higher standard of desirable placemaking. These special opportunities exist particularly at nodes and along individual segments. A combination of more robust transit and attention to streetscape design and maintenance can contribute greatly to the viability of all or part of these corridors as existing or transformed unique places.

Typology 6: Downtown

Downtown Recommendations:

• Increase Mix of High Density Housing
• High Quality Walkable Destinations
• Mix of Institutional Centers, Retail, Lodging and Supportive Uses
• Focus on Walkable and Bike-Friendly Connections
• Lead in Innovative Urban Design

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The goal of this place typology is to continue to grow and adapt Downtown Colorado Springs as the singular economic and cultural heart of the city and region, consistent with the Experience Downtown Colorado Springs Plan.

Downtown Colorado Springs has its own separate place typology because we only have one downtown, and it is truly unique in terms of its role, proximity, mix of uses, and high density. This typology encompasses an increasing mix of higher density housing options in and near Downtown along with additional high quality walkable destination elements, institutional centers, retail, lodging, and a full range of supportive uses. Details of our established vision for Downtown are included in the Experience Downtown Plan.

UNIQUE PLACES FRAMEWORK

The Unique Places Framework Map provides a graphic framework for our vision of Unique Places. This map depicts only a selection of major or representative activity centers for highlighting or focus. It is intended to be used as one means of furthering the City’s focus on designing places to be compatible with, accessible from, and serve as a benefit to the surrounding neighborhoods or business areas. This map is expected to be a living and evolving graphic. It is not intended to strictly define place boundaries.

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PHOTO CREDIT: Logan Simpson

PlanCOS

LEADING THE WAY TO OUR FUTURE

Unique Places Framework

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Predominant Typology

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GOALS AND POLICIES

BE A CITY OF PLACES

GOAL UP-1

Enrich the texture and livability of the city as a tapestry of unique, vibrant, and walkable places.

Policy UP-1.A: Emphasize placemaking throughout the city with design and programming that supports a distinctive identity and experience.

Strategy UP-1.A-1: Incorporate distinctive placemaking as an element of public and private development plans including privately initiated master plans, concept plans, and Planned Unit Development zoning.

Strategy UP-1.A-2: Evaluate new and redeveloping land use related to enhancement and support of existing, transitioning, and new activity centers.

Strategy UP-1.A-3: Activate identified community areas with events like regular farmers’ markets and concerts.

Strategy UP-1.A-4: Plan and design activity centers to be supportive of and well connected with multiple modes of transportation.

Strategy UP-1.A-5: Design urban activity centers to encourage walkability.

Strategy UP-1.A-6: Collaborate with the community, service providers, and stakeholders to plan a small business-supportive community hub in the southeast part of the city.

Policy UP-1.B: Establish a network of connections such as gateways, signature streets, festival streets, and trails to support, define, and provide context for our unique places.

Strategy UP-1.B-1: Support and promote a system of gateways and signature streets extending beyond Downtown to create unique, desirable, and identifiable entries to the overall city and the distinct places within it.

Strategy UP-1.B-2: Integrate the design and location of existing and future transit stops within urban places.

Strategy UP-1.B-3: Create connections between urban places and natural settings, especially through repurposing urban waterways.

Strategy UP-1.B-4: When feasible, integrate development with surrounding natural areas and maximize trail connectivity to enhance quality of life.

Policy UP-1.C: Locate and design new and repurposed civic facilities to make them highly visible focal points that express quality design, permanence, importance, and community identity.

Strategy UP-1.C-1: Locate and design public spaces and civic facilities at key locations throughout the city that set an example for quality design and integrate with surrounding private development.

APPLICATION

South Tejon Street Redevelopment: Areas of South Tejon Street, around the repurposed Ivywild School, are being redeveloped with a particularly wide range of desired attributes. Tools and incentives including special districts and urban renewal are being used to support this redevelopment. The result is anticipated to be an especially unique, identifiable, and livable urban environment.

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EMBRACE CREATIVE INFILL, ADAPTATION, AND LAND USE CHANGE

GOAL UP-2

Embrace thoughtful, targeted, and forward-thinking changes in land use, infill, reinvestment, and redevelopment to respond to shifts in demographics, technology, and the market.

DEFINITIONS

Infill Development: Development of vacant land within previously built areas. These areas are already served by public infrastructure, such as transportation and utilities. Parks and open space are also considered infill, since they are permanent uses for vacant parcels.

Policy UP-2.A: Support infill and land use investment throughout the mature and developed areas of the city.

Strategy UP-2.A-1: Encourage the development or redevelopment of vacant properties in the core area of the city by using a combination of incentives, rezoning, and creative design solutions.

Strategy UP-2.A-2: Provide opportunities for redevelopment by identifying and supporting catalyst projects in underutilized locations such as disinvested shopping centers and business parks, former “big box” retail spaces, and no longer needed school buildings.

Strategy UP-2.A-3: Continue to implement infill supportive Code changes including provisions tailored for older developed areas.

Strategy UP-2.A-4: Actively support ongoing and potential infill projects, employ problem-solving approaches and continue to implement process improvements in support of infill and redevelopment.

Strategy UP-2.A-5: Revise zoning and building regulations to be more streamlined and flexible regarding infill, redevelopment, and mixed-use development, especially in older, underutilized commercial areas.

Strategy UP-2.A-6: Consider adoption of zoning regulations and design guidelines for identified mature and developed areas to encourage building use and orientation towards the street and public realm.

GROW THE CITY’S HEART

GOAL UP-3

Continue to grow and support Downtown as an inclusive, mixed use, cultural, and economic heart of the region.

Policy UP-3.A: Proactively participate and invest in the development of Downtown as the city’s premier urban activity center.

• Strategy UP-3.A-1: Place a high priority on implementation of the City’s adopted Experience Downtown Master Plan, including upgrades to festival streets, multimodal transportation facilities, Southwest Downtown improvements, Downtown park enhancements, and alley and street activation projects.
• Strategy UP-3.A-2: Continue to refine, adapt, and expand the Downtown Form Based Zone District as Downtown develops and evolves.
• Strategy UP-3.A-3: Further strengthen city collaboration with Downtown organizations to implement Downtown initiatives.
• Strategy UP-3.A-3: Construct Downtown multimodal transit hub and actively prioritize supportive development around it.

FOCUS ON CORRIDORS AND CENTERS

GOAL UP-4

Strengthen our overall community identity and better serve the needs of residents and businesses within our large metropolitan area by developing active, unique, and connected centers and corridors.

Policy UP-4.A: Actively plan and encourage a development pattern consisting of unique centers located along new and redeveloped corridors and at other designated areas throughout the city.

• Strategy UP-4.A-1: Revise City Code to support and allow for onsite parking, limited parking lot areas between the public right-of-way and buildings, design elements that enhance visual impressions from the street, multimodal access, and the safety and enjoyment of the onsite pedestrian experience.
• Strategy UP-4.A-2: Focus area-specific planning attention and capital improvements prioritization on mature corridors and centers with a potential and need for redevelopment.

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DEFINITIONS

Greenfield Development: Development of previously undeveloped or vacant sites that are generally located outside or on the fringe of the city.

Strategy UP-4.A-3: In conjunction with committed transit improvements, create and adopt new transit-oriented development and mixed use-supportive base zoning or overlays to support the continued development and redevelopment of key corridors and centers.

Strategy UP-4.A-4: Encourage new and redeveloped buildings to activate street life and support multimodal access.

Policy UP-4.B: Within unique centers, incorporate density and mixed uses along with higher standards of design, attention to the public realm, and design for multimodal access including transit.

Strategy UP-4.B-1: Evaluate development applications in and around unique centers with particular attention to their contribution to the integration and mixing of uses, orientation to the public realm, and their support of connections with multimodal transportation.

Strategy UP-4.B-2: Develop and implement design standards to support the vision for identified, prioritized, and redeveloping corridors and centers that lack density and mixed uses.

Policy UP-4.C: Ensure that the City Zoning Code supports the intent of unique places.

Strategy UP-4.C-1: Support additional mixing and integration of land uses as zoning use-by-right or administrative approval.

Strategy UP-4.C-2: Complete an overall update of the City Zoning Code to support regulations, standards, or guidelines that encourage a unique character for unique place typologies.

Policy UP-4.D: Leverage funding tools, partnerships, and policies to fund and maintain redevelopment centers, corridors, and gateways.

Strategy UP-4.D-1: Continue to utilize special area designations, such as Economic Opportunity Zones, to highlight and prioritize the importance of areas targeted for redevelopment as unique urban places and centers (e.g. South Academy Blvd. and North Nevada Ave.).

Strategy UP-4.D-2: Consider the impact on infill and redevelopment as a criterion for decisions on public improvement project choices and priorities (e.g. as a criterion for project selection for a possible extension of Pikes Peak Rural Transportation Authority funding).

Strategy UP-4.D-3: Proactively involve the Urban Renewal Authority in identifying infill and redevelopment opportunities and targeting public infrastructure investments.

Strategy UP-4.D-4: Aggressively pursue and leverage public, non-profit and private grants, and matching funds to support public/private redevelopment in designated areas such as Southeast Colorado Springs.

CREATE SUSTAINABLE AND

RESILIENT PLACES

GOAL UP-5

Develop and support unique places and centers as models of resilience and sustainability.

Policy UP-5.A: Actively evaluate plans for existing, new, and redeveloping urban places and corridors from the perspective of fiscal and environmental sustainability.

Strategy UP-5.A-1: Consider fiscal and environmental sustainability in the preparation of small area and corridor plans.

Strategy UP-5.A-2: Proactively plan for the closure, repurposing, and redevelopment of the Martin Drake Power Plant.

Strategy UP-5.A-3: Encourage creation of a City recognition program for excellence in sustainable and resilient urban development and local business practice.

Policy UP-5.B: Encourage cost-effective development that promotes the wise use of resources.

Strategy UP-5.B-1: Promote development that results in the efficient use of energy and water through the revision and adaptation of codes, criteria, and procedures.

Strategy UP-5.B-2: Examine and consider zero-waste standards, policies, and practices for City projects as well as private development receiving special City incentives.

Strategy UP-5.B-3: Revise, adapt, and apply codes and requirements to encourage landscape design and maintenance that uses water efficiently and effectively.

Strategy UP-5.B-4: Provide City, Pikes Peak Regional Building Department, and other code flexibility to allow projects that incorporate elements of energy and water efficient building and development.

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RELATIONSHIP TO KEYSTONE INDICATORS

The following Unique Places keystone indicators are representative of primary measures of the economic success and social attraction of our unique places over the long term. Although there is a strong high-level correlation between our plan for physical development and these indicators, it is recognized that they will often not be directly applicable to individual development plans or to city initiatives.

Infill and Redevelopment Activity: Infill and redevelopment activity is identified as a key indicator because it extends across many of the themes and ideas that are priorities for this Plan. This incorporates a combination of reduced vacant acreage in core areas of the city combined with evidence of increasing comparative development activity (i.e. building permit value) in these areas. In addition to being applied to the entire core area of the city, this combined indicator can also be used to evaluate sub-areas within the overall infill area as well as to support specific infill projects or initiatives. The detailed components of this indicator are described in Appendix F: Keystone Indicator Profiles.

Existing Downtown Measures: Progress toward making Downtown the economic and cultural center of the region will be critical to the overall success of PlanCOS. In this case, the recommended indicators are those already in place and being measured by the organizations responsible for managing the Downtown program and funding initiatives (currently coordinated through the Downtown Partnership). Key measures at this time include:

• New residential units added annually; and
• Value of building permit activity compared with prior years and with the overall city.

Walkscore®, Bikescore®, and Transitscore®: Improving walkability throughout the city is a cornerstone goal of PlanCOS. Increasing bicycle infrastructure and safety is also a major objective, as is taking transit to the next level especially in key activity centers and corridors. Walkscore® and its related Bikescore® and Transitscore® are nationally recognized measures for walkability and bicycle and transit access in communities. These scores can be calculated city-wide, or for areas of focus, and can be compared with other communities. However, because these measures are primarily based on a calculation of land use proximity, and do not account for the quality and design of walkable infrastructure, care should be taken in interpreting the results.

ESSENTIAL QUESTIONS FOR CITY INITIATIVES

These essential questions should be considered as a tool to focus on and promote implementation of our Unique Places vision for applicable City initiatives (refer to Chapter 1):

1. Support the overall focus on our Unique Places vision?
2. Add value and improve the keystone indicators for Unique Places, including use diversity, density, walkability, and support of enhanced transit?
3. Support the continued development/redevelopment of Downtown?
4. Result in additional infill, development, or redevelopment in urban places?
5. Provide a range of opportunities for transportation access, interconnection of urban centers, and enhanced demand and feasibility for multimodal transportation options?
6. Include, result in, or support the creation of new or enhanced places for community interaction?
7. Enhance connections to and integrate with the city’s green infrastructure networks including trails, parks, and open space?
8. Enhance, support, or incorporate the provision of “third places?”
9. Support or incorporate cultural, historical, educational, and/or human service opportunities?
10. Maintain consistency with and support adopted, applicable, and relevant subarea or topical master plans?
11. Result in places that are adaptable, sustainable, and resilient?

RELEVANT PLANS AND THEIR RELATIONSHIP TO PLANCOS

While PlanCOS provides overarching guidance, numerous City plans provide additional detail required for effective application and implementation of this Unique Places Chapter. Of particular importance will be publicly and privately initiated neighborhood-specific master plans. Used in conjunction with the overall themes and ideas in PlanCOS, these plans should be relied on to allow for and articulate land use and other area-specific recommendations for the areas they address. As existing plans are updated and new plans created, these plans should support the themes of PlanCOS. In cases of discrepancy between more detailed elements of the Comprehensive Plan, alignment with the vision of PlanCOS should be considered in the use and application of these plans.

City Adopted Neighborhood, Corridor, and Master Plans

Publicly initiated small area, corridor, and neighborhood plans are essential to providing the detail necessary to realize the Unique Places vision. To the extent of the Comprehensive Plan, these remain in force and effect, and should be utilized in conjunction with PlanCOS to determine Comprehensive Plan consistency. As existing plans are updated and new plans created, these plans should support the themes of PlanCOS. Of particular importance are the following plans because of their currency and applicability to Unique Places:

Experience Downtown Plan (2016): This plan should be relied on extensively to inform and direct the vision for Downtown.

Envision Shooks Run Corridor Facilities Master Plan (2017): This plan should be relied on to inform and direct the vision for catalytic redevelopment in the Lower Shooks Run areas.

Renew North Nevada Avenue Plan (2017): This plan should be relied on extensively to inform and direct the vision for the North Nevada corridor.

Academy Boulevard Corridor Great Streets Plan (2011): Although non-specific with respect to recommended land use, this document should be relied on to more fully inform the development of Academy Blvd.

Infill Action Plan (2016): This document should be relied on to continue to inform the direction for infill projects and strategies.

Urban Renewal Plans

Other active neighborhood plans should continue to be consulted regardless of their age. However, in the event of an apparent conflict between older plans and this vision, consideration should be given on a case-by-case basis to determine the extent to which circumstances have or have not changed since those plans were adopted. A balance should be struck among the relevant polices and recommendations of PlanCOS and the more specific relevant plans.

Privately Initiated Master Plans

Privately initiated master plans will be integral to long term success of this Unique Places vision, especially in newly developing and large scale redevelopment areas. Although developers and property owners should expect to rely on their previously approved and active privately initiated master plans, they are strongly encouraged to adapt the more specific implementation of these plans to best align with this theme. New master plans and amendments to existing plans should be reviewed for consistency with this theme.

See full list of plans: Appendix D

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OTHER MEASURES

Through the creation, implementation and update of publicly and privately initiated plans, it may be appropriate to track and measure additional indicators as it relates the Vibrant Neighborhood vision and policy direction. Such indicators could include the following:

Accessory Dwelling Units: New dwelling units built on parcels that already have housing on them

Housing and Transportation Affordability Index: A nationally-available index that measures the combined cost of housing and transportation for a city or area within it

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THRIVING ECONOMY

CHAPTER 4

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PHOTO CREDIT: Ethan Beute

PLANCOS VISION

Fosters an environment of inclusivity and economic diversity by attracting an innovative and adaptive workforce, advancing existing and targeted industry clusters, investing in quality of life, supporting our military, and expanding our sports ecosystem as Olympic City USA.

KEY STRATEGIES

• Nurture cornerstone institutions, target industries, spinoffs, startups, and entrepreneurship
• Expand high quality infrastructure and technology
• Create amenities to attract new businesses and residents

IMPORTANCE OF THE ECONOMY

Our vision for physical development will not be fully realized unless we have a strong local economy. A thriving economy is needed in order to accomplish our ambitious goals, and to maintain our competitive edge. Strategic attention to our physical development is essential to attracting and maintaining the employees, jobs, and investment we need for a healthy economy. In turn, continued land use investment provides the public revenues needed to support the facilities and services necessary to create and maintain our great places. Great places attract a high-quality work force and investment in the community.

Although the attraction and retention of well-paying and sustainable jobs is the essential and foundational lynchpin for a thriving economy, this Plan also recognizes that relatively lower-paying jobs will be associated with and support this base. Therefore, a city and economy that thrives overall, needs to have places, housing, transportation, and services that meet the needs of citizens across our economic spectrum.

PlanCOS recognizes the importance of taking care of, growing, and adapting our traditional and anchoring economic bases starting with our military, and all of its related sectors, including technology and cybersecurity. At the same time, our Plan reflects the importance of never being complacent, especially when it comes to our part in creating a business climate that supports economic diversification, innovation, entrepreneurship, and economic inclusion.

A thriving economy is one that offers diverse and well-paying jobs, along with a strong educational and workforce training system that effectively prepares our residents for these opportunities. As a city, we recognize our important role in assuring that basic infrastructure and services are provided to support a healthy economy. For people of all ages, high quality, adaptive, and accessible education will also be essential for developing and maintaining our adaptive and competitive workforce. Therefore, we need to partner with and support our educational providers.

KEY TRENDS AND ASSUMPTIONS

The following trends and assumptions provide a quick overview of some of the high-level issues related to Thriving Economy. They are intended to provide a baseline understanding of emerging trends, preferences, and opportunities that may affect how Colorado Springs will grow and change in the coming years. This foundation sets up PlanCOS to provide tailored policy direction and implementation strategies. More background information can be found in Appendix A: State of the City Snapshots.

• New business development and attraction are important, but most job growth will come from expansion of existing businesses and spin-offs within related industries. The fundamentals of sites, workforce, and targeted incentives are key for both.
• Technology will drive a majority of industry growth in the near and long term. While automation may remove the need for some jobs, technology may also create additional economic opportunities. Sectors, such as cybersecurity and datacenters have the greatest potential for technology-related growth.
• The impact of the shared economy and independent work will continue to increase. This type of work is a necessary alternative for people who can't find traditional jobs. Growth is seen in the increased popularity of digital platforms. In turn, people now have a greater ability to choose where they want to live first and find a job second; the opposite of what has traditionally been the case.
• There will continue to be less emphasis on the traditional workplace and more need for spaces that nimbly adapt to changes in technology and market demand.
• The Colorado Department of Labor predicts that the majority of jobs created in the next few decades will be at medium-wage levels. A proactive community response will be necessary to capture jobs that provide higher-than-average wages.
• Future military employment levels in the Pikes Peak Region are difficult to predict. As military base missions change, this will have impacts to the city. The City expects to proactively and collaboratively support existing missions and solicit opportunities for new missions of the military.
• A sustainable level of efficiently operated core city services, including but not limited to public safety, is recognized as foundational for the success of our Thriving Economy and other goals of this Plan.
• Continued increases in online purchasing of goods and services will affect the built environment, particularly but not only for retail establishments.
• For revenues necessary to provide ongoing services, maintenance and capital improvements, Colorado Springs has become increasingly dependent on a combination of general and limited purpose sales taxes. This continued reliance should be expected to impact land use policy and choices, including approaches to the fiscal sustainability of development.
• For this Plan, it is assumed that TABOR (the "Taxpayer Bill of Rights") will remain in place, thereby requiring a direct role of the electorate first in deciding to increase or extend taxes or borrowing; and then often in limiting or directing the use and application of tax revenues. In this role, our voters will have a significant responsibility for choices made about funding or not funding priorities identified in this Plan.
• There has been a tremendous expansion of both the extent and role of special districts within the city. The majority of all new private construction and development will occur within existing and future special districts. These districts are now routinely used to finance a portion of required or desired infrastructure, and are increasingly being used for ongoing services. Districts will have a larger role and influence on how we develop and maintain our public realm in the future.
• There is an increasing awareness of and desire for sustaining and supporting a localized economy that celebrates and nurtures locally produced goods, products, and services. This desire and trend will need to be reconciled with overall continuing trends towards consolidation of business and services.

COMMON DESIRED ELEMENTS

Although not universally applicable to all Thriving Economy typologies or all areas within them, many of the following physical elements are broadly desirable for many of them:

a. Access to or opportunities for well-connected multimodal transportation;

b. A mix of complementary uses;

c. A variety of integrated or nearby housing options for employees working in the area;

d. Opportunities for additional economic development and investment, particularly tied to fiscally sustainable job growth;

e. Amenities including walkability, parks, gathering places and supporting uses that attract investment and provide value to employees, customers and visitors;

f. A recognizable and attracting physical design and character; and

g. Land use integration with surrounding areas.

ECONOMIC TYPOLOGIES AND FRAMEWORK

Employment centers throughout our city have different characteristics and issues, and therefore are in need of differing priorities and physical elements. This Plan identifies several employment and industry typologies to address and clarify these differences; and to allow for more refined and useful application of City goals and policies. Each typology is intended to broadly encompass a range of specific industries, based on similar physical characteristics and needs. While there are six individual typologies, it should also be understood that none exist in a vacuum, and often there is blending among them. Therefore, not all employment hubs within the city fit conveniently into a single typology, and in many cases, locations (such as Downtown) are appropriate for several typologies.

Local economic development organizations have currently identified three core targeted industry clusters based on our region’s unique competitive advantages and existing strengths. These industries—sports medicine and related health services; professional, scientific and technical services; and aviation and specialty manufacturing—are embedded and highlighted in the typologies below.

Employment and Industry typologies are as follows:

1. Cornerstone Institutions
2. Spinoffs and Startups
3. The Experience Economy
4. Life and Style
5. Industry Icons
6. Critical Support

These typologies are intended to be used as one tool in guiding City decisions and initiatives including City-initiated master plans, future City zoning plans and requirements, as well as choices about infrastructure and other City investment priorities. These typologies can also be used as a frame of reference for evaluating private land use applications for Comprehensive Plan consistency when this finding is applicable.

Typology 1: Cornerstone Institutions

Cornerstone Institutions Recommendations:

• Integrate Core Targeted Industry Clusters
• Support Complementary Uses
• Integrate with Residential Neighborhoods
• Connect Amenities and Infrastructure
• Attract Spinoff Industries
• Orient Towards Campuses

Example Location: Colorado College N. Tejon St. and Cache La Poudre St.

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The goal of this typology is to support, reinforce, and expand these cornerstone institutions and to connect and integrate them within the larger community.

Core educational, medical, aviation, and military institutions of Colorado Springs have long served as the foundation of the local economy. The economic success of the city is in large part driven by these institutions. They attract and create new talent, generate emerging spinoff industries, and enhance overall quality of life in Colorado Springs. While these institutions are located throughout the city, they are most often concentrated on major campuses that function as nodes of activity and employment. Ensuring these institutions remain strengths for Colorado Springs while also integrating into surrounding neighborhoods is a focus of this Plan. This can be accomplished through continued investment in quality infrastructure, integrating these campuses within surrounding neighborhoods, and collaborative approaches to meet workforce needs such as nearby attainably-priced housing. Places that accommodate this industry typology include Downtown, other urban activity centers, and existing and new campus-style developments.

EXAMPLES

UC Health-Memorial Health System, Penrose-Saint Francis Keys College, University of Colorado-Colorado Springs, Pikes Peak Community College, U.S. Air Force Academy, Peterson Air Force Base, Fort Carson, and the Colorado Springs Airport.

Typology 2: Spinoffs and Startups

Spinoffs and Startups Recommendations:

• Target Creative Industries, New Technologies, and High-Paying Jobs
• Prioritize Easy Access to Downtown and Urban Centers
• Cluster Business
• Create Campus-Like Environment
• Integrate with the Neighborhood
• Integrate Open Space

Example Location: Catalyst Campus Pikes Peak Ave. and Colorado Ave.

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Capitalize on Easy Access to Downtown Reuse Old/Historic Facilities Incorporate Technology and Manufacturing Industries Increase Access to Trails and Open Space Integrate Complementary Uses

The goal of this typology is to become increasingly competitive at business and worker attraction in medium and high-wage jobs by supporting the creation of environments that attract them and allow them to thrive.

EXAMPLES

Catalyst Campus, Epicentral Co-working, and The Enclave.

Spinoff and startup industries are those that are emerging as increasingly important segments of the local economy and jobs base. These include technology, cybersecurity, green industries, sports-based industries, and creative industries. This typology also includes two of the Chamber’s targeted industry clusters: sports medicine and related health services, and professional, scientific, and technical services.

Based on national economic trends, the importance of these emerging industries is only expected to grow, particularly those based in technology. While some segments may not yet be well represented locally, they all appear to be a strong fit with Colorado Springs’ unique economic assets, location, and workforce. The City can help nurture these industries through strategic alignment of incentive programs, workforce initiatives, enhanced infrastructural amenities such as high-speed fiber, and encouragement of compact, walkable districts with urban amenities.

Places that are optimal for this typology include Downtown, mixed use neighborhood activity centers, and districts that enable an eclectic mix of commercial and industrial uses, such as office parks, Innovation Districts, employment corridors such as Garden of the Gods Road, and mixed business districts such as the area south of Citadel Mall.

Typology 3: The Experience Economy

Experience Economy Recommendations:

• Highlight Regional and Local Destination
• Attract Large-Scale Retail, Entertainment, and Lodging
• Focus on Sports and Cultural Attractions
• Enhance Walkable Destinations

Example Location: Downtown Colorado Springs

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The goal of this typology is to support a variety of high quality existing and new attractions and related amenities for residents and visitors, appealing to a diverse mix of interests and incomes.

The experience economy includes tourism, entertainment, and cultural industries throughout the region that serve both residents and visitors. This typology has a particularly high correlation with the Cultural and Tourist Attractions in Chapter 6. This sector can be a catalyst for economic growth across the spectrum of other typologies by encouraging spending in areas impacting sales tax collections. The experience economy is critical to maintaining high quality of life, a factor that is important for attracting and retaining skilled talent and the businesses that rely on these workers. The strategies that relate to this typology focus on enhancing infrastructure, transportation, connectivity near venues, and activating areas targeted for new entertainment amenities. Places that are optimal for this typology include Downtown, areas on and adjacent to Colorado College’s campus, Old Colorado City, and places associated with our parks and other civic spaces.

EXAMPLES

The U.S. Olympic Museum and Colorado Springs Olympic Training Center, Pioneers Museum, The Fine Arts Center, The Money Museum, Pikes Peak Center for the Performing Arts, Cottonwood Center for the Arts, ENT Center for the Performing Arts at University of Colorado-Colorado Springs, Garden of the Gods, Manitou Incline, the Olympic Velodrome, and resort and convention destinations such as the Broadmoor, Cheyenne Mountain Resort, and Great Wolf Lodge.

Typology 4: Life and Style

Life and Style Recommendations:

• Integrate Retail and Services
• Encourage Activated and Vibrant Spaces
• Encourage High-Quality and Mixed-Use Environment
• Focus on Pedestrian Friendly Design
• Locate Supporting Housing Nearby

Example Location: Ivywild School S. Cascade Ave. and S. Tejon St.

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The goal of this typology is to meet the daily needs of residents and businesses with high quality, varied, and easily accessible options.

EXAMPLES

Large retail and service destinations such as First and Main Town Center and Citadel Mall, community shopping centers, small neighborhood centers, and stand-alone retail, restaurant, and service establishments.

The Life and Style typology encompasses much of the large retail and services sector that serves the daily needs of local residents and businesses. It is important that this typology is dispersed throughout Colorado Springs and easily accessible to all. Places that accommodate this typology include corridors, neighborhood centers, community activity centers, entertainment and commercial centers, along with places within regional activity centers and Downtown (as defined in Chapter 3: Unique Places). Strategies in support of this typology promote neighborhoods and encourage activation of Downtown and numerous other connected and accessible retail and service districts.

Typology 5: Industry Icons

Industry Icons Recommendations:

• Provide Opportunities for Manufacturing and Industries
• Focus on Distribution and Warehousing
• Accommodate Related Office Support
• Locate Strategically with Convenient Highway Access
• Provide Transitions to Residential Areas

Example Location: Garden of the Gods Corridor I-25 and Garden of the Gods Rd.

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The goal of this typology is to maintain and grow a diversified primary employment and manufacturing economy that attracts investment and provides a variety of jobs and opportunities for the local workforce.

The manufacturing, distribution, data processing and national service industries are a traditional strength of the Colorado Springs economy. This segment of the economy is diverse and provides varied employment opportunities. It builds upon the city’s established strengths in semiconductor and related device manufacturing, aerospace and defense, as well as newer strengths such as datacenter operations. Some of its businesses fall within one of the Chamber’s three target clusters: aviation and specialty manufacturing.

Places that are optimal for this typology include highway and major road corridors, near the airport, and along railroad corridors, areas that fit its specific infrastructural needs. To continue and strengthen this industry, enhanced infrastructure and coordination with community colleges and workforce training programs are needed, as well as protecting the limited number of key sites that are desirable to large new employers of this typology.

EXAMPLES

Bal Seal Engineering, Microchip Technologies, Advantage Manufacturing, Springs Fabrication, Ace Hardware Distribution Center, Northrup Grumman Warehouse, USAA Insurance, and Walmart Colorado Data Center.

Typology 6: Critical Support

Critical Support Recommendations:

• Provide Fundamental Services and Activities
• Distribute Government Service Areas
• Accommodate Large-Scale Utilities

Example Location: Mountain Metropolitan Transit Center E. Fountain Blvd. and Hancock Expy.

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The goal of this typology is to ensure fundamental needs of residents and businesses are reliably met every day.

EXAMPLES

El Paso County Citizens’ Service Center, Colorado Springs Utilities, waste haulers, construction companies, and outdoor storage facilities.

There are fundamental activities that ensure that the city continues to work on a day-to-day basis including reliable utility services, keeping it clean and safe, removing waste, constructing buildings and infrastructure, growing and production of local foods, and responding to emergencies. A majority of this work takes place behind the scenes, but is critical to a functional and livable city.

Places that can accommodate this economic typology are those along interstate and highway corridors that are properly buffered from residential areas. These areas require truck, heavy equipment, and sometimes rail access. Some industries in this typology are a fit in locations that would be suitable for the Industry Icons typology. Others have a combination of requirements and impacts that support their segregation from most other uses in the city. Strategies to support this typology focus on maintaining quality basic infrastructure, identifying and retaining sites and locations for higher impact industrial-type uses, reducing impact on nearby residential areas, providing affordable workforce housing, and fiscally responsible city management to ensure that Colorado Springs’ city services remain reliable.

PlanCOS LEADING THE WAY TO OUR FUTURE

Thriving Economy Framework

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Predominant Typology

• Cornerstone Institutions
• Spinoffs and Startups
• The Experience Economy
• Life and Style
• Industry Icons
• Critical Support
• City Boundary
• Interstate 25
• Major Roads

ECONOMIC FRAMEWORK

The Economic Framework Map provides a graphic framework of the vision of Thriving Economy. This map is intended to be used as one means of furthering Colorado Springs' economic health when making land use decisions moving forward. It focuses on diversifying the local economy but also building on the city’s current strengths, thinking regionally, and remaining fiscally responsible through land use decision-making. This map is expected to be a living and evolving graphic. It is not intended to strictly define place boundaries.

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GOALS AND POLICIES

BRAND AS THE BEST

GOAL TE-1

Build on our quality of place and existing competitive advantages.

Policy TE-1.A: Preserve and strengthen key economic sectors and strive to grow medium and high-wage jobs in targeted industry clusters.

• Strategy TE-1.A-1: Provide an adequate supply of varied, development-ready sites that are appropriate for new investments in existing industry and targeted clusters.
• Strategy TE-1.A-2: Prioritize growth in regional targeted industry clusters—sports medicine and related health services; professional, scientific and technical services; and aviation and specialty manufacturing—when allocating available economic development incentives.
• Strategy TE-1.A-3: Prioritize Downtown redevelopment to establish it as the region’s employment center, hub of commerce, governing, innovation, tourism, entertainment, art and culture.
• Strategy TE-1.A-4: Target, create, and promote incentives for businesses and industries that foster growth and retention of jobs offering wages higher than the county average.

Policy TE-1.B: Build on our emerging sports, recreation, and outdoors economy. This includes the Olympic Training Center, Olympic Museum sports and recreation organizations and other related businesses and industries.

• Strategy TE-1.B-1: Integrate the sports, recreation, and outdoors economy and Olympic City USA brand into other areas of focus and citywide initiatives, such as tourism, education, and arts and culture.
• Strategy TE-1.B-2: Invest in infrastructure and facilities to accelerate emerging economic sub-sectors.
• Strategy TE-1.B-3: Pursue opportunities for building additional sports venues throughout the city, including in or near Downtown.
• Strategy TE-1.B-4: Ensure sports, recreation, and outdoors-related venues and facilities are walkable and well-connected through wayfinding, connectivity, and other streetscape enhancements.

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PlanCOS LEADING THE WAY TO OUR FUTURE

APPLICATION

Update Zoning: Enables tools such as small lot mixed-use and cluster development, added options for accessory dwelling units, and more form based Transit Oriented Development (TOD) options.

Policy TE-1.C: Leverage the city’s livability as a workforce and economic driver.

Strategy TE-1.C-1: Improve access to parks, trails, nature and the outdoors from employment centers.

Strategy TE-1.C-2: Support and leverage projects and initiatives with mixed uses, transit supported and walkable attributes to attract and retain a skilled workforce and business investment

Strategy TE-1.C-3: Ensure an adequate supply of attainable housing for the workforce across all industries, and that it is conveniently located near hubs of employment and/or public transportation.

Strategy TE-1.C-4: Support and encourage projects and built environments that meet the need for workforce and business development targeted toward lower income and other populations and areas with limited access to jobs and business opportunities .

Strategy TE-1.C-5: Provide for convenient access to quality goods and services that support major employment areas, through a combination of proactive and responsive planning, zoning, and development approval actions.

Policy TE-1.D: Enhance our Cornerstone Institutions (Typology 1¹) campuses, while also integrating them into the surrounding community.

Strategy TE-1.D-1: Encourage the development of spinoff and startup businesses that build upon the research and development strengths of our major institutions, and locate on or adjacent to these campuses.

Strategy TE-1.D-2: Support Cornerstone Institutions (Typology 1¹) campus developments that provide amenities, services, and cultural assets to nearby residents.

Strategy TE-1.D-3: Provide a mix of uses that are both neighborhood and institutional campus-serving to help integrate them into the community.

Strategy TE-1.D-4: Work with institutions to adjust zoning and land use regulations that allow them to densify and expand while also managing impacts on surrounding neighborhoods.

Strategy TE-1.D-5: Support the growth and adaptation of Colorado Springs Airport to maintain its economic value as an air service provider for the city and region, and to strengthen its role as an integrated hub for economic development.

Strategy TE-1.D-6: Ensure that these employment and activity nodes are pedestrian-oriented and easily accessible by existing or future alternative modes of transportation.

EXPAND OUR BASE

GOAL TE-2

Diversify the local economy by fostering a range of business types and sizes.

Policy TE-2.A: Preserve and strengthen the city’s Industry Icons Typology (Typology 5).

Strategy TE-2.A-1: Identify, accommodate, and provide supportive zoning for key sites for industrial uses with good multimodal access to highways, railroads, and the Airport.

Strategy TE-2.A-2: Provide attainable and conveniently located workforce housing for major concentrations of employees.

Strategy TE-2.A-3: Promote improvements that make industrial districts cleaner, energy efficient, and safer for integration with surrounding neighborhoods, including the implementation of cost-effective technologies and environmentally sensitive building and site design.

Strategy TE-2.A-4: Ensure screening or other mitigation around high impact industrial districts to reduce impacts on nearby residential areas.

Policy TE-2.B: Create a positive atmosphere for spinoffs, startups, and entrepreneurship.

Strategy TE-2.B-1: Support business growth in innovation, research, development, and emerging technologies by being nimble and responsive in the application and adaptation of City processes and requirements.

Strategy TE-2.B-2: Ensure that land regulations allow for a diverse mix of workplace types including non-traditional and flexible workspaces, such as co-working facilities.

Strategy TE-2.B-3: Retain or modify plans and regulations to allow for a complementary mix of industrial and commercial uses, workforce training, and business services in locations identified for commercial and business development.

Strategy TE-2.B-4: Allow for and promote the addition of facilities and such as incubators and maker spaces, to assist in the creation and growth of Innovation Districts.

Strategy TE-2.B-5: Partner with the K-12 school system, technical and community colleges, and universities on physical plans that support workforce training opportunities for jobs in sectors with the greatest need and growth potential, such as skilled nursing.

DEFINITIONS

Co-working: A workspace used by people who are self-employed or working for different employers, allowing users to share equipment and ideas in a flexible office space.

Incubator: A facility used by startups that provides affordable workspace, shared equipment, training and mentors, and access to financing, to help these new businesses grow.

Maker space: Similar to co-working and incubator facilities, a space that provides technology and equipment (such as 3D printers), used by entrepreneurs to experiment, test ideas, and build product prototypes.

Innovation District: A district that encourages the density of institutions and tech-related firms and start-ups that utilize their proximity to collaborate and share knowledge.

DEFINITIONS

Pop-up retail: Temporary retail shops where business owners can test products and ideas without committing to a permanent location. Pop-up shops are often used to help activate vacant and underutilized spaces.

Street Activation: A combination of building design choices, streetscape treatments, and multimodal options that results in increased and enhanced use of and orientation towards the street, especially by pedestrians. The type and extent of desired and achievable street activation will be influenced by factors including the functional classification of the roadway and safety considerations.

Policy TE-2.C: Enhance the physical environment by creating new amenities that help attract and retain new businesses and residents.

Strategy TE-2.C-1: Prioritize redevelopment and activation in Downtown and other urban activity centers in order to establish or enhance economic development.

Strategy TE-2.C-2: Support the redevelopment and adaptive re-use of functionally obsolete buildings, commercial centers, and office parks, as new mixed use employment centers.

Strategy TE-2.C-3: Identify and develop new and underutilized areas as opportunities for unique attraction of new retail, dining, entertainment, and housing development.

Strategy TE-2.C-4: Create street activation in the design of employment and business centers through the use of supportive zoning, design guidelines, and street standards.

Strategy TE-2.C-5: Incorporate street-activating uses in City- and County-owned facilities including parking garages, transit facilities, and service centers.

Strategy TE-2.C-6: Accommodate creative temporary uses such as food trucks, farmers markets, pop-up retail, and craft markets to help activate business and employment centers

Policy TE-2.D: Provide high-quality infrastructure and technology citywide.

Strategy TE-2.D-1: Support the city’s Cornerstone Institutions (Typology 1¹), manufacturing core, and other industries with continued quality infrastructure that meets the city’s needs.

Strategy TE-2.D-2: Enhance infrastructure, transportation, and communications connectivity near major cultural, hospitality, and entertainment venues.

Strategy TE-2.D-3: Collaborate with providers to expand internet capacity and speed throughout the city, including targeted development-ready sites.

Strategy TE-2.D-4: Provide for high quality and redundant utility services for manufacturing and industrial sites with the greatest economic development potential.

Strategy TE-2.D-5: Focus and adapt plans, regulations, and initiatives to assure that the city is successful as a cybersecurity industry leader.

THINK AND ACT REGIONALLY

GOAL TE-3

Continue and initiate regional coordination and partnerships focused on economic development and shared fiscal sustainability.

Policy TE-3.A: Foster cross-jurisdictional collaboration and planning with other public agencies including El Paso County, City of Manitou Springs, City of Fountain, Town of Monument, Pikes Peak Area Council of Governments, Colorado Department of Transportation, and surrounding jurisdictions.

Strategy TE-3.A-1: Consider regional and statewide market conditions and development trends when creating new land use regulations.

Strategy TE-3.A-2: Coordinate land use decisions of major economic impact with Colorado Springs Utilities and applicable economic organizations.

Strategy TE-3.A-3: Pursue intergovernmental agreements focused on mutually supportive fiscal sustainability.

Strategy TE-3.A-4: Coordinate with relevant agencies and other community partners in the identification, refinement, alignment and marketing of federal, state and locally designated opportunity zones and other investment areas in order to maximize their overall use and benefit to the City and region.

Policy TE-3.B: Coordinate and partner with regional military installations.

Strategy TE-3.B-1: Incorporate appropriate recommendations of the Joint Land Use Study into City plans and initiatives.

Strategy TE-3.B-2: Coordinate among military installations and other partners on public improvements and facilities that serve the city and installations.

Strategy TE-3.B-3: Provide attainable, diverse, attractive and convenient off-base housing options for active military, contractors, and military retirees.

Strategy TE-3.B-4: Encourage new land uses and business opportunities that help attract and integrate former service members and their families into the Colorado Springs community.

Strategy TE-3.B-5: Ensure development adjacent to military installations is consistent with their long-term and operational goals.

MILITARY INSTALLATIONS

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EMBRACE SUSTAINABILITY

GOAL TE-4

Focus on productively developing and redeveloping areas already in, nearby, or surrounded by the city in order to preserve open spaces, maximize investments in existing infrastructure, limit future maintenance costs, and reduce the impacts of disinvestment in blighted areas.

Policy TE-4.A: Prioritize development within the existing City boundaries and built environment (not in the periphery).

Strategy TE-4.A-1: Encourage revitalization and infill in underutilized urban places, as detailed in Chapter 3.

Strategy TE-4.A-2: Ensure land use regulations allow for increased density in areas identified for this, including Downtown, activity centers, and urban corridors.

Strategy TE-4.A-3: Support greenfield development that includes mixed-use, higher-density clusters, and quality design.

Strategy TE-4.A-4: Modify the City’s fiscal impact requirements for master plans and annexations to incorporate a longer (e.g. 30-year) forecast period. These reports should allow consideration of the fiscal context of the surrounding area.

Policy TE-4.B: Improve local funding mechanisms to better support economic development efforts.

Strategy TE-4.B-1: Tailor existing City incentives to target priority clusters in alignment with these and other non-city incentives to achieve the goals of this chapter.

Strategy TE-4.B-2: Regularly evaluate and reprioritize incentives for targeted industry clusters and other economic development efforts.

Strategy TE-4.B-3: Consider an increase in and modified allowable uses for the Lodgers and Automobile Rental Tax (LART).

Policy TE-4.C: Promote sustainable efforts and initiatives in the public and private sector.

Strategy TE-4.C-1: Encourage the integration of sustainable and cost effective best practices and technology into public infrastructure investments.

Strategy TE-4.C-2: Promote the development of businesses, jobs, and programs focused on renewable energy, clean technology, waste reduction, and recycling.

Strategy TE-4.C-3: Promote the city’s natural assets, infrastructure, and supportive policies to expand our green economy and attract additional green jobs.

BECOME A SMART CITIES LEADER

GOAL TE-5

Become a Smart Cities leader in applying innovative technology in ways that enhance the City’s ability to better manage our facilities and services and improve our overall quality of life. (Also see Chapter 5: Strong Connections for additional direction on Smart Cities)

Policy TE-5.A: Create a plan for a Smart City future.

• Strategy TE-5.A-1: Regularly adapt, refine, and execute a SmartCOS implementation plan in coordination with private sector partners.
• Strategy TE-5.A-2: In all City initiatives and decisions consider ways to implement innovative technology from SmartCOS.

Policy TE-5.B: Implement Smart City innovations and technology.

• Strategy TE-5.B-1: Test prioritized Smart Cities ideas beginning with pilot projects.
• Strategy TE-5.B-2: Implement proven and cost-effective Smart Cities applications and technology.
• Strategy TE-5.B-3: Continue to incorporate adaptive, secure state-of-the-art technology as a part of new and redeveloped facilities, infrastructure, and services throughout the city.

DEFINITION

Smart City: to utilize technology and the Internet of Things (IoT) to address challenges facing our community and improve the quality of life for our citizens, particularly in the areas of connectivity, energy and resilience.

The City identified four organizational pillars to implement a vision for Smart Cities:

• Energy & Utilities
• Transportation & Mobility
• City Services
• Buildings & Sustainability

RELATIONSHIP TO KEYSTONE INDICATORS

The following Thriving Economy keystone indicators are representative of primary measures of the health and resilience of our economy over the long term. Although there is a strong high-level correlation between our plan for physical development and these indicators, it is recognized that they will often not be directly applicable to individual development plans or to city initiatives.

Economic Indicators: The economic indicators for PlanCOS include the following measures, each of which are available from existing data sources and are easily comparable with other jurisdictions:

• New jobs added that are at or above the median salary for the region;
• Unemployment Rate: annual employment rate;
• Median Wages Compared with State; and
• Residential Units Added.

These measures are chosen because together they reflect a combination of the economic outcomes PlanCOS is intended to support as well as the economic activity that will be needed to allow many of the recommendations in the Plan to be fiscally sustainable with private and public sector resources. From another perspective, many of the other recommendations of PlanCOS are intended to encourage the conditions that will be necessary to attract the economic development and workforce that will contribute to a sustainably strong economy. Although the importance of these interrelationships between high quality and attractive physical development, and a strong economy are implicitly understood, we also recognize that it will be challenging to directly tie progress with economic indicators to progress related to physical development.

ESSENTIAL QUESTIONS FOR CITY INITIATIVES

These essential questions should be considered as a tool to focus on and promote implementation of our Thriving Economy vision for applicable City initiatives (refer to Chapter 1):

1. Support the overall focus of our Thriving Economy theme?
2. Help attract new businesses in targeted industry clusters?
3. Create or enhance a built environment with amenities that will help attract new, skilled talent to the city?
4. Support the creation of new, high-paying, and livable wage jobs?
5. Contribute to effective and efficient use of City resources?
6. Provide for fiscal sustainability for the city over the long-term?
7. Support or is it consistent with regional business attraction and retention efforts?
8. Support the mission and role of the military in the city and region?
9. Have a positive impact on the educational competitiveness of the city?
10. Contribute or align with our goal of becoming a Smart Cities leader?

RELEVANT PLANS AND THEIR RELATIONSHIP TO PLANCOS

While PlanCOS provides overarching guidance, other City plans provide additional detail required for implementation of the Thriving Economy vision. Because it can be responsive to the particularly dynamic and rapidly changing nature of the economy and associated systems and technology, the City’s Strategic Plan will be of particular importance in supporting this theme. Likewise the plans of partner entities responsible for economic development should be relied on for more specific planning direction. Facility Master Plans such as the Airport Master Plan should be relied on to guide and implement our Thriving Economy vision for their particular focus. In the future Colorado Springs expects to have a Smart Cities Implementation Plan. Additionally, any capital improvements plans of the City and its enterprises and Colorado Springs Utilities through Utilities Board policy direction, should first be aligned with PlanCOS, and then relied on to assist in its implementation.

The adopted plans of the Colorado Springs Chamber and Colorado Springs Economic Development Corporation should particularly be considered. Although not formally adopted by the City, these plans should be relied on to allow for and articulate specific recommendations if otherwise consistent with PlanCOS.

Links to the most relevant plans are found below. Other publicly and privately initiated master plans should also be considered to the extent they contain recommendations directly pertinent to furtherance of this theme. As existing plans are updated and new plans created, these plans should support the themes of PlanCOS.

In cases where there is a discrepancy between these supporting plans and PlanCOS, the vision identified within PlanCOS should be considered in the use and application of these plans.

See full list of plans: Appendix D

City Adopted Plans

Colorado Springs Strategic Plans

Colorado Springs Airport Master Plan

Experience Downtown Master Plan

Envision Shook’s Run Plan

SmartCOS Plan (anticipated)

Capital improvements and priorities plans

Partner Entity Plans

Strategic Plan of the Colorado Springs Chamber and Colorado Springs Economic Development Corporation

Pikes Peak Area Council of Governments Joint Land Use Study Plan

Colorado Springs Destination Master Plan (Visit COS)

El Paso County Policy Plan (as amended)

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STRONG CONNECTIONS

CHAPTER 5

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PLANCOS VISION

Adapts to how we move by transforming our corridors to support our future generations’ health and mobility needs, enhancing economic vibrancy, upgrading infrastructure, and improving regional connectivity.

KEY STRATEGIES

• Make Transit a More Viable Option
• Add Non-Motorized Facilities
• Adapt to and Implement New Technologies
• Maximize Existing Capacity
• Invest in Smart Technologies

IMPORTANCE OF CONNECTIONS

Our citizens desire a full range of options for where, when, and how we choose to travel. However, changes in technology are providing increasing options to communicate, obtain services, and do business without physically traveling. Our energy, water, wastewater, and stormwater systems also require a robust and well-integrated network of connections. Finally, both the sustainability and enjoyment of our natural environment depends on green infrastructure connections. Altogether this framework of connections represents an extremely large public and shared investment. Our regional and local connections are essential for a well-functioning city, our safety, economic prosperity and the quality of our lives.

A well-planned transportation system provides us with opportunities and choices for all modes of travel. This increases the efficiency of our system, reduces ongoing maintenance costs, and minimizes the impact of expanding the system on overall livability. As our city becomes larger and more diverse, the economic and community value of a smart and multimodal system will become even more vital to our success and quality of life. In addition to large scale systems, connectivity at a local, human and oftentimes walkable scale, is also essential for healthy, safe, efficient, desirable and community-supportive development and design. For quality of life and financial efficiency reasons, the desired outcomes for our transportation system include more available and accessible options, increased capacity, less congestion, and a smaller environmental and land use footprint.

Strong connections include ground-based transportation systems, air travel, and interrelated networks of utilities, stormwater, and communications infrastructure that serve as the foundation of our basic support services. Streets themselves carry more than people, vehicles, and goods. They also serve as conduits for utilities and communications. However, the importance of our utilities connections extends well beyond shared use of streets, easements, and rights-of-way. Our City’s vision also includes smart and connected utilities systems that maximize resiliency, adaptability, and options for customers.

KEY TRENDS AND ASSUMPTIONS

The following trends and assumptions provide a quick overview of some of the high-level issues related to Strong Connections. They are intended to provide a baseline understanding of emerging trends, preferences, and opportunities that may affect how Colorado Springs will grow and change in the coming years. This foundation sets up PlanCOS to provide tailored policy direction and implementation strategies. More background information can be found in Appendix A: State of the City Snapshots.

Transportation

• Over the next 20 years, it is assumed that most of the miles traveled by city residents and visitors will continue to be by individual motorized vehicle. However, trends of reduced per capita vehicle miles of travel and lower rates of motor vehicle ownership are expected to continue.
• In response to changes in travel behavior and technology, with increasingly convenient access to transportation options other than

owner-occupied motor vehicles, demand for alternative modes of transportation, such as transit and ridesharing, is expected to grow.

• Over time, proven and emerging technologies will continue to dramatically change our vehicle mix and the way we travel (in some cases, by reducing our need to travel at all). Vehicles of various types will become substantially more autonomous, smart technologies will be increasingly deployed in the management of our systems, and our fleet will likely become more electrified.

• Other new mass transit technologies have the unproven potential to change the way we travel and transport goods (e.g. vacuum transport and magnetic levitation).

Utilities and Stormwater

• Stormwater infrastructure needs and requirements will have substantial cost and physical development impacts throughout the city. The interrelated system flood control and water quality ponds, conveyance facilities, and other structures that the city is ultimately responsive for, will continue to grow, along with the regulatory requirements associated with designing and operating them.

• Smart controls and management represent a very significant trend: Colorado Springs Utilities (CSU) will invest substantially in smart meters, which will open up options including net and two way metering and demand side pricing management.

• Energy storage technology is improving along with automobile technology and will allow opportunities for capture of lower cost off-peak energy as well as energy from renewable sources, including microgrid energy installations at the neighborhood level.

• CSU works continually to secure water supplies for the coming decades. Per capita water use continues to decline; however, the water supply is susceptible to the impact of multi-year droughts and more can be done to provide for a more sustainable water supply for the city and possibly the Pikes Peak Region as a whole. Over the past few decades, ratepayers have made significant contributions to infrastructure, infrastructure redundancy, and planning for future water supply and infrastructure needs.

• Over the next 30 years, CSU will see a significant transformation of the electric utility industry as technology drives more cost effective renewable energy resources, distributed generation, demand-side management, energy storage, and Smart Grid

• As the city grows and becomes more urban in places, demand is expected to increase for intra- and inter-city transit, as well as for localized non-motorized options.

• The Colorado Springs Airport is anticipated to continue to adapt to emerging travel markets and technologies and to further diversify its roles and functions beyond traditional air travel.

• Transportation choices, such as public transit, walking, or biking, require higher levels of density and connected land use patterns in order to be successful. Therefore, not all options should be expected to be equally available throughout the city.

opportunities. At the same time, per capita electric sales are declining and environmental regulations are expected to increase. These changes will drive the need to partner more closely with customers as CSU utilizes both customer-owned and CSU-owned resources to manage power supply and consumption.

• Over the past two decades, natural gas demand-side management and energy efficiency measures have resulted in the annual use per residential customer to decline by approximately 25 percent. Despite declining use per customer, natural gas demand is expected to increase slightly due largely to the increase in population. CSU’s natural gas usage is predominantly driven by weather-sensitive heating loads. The annual, peak-day, and peak-hour forecasts of natural gas customer requirements into the future is the starting point for ensuring a safe, economical, and reliable supply to meet customer demand going forward. CSU continues to explore ways to reduce both peak-hour and peak-day natural gas demand on the system.

• Communications have and will continue to evolve rapidly with ever new technologies. Maintaining cutting edge communications facilities will help attract high tech industries and a highly skilled workforce.

STRONG CONNECTION TYPOLOGIES & FRAMEWORK

The concepts within this chapter define types of streets, corridors, and utilities based on their location and function within the city. They provide direction for mobility across all modes of transportation, and also encompass the need for and development of utility, stormwater, and communications connections from the local to regional scale. Although it is common for transportation and utilities typologies to overlap and interrelate, there are enough differences to support separate typologies for each category. Our city’s green infrastructure is also an essential part of our system of connections, and our waterways in particular, are corridors for a multitude of purposes. The role of green infrastructure and trails in our connections is addressed primarily in Chapter 7. Although we recognize their importance, we have not created separate typologies for the airport or railroads that carry freight.

COMMON DESIRED ELEMENTS

These include the following:

a. A design and pattern that supports safety, commerce, mobility for all users, long-term sustainability, and adaptability;

b. Cost-effective and applicable transportation choices and options that are integrated; and

c. A network of physical connections to support community life, including walkability, alignment with existing and future multimodal systems, and connections to the city’s trails and green infrastructure network.

Transportation Typologies

For a city with the size and complexity of Colorado Springs, there should not be a one-size-fits-all approach to transportation across the city. However, certain qualities and elements should be broadly supported, encouraged, and promoted in the transportation and connections network.

Streets and corridors throughout our city have very different characteristics depending on the period they were built. To help address this diversity, PlanCOS recognizes several different roadway typologies to provide context for our goals and policies. Typologies identify the characteristics of these streets and what enhancements should be considered to support them. In the application and use of these transportation typologies, it is recognized that some corridors, or segments within them, share characteristics of more than one typology. It is also understood that major transportation corridors will often be planned and managed best as an integrated system of related facilities and not as isolated single streets.

The city has several thousand miles of streets. Most of this mileage is classified as local streets and provides access to individual homes and other destinations. Since many of these existing streets are unlikely to change in their use or in their need for more multimodal accommodations, PlanCOS primarily focuses on effecting change along existing streets traditionally classified as collectors and minor and major arterials. For future local streets, PlanCOS recommends strengthening their design and function at a human scale. This will result in more connected local streets with a reduced emphasis on design solely for the convenience of short distance motor vehicle travel.

As we apply transportation-related typologies, it is important to recognize that more conventional and standards-based functional classifications (i.e. “minor arterial” or “collector”) will also continue to be used in our City’s more specific or technical plans, documents, and requirements.

Transportation typologies are as follows:

1. Urban Core Streets a. Major Transportation Streets and Parkways b. Special Character Livable Streets
2. Established Suburban Streets c. Community Connector Corridors d. Area Connectors
3. Recent Suburban Streets a. Major Roadways b. Area Connectors
4. Future Streets and Corridors
5. Special Focus Corridors a. Multimodal Corridor b. Technology Corridor c. I-25 and Eastern Ring
6. Local Streets and Connections

Typology 1: Urban Core Streets

Major Transportation Streets and Parkway Recommendations:

• Redevelop Corridor with Multimodal Facilities
• Maintain and Adapt Landscaped Medians and Tree Lawns
• Accommodate Range of Transportation Options
• Design Street in Relation to Land Uses and Build-to Lines

Example Location: N. Nevada Ave. north of Uintah Street

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The goal of this transportation typology is to recognize the existing character of these streets, while incorporating redevelopment, and the addition of new facilities to encourage multimodal use and optimized capacity. New uses and redevelopment along these streets should incorporate elements including landscaped medians, tree lawns, and bike and bus facilities.

These are major streets in the long-established urban core areas that have been predominantly built out for many decades and encompass the area of the city in and around Downtown. Compared with other areas of the city, streets in this area have more landscaped tree lawns (the area between the sidewalk and the curb) and medians. The local system that these streets connect to is typically a more fine-grained grid. Traffic volumes are relatively stable. Within this typology, there are a several distinctions that are important to the application of PlanCOS.

a. Major Transportation Streets and Parkways:

These streets serve regional traffic and connect the larger city area to the Downtown. Medians, sidewalks, and often on-street parking are common characteristics. Although these streets are intended to accommodate a range of transportation options and be integrated with adjacent uses, they also carry vehicular traffic substantial distances.

b. Special Character Livable Streets:

These are streets in the urban core with a particularly notable character and pedestrian focus. In general, these streets are characterized by elements such as landscaped medians, on-street parking, bike lanes, and wide sidewalks. In commercial and mixed-use areas, these streets could contain larger tree lawns and wider sidewalks that can accommodate outdoor dining. Segments of the same street may transition between the two typologies of Urban Core Streets. Certain street segments can be transformed into this typology with thoughtful planning and attention to regional traffic flow.

EXAMPLES

Pikes Peak Ave. east of Downtown, parts of Colorado Ave., Cimarron St. outside of Downtown, segments of Nevada Ave. north of Uintah St. and south of Downtown.

EXAMPLES

Tejon St. Downtown and in the Ivywild area, Vermijo St., Bijou St., Colorado Ave. west of I-25, Cascade Ave., and Wahsatch Ave.

PlanCOS LEADING THE WAY TO OUR FUTURE

Typology 2: Established Suburban Streets

Established Suburban Street Recommendations:

• Additional Street Orientation
• Enhance Transit Facilities
• Retrofit with Integrated Land Uses and Density
• Reinforce Connection to Urban Core
• Integrate Pedestrian and Bike Facilities with Transit
• Reduce Barriers and Enhance Local Connections

Example Location: S. Academy Blvd. at Airport Road

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The goal of this transportation typology is to retrofit and reinvent these roadways to provide opportunities for additional integrated land uses and density, orientation of uses more toward the street, and enhanced multimodal facilities, all resulting in an increased transit mode share, optimized capacity, and reduced physical barriers to non-motorized and other local connections.

Streets of this typology are outside of the urban core and in areas of the city where streets do not have a strong grid pattern. These streets were generally built in support of development that occurred between the 1950s and the 1980s. They pre-date the City’s current typical street sections. Streets in these areas may or may not have medians and if they do they tend to be narrow. Sidewalks may be attached or detached from the street, but the separating landscaped area or tree lawn areas are generally smaller than in the urban core. These streets often lack multimodal elements such as bike facilities, multi-use trails, and bus accommodations. Within this typology, there are several distinctions that are important to the application of PlanCOS.

EXAMPLES

Academy Blvd., Union Blvd., Platte Ave. east of Union, Constitution Ave., and Circle Drive.

EXAMPLES

Galley Road, Murray Blvd., Chelton Road, Cheyenne Blvd., Cheyenne Road, Maizeland Road, and S. Carefree Circle.

a. Community Connector Corridors:

These streets serve regional traffic and often define the borders of neighborhoods. They are currently characterized by four or more vehicle travel lanes, some direct property access (curb cuts) along older sections, low-maintenance medians, and narrow sidewalks. Buses operate on these streets but overall the number of lanes, speeds, and number of accesses give these streets a strong auto-centric character.

b. Area Connectors:

These streets do not primarily provide regional connectivity but do provide connectivity within the areas defined by this typology (see Transportation Framework Map). These streets have two to four lanes, and may or may not have a median area. Compared with Community Connector Corridors these have slower speeds and lower traffic volumes. In some areas, single-family homes may have direct access to these streets. Multimodal facilities or services within these corridors are typically designed and operated in ways that are responsive to existing conditions which sometimes include limited available rights of way.

Typology 3: Recent Suburban Streets

Recent Suburban Street Recommendations:

• Strengthen Connections with Trail and Sidewalk Network
• Integrate Traffic Control Measures
• Enhance Crosswalks
• Adapt to Multimodal Facility Needs
• Integrate On and Off-Street Bike Facilities

Example Location: Briargate Pkwy. at Chapel Hills Drive

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The goal of this transportation typology is to ensure the further application of multimodal facilities along these streets to optimize their capacity and to enhance their livability and adaptability as these neighborhoods mature. A key component in achieving this goal is ensuring strong and safe connections between on-street and off-street non-motorized facilities.

Streets in this area follow the classic recent suburban street pattern of curvilinear roadways with a limited grid and intersections. These streets were planned and designed after the 1980s and were constructed similar to the City’s current typical street section standards. These streets are generally characterized by raised medians, sidewalks, tree lawns, and limited direct access to adjacent land. Residential buildings are either set back from the street or oriented away and screened from the roadways with walls or fences. Within this typology there are several distinctions that are important to the application of PlanCOS.

a. Major Roadways:

These streets connect areas of the city to Community Connectors (Typology 2) and Parkways (Typology 1). These current roadways typically have six lanes, sidewalks, medians, high traffic volumes, high traffic speeds, and large intersections.

c. Area Connectors:

These streets do not provide regional connectivity but do provide connectivity within the areas defined by this typology and between major roadways. These streets have two to four lanes, sidewalks, varying types of traffic control (e.g. signals, stop signs, roundabouts) and may or may not have a median.

EXAMPLES

Research Pkwy., Briargate Pkwy., Union Blvd., Dublin Blvd., Stetson Hills Blvd., Barnes Road, and Centennial Blvd.

EXAMPLES

Rangewood Drive, Briargate Blvd., Vickers Drive, Peterson Road, and Delmonico Drive.

Typology 4: Future Corridors

The goal of this transportation typology is to apply best practices that result in new streets and corridors that accommodate a variety of modes for newly developing areas as they emerge over the next 20 years.

Future streets are major transportation corridors that have yet to be built in the city, most notably within Banning Lewis Ranch. These areas provide an opportunity to create, from the ground up, new connections that reflect the Strong Connections vision and goals of PlanCOS.

Typology 5: Special Focus Corridors

Special Focus Corridors are corridors identified for a particular type of transportation application. PlanCOS identifies three types of these corridors:

EXAMPLES

Nevada Ave. corridor from University of Colorado-Colorado Springs to South Academy Blvd., Constitution Ave., Woodmen Road, I-25, and Colorado Ave.

DEFINITIONS

Bus Rapid Transit (BRT): A bus-based public transit system combining and increasing capacity and speed with the flexibility and the economics of a more traditional bus system; BRT buses can be a specialized design with a dedicated infrastructure, yet are adaptable.

Multistreet Corridor: A transportation corridor consisting of two or more parallel streets planned and managed in a coordinated and integrated fashion.

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a. Multimodal Corridor: A Multimodal Corridor is a facility and planning approach that accommodates varied types of users but with a specific and concerted effort to promote effective transit service to connect key destination areas within the city. High-end transit service could include a bus rapid transit (BRT) line, a street-car line, specialized bus or transit system, or fully autonomous transit vehicles. In many cases, and especially for Urban Core Streets with parallel streets, Multimodal Corridors should be planned and operated as Multistreet Corridors rather than as single streets. This approach allows for the benefits and impacts of all modes to be better managed and accommodated.

The goal of this typology is to transform or further transform these corridors into transit-supportive areas of focus for development, redevelopment, and community life.

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b. Smart Street Corridor: Technology will allow cities to re-imagine their streets. Cameras and sensors along streets have the potential to provide data about how people navigate and interact on and with our streets. This data could be used to improve safety by detecting roadway hazards, to evaluate traffic flows to optimize signal timing in real time, and to create a communication platform for the operations of connected vehicles (CV) and autonomous vehicles (AV).

The goal of this typology is to strategically invest in and implement emerging technologies to provide enhanced and safer travel, leverage and economize existing investments, and support the economic development of the city and region.

c. I-25 and Eastern Ring: Interstate 25 and Powers Boulevard are unique as typologies within the city because of their existing and emerging function as the high speed, high capacity, and limited access transportation backbone of the region, but also because the State of Colorado and the federal government are primarily responsible for their planning, funding, and maintenance.

The goal of this typology is to develop and maintain these facilities as limited access, high speed, high capacity, vehicular and transit corridors while, improving and maintaining non-motorized connections across these facilities and reasonably addressing adverse impacts to adjacent properties and development, including noise and limited local connectivity.

DEFINITIONS

Connected Vehicle (CV): A vehicle that can communicate with other vehicles and infrastructure. The most common wireless technology used for connected vehicles is dedicated short range communication (DSRC).

Autonomous Vehicles (AV): Vehicles in which some aspect of operational control is automated. AVs do not necessarily need to communicate with infrastructures or other vehicles since they usually have their own sensors and cameras equipped in the car.

EXAMPLES

I-25, Powers Blvd., Platte Ave., Academy Blvd., Woodmen Road, Banning Lewis Pkwy., Briargate Pkwy., and Union Blvd.

Typology 6: Local Streets and Connections

Local Street Recommendations:

• Enforce Local Speeds
• Increase “First Mile” and “Last Mile” Connections to Trails, Paths, and Bike Facilities
• Integrate Intersection Control Measures
• Design at Human Scale
• Fill Gaps in Sidewalk Connections

Example Location: Renaissance Subdivision Dublin Blvd. and Mustang Rim Dr.

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The goal of this transportation typology is to emphasize safety and local connectivity while deemphasizing vehicular speed. Within the parts of this network serving local origins and destinations this is accomplished through enforcement, increased connections, intersection control, narrower streets, and emphasis on designing or adapting facilities at a human and pedestrian scale.

Our community needs and aspires to be physically connected at the very local level. From a trip-making perspective, local connections address what is sometimes referred to as the “first mile,” “last mile,” or in some cases “only mile” traveled. This typology impacts every home, business, and other destination in the city and encompasses the majority of the City’s overall network, including neighborhood and low-volume roads. Availability of, connections with, and the safety of non-motorized modes are essential components of this typology. Because of the scale of this typology, it is manifested in hundreds if not thousands of locations throughout the city, each with its unique context and conditions. Therefore, PlanCOS only provides generalized guidelines, and specific locations are not included in the Framework Map.

PlanCOS

LEADING THE WAY TO OUR FUTURE

Strong Connections Framework

Transportation

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MOBILITY FRAMEWORK

The Mobility Framework Map provides a high level graphic framework of the transportation vision for Strong Connections. This map is intended to be used as one means of furthering the City’s focus on enhancing the multimodal opportunities in the city and on improving the efficiency of the system. This map is expected to be a living and evolving graphic. It is recognized that some major streets combine the characteristics of more than one typology. As a high level city-wide framework, this map is also not able or intended to fully represent the sometimes unique and important conditions associated with specific segments of larger and sometimes multistreet corridors. This map is not intended to strictly define street types for all city streets. More detail will be provided with the City’s Intermodal Mobility Plan.

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UTILITY TYPOLOGIES

Utilities knit the entire city together through a vast network of infrastructure, much of which goes unseen or un-noticed by the general public. Colorado Springs Utilities (CSU) treats the city’s wastewater and oversees the delivery of potable and non-potable water, electricity and natural gas to city residents and others outside city limits. The city contains thousands of miles of utility transmission, distribution, and collection infrastructure and treatment facilities in varying states of use, quality, and capacity. When we talk about utilities, we refer to local, on-site facilities, as well as citywide integrated utilities.

Utility typologies are as follows:

1. Modern Upgrades
2. Smarter Prospects
3. Regional Roles

TYPOLOGY 1. MODERN UPGRADES

The goal of this typology is to adaptively and systematically retrofit and modernize older buildings, facilities, and local utility systems to promote responsive and efficient resource use, production, and distribution, and to reduce negative impacts of utilities systems and use at local scale.

This typology looks at the current systems in place in the developed areas of Colorado Springs. With all the new technology and building techniques available, older buildings and developments can be upgraded to use less energy, water, and natural gas. At a local level, this includes the installation of smart grids, efficient water use infrastructure, and Smart City technologies. These areas encompass the majority of Colorado Springs, and therefore provide the most capacity to affect resource efficiency and management. These areas should continue to underground overhead utility lines as feasible, especially in conjunction with redevelopment efforts.

a. Stable Neighborhoods: Retrofitting homes and buildings provides more possibilities, through the use of home energy monitors, solar panel installations, net-metering, energy efficient appliances, wise water use, and building techniques to retain heat and air conditioning. Within this area most utility upgrades will be building or site-based.

b. Changing Neighborhoods: Neighborhoods that will see more opportunities for redevelopment in the future have a wider range of options to upgrade the utility infrastructure.

COMMON DESIRED ELEMENTS

Certain qualities and elements should be widely encouraged, supported, and promoted for all areas of the city in the application of PlanCOS. These include the following:

a. Implement new Smart Cities and smart systems technologies to reduce utility demand; b. Proactively respond to climate change and the federal and state regulatory environment; c. Provide cost effective, fiscally sustainable, and reliable service; d. Provide resilient utility facilities and infrastructure; e. Use renewable and sustainable resources; f. Provide capacity for future growth; g. Optimize utility system capacities where possible; h. Explore regionalization of utilities where it benefits CSU ratepayers; i. Coordinate with other infrastructure and improvement projects; and j. Provide for denser utility corridors that maximize developable space.

EXAMPLES

Systematic installation of smart meters throughout the city, Neighborhood-specific undergrounding of local electric lines in older neighborhoods (i.e. Mill Street Neighborhood and Lake Ave.). Extension of non-potable water use infrastructure, to irrigate existing or potential streetscape landscaping (i.e. existing improvements on Briargate Pkwy. or potential new landscaping on Academy Blvd. in southeast Colorado Springs).

EXAMPLES

Banning Lewis Ranch development proactively designed non-potable water systems for large and connected parks and landscaped areas.

EXAMPLES

Power plants, wind and solar farms, regional wastewater treatment, Arkansas River Basin storage, Colorado River projects, and Propane Air Plant for peaking capacity.

Typology 2. Smarter Prospects

The goal of this typology is to plan and build new utility systems that leverage new technology and Smart City initiatives. New utility systems will have the ability to track and manage resource use at different levels.

This typology encompasses the newest areas of Colorado Springs, the areas that are currently under construction or not-yet-developed (including large scale redevelopment projects). These areas have a lot of potential to build better systems that will last longer and that can embody the PlanCOS vision for Strong Connections. Integrating new systems in new developments, such as non-potable water systems, is generally easier than in existing neighborhoods. New development can also utilize more efficient and integrated electric consuming fixtures and infrastructure in building and development. Water use and required wastewater capacity can be reduced by using water efficient fixtures/appliances, and more xeric landscaping will reduce seasonal summer water demands.

Typology 3: Regional Roles

The goal of this typology is to explore opportunities for regional collaboration to increase the capacity and supply of renewable water, high quality integrated wastewater treatment, and cleaner energy.

This typology encompasses options for acquisition, planning, design and construction efforts to expand utility service capacities and to provide system redundancies and risk reduction for all four utility services. These efforts should leverage existing water rights and buying power of the large customer base on the energy side, and provide for collaborative regional improvements that benefit CSU ratepayers. This includes additional natural gas transmission pipelines to service the city for system redundancy; and the construction of more or expansion of existing raw water storage facilities.

PlanCOS

LEADING THE WAY TO OUR FUTURE

Strong Connections Framework

Utilities

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Predominant Typology

• Modern Upgrades (stable neighborhoods)
• Modern Upgrades (changing neighborhoods)
• Smarter Prospects
• City Boundary
• Interstate 25
• Major Roads

UTILITY FRAMEWORK MAP

The Utility Framework Map provides a graphic framework of the utility vision for Strong Connections. This map is intended to be used as one means of furthering the City's focus on promoting smart technologies and modernizing existing utility systems to ultimately reduce resource consumption. This map is expected to be a living and evolving graphic. It is not intended to strictly define boundaries nor does it exhibit the majority of the regional facilities and resources that the city draws upon.

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GOALS AND POLICIES

CONNECT MULTIMODAL TRANSPORTATION

GOAL SC-1

Multimodally connect people and land uses throughout the city and region.

Policy SC-1.A: Plan for and implement transportation projects for the overall mobility of people and to manage the impacts of cars on our built environment.

Strategy SC-1.A-1: Approach the Intermodal Transportation Plan update as an overall mobility plan, with a focus on maximizing the multimodal capacity of the current and future transportation system, thereby reducing the overall need for land and pavement. Focus and brand this effort as an intermodal mobility plan (IMP).

Strategy SC-1.A-2: Focus attention on increasing multimodal east-west transportation capacity.

Strategy SC-1.A-3: Continue to coordinate with State and regional partners, and the development community to plan, phase, and secure funding to complete connections and upgrades of key developing north-south corridors including Powers Boulevard, Marksheffel Road, and the future Banning Lewis Parkway.

Strategy SC-1.A-4: Take full advantage of advances in technology to increase the capacity of the primary transportation system to move people and goods.

Strategy SC-1.A-5: Build “complete streets” by safely and reasonably incorporating multiple modes in the design of new and redeveloped transportation corridors.

Strategy SC-1.A-6: Focus planning and design attention on the transportation hubs and other elements that provide for safe and convenient interconnections between modes.

Strategy SC-1.A-7: Specifically continue to invest in and adapt facilities and services, including multimodal transportation improvements, in order to increase the number, range and cost-competitiveness of airline flights to and from the Colorado Springs Airport.

Strategy SC-1.A-8: Design land uses and transportation improvements with an emphasis on “first and last mile” trips having desirable and safe options for non-motorized travel.

Strategy SC-1.A-9: Reduce the emphasis on requiring transportation facilities to be designed to fully address peak hour traffic demand forecasts, especially in Downtown and other identified higher density multimodal corridors and centers.

Strategy SC-1.A-10: When applicable, use a multistreet corridor in the planning and implementation of transit routes in order to manage impacts while maintaining a high level of service (Typology 1: Urban Core Streets).

APPLICATION

The City’s Bike Master Plan, the Trails Master Plan, the Year 2040 Transit Plan, and the updated Intermodal Mobility Plan will guide the implementation of these goals as part of the City’s transportation system. The Region’s PPRTA program, the City’s capital improvement program and other public funding tools will provide the resources to support infrastructure improvements needed to meet these goals. Potential improvements to transportation, stormwater and utility systems will be a major consideration in the review of development and redevelopment proposals.

DEFINITION

Complete Streets: Complete streets are streets that have been built for safe and convenient travel by all road users, including people on foot and bicycle, as well as transit users. Complete streets policies call for routinely providing for travel by all users when building and reconstructing streets and roads. (Adopted by 2005 Ordinance 05-196)

APPLICATION

Pikes Peak Rural Transportation Authority (PPRTA): an entity responsible for the voter-approved 1.0% regional sales tax dedicated for a combination of transit funding, roadway maintenance and new capital transportation projects. The capital portion of this sales tax is tied to a specific list of projects established by the voters and will “sunset” after the Year 2024 unless it is extended. This potential second extension of the PPRTA capital portion, along with the IMP, would provide an opportunity for a community discussion about what types of projects best support our PlanCOS vision.

Electric Vehicle (EV) Plan: PlanCOS anticipates the likelihood that electric vehicle use will increase considerably in the coming decades, with a corresponding need for additional home-based and publicly available charging systems, capacity, and capabilities. Proactive and coordinated planning for this anticipated change should involve stakeholders including transportation planners, Colorado Springs Utilities, the Pikes Peak Regional Building Department, the business and development communities, and neighborhood representatives.

Policy SC-1.B: Proactively consider and incorporate the needs of our senior population in all relevant transportation planning and project decisions.

• Strategy SC-1.B-1: Continue to promote and support collaborative and adaptive partnerships among service providers across the region to cost-effectively meet transportation needs of seniors with limited mobility options.
• Strategy SC-1.B-2: Particularly focus on the needs of seniors by creating more walkable environments that provide Americans with Disabilities Act-compliant, short and direct connections among parking, buildings, other destinations, transit stops, and drop off locations.
• Strategy SC-1.B-3: Improve safety for older pedestrians with improved visibility, sufficient timing for street crossings, and enhanced facilities such as bump outs and pedestrian refuges in medians.

Policy SC-1.C: Improve transportation connectivity to the Denver metro area through I-25 capacity expansion.

• Strategy SC-1.C-1: Continue to advocate for and support funding and completion of the I-25 Gap improvements.
• Strategy SC-1.C-2: Support plans for I-25 that allow for future accommodation of alternate high speed transportation modes such as passenger rail, connected vehicles, or vacuum tube transport.

Policy SC-1.D: Establish and maintain convenient multimodal connections between neighborhoods, local destinations, employment and activity centers, and Downtown.

• Strategy SC-1.D-1: Encourage well-connected system of streets, sidewalks, bike facilities, and off-system trails in areas defined by Recent Suburban (Typology 3) and by Future Streets (Typology 4) typologies for new developments and redevelopments areas.
• Strategy SC-1.D-2: Enhance street connectivity in new developments with shorter, pedestrian-scale blocks and narrower local streets to improve walkability and connectivity.
• Strategy SC-1.D-3: Consistent with City-adopted plans, restripe select streets to optimize the use of existing right-of-way and street pavement to provide bike lanes for Urban Core (Typology 1) and Established Suburban Streets (Typology 2).
• Strategy SC-1.D-4: Continue to fund Pikes Peak Rural Transportation Authority (PPRTA) program and other programs for adding, replacing, and maintaining sidewalks in neighborhoods with missing or substandard sidewalk connections.
• Strategy SC 1.D-5: Pay particular planning attention to addressing and reasonably mitigating the impacts multimodal transportation decisions have on traditional, historic, and established neighborhoods, and apply a multistreet corridor planning approach where appropriate and feasible.
• Strategy SC-1.D-6: Continue to coordinate bicycle and pedestrian planning, design, and implementation with other infrastructure projects and land use decisions. Specifically, coordinate implementation among elements of the Intermodal Transportation Plan, the Bicycle Master Plan, as well as Parks and Trails Master Plan.

Strategy SC-1.D-7: Implement and if necessary adapt key priorities of the Bicycle Master Plan.

Strategy SC-1.D-8: Complete the system of hard and soft-surfaced trails for off-street non-motorized and non-equestrian uses, with an emphasis on addressing identified high priority gaps and connections.

Strategy SC-1.D-9: Create multimodal corridors between key activity centers and local tourist attractions that emphasize all modes of travel equitably.

Strategy SC-1.D-10: Implement designs and technologies to improve the safety and efficiency of mass transit and connections to other modes.

Strategy SC-1.D-11: Create and implement a scale and project-appropriate methodology for analyzing and responding to the multimodal opportunities and impacts associated with proposed development plans.

Strategy SC-1.D-12: Promote interjurisdictional collaboration for consistent design along shared facilities, including signage, amenities, and design, where feasible.

Policy SC-1.E: Develop a “Smart City” plan that includes comprehensive recommendations for multimodal projects and priorities the City can implement over time.

Strategy SC-1. E-1: Create a “mobility marketplace” to allow residents and visitors to find and pay for a variety of transportation options—bikeshare, carshare, transit, rideshare, and transportation network companies—all in one place.

Strategy SC-1.E-2: Create the communications infrastructure needed to accommodate connected vehicles and autonomous vehicles.

Strategy SC-1.E-3: Create an integrated data exchange to collect, process, analyze, and share data.

Strategy SC-1.E-4: Promote the early use of autonomous vehicles to connect visitors and residents between popular destinations including tourist routes.

Strategy SC-1.E-5: Create and implement a long-term Electric Vehicle (EV) Plan in collaboration with Colorado Springs Utilities and other stakeholders.

Strategy SC-1.E-6: Develop priority Smart Roadway corridors to be developed for smart cars, communications, and Intelligent Transportation System applications.

Policy SC-1.F: Maximize multimodal transportation options serving the Downtown area to reduce the need for individual car ownership and use by visitors, residents, and employees.

Strategy SC-1.F-1: Consistent with City-adopted plans, repurpose identified wide rights-of-way of Urban Core Streets (Typology 1)¹ to provide and enhance non-motorized travel in the Downtown area.

Strategy SC-1.F-2: Plan for and preserve options for location of a high speed commuter rail station serving the Downtown area.

Strategy SC-1.F-3: Complete the new Downtown transit center as the main multimodal hub for Mountain Metro transit service and augment with smaller hubs as the transit system matures.

Strategy SC-1.F-4: Actively support car share programs beginning in Downtown and in higher density activity centers, as a means of reducing the footprint of car storage and the need for household car ownership in these areas.

Strategy SC-1.F-5: Plan for and implement shuttle services, bike-share, and other programs to help travel among Downtown destinations and the airport, in coordination with a Downtown parking plan (see Strategy 1.F-7).

Strategy SC-1.F-6: Establish additional and more robust multimodal connections between Downtown and tourist destinations such as the Old Colorado City, Garden of the Gods Park, and the City of Manitou Springs.

Strategy SC-1.F-7: Complete, periodically update, and implement a fully strategic Downtown parking plan to support economic and residential development of Downtown.

Policy SC-1.G: Reduce the barrier and other negative impacts of major transportation corridors without unreasonably reducing their capacity and function.

Strategy SC-1.G-1: Where feasible and economical, incorporate additional or enhanced local roadway and non-motorized crossings to better connect neighborhoods and communities on either side of major roads, including I-25, the Powers Eastern Ring, and Hwy 24.

Strategy SC-1.G-2: Support separate non-motorized connections with single point urban interchanges in order to accommodate safe and effective non-motorized traffic connections (e.g. separate non-motorized trail incorporated with the I-25/ Cimarron Interchange).

Strategy SC-1.G-3: Proactively design Future Streets and Corridors (Typology 4) with a focus on mitigating their impacts to local connectivity, including local non-intersecting crossings and limited or specialized access locations and designs.

Strategy SC-1.G-4: Redesign and make changes to Multimodal Corridors (Typology 5a) with an emphasis on enhancing intermodal connectivity.

Strategy SC-1.G-5: Retrofit Urban Core Streets (Typology 1) to focus predominantly on increasing connectivity and multimodal utility while maintaining their needed capacity.

Strategy SC-1.G-6: Incrementally and strategically redesign and retrofit Established Suburban Streets (Typology 2) to adapt them to their evolving transportation needs and to incorporate state-of-the-art designs for intersections and non-motorized crossings.

Strategy SC-1.G-7: Retrofit key corridors and crossings to accommodate high-frequency transit options in a manner that is responsive to impacts on adjacent neighborhoods.

Strategy SC-1.G-8: Design safe pedestrian crossings along major arterials that are coordinated with transit stop locations.

Policy SC-1.H: Improve neighborhood livability by providing connections between neighborhoods and Neighborhood Centers (Chapter 3: Typology 1) and by reducing vehicular speeds.

Strategy SC-1.H-1: Make non-motorized connections between recreational trails and on-street non-motorized facilities across the city.

Strategy SC-1.H-2: Identify streets in areas defined by Recent Suburban Streets (Typology 3) and Future Streets and Corridors (Typology 4), where streets can be repurposed to provide non-motorized facilities.

Strategy SC-1.H-3: Modify local streets to be consistent with their purpose by implementing speed control measures using enforcement, intersection control, and design.

Strategy SC-1.H-4: Continue to work with Colorado Springs Utilities and the Fire Department to allow narrower streets and on-street parking for local “first and last mile streets.”

TAKE TRANSIT TO THE NEXT LEVEL

GOAL SC-2

Lay the groundwork for an intercity transit connection along the Front Range and for more robust, choice-based transit within the city and larger region.

Policy SC-2.A: Systematically support and encourage the density and design needed to support this network beginning with Downtown, key corridors, activity centers, and trip generators.

• Strategy SC-2.A-1: Design and construct the new Downtown Transit Center to include immediate capacity for intercity bus trips and for eventual integration with potential commuter rail service.
• Strategy SC-2.A-2: Continue to update zoning and other regulations to allow mixed-use and high-density development as uses by right.
• Strategy SC-2.A-3: Plan and promote "high-capacity" transit in the Urban Core (Typology 1) and Established Suburban areas (Typology 2) in such corridors as Academy Blvd., Nevada Ave., Weber St., Colorado Ave., and Platte Ave.
• Strategy SC-2.A-4: Rewrite the zoning and subdivision codes to better support densification and mixed-use to support multimodal transportation.

Policy SC-2.B: Continue to enhance the existing transit system to make it a more viable option and strategically expand the existing system in response to new needs.

• Strategy SC-2.B-1: Expand transit service frequency and times within the Urban Core area (Typology 1) and along existing key routes.
• Strategy SC-2.B-2: Expand transit service into the Recent Suburban areas (Typology 3) with partnerships to serve major destinations such as hospitals and military installations.
• Strategy SC-2.B-3: Pursue the implementation of a new governance structure for transit, consistent with agreed-upon funding structure.
• Strategy SC-2.B-4: Identify sufficient funding sources to support the desired level of transit service.
• Strategy SC-2.B-5: Provide convenient and inexpensive transit connections between the Colorado Springs Airport and key locations within the city.

Policy SC-2.C: Actively plan for a high-speed commuter rail or similar service along the Front Range.

• Strategy SC-2.C-1: Support Colorado Department of Transportation’s operation and expansion of Bustang between Pueblo and Denver, as an interim connection.
• Strategy SC-2.C-2: Preserve existing and potential railway corridors within the city for possible use as future rail corridors between Colorado Springs and Denver.

REMAIN FOCUSED ON STORMWATER

GOAL SC-3

Manage our stormwater and flood control system as a vital and integrated community asset. (See Chapter 7 for additional stormwater policies and typologies.)

Policy SC-3.A: Design new and redeveloped projects to reduce their contribution to regional stormwater flows and to improve the quality of the runoff that is generated.

Policy SC-3.B: Design stormwater infrastructure as an integral and connected part of new development and redeveloping areas and preserve or incorporate naturalistic stream profiles and features where feasible.

Strategy SC-3.B-1: Design and construct stormwater improvements to incorporate recreational opportunities and protect infrastructure.

Strategy SC-3.B-2: Incorporate complete creek stormwater corridors as part of the City’s overall non-motorized transportation network where feasible and environmentally sustainable.

Policy SC-3.C: Continue to invest in upgrading and maintaining facilities and infrastructure to manage stormwater.

Strategy SC-3.C-1: Update City Code and implement programs that enhance sustainable long-term operations and maintenance of stormwater facilities on property not owned by the City.

SUPPORT SMART AND CONNECTED UTILITIES

GOAL SC-4

Achieve a more environmentally sustainable utilities system for the city.

Policy SC-4.A: Efficiently use the existing utility system capacity.

Strategy SC-4.A-1: Support a combination of density, infill, redevelopment, and design to reduce the rate of addition of pipeline and conductor miles that need to be maintained by Colorado Springs Utilities (CSU) or other entities.

Strategy SC-4.A-2: Support programs to upgrade older buildings so that they are more efficient, use less energy, water, and gas, and partner with public, non-profit, and private entities to collaborate on home retrofitting programs.

Strategy SC-4.A-3: Coordinate with CSU in their plans for terminal water storage, conservation, distribution, and recreation.

Policy SC-4.B: Support CSU and other investments in smart technologies to reduce energy consumption.

Strategy SC-4.B-1: Coordinate with CSU energy conservation initiatives and programs including installation of systems to support demand side management.

Strategy SC-4.B-2: Plan and integrate implementation of Smart City technologies and infrastructure in coordination with CSU.

RELATIONSHIP TO KEYSTONE INDICATORS

The following Strong Connections keystone indicators are representative of primary measures of the connectivity, efficiency, and diversity of our transportation and utility facilities over the long term. Although there is a strong high-level correlation between our plan for physical development and these indicators, it is recognized that they will often not be directly applicable to individual development plans or to city initiatives. A full list and description of all indicators is in Chapter 8: Adaptable Implementation.

Net City Lane Miles Added Compared with Development and Redevelopment: The total lane miles of streets maintained by the City are an important barometer of efficient land use patterns. By reducing the amount of new street pavement added to the city compared to the additional development activity the system serves, future street maintenance costs will be reduced because there will be less pavement to maintain per person. Environmental impacts (such as from stormwater) will become more manageable. Positively affected areas of the city should become more livable at a human scale. PlanCOS ideas and priorities that contribute to this indicator include increased density in targeted activity centers and corridors, infill and redevelopment, use of technology to enhance existing transportation capacity, and recommendations for narrow local street profiles. This indicator is intended primarily to be used as a city-wide measure and may also be used to track activity and progress in sub-areas of the city.

Citywide Pedestrian, Bicycle, and Transit Infrastructure: Improving walkability and throughout the city is a cornerstone goal of PlanCOS. Increasing bicycle infrastructure and safety is also a major objective, as is taking transit to the next level especially in key activity centers and corridors. Walkscore® and its related Bikescore® and Transitscore® are nationally recognized measures for walkability and bicycle and transit access, in communities. These scores can be calculated city-wide, or for areas of focus, and can be compared with other communities.

ESSENTIAL QUESTIONS FOR CITY INITIATIVES

These essential questions should be considered as a tool to focus on and promote implementation of our Strong Connections vision for applicable City initiatives (refer to Chapter 1):

1. Support the overall focus of our Strong Connections theme?
2. Add value and improve the typologies and keystone indicators for Strong Connections?
3. Contribute positively to increased mobility throughout the city and particularly related to east/west transportation needs?
4. Specifically contribute in any way to enhance transit?
5. Contribute to enhanced non-motorized transportation systems, connections with them or their use?
6. Result in fiscally sustainable additions or other changes to the transportation network?
7. Have a positive impact on walkability?
8. Promote conservation of water and energy resources?
9. Promote densification and sustainable utility usage?
10. Support a reduction in vehicle miles traveled per capita?

OTHER MEASURES

Through the creation, implementation and update of publicly and privately initiated plans, it may be appropriate to track and measure additional indicators as it relates to the Strong Connections vision and policy direction. Such indicators could include the following:

Traffic Operations: New projects should achieve a desired level of traffic operations.

Trail Connections: Completion of missing trail connections

Multi-modal Options: Number and extent of existing or planned modes available for a specific new development

RELEVANT PLANS AND THEIR RELATIONSHIP TO PLANCOS

While PlanCOS provides overarching guidance, numerous City plans provide additional detail required for PlanCOS’s implementation. Of particular importance are City transportation and infrastructure plans. These should be relied on to allow for and articulate specific transportation and infrastructure improvements, particularly if these plans are up-to-date and are reflective of the key elements of this theme. In cases where there is a discrepancy between plans, the vision identified within PlanCOS should be considered in the use and application of these plans.

Links to relevant plans are found below. See full list of plans: Appendix D

City Adopted Corridor and Master Plans

Experience Downtown Development Plan and Master Plan (2017)

Intermodal Transportation Plan (2001 and as amended)

COS Bikes! Colorado Springs Bike Master Plan (2018)

Envision Shooks Run Master Plan (2017)

City of Colorado Springs Park System Master Plan (2014)

East-West Mobility Study (2002)

Infill Plan (2016)

Renew North Nevada Master Plan; Transportation Sub-Plan (2018)

Academy Boulevard Great Streets Plan (2011)

Colorado Springs Airport Master Plan (2013)

City or Colorado Springs Utilities Adopted Plans and Criteria

City of Colorado Springs Drainage Criteria Manual V1 & V2

Integrated Water Resource Plan

Wastewater Integrated Master Plan

Electric Integrated Resource Plan

Natural Gas Integrated Resource Plan

Partner Entity Plans

El Paso County Major Transportation Corridors Plan (as amended)

Pikes Peak Area Council of Governments Long Range Transportation Plan

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PIKE RIDE Bike Share the Love. A program of DOWNTOWN COLORADO SPRINGS Acacia Park Station

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Get Started with PikeRide Bike Share Purchase a membership card at the kiosk or download the Bcycle app and follow the onscreen instructions. When your ride is over, you can lock your bike at a hub for free or any safe location in the designated service area for $1. See above for service area. Need Assistance? PikeRide.org | 719-235-5862

Powered by thrive KAISER PERMANENTE With Support From COLORADO COLLEGE NORWOOD

PlanCOS LEADING THE WAY TO OUR FUTURE

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RENOWNED CULTURE

CHAPTER 6

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PLANCOS VISION

Promotes and embraces arts, culture, and education as essential parts of our lives and our identity. This builds on the efforts of General Palmer and many others that envisioned culture as the cornerstone of the community and where creative energy generates new possibilities, interpersonal connections, and unprecedented philanthropy.

KEY STRATEGIES

• Complete, update, and implement public art plans
• Consider arts and culture in other city plans
• Support centers of education, arts, and culture
• Identify and preserve our rich and diverse history

IMPORTANCE OF CULTURE

The built environment of Colorado Springs can be an expression of our distinctive culture. For our arts, culture, and education to continue to flourish, we will need places that support their incubation, growth, and celebration throughout the community. Our architecture, public art, parks, wide boulevards, museums, performance and educational institutions, historic areas, and public gathering places all help define the collective sense of place for our growing and diversifying citizenry.

The intrinsic value of arts and culture is indisputable, and its economic value is becoming more understood and recognizable. Arts and culture in Colorado Springs directly benefits our tourism industry and attracts companies and residents to the city.

We have an established and valued legacy of philanthropy. From its inception, Colorado Springs has enjoyed a unique history of cooperation among the public, private, and nonprofit sectors of our economy.

As younger professionals migrate to cities across the nation, they are increasingly considering the arts, education, and culture of a place when choosing where to live. The presence, quality, and quantity of music venues, entertainment centers, lifelong education, and cultural opportunities are increasingly playing a significant role in attracting new businesses and individuals.

Our historic legacy is a key foundation of the city’s strong cultural heritage. It reflects our roots in the mining industry, railroad expansion, early health and educational institutions, faith-based organizations, and our deep association with the military.

As OLYMPIC CITY USA, we are home to headquarters for the United States Olympic Committee, the Olympic Training Center, over 20 national Olympic governing bodies, numerous national sport organizations, and the United States Olympic Museum. Our association with the Olympic movement is infused in our educational, medical, technology, design, and cultural assets.

As a city we understand that our roles in arts, culture, and education should not be overly prescriptive. It is our imperative to provide a climate, places, and opportunities for the continued flourishing of our renowned culture in cooperation with the for-profit and non-profit sectors.

KEY TRENDS AND ASSUMPTIONS

The following trends and assumptions provide a quick overview of some of the high-level issues related to Renowned Culture. They are intended to provide a baseline understanding of emerging trends, preferences, and opportunities that may affect how Colorado Springs will grow and change in the coming years. This foundation sets up PlanCOS to provide tailored policy direction and implementation strategies. More background information can be found in Appendix A: State of the City Snapshots.

• Destination Travel is an important and growing sector of our city's economy, which continues to rely on a healthy and robust cultural ecosystem.
• The diversity of the population of Colorado Springs will continue to increase, creating an evolving cultural landscape and emerging markets, and needs for new and adapted venues, facilities and programs.
• As our city both grows and becomes more mature, the unique role and value of our established historic sites, buildings, and places will become more pronounced, as they evolve to represent a diminishing proportion of our overall city. Additional areas of our city will be eligible for some level of historic consideration, and we will need to determine which of these areas merit historic attention and potential preservation.

RENOWNED CULTURE TYPOLOGIES & FRAMEWORK

Our Renowned Culture typologies are intended to help focus on, support, and grow those places and spaces within our community that are most important to the value and expression of our history, arts, culture, education, and tourism. They are also intended to assist us in infusing these values throughout more of our community. Some of these renowned culture typologies (or particular examples of them) have well defined boundaries and desired characteristics. In other cases, both the boundaries and the characteristics may be much more organic and less predictable.

Some of our most cherished cultural places combine aspects of more than one typology. For example, Old Colorado City would clearly combine elements of Typologies 3, 4, 5, and possibly 6 below.

Renowned Culture typologies are as follows:

1. Defining Institutions
2. Community Assets
3. Historic Districts
4. Creative Districts and Corridors
5. Cultural and Tourist Attractions
6. Pop-Up Culture

DEFINITION

Destination Travel: A type of trip or travel that encompasses all visits to Colorado Springs from persons who do not ordinarily reside, work, attend school, or shop and obtain services within the city. This includes tourists, conference goers, event attendees, visiting athletes, business travelers, shoppers from outside the region, and other visitors from outside the city.

Typology 1: Defining Institutions

Defining Institutions Attributes and Recommendations:

• Strengthen Partnerships with Community Organizations
• Integrate Complementary Uses, Services and Infrastructure
• Serve as Focal Point of Unique Places
• Expand Access to Resources and Range of Activities
• Virtually and Physically Connect to Region
• Attract Investment from Outside the Community

Example Location: University of Colorado - Colorado Springs Austin Bluffs Pkwy.

Provide Educational Programming for Children and Adults

Emphasize Access to Transit, Bicycle and Pedestrian Facilities

Integrate Conference and Performance Space

Concentrate Activities and Resources for Art, Culture and Lifelong Learning

Spotlight Internationally Recognized Educational Institutions

Encourage Leadership in Energy and Environmental Design (LEED)

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The goal of this cultural typology is to reinforce the city’s cultural cornerstone institutions, to foster the creation of new ones, and to empower additional collaboration and leadership among these institutions, the City, and the remainder of the community.

EXAMPLES

University of Colorado-Colorado Springs, Olympic Training Center, Olympic Museum, Colorado Springs Fine Arts Center, Colorado College/ Cornerstone Arts Center, Pikes Peak Center for Performing Arts, Colorado Springs Pioneers Museum, Broadmoor World Arena and Cheyenne Mountain Zoo, and Ent Center for the Arts. Refer to the Framework Map for additional places.

Colorado Springs has numerous exceptional cultural and educational institutions that put us on the map regionally, nationally, and internationally. These facilities and their organizations provide foundational cultural centers for our citizenry and offer a wide range of arts, education and cultural activities and resources, from classes to performance space. They often collaborate and partner with other community organizations, strengthening the cultural fabric of the region and attracting world famous talent.

Typology 2: Community Assets

Community Asset Attributes and Recommendations:

• Provide Lifelong Learning Opportunities
• Increase Connections with Surrounding Neighborhood
• Offer Space for Creative Expression
• Serves as Focal Point of Unique Places
• Encourage Community Engagement

Example Location: Library 21c Jamboree Dr. and Chapel Hills Dr.

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Provide Educational Programming for Children and Adults

Serve as a Local Resource for Surrounding Neighborhoods

Coordinate with Schools and Community Groups for Shared Facilities and Resources

Spotlight Community Performance Space and Art Exhibits

Emphasize Access to Transit, Bicycle and Pedestrian Facilities

Open Up Meeting, Study and Maker Spaces

Concentrate Activities and Resources for Artistic, Educational, and Cultural Exploration

The goal of this cultural typology is to increase access and foster thriving arts, education, and cultural organizations and resources at all levels and throughout the city.

This typology recognizes the remarkable strength of non-profits, community organizations, and public resources associated with our renowned culture. Many of these assets are geographically distributed throughout the city, including libraries, schools, and community centers. They provide access to and create environments for lifelong learning, creative expression, and community engagement.

EXAMPLES

Public libraries, community colleges, K-12 schools, community centers, YMCAs, Colorado Springs Convention and Visitors Center, Silver Key Senior Services, and Tim Gill Center. Refer to the Framework Map for additional places.

Typology 3: Historic Districts

Historic District Attributes and Recommendations:

• Conscientious Development and Design Standards
• Encourage Adaptive Use and Reinvestment
• Integrate Features that Represent Our City's History and Heritage
• Integrate Historic Themes into Public Art and Landscaping
• Increase Public Awareness of Historic Resources
• Follow Historic Preservation Plan

Example Location: Old North End Historic District N. Nevada Ave.

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Integrate Compatible Neighborhood Land Uses Cluster National Register Designated and Eligible Historic Properties within District Emphasize Transit, Bicycle and Pedestrian Connectivity Provide Historic Walking Tours and Preservation Education Maintain Character-Defining Medians, Parkways, and Canopy Trees Employ the Historic Preservation Ordinance and Overlay Zoning Implement Wayfinding and Signage of Historic District Leverage Existing Architectural Resources

The goal of this cultural typology is to plan for, preserve, protect, and allow for ongoing adaptive use and reinvestment in districts with an established historic identity and values.

EXAMPLES

Historic North End, Historic Old Colorado City, Westside historic areas, and North Weber/ Wahsatch historic areas. Refer to the Framework Map for additional places.

Historic Districts encompass many of the important historical assets and neighborhoods within Colorado Springs that require conscientious development and design standards. These districts are characterized by significant historical features and character that invoke a visual memory of our city's heritage. Identification as part of an historic district typology is not intended to imply that any or all of that area has or should have special zoning designations such as overlay zoning.

Typology 4: Creative Districts and Corridors

Creative District Attributes and Recommendations:

• Provide Studio Space and Exhibition Space
• Cluster Art and Creative Organizations, Spaces and Resources
• Integrate Public Art into Streetscape
• Incorporate Artist Live/Work Spaces
• Increase Transportation Access and Connectivity

Example Location: Cottonwood Center for the Arts Catalyst Campus Colorado Ave. and Wahsatch Ave.

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The goal of this cultural typology is to create supportive environments for creative organizations, artists, and enthusiasts to live, work, and share ideas.

Creative Districts and Corridors include areas with clusters of arts organizations, galleries, and public art. These areas bring artists, arts organizations, and artistic activity to the forefront though the integration of studio space, live/workspaces, and creative placemaking projects. While Downtown Colorado Springs is currently the only state-certified Creative District in Colorado Springs, this typology is intended to encompass other areas that bring together the combination of arts, innovation, and the creative class.

EXAMPLES

Colorado Springs Downtown Creative District, Old Colorado City, Cottonwood Center for the Arts, Artspace Live/Work Space, Creative Corridor along Colorado Ave. and Manitou Ave., and future arts and creative districts. Refer to the Framework Map for additional places.

Typology 5: Cultural and Tourist Attractions

Cultural and Tourist Attributes and Recommendations:

• Strengthen Branding and Wayfinding
• Increase Regional Access and Connectivity
• Focus on Pedestrian Experience
• Preserve Character-Defining Features

Example Location: Old Colorado City Colorado Ave.

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The goal of this cultural typology is to recognize, protect, and enhance the values associated with special places in our community, including those most important to our tourism industry.

EXAMPLES

Garden of the Gods, America the Beautiful Park, Memorial Park, Downtown, Old Colorado City, and the Broadmoor. Refer to the Framework Map for additional places.

Our city’s culture is quintessentially associated with our places and attractions. These places may have other primary roles and functions, but their attributes usually exhibit our city’s unique heritage or have a particular association with the arts and to destinations that draw residents and visitors alike. In some cases, these districts and places encompass iconic landscapes, like Garden of the Gods, but they also include retail and mixed use areas with a focus on culture.

Typology 6: Pop-up Culture

Pop-Up Culture Attributes and Recommendations:

• Integrate Public Art into Streetscape
• Design Community Event Spaces
• Activate Underused Spaces and Engage Residents
• Reinforce Civic Pride and Community Building
• Support Temporary Uses and Installations

Example Location: Mission Trace Shopping Center Hancock Expy. and S. Academy Blvd.

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Connect Paths with Adjacent Neighborhoods

Provide Civic and Community Meeting Space to Engage Area Residents

Activate Outdoor and Indoor Spaces with Multicultural Events and Activities

Use Parking Lots for Events like Food Trucks or Farmers Markets

Collaborate to Install Temporary or Permanent Public Art Installations and Exhibits

Provide Spaces for Community-Building

Leverage Opportunities for Pop-Up Restaurants or Shops

The goal of this cultural typology is to support community events and exhibitions that celebrate the diversity of Colorado Springs, activate public space, and engage residents of all ages and backgrounds throughout the city.

This typology celebrates the temporary or rotating access to culture in the form of events, festivals, tours, and non-permanent public art exhibits. They are found throughout our city, from neighborhood block parties to parades and event with a citywide draw. Pop-up culture occurs in tandem with all other cultural typologies, in neighborhoods and activity centers, in parks and along streets. It can passively engage residents and visitors, with public art displays, or actively engage with guided tours and activities. These events reinforce civic pride, community engagement, and community building.

EXAMPLES

Art walks; street breakfasts; Porchfests; farmers markets; food trucks; Art on the Streets; outdoor concerts in parks; and community gathering areas.

CULTURAL FRAMEWORK MAP

The Cultural Framework Map provides a graphic framework for the vision of Renowned Culture. This map is intended to be used as one means of reinforcing the city’s wide variety of cultural, educational, historic, and artistic assets and resources. This map is expected to be a living and evolving graphic. It is not intended to strictly define place boundaries. For instance, the community asset locations provide representative examples.

PlanCOS

LEADING THE WAY TO OUR FUTURE

Renowned Culture Framework

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Predominant Typology

• Defining Institutions
• Historic Districts
• Creative Districts and Corridors
• Cultural and Tourist Attractions
• Community Assets
• Pop-Up Culture
• City Boundary
• Interstate 25
• Major Roads

Note: Potential or future areas of Cultural Typologies are indicated with a dashed line.

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GOALS AND POLICIES

HONOR OUR HISTORY

GOAL RC-1

Preserve the best of our history.

Policy RC-1.A: Continue to preserve and advance Colorado Springs’ historic and cultural resources and integrate themes and features into design and development that represent Colorado Springs’ history and heritage.

Strategy RC-1.A-1: Consistent with priorities and direction from the Historic Preservation Plan, work with neighborhoods and other organizations to designate limited additional historic districts and apply the appropriate adaptation and preservation standards.

Strategy RC-1.A-2: Integrate historical themes into project design, public art, and landscaping areas of the city with a historic legacy.

Strategy RC-1.A-3: Continue to research, inventory, register, and secure resources to protect Colorado Springs’ highest priority historic resources.

Strategy RC-1.A-4: Promote education and programs that increase public awareness of the city’s historic resources.

DEFINITIONS

Creative Placemaking: Incorporating artistic or creative solutions as part of urban design and development.

Cultural Focal Points: Any place in the community with one or more special features of art, performance, or distinctive architecture that are part of the public realm. These features can include but are not limited to publicly accessible art, fountains, band shells, and amphitheaters.

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GROW AND CELEBRATE OUR CULTURE

GOAL RC-2

Add to, enhance, and promote Colorado Springs’ institutions, attractions, and community assets integral to our local culture and civic pride.

DEFINITIONS

Cultural Hub: A Community focal point for arts, cultural, and educational uses and activities.

Creative Class: For the purposes this Plan, this term is broadly defined as a socioeconomic class that encompasses a wide range of knowledge-based occupations and industries with a focus on innovation, such as education, design, computer programming, engineering, science, the arts, healthcare, and business.

Policy RC-2.A: Support existing and new Defining Institutions (Typology 1) for arts and culture.

Strategy RC-2.A-1: Allow for the addition of complimentary uses, services, and infrastructure to support existing Defining Institutions and tourism destinations.

Strategy RC-2.A-2: Support the creation and location of new Defining Institutions and Community Assets (Typology 2) as part of Unique Places.

Policy RC-2.B: Promote existing and new arts and cultural hubs, venues, and focal points as elements of activity centers throughout the city.

Strategy RC-2.B-1: Support the approval of development and public facility plans that include public art and creative and performance space as part of activity centers.

Policy RC-2.C: Increase accessibility and awareness about the city’s unique attractions, activities, and resources, across all cultural typologies.

Strategy RC-2.C-1: Partner with arts and tourism organizations, our Defining Institutions (Typology 1), Community Assets (Typology 2), and Cultural and Tourist Attractions (Typology 5) to market local arts and cultural resources.

Strategy RC-2.C-2: Use new technologies and communication tools to enhance notification, awareness of, and wayfinding for historic, cultural, and educational events and resources.

CREATE CROSS-CULTURAL CONNECTIONS

GOAL RC-3

Ensure the accessibility and diversity of arts and culture opportunities throughout the city.

Policy RC-3.A: Integrate arts, culture, and education as part of the planning process.

• Strategy RC-3.A-1: Include arts, cultural, education, and historic elements in publicly initiated small area and topical master plans.
• Strategy RC-3.A-2: Encourage incorporation of arts, culture, and educational elements as part of privately initiated land use master plans through flexibility in code requirements.

Policy RC-3.B: Reinforce Downtown as an historic, cultural, and entertainment center of the community and the region.

• Strategy RC-3.B-1: Continue to work with property owners and civic organizations to implement the Experience Downtown Master Plan to market arts and festivals and incorporate creative placemaking into new developments and redevelopments.
• Strategy RC-3.B-2: Encourage the establishment of more and improved arts, education, and cultural opportunities in and near Downtown.
• Strategy RC-3.B-3: Encourage temporary or short-term uses in Downtown to activate vacant storefronts or underutilized parking lots. This can include pop-up restaurants, pop-up retail, and food trucks.

Policy RC-3.C: Encourage the creation and evolution of Creative Districts and Corridors (Typology 4) throughout the city through support and attraction of additional museums, performance venues, and galleries for the fine and performance arts.

• Strategy RC-3.C-1: Complete the first phase of a public arts plan focusing on city-owned venues and assets and expand to a more encompassing plan to include other accessible arts and culture.
• Strategy RC-3.C-2: Enable the incorporation of arts and cultural elements as part of development and redevelopment in zoning and related codes.
• Strategy RC-3.C-3: Consider the incorporation of public art and other cultural features when reviewing and approving design guidelines and form based zoning plans.
• Strategy RC-3.C-4: In coordination with the arts and culture community, establish new Creative Districts and Corridors, such as an East Platte Arts District and Colorado Avenue Creative Corridor.
• Strategy RC-3.C-5: Complete access, parking, and shuttle feasibility studies within targeted Creative Districts and Corridors, and implement agreed-upon solutions.
• Strategy RC-3.C-6: Continue to make reinvesting in the City Auditorium a priority; to include securing resources for major renovation and incorporation of ongoing permanent uses that complement its use as a venue for events.
• Strategy RC-3.C-7: Support regional collaboration needed to promote such corridors, which serve local residents, artists, and visitors.

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Policy RC-3.D: Integrate the arts into the natural landscape with outdoor concert venues and public art in parks and along greenways to support Pop-Up Culture (Typology 6).

Strategy RC-3.D-1: Expand the Art in the Streets program and partner with local arts organizations to install additional public art features within public properties, including parks, greenways, and medians.

Strategy RC-3.D-2: Build one or more outdoor amphitheaters in locations such as parks and redeveloping or newly developing areas of the city.

Strategy RC-3.D-3: Support larger community gathering spaces with services and features including dining, restrooms, and universally accessible design.

Policy RC-3.E: Encourage the adaptability of public rights-of-way and public gathering space to accommodate a wide variety of events and exhibits.

Strategy RC-3.E-1: Through partnerships with interested neighborhood and homeowner associations and community groups, install community-defining public art.

Strategy RC-3.E-2: Activate redevelopment areas such as the North Nevada, South Nevada, and Academy Blvd. corridors with temporary arts and cultural events.

Strategy RC-3.E-3: Designate festival streets within the Unique Places typologies around the city that can be temporarily closed or otherwise repurposed for special events. (Also see Policy UP-1.B in Chapter 3: Unique Places)

Policy RC-3.F: Support creative placemaking and environments for artistic expression within Creative Districts and Corridors.

Strategy RC-3.F-1: Continue partnerships with local and state organizations like ArtSpace to develop attainable housing and studio space for local artists, similar to the Space to Create Colorado initiative.

Strategy RC-3.F-2: Expand allowable artistic expression in Unique Places typologies throughout the city, such as painted murals on the side of the buildings.

Strategy RC-3.F-3: Repurpose and revitalize blighted areas and infrastructure as places with creative public spaces.

Strategy RC-3.F-4: Pursue the potential for incorporation of arts and cultural elements as part of approved urban renewal area plans.

Policy RC-3.G: Empower neighborhoods to add music, art, and culture to their communities and community events.

Strategy RC-3.G-1: Encourage neighborhood-specific arts, culture, and educational opportunities in Neighborhood Plans.

GOAL RC-4

Support and promote Colorado Springs as a welcoming place for locally produced food, beverages, creative, and healthy cuisine.

Policy RC-4.A: Recognize and incentivize the production and procurement of local and regional food as fundamental to our city's identity as a Healthy Eating & Active Living (HEAL) city.

Strategy RC-4.A-1: Create a city-run recognition program that highlights restaurants, stores, and institutions that utilize and sell local and regional food products.

Strategy RC-4.A-2: Adopt procurement rules that encourage the use of local and regional food vendors for city contract.

Strategy RC-4.A-3: Support the cottage foods industries allowing residents to sell food, eggs, jams, etc. out of their home.

Policy RC-4.B: Encourage culinary events, collectives, and other food-related Pop-Up Culture that celebrate local chefs and food artisans.

Strategy RC-4.B-1: Continue to provide zoning and other Code regulations supportive of both temporary and more permanent locations for food trucks, and farmers markets throughout the city.

Strategy RC-4.B-2: Actively encourage the development and expansion of a public/ artisan market in the vicinity of Downtown and the eventual location of these facilities in other activity centers.

Policy RC-4.C: Support options for healthy and locally produced food.

Strategy RC-4.C-1: Support zoning that increases access to local food and supports urban agriculture.

Strategy RC-4.C-2: Identify and develop city-owned land for community gardens, experimental/educational gardens, and urban agriculture.

Strategy RC-4.C-3: Establish community-supported fruit trees, vegetable gardens, and community gardens with spaces for public gathering in parks, other City-owned properties, and available locations within public rights-of-way.

Strategy RC-4.C-4: Support educational programs for residents and neighborhoods about gardening and other forms of local food production.

Strategy RC-4.C-5: Develop a City master plan that establishes Colorado Springs as the hub of the region’s food shed, which directly ties local food production, distribution, allocation, and consumption to all areas of the city and forms a future policy framework to address local food opportunities and access.

APPLICATION

Mid Shooks Run Community Garden: a community garden with 40 raised beds built in partnership with the City, Pikes Peak Urban Gardens, and the Mid Shooks Run Neighborhood.

CELEBRATE OUR PARTNERSHIPS

GOAL RC-5

Celebrate the strength of and collaboration with philanthropic foundations, local nonprofits, and faith-based groups.

Policy RC-5.A: Build on the momentum of local organizations to connect residents with community-based resources and activities.

Strategy RC-5.A-1: Identify opportunities to partner with existing facilities, particularly schools, churches, nonprofits, and shopping malls to make their facilities available for civic and cultural purposes.

Strategy RC-5.A-2: Collaborate with organizations that promote and coordinate cultural events in the city.

Strategy RC-5.A-3: Support plans for facilities that proactively and holistically address the mental health needs of our community, and that are reasonably and appropriately integrated with surrounding land uses.

Strategy RC-5.A-4: Engage with and support the full diversity and underrepresented populations of our community in the planning for city-related arts and culture facilities and events.

Policy RC-5.B: Maintain and financially support the sustainability of arts and cultural programming, facilities and initiatives of our Community Assets (Typology 2).

Strategy RC-5.B-1: Explore available and dedicated funding sources for the arts associated with municipal projects.

Strategy RC-5.B-2: Coordinate with and support grant funding, nonprofit arts groups, and private contributions to sustain public arts.

Strategy RC-5.B-3: Partner with special districts, such as Business Improvement Districts, General Improvement Districts, and Local Improvement Districts, to integrate and fund public art programs and events.

STRENGTHEN OUR EDUCATIONAL RESOURCES

GOAL RC-6

Strengthen and diversify the range of educational and lifelong learning opportunities and resources in Colorado Springs.

Policy RC-6.A: Reinforce the city’s Defining Institutions and Community Assets as hubs of educational activity.

Strategy RC-6.A-1: Partner with the city’s institutions of higher learning on their plans for growth, adaptation, and reinvestment.

Strategy RC-6.A-2: Provide or allow for a full range of complementary uses to support Defining Institutions, including housing options, retail, lodging, allied businesses, and access to transit.

Policy RC-6.B: Support a network of public resources, schools, community centers and other Community Assets that address the city’s educational and training needs and also function as places for community activity.

Strategy RC-6.B-1: Review and approve plans for new or redeveloped educational facilities and other Community Assets (Typology 2) to enhance integration within the surrounding neighborhood with an emphasis on access connectivity.

Strategy RC-6.B-2: Support the adaptive reuse of existing educational facilities.

Strategy RC-6.B-3: Modify zoning and other requirements to encourage the integration of educational uses in older traditional retail areas.

Strategy RC-6.B-4: Actively encourage arrangements between educational institutions, local arts agencies, cultural websites, online community calendars, and the City and other properties for shared use of assets such as parks, athletic facilities, and parking.

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RELATIONSHIP TO KEYSTONE INDICATORS

The following Renowned Culture keystone indicators are representative of primary measures of the strength of our arts, cultural, and educational resources over the long term. Although there is a strong high-level correlation between our plan for physical development and these indicators, it is recognized that they will often not be directly applicable to individual development plans or to city initiatives. When considered together, these renowned culture indicators provide a measure of the ongoing activity that is indicative of a rich culture throughout the city. A full list and description of all indicators is in Chapter 8: Adaptable Implementation.

Creative Vitality Index: An annual measure for creative activity. It couples creative occupation, industry sales, and nonprofits data into a nationally comparable index by population.

Number of Creative Jobs: Part of the Creative Vitality Suite that annually measures the number of jobs within creative job classifications.

Creative Industry Earnings: Part of the Creative Vitality Suite that annually measures the earnings of creative industries.

ESSENTIAL QUESTIONS FOR CITY INITIATIVES

These essential questions should be considered as a tool to focus on and promote implementation of our Renowned Culture vision for applicable City initiatives (refer to Chapter 1):

1. Support the overall focus on our Renowned Culture theme?
2. Support or be consistent with the role of Downtown as a cultural heart of the region?
3. Add value or help establish a cultural identity within a neighborhood (Chapter 2) or unique place (Chapter 3)?
4. Preserve or incorporate the historic assets of the city or promote this legacy?
5. Maintain consistency with and promote our brand as Olympic City USA?
6. Provide cultural services, opportunities, or access to underserved populations or neighborhoods?
7. Incorporate public art in association with this action or decision?
8. Support the enhancement of centers of lifelong learning and innovation in the city?

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RELEVANT PLANS AND THEIR RELATIONSHIP TO PLANCOS

While PlanCOS provides our overarching vision and guidance for renowned culture, other city plans should be relied on for the necessary detail required for implementation. The City’s pending public art plan and related future efforts will articulate the vision and goals for this key aspect of arts and culture. Because of the intersection of outdoor space with civic engagement, the City’s Parks, Recreation, Trails, and Open Space Master Plan will all play an important role. Similarly, because Downtown is identified as the cultural heart of the region, the Experience Downtown Master Plan will be an essential guiding element.

The pending 2018 Historic Preservation Plan should be used, along with the area-specific plans it references, to more specifically articulate our vision for the role of history and historic places in our physical development culture.

Public and privately initiated master plans may also provide important direction for renowned culture, depending on their content and areas of focus. Going forward, the expectation is that publicly initiated master plans, such as corridor and small area plans, should address this Renowned Culture theme as appropriate and pertinent. Privately initiated master plans are encouraged to address this theme within the context of their anticipated physical development. As existing plans are updated and new plans created, these plans should support the themes of PlanCOS. In cases of discrepancy between more detailed elements of the Comprehensive Plan, alignment with the vision of PlanCOS should be considered in the use and application of these plans.

Links to particularly relevant plans are found below. Privately initiated master plans should also be considered to further implementation.

City Adopted Plans

Public Arts Master Plan (pending)

City of Colorado Springs Park System Master Plan

Corridor plans

Historic Preservation Plan (pending)

Urban Renewal Plans

Privately Initiated Land Use Master Plans

Partner Entity Plans

Experience Downtown Master Plan

College and University plans

School District Plans

Cultural Plan for the Pikes Peak Region (as amended)

See full list of plans: Appendix D

OTHER MEASURES

Through the creation, implementation, and update of publicly and privately initiated plans, it may be appropriate to track and measure additional indicators as it relates to the Renowned Culture vision and policy direction. Such indicators could include the following:

• Percent of population within walking distance of a grocery store (10-minute walk or ¼ mile distance)

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MAJESTIC LANDSCAPES

CHAPTER 7

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PHOTO CREDIT: Miriam McGillvray

PLANCOS VISION

Values our natural and man-made outdoor spaces and celebrates our location at the base of America’s Mountain by designing a city oriented around our iconic landmarks. We ensure our community can engage with and enjoy these places through an integrated system of parks, streetscapes, and natural areas.

KEY STRATEGIES

• Examine all options to identify and increase sustainable funding
• Public-Private Partnerships
• Infrastructure amenities to facilitate events and engagement
• Education about environmental stewardship and recreation
• Coordinated stormwater, parks, transportation, and recreation projects
• Upgraded maintenance and operations standards
• Updated development requirements
• Increased the quality and resilience of built landscapes
• Update Commercial Landscape Code
• Consider a residential landscape code

IMPORTANCE OF LANDSCAPES

Our citizens and City government place a high priority on the natural environment—protecting natural features, minimizing impacts of environmental hazards, and conserving natural resources. Both the sustainability and enjoyment of our natural environment depend on healthy and maintained green infrastructure connections integrated with parks, streetscapes, and open spaces.

Our city’s quality of life is enhanced through the preservation of open space and greenways and the improvement of parks, streetscapes, and other built landscapes. These designated areas, including riparian areas, foothills, bluffs and mesas, and mature vegetation, provide a regional asset on which people and wildlife depend. Appropriately managed healthy vegetation in both natural areas and the built environment help mitigate natural hazards and improves water quality. Open spaces, parks, streetscapes, and rights-of-way, and greenways provide wildlife habitat, help shape growth, maintain scenic vistas, and provide non-motorized transportation and recreational opportunities for residents and visitors. In certain areas, they also accommodate infrastructure corridors.

This chapter establishes policies to preserve, protect, and integrate the significant features of our city’s natural environment with the built environment through open space conservation and development standards and guidelines for all of our outdoor spaces. Strategies will help minimize risks posed by environmental hazards and protect and conserve our natural and economic resources.

KEY TRENDS AND ASSUMPTIONS

The following trends and assumptions provide a quick overview of some of the high-level issues related to Majestic Landscapes. They are intended to provide a baseline understanding of emerging trends, preferences, and opportunities that may affect how Colorado Springs will grow and change in the coming years. This foundation sets up PlanCOS to provide tailored policy direction and implementation strategies. More background information can be found in Appendix A: State of the City Snapshots.

• Colorado Springs is known as a top city for outdoor recreation with access to over 17,000 acres of parks and open space.
• Colorado Springs residents are “ultra-users” of park and open space facilities and the per-capita use rates for these facilities are twice those of similar communities.
• Although the demand for particular facilities and activities within our green infrastructure system is expected to fluctuate in response to changes in demographics and recreational behavior, overall demand is projected to increase in response to our growing population.
• Despite the relative popularity of our parks and open spaces, the City of Colorado Springs has a limited parks and recreation budget, compared with other cities. Continued under-funding of these critical assets diminishes the health, resilience, beauty, and value of our built environment which has increasingly negative impacts on property values, tax revenues, quality of life, and water quality.

• There are numerous benefits of a park, streetscapes, and open space network that are both directly and indirectly quantifiable. Proximity to parks increases property values and subsequently property tax; residents of Colorado Springs have saved millions of dollars in medical care costs annually by using the parks and recreation system amenities for exercise; time spent in parks and open spaces can help individuals fight against mental health issues like depression, anxiety, and stress; and the natural cleansing of air and stormwater by landscapes and vegetation reduces stormwater and air quality mitigation costs.
• Not only do parks, streetscapes, and open spaces play a major role in the city’s and the state’s tourism economy, but access to and availability of parks and recreational opportunities has become one of the primary reasons an individual chooses to live or locate their business in Colorado Springs. Prospective residents and employers are attracted to locations that offer these amenities and value their care.
• Street trees provide shade, make streets more walkable and bikable, and lower the average electricity and water bills of surrounding households; they lower the average driving speed, making roadways safer for pedestrians and drivers; they improve the health of nearby residents, lower crime rates, and drastically increase property values in an area.
• Diversification of the urban forest is critically important to mitigate the impacts of insect infestations, drought, and other sources of tree decline. Declining tree health in parks, streetscapes, and other public rights-of-way will further cost the City of Colorado Springs and its citizens as these are the responsibility of the City to maintain. This is also the case with the invasion of noxious weed and tree species in open spaces and rights-of-way.
• Many man-made landscapes in Colorado Springs are currently in decline. The City of Colorado Springs has an important role to play in demonstrating the value and importance of the built landscape as this supports and enhances the stewardship and appreciation of our majestic natural landscapes.

DEFINITION

Destination Travel: A type of trip or travel that encompasses all visits to Colorado Springs from persons who do not ordinarily reside, work, attend school, or shop and obtain services within the city. This includes tourists, conference goers, event attendees, visiting athletes, business travelers, shoppers from outside the region, and other visitors from outside the city.

COMMON DESIRED ELEMENTS

a. A design that is functional, sustainable, and provides for public safety, flood hazard mitigation, and maintenance of all associated facilities;

b. Community focal points for open space and recreation;

c. A design and pattern that allows water to slow down, spread out, and soak in to reduce erosion potential;

d. Amenities for park and recreation users;

e. Attention to Americans with Disabilities Act (ADA)-accessibility and Universal Design;

f. Preservation of and creation of additional important native habitat and natural systems within and surrounding the city;

g. A culture of environmental stewardship; and

h. Flexibility and adaptability in our park and trail system design as the way we use our parks changes.

LANDSCAPE TYPOLOGIES & FRAMEWORK

Our Majestic Landscape typologies are intended to highlight the important and varied natural landscapes within our city. They span a whole range of sizes—from mini parks to federal and state lands—and can encompass a range of recreational activities—from group sports to hiking or picnicking. Additionally, our city’s green infrastructure provides an essential system of connections, waterways, and corridors that serve a variety of purposes.

The city is connected by creeks, streams, ditches and other water channels that carry surface water flows as well as increased stormwater run-off. Creek corridors and greenways offer a green network that connects our city from north-to-south and from east-to-west. Creeks connect us with off-street trails, provide living classrooms, and provide relaxing spaces.

Majestic Landscape typologies are as follows:

1. Neighborhood Greenspaces
2. Sports and Active Recreation
3. Natural Resources and Regional Recreation
4. Community Education Landscapes
5. Greenways a. Trails and Connectors b. Complete Urban Creeks c. Complete Greenways

Typology 1: Neighborhood Greenspaces

Neighborhood Greenspaces Recommendations:

• Integrate into Surrounding Neighborhood
• Allow for Variable Area Size and Programs
• Preferably Connect with Linear Greenspace
• Connect to Sidewalk, Trail and Bike Network
• Provide Convenient On- or Off-Street Parking
• Offer Active and Passive Recreation
• Provide for Sustainable Maintenance

Example Location: Sagebrush Park Crestline Dr. south of Airport Rd.

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The goal of this landscape typology is to strengthen partnerships and resources available to provide smaller and more localized park and recreation facilities within neighborhoods.

This typology includes neighborhood parks, mini parks, pocket parks, medians, parkways, rights-of-way, trails, linear parks, playgrounds, and other facilities with various sizes and programs. In some areas of the city, these can include shared facilities, or facilities owned and managed by non-city entities such as school districts, metropolitan districts, or homeowners associations, as long as they are reasonably open or available to the public. These areas should be conveniently located to serve their immediate neighborhoods and contribute to the fabric of these local communities. Independent of size, they should be activated with recreation and leisure opportunities, and should serve as a common area for neighbors of all ages to gather, socialize, and play. Neighborhood Greenspaces should be accessible within walking distance and connected to the neighborhood by pedestrian trails and sidewalks. With the City requiring major annexors and new developments to construct and maintain their dedicated neighborhood park land, special districts including metropolitan districts play a significant role in the ownership and maintenance of these areas.

EXAMPLES

Ford Frick, Mountain Shadows, Nancy Lewis, Thorndale, Sagebrush, and Village Green Parks.

Typology 2: Sports and Active Recreation

Sports and Active Recreation Recommendations:

• Provide Community-Wide Recreation Activities
• Strengthen Connections with Major Streets and Regional Trail System
• Renovate and Upgrade Facilities to Align with Community Needs
• Accommodate both Passive and Active Recreational Activities
• Incorporate Landmark Facilities and Public Art

Example Location: Memorial Park Pikes Peak Ave. and S. Union Blvd.

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The goal of this landscape typology is to provide opportunities and flexible facilities that accommodate a range of active and passive recreation activities.

EXAMPLES

Memorial Park, Coleman Park, Rampart Park, Sky View Sports Complex, El Pomar Youth Sports Complex, Monument Valley Park, Quail Lake Park, Valley Hi Golf Course, Patty Jewett Golf Course, and Pine Creek Golf Course.

This typology includes community parks, sports complexes, golf courses, and other active recreation facilities. These areas serve as focal points for community-wide recreation activities. The larger areas that these facilities cover offer diverse opportunities for programmed sports and other community activities such as gardens and picnic areas. Sports and Active Recreation areas should preferably have good access from major streets and direct access to the regional trail system. Community parks provide active recreational facilities such as athletic fields, community recreation buildings, and/or other special features that cannot be easily accommodated in neighborhood parks. In addition to furnishing facilities for programmed activities, Sports and Active Recreation areas may also provide large areas for open play, walking, and other non-programmed uses.

Typology 3: Natural Resources and Regional Recreation

Natural Resources and Regional Recreation Recommendations:

• Protect Regional Environmental Resources and Important Habitats
• Reinforce Environmental Stewardship through Provision of User Infrastructure and Facilities
• Preserve Important Ecological, Historic, Cultural and Archaeological Features in Their Natural State
• Limit Development Encroachment that Threatens the Integrity of the Natural Landscape
• Designate Specific Areas for Public Access and Recreation

Example Location: Garden of the Gods Juniper Way Loop

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Support Educational and Visitor Center Resources

Include Natural Buffers Between Development and Key Landscapes

Preserve Ecosystems and Support Biodiversity

Other Modes of Transportation

Design and Maintain Official Trails to Keep Other Areas Pristine

Integrate Interpretive Signs and User Wayfinding

Limit Imposing Infrastructure to Highlight Unique Natural Features

The goal of this landscape typology is to balance tourism, recreation use, and environmental protection of important natural resource areas that embody the majestic scenery of Colorado Springs.

This typology includes regional parks and open space areas, including many federal, state, and county parks and open space areas, along with City-managed open space resources. These are large protected areas with regionally significant natural resources, often functioning as major natural area or regional landmarks. This typology focuses on nature-oriented, passive outdoor recreation, with an emphasis on appropriate balance between resource protection and public use. Additionally, open space areas set aside land to retain ecological, historic, cultural, archeological, and aesthetic features in their natural state. Many of these areas attract a significant number of tourists as well as local users. The environmental benefits include providing wildlife habitat, preserving fragile ecosystems, supporting biodiversity, and protecting groundwater and surfacewater quality. These natural areas create a buffer around urban areas, generally considered the Wildland-Urban Interface (WUI), and are particularly at risk to natural hazards. This system of open spaces and natural areas is essential to the PlanCOS vision of protecting its scenic and natural landscapes.

EXAMPLES

Garden of the Gods, Palmer Park, North Cheyenne Cañon Park, Red Rock Canyon, Stratton Open Space, Corral Bluffs Open Space, Jimmy Camp Creek Park, and Austin Bluffs Open Space.

Typology 4: Community Education Landscapes

Community Education Landscapes Recommendations:

• Highlight Important Areas of Historical and Cultural Significance
• Support the Special Uses and Community Amenities
• Encourage Community Events and Gathering Opportunities
• Maintain Public Educational and Community Facilities

Example Location: Acacia Park Bijou St. and Tejon St.

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The goal of this landscape typology is to reinforce the city’s culture and history within public educational and community facilities.

EXAMPLES

Acacia Square, Alamo Square, Bancroft Park, City Hall Park, Antlers Park, Starsmore Visitor and Nature Center, Rock Ledge Ranch, Evergreen, and Fairview Cemeteries.

This typology includes urban plazas, areas that have special historical community significance, visitor and environmental centers, and cemeteries. Many of these facilities are located in the Downtown core of Colorado Springs. These facilities serve a particular community need, such as a horticultural center, environmental education center, working farm, performance area, urban plaza, civic park, or burial ground.

Typology 5: Greenways

This typology includes natural, landscaped, and stream corridors that connect parks and natural areas. Often these links include off-street trails and connectors, but some may only serve as open space and wildlife links. The city encompasses several hundred miles of streams and drainageways. Many streams are hidden from view and may or may not be used by the public. Since many of these streams are unlikely to change in their use or in their need for more multi-purpose accommodations, PlanCOS primarily focuses on effecting change along streams with a large enough corridor for recreational or improvements. Furthermore, due to their locations, conditions, and current use, some streams are more difficult to categorize, and may change from one typology category to another as they travel through the city.

These typologies emphasize balancing linear recreation with natural resource conservation, enhancement of wetland and riparian areas, and water quality improvements.

Trails and Connectors Recommendations:

• Integrate and Connect with Surrounding Neighborhoods
• Link Parks and Open Space Areas Throughout the City
• Provide Mix of Wide Paved Multiuse Paths and Natural Soft Surface Paths
• Align with Natural Drainageways, Riparian Areas and Wetlands
• Connect with Local Sidewalk Network
• Incorporate Areas to Rest and Gather
• Enhance Wayfinding

Example Location: Homestead Trail Inspiration Dr.

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Capitalize on Natural Drainageways and Riparian Areas

Link Natural Areas with Parks

Plan and Design for a Variety of Non-Motorized Modes

Address ADA Access Consistent with Context

Complete Gaps in Tier 1 and 2 Trail Routes

Integrate Signage and Wayfinding Features for Users

Support Secondary Unpaved Trail Routes

Connect Conveniently to Surrounding Residential Areas

Maintain Wide Paved Paths for Multiple User Groups

a. Trails and Connectors

The goal of this typology is to connect parks, open space, and natural areas through a network of off-street and multiuse trails.

By providing a dedicated trail for non-motorized mobility, residents will feel more comfortable walking, picnicking, exploring nature, or just enjoying the outdoors.

EXAMPLES

Rock Island Trail, Homestead Trail, Stetson Trail, Manitou Springs Trail, Foothills Trail, Mesa Springs Greenway, Midland Trail, Woodmen Trail, and Briargate Trail.

Complete Urban Creeks Recommendations:

• Increase Public Access and Recreation With Wide Paved Paths
• Align New Off-Street Paths Along Creeks and Stormwater Areas
• Use Existing Natural Areas for Linear Recreation Opportunities
• Connect Creeks to Surrounding Uses and Neighborhoods
• Integrate Stormwater and Flood Mitigation Best Practices
• Provide Educational and Wayfinding Signage
• Incorporate Public Art along Trails

Example Location: Shooks Run Fountain Blvd. and Corona St.

Address Stormwater Flood Protection and Utilities Needs Implement Stormwater and Flood Best Practices Strengthen Connections between Creek and Neighborhoods Restore Natural Creekbeds and Habitat Incorporate History and Culture Plan and Design for Bikes and Pedestrians Provide Convenient Rest and Picnicking Areas Extend Park Experience with Connected Trails Enhance Trail Connections and Safety with Signed Crosswalks and Underpasses

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b. Complete Urban Creeks

The goal of this typology is to retrofit and reinvent streams to provide multi-purpose infrastructure and non-motorized trails in more established areas of the city, and to provide walking and biking connectivity between neighborhoods, Downtown, and other significant areas.

EXAMPLES

Fountain Creek, Monument Creek, Shooks Run, Cheyenne Creek, Camp Creek, Spring Creek, Creek Walk Trail (City of Manitou Springs), Douglas Creek, and Lower Sand Creek.

Complete Urban Creeks incorporate non-motorized trails with streams and stormwater facilities and access to natural areas. Streams in and just outside the long-established urban core have typically been constricted by development as the city grew historically. These corridors have significant potential for enhancements and redevelopment as a community, educational, transportation, or recreational focal point while integrating stormwater and flood mitigation best practices. New development and/or redevelopment should incorporate these streams as focal points with public access and trails along these corridors. This enables additional transportation options and connections by foot and bicycle. These corridors can connect us to the places where we live, work, and play. This typology provides an opportunity to make our creeks valued community places that enhance our beautiful city and provide new and different experiences along our creeks. Urban Creeks provide opportunities to view our creeks as one of our most unique and incredible assets worth maintaining for future generations.

Complete Greenways Recommendations:

• Apply Best Practices for Healthy Stream Corridors
• Balance Multiple Uses Along Corridor: Recreation, Infrastructure, and Wildlife Habitat
• Leverage Drainageway Opportunities for Other Improvements and Infrastructure
• Connect Regional Parks and Open Space Areas
• Enhance Access from Surrounding Neighborhoods and Land Uses
• Consider Natural Greenway Corridors in Design of New Development

Example Location: Upper Sand Creek Stetson Hills Blvd.

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Provide Convenient Connections to Surrounding Neighborhoods

Link and Align with Natural Open Space Areas and Parks

Implement Stormwater Design and Best Practices

Use Wide Open Space and Complete Greenways as a Natural Delineator Between Neighborhoods

Connect Neighborhood Schools and Destinations with Safer Off-Street Paths

c. Complete Greenways

The goal of this typology is to ensure the application of multi-purpose facilities along these streams in developed and developing areas of the city in order to enhance their livability, adaptability, and further connectivity as these neighborhoods mature. This includes applying best practices that result in healthy stream corridors that integrate stormwater, infrastructure, recreation opportunities, wildlife habitat, and trail connections.

Streams in this area are typically in more residential areas with larger open spaces along the stream corridor due to the City's flood mitigation and streamside overlay regulations. These stream corridors often incorporate trails in conjunction with maintenance access for utilities and stormwater infrastructure. These drainage corridors typically provide ample opportunity for other improvements along the stream in terms of recreation and infrastructure. Future development around streams denotes those areas that have yet to be developed in the city, most notably within Banning Lewis Ranch. These areas provide an opportunity to thoughtfully plan stormwater, recreation, and utility infrastructure along stream corridors that reflect the Majestic Landscapes vision and goals.

EXAMPLES

Upper Sand Creek, Upper Cottonwood Creek, Kettle Creek, Pine Creek, Jimmy Camp Creek, and the Upper East Fork of Sand Creek.

MAJESTIC LANDSCAPES FRAMEWORK

The Majestic Landscapes Framework Map provides a graphic framework of the vision for PlanCOS. This map is intended to be used as one means of furthering the City’s focus on investing in our parks and open space system as well as enhancing the use of the stream and stormwater network. This map is expected to be a living and evolving graphic. It is not intended to strictly define park facilities or all stream types.

PlanCOS

LEADING THE WAY TO OUR FUTURE

Majestic Landscapes Framework

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Predominant Typology

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GOALS AND POLICIES

PROVIDE PARKS, TREES, AND TRAILS FOR THE PEOPLE

GOAL ML-1

Provide for accessible, safe, engaging, and sustainable parks and open space systems and facilities for all city residents and visitors.

Policy ML-1.A: Ensure adequate and sustainable funding for parks, recreation, urban forest, and open space assets.

Strategy ML-1.A-1: Establish coordinated, dedicated, permanent, and sustainable sources to adequately fund parks, forestry, trails, streetscape, and open space property acquisition, development, and ongoing maintenance.

Strategy ML-1.A-2: Specifically consider an increase of the TOPS (Trails Open Space and Parks) sales tax from the current 0.10 percent.

Strategy ML-1.A-3: Use partnerships, grants, private donations, and businesses to leverage dedicated revenue sources and fund strategic parks, facility adoption programs, streetscape, open space, recreation, and trails priority projects.

Strategy ML-1.A-4: Evaluate and implement additional opportunities for fee-based and other options to generate revenue from City parks and recreation facilities while retaining equitable access.

Policy ML-1.B: Optimize sustainable on and off-street access to Pike National Forest and other Natural Resources and Regional Recreation areas (Typology 3) for all residents and visitors.

Strategy ML-1.B-1: Coordinate physical planning with managers of regional parks and open space in and around Colorado Springs, such as El Paso County, Colorado State Parks, the U.S. Forest Service, and military installations.

Strategy ML-1.B-2: Support the completion of regional and interjurisdictional trail systems, such as Ring the Peak.

Strategy ML-1.B-3: Participate in changes to the vision and current plans for the Pike National Forest that leads to improved public access.

Strategy ML-1.B-4: Establish off-street trail connectivity from Downtown and other key areas of the city directly to the Pike National Forest, including major trail heads.

Policy ML-1.C: Develop an inclusive and safe non-motorized system that connects the city and serves the varied needs of trail users including various age groups and ability levels.

Strategy ML-1.C-1: Establish, design, and implement a network of connected trail, open space, and park facilities within a maximum 10-minute walk or ½ mile distance from most homes and businesses.

APPLICATION

Trails, Open Space, and Parks Sales Tax (TOPS): A 0.1 percent (one cent for each $10 spent) tax on all sales in the City of Colorado Springs. The TOPS program was established in 1997 to acquire real property in the City and El Paso County. Extension beyond 2025 will require voter approval.

As of 2017 TOPS has played a vital role in enabling the City to make significant land purchases, adding 4,723 acres of open space, 37 neighborhood and community parks, and 46.8 miles of urban trails to City inventory in the last 20 years.

Strategy ML-1.C-2: Encourage installation and maintenance of trails with wayfinding to allow for pedestrian and bicycle-friendly connectivity to local parks, outdoor places, open spaces, and regional trail networks.

Strategy ML-1.C-3: Continue to meet the requirements and specifications of the Americans with Disabilities Act (ADA) through Universal Design approaches with trail design when feasible.

Strategy ML-1.C-4: Design, construct, and increase maintenance of trails to facilitate sustainable, appropriate, safe, and secure recreational and commuter usage.

Strategy ML-1.C-5: Ensure seamless connectivity within the trail system and between on and off-street trails.

Strategy ML-1.C-6: Focus on closing physical gaps and addressing challenging crossings within the existing and planned Tier 1 and Tier 2 trail system.

Strategy ML-1.C-7: Complete Ring the Springs, a 54-kilometer trails system that connects many of the city's parks and trails.

ENGAGE WITH OUR LANDSCAPES

GOAL ML-2

Activate and expand sustainable community use and interaction with open spaces, parks, and cultural resources.

Policy ML-2.A: Support a parks and recreation system that provides safe, year-round access to facilities, programs, events, and services. (Also see Policies 2.B and 3.B in Chapter 6: Renowned Culture)

Strategy ML-2.A-1: Invest public safety resources necessary to allow a safe experience in the city’s parks, recreation and open space system, and encourage use and activation of park facilities throughout their hours of operation.

Strategy ML-2.A-2: Develop local trails coalitions with regional, county, state, and federal landowners to build on a destination hiking and mountain biking trails system to attract tourism and serve local interests.

Strategy ML-2.A-3: Establish criteria to encourage sustainable and low impact events at parks.

Strategy ML-2.A-4: Activate spaces in parks and trails with regularly occurring events such as farmer’s markets, food trucks, educational events, tours, and cultural festivals that build community and provide market opportunities.

Strategy ML-2.A-5: Invest in infrastructure, such as restrooms, water fountains, picnic areas, benches, seating areas, stages for events, access to utilities, and Wi-Fi, in developed parks in order to facilitate and expand upon their level of service by event organizers and park users.

Strategy ML-2.A-6: Improve and expand upon technology and online services for the Park’s Department in order to maximize accessibility and use of our parks and recreation system.

Strategy ML-2.A-7: Support entrepreneurial partnerships with the City to provide enhanced parks and recreation facilities and programs consistent with the Parks Master Plan and this Majestic Landscapes vision.

Strategy ML-2.A-8: Implement interactive recreation and educational features within parks, such as climbing walls, splash pads, nature playgrounds, dog parks, and community gardens.

Strategy ML-2.A-9: Invest in ancillary services such as bike and car share and mass transit to support sustainable access to parks.

Strategy ML-2.A-10: Provide public education and online information about year round parks and recreation opportunities and events in order to maximize the use of available capacity, especially for off season activities.

Policy ML-2.B: Market and regionally promote visitation of the Sports and Active Recreation areas (Typology 2) and Regional and Natural Recreation areas (Typology 3) for increased economic development, tourism, and recreation participation.

Strategy ML-2.B-1: Celebrate the Olympic City USA brand in Colorado Springs by encouraging sports-related physical activity in parks, open spaces, and along trail systems.

Strategy ML-2.B-2: Partner with national sports governing bodies and other professional and non-profit sports teams and organizations to invest in new and redeveloped athletic facilities. These facilities should complement and add value to our parks and recreation system, and increase opportunities for city residents.

Strategy ML-2.B-3: Add video cameras to highlight views from parks and open space (much like traffic or weather cameras).

Strategy ML-2.B-4: Educate citizens and visitors about the cultural significance of our public assets and encourage “leave no trace” practices for all natural resources and landscapes.

Policy ML-2.C: Provide green infrastructure lands, facilities, and services that are tailored and aligned to meet the conditions and needs of all areas of the city.

Strategy ML-2.C-1: Align City and new private development investments in parks, open space, and trails with a focus on providing access within a 10 minute or ½ mile walk for residents and business users.

Strategy ML-2.C-2: While maintaining a city-wide focus on progress toward Strategy ML- 2.C-1, also identify and support opportunities to increase the proportion of community residents and businesses within a ¼ mile walking distance of parks, trails, open space and other publically accessible outdoor spaces and amenities.

Strategy ML-2.C-3: Maximize opportunities for citywide and non-exclusive access to linear and linked open space systems with convenient non-motorized connection.

Strategy ML-2.C-4: De-emphasize reliance on a single standard for both the size and program for neighborhood parks (e.g. 5 acres) in favor of options for facilities of different sizes and programs.

Strategy ML-2.C-5: Coordinate with local developers and private interests to construct and maintain pocket parks with higher density Unique Places.

Strategy ML-2.C-6: Repurpose underserved areas with new parks and encourage creation or redevelopment of Neighborhood Greenspaces (Typology 1) associated with neighborhood focal points, unique places, and activity centers (also see Chapter 2: Vibrant Neighborhoods and Chapter 3: Unique Places).

Strategy ML-2.C-7: Encourage new development and redevelopment to occur near existing parks and open spaces to increase their access to and use by the public.

COMPLETE OUR CREEKS

GOAL ML-3

Optimize the shared use of our waterways as corridors for wildlife, recreation, stormwater conveyance, non-motorized transportation, utilities, and as natural areas and assets of the environment.

Policy ML-3.A: Utilize, maintain, and expand upon open space and natural areas along creeks to convey stormwater while meeting recreation, education, and transportation needs consistent with the Complete Creeks Typology 4b.

Strategy ML-3.A-1: Design stormwater projects to incorporate recreation, education, and transportation uses and facilities when feasible.

Strategy ML-3.A-2: Incorporate creeks and waterways as focal points for recreation, education, and off-street transportation, within and abutting neighborhoods.

Strategy ML-3.A-3: Implement efforts similar to the Pikes Peak Regional Greenway Master Plan and Fountain Creek Restoration Plan along other stream corridors, to improve stormwater management and decrease flooding issues while optimizing other uses and benefits of these waterways.

Strategy ML-3.A-4: Educate citizens on the impact of development on wildlife and encourage the preservation of significant wildlife corridors and contiguous open lands through regulation.

Strategy ML-3.A-5: Refer to the City of Colorado Springs Streamside Design Guidelines for specific recommendations regarding floodplain treatments, vegetation management, stream bank stabilization, and other elements that mitigate flood events.

Policy ML-3.B: Preserve and maintain the creek and waterway system as an essential component of stormwater infrastructure.

Strategy ML-3.B-1: Encourage streamside adjacent developments and those that are located near existing or future trail systems to dedicate lanes, access, or easements to allow for creek improvements, points of connectivity, and other critical-trailhead elements.

Strategy ML-3.B-2: Create management plans for greenways to strategically address maintenance and ensure ecological functions are enhanced.

Strategy ML-3.B-3: Create a coordinated system among City departments and other organizations and agencies for the development of an operations and maintenance program for our complete creeks. This will ensure the protection, preservation, and enhancement of our creeks ecology.

Strategy ML-3.B-4: Support interjurisdictional efforts to identify, restore, and support aquatic habitat in appropriate areas, such as the Fountain Creek Corridor.

VALUE OUR SCENERY AND ENVIRONMENT

GOAL ML-4

Provide stewardship for our majestic natural landscapes through improved preservation, resource conservation, air quality, and protection of our viewsheds.

Policy ML-4.A: Emphasize preservation of undeveloped land and natural areas that result in the preservation of the most environmentally and culturally significant areas and incorporate low-impact recreation.

Strategy ML-4.A-1: Acquire or protect additional properties to preserve as part of Natural Resources and Regional Recreation Typology 3¹ and Greenways Typology 5².

Strategy ML-4.A-2: Protect, document, and interpret for education, cultural resources within parks, open spaces, and along trails.

Strategy ML-4.A-3: Support adaptive plans for protection of significant wildlife habitat in coordination with development proposals and plans.

Strategy ML-4.A-4: Align annexation, master plans, and large-scale planned unit developments to contribute and connect to natural areas.

Strategy ML-4.A-5: For major development projects in sensitive wildlife areas, consider a requirement for wildlife and habitat health studies similar to traffic impact studies.

Policy ML-4.B: Promote built landscape practices and innovative and environmentally-conscious design that uses water wisely, reflects and respects our natural environment, reduces pesticide and fertilizer application, restores biodiversity, and improves resiliency.

Strategy ML-4.B-1: Encourage the limited and environmentally sensitive use of pesticides and herbicides on City property.

Strategy ML-4.B-2: Consider establishment of wildlife-sensitive composting and recycling programs on City-owned and partner-entity properties.

Strategy ML-4.B-3: Further implement water conservation technologies and standards for all City property.

Strategy ML-4.B-4: Encourage increased use of xeric and native plants throughout most landscaped park and median areas. Reduce the water demand footprint and maintenance costs in parks by identifying high water use turf areas not suitable for recreation and replacing a percentage of these areas with lower-water requiring native grass species.

Strategy ML-4.B-5: Upgrade irrigation systems at public parks and city facilities to expand use of non-potable water resources and more efficient systems.

Strategy ML-4.B-6: Create a plan to incorporate Colorado native species and ecosystems into Colorado Springs.

Strategy ML-4.B-7: Update the Commercial Landscape Code and Policy Manual to improve its effectiveness at ensuring healthy, resilient, water-conserving landscapes. Provide adequate funding to ensure on-site inspections of each project.

Strategy ML-4.B-8: Explore the possibility of implementing a Residential Landscape Code incorporating a variety of landscape practices supporting this goal.

Strategy ML-4.B-9: Manage the invasion of noxious weed and tree species on all City property.

APPLICATION

Adaptable Climate Response Plan: PlanCOS recognizes the differing perspectives of our citizens about the extent of global and regional climate change and the appropriate role of the City of Colorado Springs. The plan should be both informed and forward thinking, but primarily locally focused in planning for an adaptive and resilient city responsive to emerging trends in both the physical and regulatory environments. A full range of community stakeholders and experts should be involved in this ongoing, adaptive process, including Colorado Springs Utilities, our military and regional transportation partners, land and forest managers and emergency responders.

Policy ML-4.C: Implement standards, policies, and practices that encourage and support enhanced air and water quality.

Strategy ML-4.C-1: Coordinate with Colorado Springs Utilities on the decommissioning of the Drake Power Plant and replacement power.

Strategy ML-4.C-2: Evaluate and align investments in long-term multimodal transportation solutions such as mass transit, self-driving car technologies, electric vehicle charging stations, and bicycle and walking trails to support improvements in air and water quality. (Also see Chapter 5: Strong Connections)

Strategy ML-4.C-3: Create a more sustainable program to maintain, revitalize, create, diversify, and expand the city’s urban forest, focusing on resilient, adaptive, and Colorado native tree species, along streets and in medians.

Strategy ML-4.C-4: Support and implement cost effective upgrades to Colorado Springs’ vehicle and equipment fleets to incorporate zero and low emissions technology.

Strategy ML-4.C-5: Initiate an Adaptable Climate Response Plan that includes input from and guidance for private, non-profit, and public organizations.

Policy ML-4.D: Cultivate an ethic of environmental stewardship and landscape health through community education and engagement.

Strategy ML-4.D-1: Create a City program that recognizes individuals, businesses, and nonprofits for outstanding environmental stewardship behaviors and practices.

Strategy ML-4.D-2: Continue to create opportunities for volunteers and non-profit groups to help build parks, install park amenities, and assist in maintaining parks, trails, and open space resources.

Strategy ML-4.D-3: Partner with Colorado Springs Utilities and school districts to support educational efforts and provide incentives to support water and energy conservation, and environmental quality best practices.

Strategy ML-4.D-4: Educate and encourage citizens to better care for street trees on private property.

INVEST IN RESILIENT AND ADAPTABLE LANDSCAPES

GOAL ML-5

Strengthen resiliency to natural disasters and the impact of climate changes through development patterns, hazard mitigation, and education.

Policy ML-5.A: Recognize the vulnerability of both our natural and built landscapes to natural hazards, degradation, and overuse.

Strategy ML-5.A-1: Develop and implement an effective citywide integrated urban forest and noxious weed management plan to enhance the beauty, integrity, and usability of City property.

Strategy ML-5.A-2: Focus on projects to restore degraded natural areas and open spaces.

Strategy ML-5.A-3: Plan for, improve, and complete a comprehensive system of wildlife corridors including crossings of major transportation barriers.

Strategy ML-5.A-4: Incentivize mitigation on private property within the Wildland Urban Interface (WUI) and provide adequate public funding for forest management on public land.

Strategy ML-5.A-5: Continue to update and implement the Colorado Springs Hazard Mitigation Plan.

Policy ML-5.B: Focus on resilient landscapes in the face of drought, flood, and fire hazards.

Strategy ML-5.B-1: Promote innovative design and integration of green landscapes such as rooftop and vertical gardens, and reduction of impervious surfaces.

Strategy ML-5.B-2: Develop fire mitigation partnerships and create natural area management plans with land managers, utility providers, public safety officials, and state and federal representatives.

Strategy ML-5.B-3: Work with natural resource managers of wildlife habitat to balance wildlife needs with management for fire, floods, and drought.

Strategy ML-5.B-4: Form stormwater, floodplain, and vegetation management partnerships with flood control districts, watershed managers, City and County public works departments, ditch companies, and other land managers.

Strategy ML-5.B-5: Incentivize the reclamation of degraded private landscapes with landscapes that are drought-resilient and improve quality of life and property values.

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RELATIONSHIP TO KEYSTONE INDICATORS

The following keystone indicators are representative of primary measures to support the Majestic Landscapes vision. Although there is a strong high-level correlation between our plan for physical development and these indicators, we recognize that they will often not be directly applicable to individual development plans or to city initiatives. Although it is recognized that additional factors need to be evaluated as part of a more complete measurement of the progress made toward the city’s Majestic Landscapes goals, together, these two measures provide a good sense for the level of access residents and visitors have, along with how well we are taking care of our investment in green infrastructure. A full list and description of all indicators is in Chapter 8: Adaptable Implementation.

Percent of City Population, Area, and Employment Within 1/2 Mile of a Park or Trail:

Use of parks and open space often depends on the accessibility and visibility of these community assets. Not surprisingly, with the high rate of park use in Colorado Springs, a majority of residents have an easy 10-minute walk to open space, a park, greenway, trail, or other kind of parkland. This indicator will help measure the correlation of parks and trails to new developments as the city grows to ensure that most residents have easy access.

Per Capita Total Funding for Parks Operations and Maintenance

ESSENTIAL QUESTIONS FOR CITY INITIATIVES

These essential questions should be considered as a tool to focus on and promote implementation of our Majestic Landscapes vision for applicable City initiatives (refer to Chapter 1):

1. Support the overall focus on our Majestic Landscapes theme?
2. Positively contribute to the safety, security, and well-being of residents, and those who use the park or open space facilities?
3. Encourage additional investment or reinvestment in surrounding areas?
4. Contribute to the connectivity within and between neighborhoods particularly for walkability, access to multimodal transportation alternatives, and will it positively contribute to the feasibility of alternative modes?
5. Enhance the connection to the outdoors, trails, parks, natural areas, and green infrastructure?
6. Maintain consistency with and support the City’s adopted master plans, including the Parks and Open Space Plan?
7. Contribute to the environmental resiliency of Colorado Springs?

RELEVANT PLANS AND THEIR RELATIONSHIP TO PLANCOS

While PlanCOS provides overarching guidance, numerous other city plans provide additional detail required for PlanCOS’s implementation. Of particular importance in providing guidance, direction, and detail for this theme will be the City of Colorado Springs Park System Master Plan (“Parks Plan”), as it is amended. The Parks Plan should be relied upon to provide the primary framework for decisions including prioritization of open space, park, recreation, and acquisition and development. PlanCOS is expected to inform future revisions of the Parks Plan. The more detailed adopted individual facility plans of the Parks Department should also be used for the areas and topics they apply to and should be updated in alignment with PlanCOS.

Public and private land use master plans that address or incorporate parks, open space, and trails facilities should be used to articulate specific recommendations pertaining to these topics, particularly if these plans are up-to-date and reflective of the key elements of the Majestic Landscapes theme. In cases where there is a discrepancy between more detailed elements of the Comprehensive Plan, alignment with the vision of PlanCOS should be considered in the use and application of these plans.

Links to relevant plans are found below.

City Adopted Plans

City of Colorado Springs Park System Master Plan

Envision Shook’s Run Facilities Master Plan

Hazard Mitigation Plan

Drainage Basin Planning Studies

Regional Air and Water Quality Plans

Pikes Peak Regional Greenway Master Plan

Individual Parks Master Plans (e.g. Garden of the Gods Master Plan, Bancroft Park Master Plan, etc.)

Partner Entity Plans

Pikes Peak Area Council of Governments Regional Nonmotorized Transportation System Plan

El Paso County Parks Master Plan

The Fountain Creek Corridor Restoration Master Plan

Privately Initiated Master Plans

See full list of plans: Appendix D

OTHER MEASURES

Through the creation, implementation, and update of publicly and privately initiated plans, it may be appropriate to track and measure additional indicators as it relates to the Majestic Landscape vision and policy direction. Such indicators could include the following:

• ParkScore: Trust for Public Land scoring methodology
• Number of community gardens
• USFS i-Tree (calculation for cost savings)
• Miles of new urban trail constructed
• Miles of urban trail receiving maintenance
• Miles of park/open space trail constructed
• Miles of park/open space trail receiving maintenance
• Access to Parks: Proportion of population within ¼ mile walking distance of accessible parks, open spaces off street trails or similar outdoor spaces and amenities

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ADAPTABLE IMPLEMENTATION

CHAPTER 8

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RESPONDING TO

CHANGING CONDITIONS

In order for the Comprehensive Plan to be a useful and relevant document, it must be regularly referred to, applied, and implemented. The most fundamental way in which PlanCOS can be implemented is through an adaptable but systematic approach that aligns key City decisions, processes, regulations, and standards with the objectives of this Plan and its overall vision. In this manner, the day-to-day decisions regarding development will effectively result in a physical environment that becomes an expression of our planning objectives. PlanCOS has been created and is expected to be used in ways that are adaptable to future trends, conditions, and choices that are not entirely predictable. Alignment with the overall vision of this Plan is the most important goal and outcome.

Equally important is the need for a process of monitoring the implementation of PlanCOS. This effort will provide information on how well the policy objectives are working, where there are opportunities for additional modification, and whether certain elements are not working at all. This monitoring process should also provide meaningful information for decision-makers to ensure that the Plan remains an effective and useful tool.

This chapter also summarizes key projects and tools that should be implemented to achieve the PlanCOS vision and goals. These recommended projects and tasks represent high priority efforts that will significantly improve the link between policy objectives and real-world implementation.

USING THIS PLAN

We expect this Plan to be used for three primary purposes:

1. To review larger and discretionary land use applications for alignment with our overall land use vision and applicable goals and policies in conjunction with the City Zoning Code and any applicable topical or sub-area plans of the City.

2. As a source of direction for City initiatives pertaining to the physical development of the city, including but not limited to the following: a. Priorities and areas of focus for small area and topical plans of the City; b. Direction for changes to our Zoning and other sections of our City Code; c. A consideration in development of the capital improvement priorities of the City and region including proposals for new or extended voter initiatives such as Pikes Peak Rural Transportation Authority (PPRTA) and Trails Open Space and Parks Sales Tax (TOPS) (hyperlink these); d. Support for grant applications and community partnerships; and e. A source of recommendations for prioritization within ongoing City Strategic Plans (hyperlink).

3. To monitor the success of the Plan and adapt where necessary to ensure that we are always making our city better.

Adaptable Plan

This Plan reflects a great deal of effort by both experts and the broader community in analyzing and thinking about the trends and assumptions that will impact our physical development, and how we expect to address them. However, we recognize that our land use future and the development market are not fully predictable. Therefore, the Plan is designed and intended to be used adaptively in response to changing conditions, circumstances, and markets. Overall alignment with the themes and goals of this Plan should be the paramount consideration.

Online Document

The full power and utility of this Plan is best experienced in its online form. In this format the Plan is designed to be fully navigable, searchable, and interconnected with hyperlinks. Relevant text and graphics are designed to be easily excerpted for applicable use. The maps and graphics are interactive in order to enhance their value. Connections are available and will be maintained with other supporting documents, including the area or topic-specific plans that support this Plan and are essential to its full and effective use and implementation.

Connecting with Our Citizens

Communication and engagement with our residents is essential to implementing the PlanCOS vision. Effective citizen input not only keeps the City informed on community preferences, but also builds a sense of community. In order to become a national leader in communications and enhanced civic engagement, the City should use this Plan to support and implement new and creative technologies and techniques for trusted, informative, and efficient communication between citizens and the City. PlanCOS supports and recommends the development and implementation of cutting edge communications tools and platforms, such as Open Data. The intent is to transparently and effectively allow citizens to learn about and comment on planning and physical development activities they are interested in or that potentially impact them. It is especially important to design these systems and strategies to effectively engage traditionally under-represented constituencies. The content of PlanCOS is expected to be used and delivered in ways that allow it to function as a constructive portal for these enhanced citizen connections.

PlanCOS and the Development Review Process

This document is expected to be used in the development review process in accordance with City Code and particularly as described and set forth in the City’s Zoning Ordinance and its supporting documents, as these are amended. Generally, it is the intent of this Plan to be used in conjunction with higher level discretionary land use decisions in cases when the Code requires a specific finding of alignment with the Comprehensive Plan. Also, generally, the applicability of this document is intended to be most pronounced and significant with the higher level and initial stages of the development approval process (e.g. at the annexation, master plan, rezoning, and concept plan levels).

Using the Vision Map

As described in Chapter 1, the Vision Map illustrates and communicates the overall vision, themes, ideas, and priorities of PlanCOS city-wide.

This Vision Map is intended to graphically represent key elements of our desired future in way that captures the essence of our big ideas and priorities. The Vision Map and the corresponding Framework Maps provide a high level window into our desired mix, character, and location of our neighborhoods, places, industries, transportation, utilities, cultural landmarks, and landscapes. They are advisory—not regulatory—and do not replace existing zoning or development entitlements. The maps provide a starting point for conversations about city initiatives and development proposals by illustrating how specific proposals might fit into our overall community framework.

City Strategic Initiatives, Budgeting Capital Improvement Programs, and Code Amendments

In addition to use in development review, this Plan will be used to its fullest practical and applicable extent, as a guide to city-initiated regulatory changes, and with other projects, programs, and relevant funding choices. It is expected that this Plan will be consulted and be reflected in the priorities of the City’s Strategic Plan consistent with available resources and near term priorities. Likewise, it is expected that the highest priority recommendations of this Plan will be considered during development of annual budgets and multi-year capital improvement programs. In particular, this document should be consulted for guidance in designing both the structure and the proposed uses of funding for new and extended tax or fee ballot initiatives, including but limited to potential extensions of PPRTA or the TOPS voter-initiated funding program.

A critical and essential role of this document is to serve as a framework for future updates of the City Code including the Zoning and Subdivision Codes, both in the form of comprehensive updates and targeted revisions. In addition to the provisions of City Code most pertinent to land use, other proposed changes to Code should be evaluated for consistency with this Plan, when relevant and applicable.

Relationship to Other Plans

PlanCOS is a high-level, long-range and city-wide plan. Its success and implementation will rely on more detailed area or topically-specific master plans and related documents. In conjunction with PlanCOS, these more detailed plans should be generally relied on for specific land use or topical guidance in cases where they remain applicable and relevant. In cases where there is a clear or potential conflict between PlanCOS and a publicly initiated master plan, all relevant documents should be applied in context, but with consideration for the overarching goals of PlanCOS. As publicly initiated master plans of various types are created or updated, the vision and goals of PlanCOS should be considered and reasonably incorporated. The Utilities Board provides direction for physical infrastructure development coordination with the Municipal Government through utilities governance policies.

In cases where a privately initiated land use master plan is approved and active for a property, that document should continue to be relied on as primary guidance for zoning and related land use and transportation decisions. However, PlanCOS should be considered and reasonably incorporated in any new or amended privately initiated land use master plans. Some of the individual master plans or categories of plans that are most pertinent to a particular chapter are highlighted in Chapters 2 through 7 of this Plan. In some cases, more specific guidance for the coordinated use of a specific plan is also provided.

ANNEXATIONS

Over the next 20 years, PlanCOS envisions limited but strategic additional outward expansion of city limits, and a focus on developing and redeveloping property currently within city boundaries while becoming more proactive in working to incorporate existing enclaves and near enclaves into the city. Additional strategic annexations around the periphery of the city may be considered if they will have a fiscal benefit to the city, will be well aligned with existing and planned city infrastructure, or will support the primary economic development objectives of the city and regional partners. The City’s 2006 Annexation Plan should be systematically evaluated and updated, consistent with this overall vision.

Annexation policies should be evaluated in coordination with Colorado Springs Utilities. To fully realize the City’s goal for more fiscally sustainable and resilient land use, communication should be opened with El Paso County and surrounding municipalities about potential intergovernmental agreements focused on the shared benefits of interjurisdictional land use, service, and revenue sharing coordination.

KEYSTONE INDICATORS AND PROGRESS MONITORING

Plan monitoring and evaluation will involve a long term commitment to tracking progress in accomplishing plan objectives. Ongoing monitoring will also assist in determining appropriate and effective courses of action in response to experience with use of the Plan.

Use and Application of Keystone Indicators

Keystone indicators are intended to be used primarily to measure citywide progress toward achieving the PlanCOS vision. In some cases, appropriate comparisons will be against other cites or state or national averages, but most often the best comparison will be between past and future performance specific for our city. Some indicators are especially useful in evaluating how new development and redevelopment is measuring up compared with city-wide averages. Others will lend themselves well to sub-area analysis. Major city-sponsored initiatives should be systematically evaluate for their expected correlation with these indicators.

Some but not all of these indicators can and should be used, as appropriate and applicable, in the evaluation of major and discretionary land development applications. In this capacity, the intent is not to require a particular development proposal to demonstrate a positive correlation with every indicator, nor is there an expectation of detailed justifications or data analysis to be submitted by applicants.

KEYSTONE INDICATORS

The following Keystone Indicators are established for the purpose of assessing the progress of PlanCOS over time and the potential alignment of major city decisions with the Plan. A more detailed description of the source, methodologies, expected use, potential limitations, and other key information about these indicators is included in Appendix F.

Although many of these indicators have broad applicability across several of the themes in PlanCOS, many of them are especially significant for one or more particular themes. Within Chapters 2 through 7, the most applicable indicators are highlighted in order to underscore their special relevance to those themes.

These indicators will be tracked and showcased through an online dashboard accessible by the public on the City’s website.

MONITORING TECHNIQUES

Two primary monitoring techniques are proposed for PlanCOS:

• Measure and report on a limited number of key indicators that focus on progress toward achieving the overall objectives of the Plan. These “Keystone Indicators” are specific measures that bear a direct or indirect relationship to accomplishing one or more of the primary goals and objectives of the Plan. By tracking selected indicators consistently over a number of years, benchmarks can be identified, trends evaluated, targets set, strategies reviewed, and policies adjusted as necessary to ensure that plan objectives are accomplished as intended.
• Create a “progress matrix” that identifies key responsibilities and timeframes for accomplishment of Plan objectives. The progress matrix also serves as a checklist for monitoring progress toward accomplishing intangible or non-measurable objectives for which indicators could not be established.

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1. New Residential Net Density

This indicator will track the density of residential dwelling units added to the city each year compared with average net density of all existing residential areas in the city. This measure is important because it gets to the heart of the PlanCOS density vision by answering whether or not new developments are contributing positively to density with our overall added residential construction. This measure is intended to account for most types of added units including those in established and newly developing areas. Because only residential parcels are included in the analysis, this net measurement approach will largely avoid concerns with accounting for other uses of property including non-residential buildings, street right-of-way, and parks and open space. This indicator is intended primarily to be used as a citywide measure but may also be used to track activity and progress in priority areas identified by the City. It is also helpful to compare with the net density of all residential areas across the city.

2. Net City Lane Miles Added Compared with Development and Redevelopment

The total lane miles of streets maintained by the City are an important barometer of the efficiency of our land use patterns. By reducing the amount of new street pavement added to the city compared to the additional development activity the system serves, future street maintenance costs will be reduced because there will be less pavement to maintain per person. Environmental impacts (such as from stormwater) will become more manageable. Positively affected areas of the city should become more livable at a human scale. PlanCOS ideas and priorities that contribute to this indicator include increased density in targeted activity centers and corridors, infill and redevelopment, use of technology to enhance existing transportation capacity, and recommendations for narrow local street profiles. This indicator is intended primarily to be used as a citywide measure but may also be used to track activity and progress in sub-areas of the city.

3. Number of High Priority Neighborhood Plans Completed

High quality, targeted, responsive and representative neighborhood planning is acknowledged as essential to the success of PlanCOS because these plans provide the level of area-specific attention necessary to effectively apply the broad principles the Plan to the individual and unique neighborhoods throughout the city. Rather than keep track of how much of the city has an associated land use master plan, the recommended indicator is the level of progress being made on plans for only those neighborhoods identified through a community and city leadership process.

4. Infill and Redevelopment Activity

Infill and redevelopment activity is identified as a key indicator because it extends across many of the themes and ideas that are priorities for this Plan. This incorporates a combination of reduced vacant acreage in core areas of the city combined with evidence of increasing comparative development activity (i.e. building permit value) in these areas. In addition to being applied to the entire core area of the city, this combined indicator can also be used to evaluate sub-areas within the overall infill area as well as to support specific infill projects or initiatives. The detailed components of this indicator are described in Appendix F: Key Indicator Profiles.

• Remaining vacant acres in overall infill area
• Total building permit value in infill area

5. Housing Attainability

Improving housing affordability over time is identified and addressed as one of the cornerstone challenges and priorities in PlanCOS. This recommended indicator combines overall median single-family and multifamily housing affordability along with total homeless population counts. Together this combination of measures is intended to provide an important and helpful general barometer for progress based on the broad averages and overall counts at different levels along the economic spectrum. It will be important to also be attentive to impacts on sub-groups of housing consumers, whose needs and experience may not be fully represented by measures that focus on overall median housing costs. Likewise, although changes in the overall homeless populations provide an important measure in that area, the status of sub-groups within that overall number will be important.

• Single Family Home Ownership Affordability Index
• Apartment Rental Affordability Index
• Total Homeless Populations in El Paso County

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6. Existing Downtown Measures

Progress toward making Downtown an economic and cultural center of the region will be critical to the overall success of PlanCOS. In this case, the recommended indicators are those already in place and being measured by the organizations responsible for managing Downtown program, and funding initiatives (currently coordinated through the Downtown Partnership).

Key measures at this time include:

• New residential units added annually
• Value of building permit activity compared with prior years and with the overall city

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7. Economic Indicators

The economic indicators for PlanCOS include the following measures, each of which are available from existing data sources and are easily comparable with other jurisdictions:

• New residential units added annually
• New jobs added that are at or above the median salary for the region
• Unemployment Rate
• Median Wages Compared with State

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These measures are chosen because together they reflect a combination of the economic outcomes PlanCOS is intended to support as well as the economic activity that will be needed to allow many of the recommendations in the Plan to be fiscally sustainable with private and public sector resources. From another perspective, many of the other recommendations of PlanCOS are intended to encourage the conditions that will be necessary to attract the economic development and workforce that will contribute to a sustainably strong economy. Although the importance of these interrelationships between high quality and attractive physical development, and a strong economy are implicitly understood, we also recognize that it will be challenging to directly tie progress with economic indicators to progress related to physical development.

PlanCOS

LEADING THE WAY TO OUR FUTURE

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OTHER FORMS OF SUCCESS

• Demonstrated progress toward key initiatives identified in this Plan, and the extent to which the results of the initiatives advance the PlanCOS vision, themes, goals, and policies;
• Extent to which this Plan is referred to and used in the creation of other plans; and
• Experience with the document in the development review process.

8. Renowned Culture Indicators

When considered together, these renowned culture indicators provide a measure of the ongoing activity that is indicative of a rich culture throughout the city.

• Creative Vitality Index
• Number of Creative Jobs
• Creative Industry Earnings

9. Majestic Landscapes Indicators

• Percent of City Population, Area, and Employment Within ½ Mile of a Park, Trail, or Accessible Open Space Area
• Per Capita Total Funding for Parks Operations and Maintenance
• Miles of Urban Trails
• Miles of Park Trails

Although it is recognized that additional factors need to be evaluated as part of a more complete measurement of the progress made toward the City's Majestic Landscapes goals, together these measures provide a good sense for the level of access residents and visitors have, along with how well we are taking care of our investment in green infrastructure.

10. Citywide Pedestrian, Bicycle, and Transit Infrastructure

Improving walkability throughout the city is a cornerstone goal of PlanCOS. Increasing bicycle infrastructure and safety is also a major objective, as is taking transit to the next level especially in key activity centers and corridors. Walkscore® and its related Bikescore® and Transitscore® are nationally recognized measures for walkability and bicycle and transit access in communities. These scores can be calculated citywide, or for areas of focus, and can be compared with other communities. However, because these measures are primarily based on a calculation of land use proximity, and do not account for the quality and design of walkable infrastructure, care should be taken in interpreting the results. This indicator can also be coupled with tracking the number of miles of bike lanes and bicycle infrastructure.

OTHER MEASURES OF SUCCESS

Not all evidence of the success of this Plan will come in the form of indicators that can be mathematically measured of over time. In some cases, evidence of success will come in other forms. Progress in these areas should also be monitored and reported on.

ANNUAL REPORTING

An annual report on PlanCOS performance and implementation is expected to be prepared and presented to the Planning Commission and City Council. This report will evaluate whether or not objectives are being achieved by reporting on Keystone Indicators, other measures of success, progress on recommended major city initiatives, experience with the development review process, and recommendations for realignment of strategic city priorities related to the Plan.

AMENDING THE PLAN

To be successful, comprehensive planning must be an ongoing activity. As part of that process, this Plan needs to be regularly monitored with respect to its use and effectiveness. Limited and technical amendments will certainly need to be made in order to keep this document up-to-date, fully viable, and maintained as a respected and regularly used source of guidance for the physical development of the city. More significant amendments may be deemed necessary depending on experience. If goals are not met and/ or trends toward achieving trajectory goals are not positive, the Planning Commission and City Council should re-evaluate existing strategies and consider modifications to policies that are necessary to reverse the trend.

The City Council and Planning Commission can review and adopt Comprehensive Plan amendments between major updates to ensure that current community issues continue to be addressed and that the Plan continues to provide clear and realistic direction for future growth. In any case, a comprehensive review and update is strongly recommended at least once every ten years, or as directed by City Council.

The following language outlines the recommended approach for minor and major amendments.

TYPES OF PLAN AMENDMENTS

Revisions to Online Content and Format

PlanCOS is intended to be made available and used primarily in an online form. Periodic and incremental revisions of online format and delivery are to be expected and will be handled administratively, as long as they do not modify the key adopted language and graphic elements of the Plan, including but not limited to the adopted text of goals, policies, and strategies.

Minor Administrative Amendments

Minor changes or revisions to the Plan’s text, figures, or maps, may be processed administratively to reflect updated information or grammatical corrections, provided that these changes do not modify the intent or substantive content of the document, as adopted. Examples include correction of spelling or grammatical errors, updating the base information on maps, and the updating of terms and references to reflect current adopted language or organizational structure (e.g. changing the reference to department or organization if it has been renamed or restructured).

Major Plan Amendments

All other changes to the language and text of the Comprehensive Plan that are not considered revisions to online content or minor administrative amendments, are considered major amendments, and will require a recommendation by the Planning Commission and approval of City Council by ordinance. The type and extent of any associated stakeholder and public process should be determined by Council consistent with the type and nature of the proposed amendments.

ALLOWABLE ADMINISTRATIVE MODIFICATIONS

Examples of allowable administrative online modifications include the following:

a. Text and graphic formatting and grammatical changes that do not alter the intent of substance of the language and graphics as adopted; b. Changes in hyperlinks within the text and to external documents; c. Updates of interactive map layers associated with PlanCOS map graphics (e.g. the updated maps of active neighborhood associations or adopted neighborhood plans that will be interactively associated with the Chapter 2 Vibrant Neighborhoods Framework Map); d. Inclusion or substitution of photos and related images that serve to provide examples for plan recommendations but are not adopted graphic elements; and e. Inclusion or substitution of promotional or descriptive content that may assist individuals in using the Plan (e.g. written or video plan highlights, testimonials or introductions from elected officials, community members or staff; and Plan navigation guides).

Plan Updates

Plan updates provide an opportunity to more systematically evaluate the content of PlanCOS for ongoing relevancy. This update process allows the city to reconfirm the Plan’s vision and direction with the community as recommended by the Planning Commission and directed by City Council. A limited but systematic update is recommended within five (5) years of adoption, or earlier if sufficient need is indicated based on annual reporting and Plan experience. These updates are anticipated to focus primarily on evaluating and refreshing the Plan’s strategies to keep them current with the overall vision and themes. Plan Updates are not expected to alter the overall organization and structure of the Plan. Moreover, periodic updates should serve to prolong the useful and relevant life of this document, and extend the period before which a more comprehensive and complete revamping of the document is deemed necessary.

KEY PROJECTS AND IMPLEMENTATION STRATEGIES

It is important to note that PlanCOS is an overall guiding document that is linked to numerous other planning tools, including intergovernmental agreements, land use regulations, facility plans, and capital improvement programs. The success of PlanCOS is therefore dependent upon the implementation of a variety of other legislative, regulatory, technical, and financing mechanisms, requiring coordination and cooperation between the public, private, and nonprofit sectors within Colorado Springs and where applicable with the County and surrounding municipalities.

MOST IMPORTANT IMPLEMENTATION INITIATIVES

PlanCOS is intended to provide a framework and impetus for a variety of implementation initiatives throughout the city organization, and intended to be undertaken collaboratively. Highlighted below are some of the key initiatives with a particularly high degree of relevance and importance to the success of PlanCOS.

1. Update Zoning and Subdivision Code

Chapter 7 of the City Code (“Planning Development and Building”) contains Code provisions pertinent to the Comprehensive Plan, Zoning, and Subdivision. This Chapter has been periodically amended over time and was most recently re-codified in 2001. However, the last fully comprehensive evaluation and update of the entire Zoning Code was finalized in 1994. During this period a lot has happened including the addition of almost 200,000 residents, a resurgence of Downtown, the maturing of many areas, and citywide changes in land use demand, trends, patterns, and design. The way we provide and fund infrastructure has changed dramatically, and the impacts of technology on our physical development have been profound. For these reasons, a comprehensive update is recommended. The intent of PlanCOS is not to prescribe the details of the process, format, and content for this Code update, but rather to recommend broad areas of focus. These include the following:

• Improved overall alignment of Code provisions and processes with the themes and priorities of PlanCOS.

• Increased user access, navigability and leveraging of technology.

• Updated codification and organization.

• An overall de-emphasis on the required segregation of land uses within many traditional zoning district categories, especially for those districts that allow relatively higher densities and intensities of uses.

• Potential application of form based and performance zoning approaches to other urbanizing or changing centers and corridors in addition to Downtown.

• Possible simplification of the overall number of zoning categories.

• Consideration of a “transit supportive” zoning base districts or overlays applicable to identified developing and redeveloping corridors.

  Note: full transit oriented development (TOD) zoning approaches are not recommended for full implementation at this time because they are not practical until higher levels of transit are either in place or programmed.

• Evaluation and refinement of standards and processes pertaining to mature area reinvestment and redevelopment.

• Reconsideration of standards and process for appeals of land use decisions.

• Incorporation of options to effectively integrate additional housing design options and choices in additional areas of the city, including smaller and potentially more affordable units such as accessory dwelling units (ADUs).

• Specific elimination of the Mixed Use Zone District (MU) which was created as an option in 2004 but has not been implemented.

• Overall updating and realignment of developer land and infrastructure dedication requirements.

• Update Subdivision Code to modify and reduce requirements for traffic studies in redeveloping areas, systemically scale back and adjust access control standards city-wide and modify level of service criteria and standards accordingly.

2. Intermodal Mobility Plan

The interrelationship between land use and transportation planning is fundamental and essential. The City’s overall intermodal transportation plan (ITP) has not been comprehensively updated since 2001, in conjunction with the previous major update of the Comprehensive Plan. Since that time our city has grown and changed considerably and transportation demand, technologies, priorities, and impacts have also evolved. Although individual motor vehicles continue to account for the predominant share of the miles we travel within our city, the way we use and interact with them is changing. PlanCOS recommends a more holistic and integrated approach in the form of a comprehensive update of the Intermodal Transportation Plan as an Intermodal Mobility Plan (IMP). Although PlanCOS does not intend to prescribe the details of the expected content and format of this plan, the following high level recommendations are provided:

• Improved overall alignment of Code with the overall themes and priorities of PlanCOS, including the goals policies in Chapter 5: Strong Connections.
• Increased user access, navigability and leveraging of technology within the IMP document;
• Proactive and adaptable recommendations for anticipated changes in transportation demand and technology;
• Renewed focus on walkability and bikeability throughout the majority of the transportation system;
• Emphasis on maximization of capacity of the existing roadway system using technology and other transportation system management (TSM) approaches in order to reduce the need for additional lane capacity for primary corridors;
• Overall de-emphasis on high levels of access control for most major roadways, allowing for higher levels of street interconnectivity;
• Additional focus on designing or managing major transportation corridors to mitigate their impacts as barriers to local street and non-motorized connectivity;
• Additional support for designing local street networks to be narrower, more connected and with a de-emphasis on motor vehicle speed; and
• Incorporation of stretch goals and a plan for achieving higher level transit service particularly for key activity centers and corridors, and to include intercity connections along the Front Range.

3. Neighborhood Planning Program

Effective and viable small area and neighborhood land use plans are essential for implementation of the PlanCOS vision. PlanCOS sets the overall vision and framework, but neighborhood plans are necessary to apply this larger vision in a practical manner. They allow planning and implementation at scale that can address the unique characteristics and needs of different areas of the city.

Colorado Springs has accumulated a daunting backlog of neighborhoods that either have no active land use master plan or with plans in excess of 20 years old. This is the result of the fact that very few new or updated plans have been adopted in the past two decades, and because large parts of the city have transitioned into more established and matures neighborhoods during this same period.

A key recommendation of PlanCOS is that Colorado Springs needs to become more proactive and intentional about neighborhood planning. Because neighborhood planning is an inherently time consuming and a resource intensive process, the City cannot afford to create new and updated plans for all areas with a need, particularly if the processes used to create them are drawn out and expensive.

An overall and long term goal of PlanCOS is that every neighborhood in the city has an active and up-to-date neighborhood or land use master plan. Given the current backlog and the ongoing reality of limited City resources, PlanCOS recommends two primary strategies to best use the resources that do become available:

1. Prioritized Neighborhood Planning Areas. Collaboratively create and adopt a citywide list of the highest priority neighborhoods in need of a new or updated plan. Neighborhoods that are at-risk, distressed, or disadvantaged as determined by established criteria should be prioritized. Update the list every five years.
2. Neighborhood Planning Template. Create, adopt, and implement a template to include a replicable process that can be used for the creation of new and amended plans along with an agreed-upon standardized format for organization and content areas for neighborhood plans.

1. Prioritized Neighborhood Planning Areas

Process for Prioritizing Neighborhood Plans

The process of creating a citywide list and map of the highest priorities would include analysis of the most relevant factors in coordination with applicable staff citywide neighborhood advocacy groups. Recommendations would be considered by senior City staff, reviewed by the Planning Commission, and periodically endorse by City Council. Actual programming for plans would be contingent on annual budget appropriations, other potential funding sources and available in-house staff resources.

Relevant Factors for Choosing Priorities

A combination of one and likely several of the following factors are expected to be relevant in identifying Prioritized Neighborhood Planning Areas:

• Lack of an existing active neighborhood or land use master plan
• An existing neighborhood plan that is effectively and functionally out of date, based on experience
• Neighborhoods experiencing or expected to be impacted by substantial land use activity and change, particularly if decisions have been controversial
• Neighborhoods with identified community development needs

2. Neighborhood Planning Template

Purpose and Need for a Neighborhood Planning Template

The creation and use of a reasonably systematized and standardized process and format for new and updated neighborhood plans is expected to reduce the time and resources needed to complete each plan, and also result in more complete, effective and useful plans.

Process Standardization

The expected outcomes of incorporating some standardization into the neighborhood planning process include reducing the time and cost necessary to complete each plan. An agreed-upon overall process should also foster citizen participation by reducing the amount of time and resources necessary to create and agree upon a unique process for each individual plan. This reduces uncertainty among participants and should allow for a greater relative allocation of resources toward productive stakeholder input including identifying needs and proposing recommendations and solutions.

Format Standardization

The development and implementation of a “template” outline and format for new and revised neighborhood plans should reduce both the cost of preparing plans, and the uncertainty of participants in the process. With more standardized formats, some of the basic content of the plan could be pre-populated and participants could focus more on responding to the data, contributing to content in each section, and recommending actions and priorities. A template neighborhood plan would better assure all relevant topics and citywide priority areas are addressed, as applicable for the particular neighborhood. These topic areas would include goals and priorities aligned with PlanCOS. Additionally, a more standardized template would be more efficient to access and use for property owners, developers, staff, and decision makers, because relevant information would be easier to find.

Process for Creating and Adopting a Neighborhood Plan Template

The process for creating and adopting a model process and plan would begin with City staff but include a full spectrum of stakeholder input including from citywide neighborhood advocacy groups and the development community. The template would be reviewed by the Planning Commission and endorsed by City Council. Ongoing modifications would be proposed based on experience.

Use of the Template Process and Format

The purpose of the template process and format is to optimize the productivity and results of neighborhood planning and not to impose a strict “one size fits all” approach or set of assumed and preconceived policies and priorities on each individual neighborhood. The intent is to establish a level of certainty, predictability, and consistency with citywide goals and priorities, while allowing participants and the city the freedom to address the particular circumstances, needs and priorities of each neighborhood in innovative and creative ways. The expectation is that these process and format templates will be used for plans supported by outside consultants as well as those that are staffed primarily by City personnel. They should also be effective in those neighborhood planning efforts involving higher levels of resident participation in plan creation.

4. Attainable Housing Plan

Attainable housing is arguably the most important but also most challenging topic addressed in PlanCOS. A key recommendation is to create and maintain a broad spectrum plan with multiple but coordinated strategies. These would all be directed toward the goal of providing a range of housing types and programs that together will contribute to more attainable housing along the full continuum from homelessness to workforce housing, throughout the city and within its subareas. This would be a City-initiated and maintained plan that would complement but extend beyond the planning requirements associated with federal and state housing programs and funding.

Included in the plan would be analysis of overall needs and conditions from a community perspective along with ongoing city recommendations and priorities for strategies to address overall housing attainability.

5. SmartCOS Plan

The City is developing a Smart Cities Strategy in partnership with private sector, and regional partners. Based in part on the outcome of that process, it is recommended that a SmartCOS program should put the strategy into action through piloting efforts. When completed and implemented, that plan should be consistent with and supportive of the vision and themes of PlanCOS.

6. Annexation Plan Update

PlanCOS recommends systematic update of the City's annexation strategies and policies to follow the outline of the 2006 City Annexation Plan. Recommended areas of revised policy or emphasis include the following:

• Guidance for strategic annexations of properties along the periphery of the city that support economic growth or accommodate expansion of the regional roadway network.
• Evaluation of annexation policies to be consistent with the vision, goals, and policies of this plan and in coordination with Colorado Springs Utilities, El Paso County, and other municipalities.
• Additional focus on policies and strategies directed toward more expeditious inclusion of enclaves and near enclaves within city limits. (Note: "Near Enclaves" is defined as a non legal term for an unincorporated area that is largely surrounded by the city but does not technically qualify as an enclave.)
• Reconsideration of the current annexation recommendations uniquely applicable to the Cimarron Hills enclave in coordination with Colorado Springs Utilities.
• Update of current recommendations for properties along the periphery of the city including the annexation of eligible and logical city-owned properties.
• Update of the "3-Mile Plan" for unincorporated properties using a version of the current land use designations.

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PlanCOS

LEADING THE WAY TO OUR FUTURE

OTHER IMPLEMENTATION STRATEGIES

Strategies are described within Chapters 2 through 7 as approaches to further the identified goals and policies. Many of these strategies outline additional programs, plans, standards, and projects that the City can initiate.

The annual review of the keystone indicators will assess the progress towards the vision and goals of the community and help to identify priority strategies for the upcoming year. As part of the Annual Review, City staff should evaluate the work completed over the past year and prioritize strategies for implementation based on how well the City is achieving its vision and which implementation measures are most needed.

Table 2: Other Implementation Strategies

Each strategy can be assessed on cost/effort and effectiveness. The figures below illustrate the methodology to assess each strategy. Quadrant 1 includes projects that are transformative in nature with a higher cost; while Quadrant 2 projects include projects that are a little less costly and will have incremental positive change over time. Quadrant 3 and 4 projects should be pursued as part of a longer work program and evaluated annually by City Council. Many of these projects would also require additional funding sources, including special assessments, or state or federal agencies.

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Other Implementation Strategies

HIGH EFFECTIVENESS

Quadrant 1 0 - 5 Years (High Effectiveness, High Cost)

Quadrant 2 0 - 2 Years (High Effectiveness, Low Cost)

LOW EFFECTIVENESS

Quadrant 3 0 - 20 Years (Low Effectiveness, High Cost)

Quadrant 4 0 - 10 Years (Low Effectiveness, Low Cost)

HIGH COST/EFFORT

LOW COST/EFFORT

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APPENDICES

A: STATE OF THE CITY SNAPSHOTS

B: GLOBAL TRENDS

C: PUBLIC ENGAGEMENT

D: LIST OF PLANS

E: GLOSSARY OF TERMS

F: KEYSTONE INDICATOR PROFILES

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APPENDIX A: STATE OF THE CITY SNAPSHOTS

WHERE WE ARE AND WHERE WE ARE GOING

What is a PlanCOS Snapshot?

These PlanCOS Snapshots were integral to the process of creating this Plan including its Vision and Themes. They provide a quick overview of key subjects and trends both presented to and identified by the community during the stakeholder input process. They include input from the Colorado Springs community, Co-Creators, and the Technical and Steering Committees, along with data and document analysis by contributing subject matter experts. They provide the reader high level background and understanding about these key topics, as well as a baseline for ongoing discussion and evaluation of information and trends important to the city’s physical development future.

The PlanCOS Snapshots are just that; snapshots of key information assembled and synthesized near the beginning of the PlanCOS process. This information is not represented as being complete and entirely up-to-date in all cases. Unlike the content of the main body of this Plan, these Snapshots have not been thoroughly reviewed and validated in detail by the full spectrum of PlanCOS participants. Some of this information is particularly susceptible to becoming dated or less applicable over time. Therefore, as PlanCOS is applied, evaluated, implemented, and amended over time, new and updated information should be considered as appropriate.

UNIQUE PLACES

Growth + Demographics

What We Should Know About Who We Are And How We Grow

With a land area of 195 square miles and a 2017 population of 467,108, Colorado Springs is Colorado’s largest city by area, and second only to Denver in population. By population, we are now the 40^th[^ ]largest city in the country. By 2040, our City could have well over 600,000 people, and El Paso County is expected to be home to almost 1,000,000 people. Regardless of the exact rate of growth, twenty years from now our senior population is projected to increase extraordinarily and we are projected to be considerably more diverse.

Historic City Growth

Colorado Springs has seen extraordinary population growth over the last 50 years, establishing itself as a strong urban hub for southern Colorado. Since the 1960s its annual population growth has been greater than the majority of cities in Colorado. Although the City’s long-term rate of population growth has slowed somewhat compared with the period from the 1950s through the 1980s, the City continues to grow at rates considerably above the national average. It is expected to match Denver’s population in the future.

Comparative Population Growth 1960-2017

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Source: U.S. Census Bureau, Colorado State Demographer 2017

Unprecedented Regional Growth

El Paso County will see over a quarter of a million new people by 2045, and the population for the City will likely be home to about 2/3rds of these residents. By that time, Colorado Springs will grow to be the size of the current City and County of Denver, but with a significantly different outlook: Colorado Springs will still have room to grow, while Denver is already land locked. A significant amount of growth continues to occur outside of the City. This trend will continue to result in challenges for the fiscal sustainability of the City. Although the City’s share of the County population has declined over most of the last several decades, recent data show that this trend may decline in the future due in part to demographic shifts and more urban housing choices.

These projections are derived from the current 2017-18 Pikes Peak Area Council of Governments Small Area Forecasts which allocate population based on an overall El Paso County control total provided by the Colorado State Demographer. These projections assume a high proportion of regional growth will occur in areas outside the city limits of Colorado Springs and therefore they differ with other assumptions in PlanCOS.

Growing Young and Old Populations

The proportion of Millennials living in the city is increasing, and furthermore, the 20-30 year old age group is by far the largest for in-migration, and is the most important for fueling the city’s growth. This demand is driven, in part, by the strong military presence. Without appropriate housing types, jobs, and urban amenities, we have the potential of losing a share of this important segment of our population.

But Millennials are not the only generation that is growing; the Colorado Springs population is also getting older. There are now over 50,000 people 65 years or older—an increase of 50% since 2000—much of which is attributed to the Baby Boomer generation.

Population by Age, 2000, 2010 and 2017

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Data Source: US Census, American Community Survey 5-Year Estimates

Land Use

What We Should Know About How And Where We Build

Future city growth over the next 20 to 30 years can be accommodated within our existing or modestly expanded boundaries. Currently, over 25% of the City is vacant and undeveloped. The majority of this area is in Banning Lewis Ranch, but many additional opportunities for redevelopment and infill exist. Although our mix of land uses is in overall balance with the market, there are inefficiencies in how some uses are distributed throughout our community. The location, quality, and intensity of existing land uses should be expected to change in the future. In particular, this will impact the redevelopment of existing areas, such as older arterial corridors.

Rethinking Location, Intensity and Design

Taking up the largest portion of the City are properties with conventional residential zoning. These account for just over 41% of the land area. The second largest zoning category is Planned Unit Development, which allows a mix of property-specific uses, most often residential. PUD zoning can allow for increased land use diversity, density or enhanced public amenities. Another 11% of the City’s land is zoned for office, business and

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employment uses, and 9% for industrial. The last 1% includes other special uses and areas with traditional neighborhood and form-based design. Although the City is comprised of a healthy mix of land uses, not all of them are located in optimal locations or have resulted in the desired intensity of quality.

The Importance of our Military Presence in City Building

With nearly 170 square miles of military land in and around the City that employ or house over 175,000 people, the military is a clear economic driver for the region. This strong presence has both benefits and challenges. As the largest military installation, Fort Carson alone has an associated population of close to 125,000; with 26,282 on active duty and another 98,409 retirees, family members, and civilian employees. Many of these individuals live, shop or recreate in Colorado Springs. The impact of this presence can be seen in the workforce, job availability, services and housing type and tenure. Peterson Air Force Base is unique in that it is entirely surrounded by and included within our city limits. Through the Joint Land Use Study (JLUS), the City is collaborating with these institutions and planning for the areas surrounding the bases in order to support resident life on the bases. While the military bases are anticipated to continue to be a stable economic force, at some point overall City growth is expected to outpace military expansion. This will underscore the importance of leveraging the military presence to attract and target related industries.

Source: Schriever AFB Economic Impact Statement FY 2017; Military Installations: http://www.militaryinstallations.dod.mil/MOS/f?p=MI:ENTRY:0

We Know Where We Are Growing

The majority of the lands identified as vacant or planned for development are located on the east and north edges of the City, although vacant and re-developable infill properties are scattered throughout the City. Most areas anticipated for growth and development over the next 20 years have already been annexed into the City. The majority of the vacant/developable land is within the approximately 24,000-acre Banning Lewis Ranch (BLR), the largest of the master planned developments.

In order to accommodate an anticipated 100,000 more people in the coming decade, the City will most likely need to employ a strategy of both new greenfield development and infill/redevelopment. Infill and redevelopment may be a priority, because sites adjacent to developed areas are more easily and efficiently connected to services and infrastructure, can take advantage of existing capacity, and can reduce the potential for blight and disinvestment in

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PlanCOS

LEADING THE WAY TO OUR FUTURE

mature areas. However, even with a focus on infill and redevelopment, the development of Banning Lewis Ranch is expected to play an important role in addressing population and employment demand.

Kinds of Development

Why Are We Still Growing Outward?

A significant amount of investment is necessary to see additional growth happen within our infill, redevelopment, and large greenfield areas. Due to a combination of costs and market demand, a substantial amount of development is still occurring outside both the city limits where development standards and requirements are lower. If new residential development growth occurs outside the city boundary, but within driving distance of the jobs and services in Colorado Springs, the development could change planned infrastructure needs including utilities, traffic, and the nature of the development.

A significant proportion of the periphery of the city now consists of large lot residential development served by individual wells and septic systems. As the city continues to grow out to and sometimes surround these rural residential areas, there will be challenges in matching up uses, services, and infrastructure. Additionally, almost 40 County enclaves within the city limits have not been annexed. With the exception of Cimarron Hills, most of these enclaves do not have a full range of urban services, and they do not contribute tax revenues to the City.

VIBRANT NEIGHBORHOODS

Housing

What We Should Know About How And Where We Live

Families continue to be attracted to Colorado Springs’ housing quality and affordability, and much of the new housing stock will continue to be built as single-family homes. However, an increasing proportion of housing will need to meet the changing demand for smaller, multifamily, and specialized units, and to address our ongoing imbalance in affordable/attainable housing. These shifts in the housing market will be driven by increases in the young, senior, and one- and two-person households, as more than one quarter of households now consist of people living alone. In the near term, there is pent-up demand for quality infill and redevelopment units in Downtown and other urban neighborhoods, particularly for the local workers. Going forward, new and existing suburban neighborhoods should expect to incorporate a wider variety of unit sizes, densities, and types, which offer the chance for residents to up- or downsize while remaining in their chosen neighborhood.

Small Households Drive Growth

Our growing population creates a demand for new non-traditional housing needs in the form of smaller housing units. This is combined with a relatively small household size of approximately 2.48. Seniors and Millennials are expected to grow the most, while boomers are expected to decline in proportion to the general population. The baby boomer generation, has shifted upward in age –a phenomenon to which the housing market will be required to respond to with a housing supply suited to a larger number of elderly households. This will likely

translate to increased demand for accommodations that would allow such households to age in place. Very young households have similar needs, often looking for “starter” homes that are affordable, manageable, and appropriate for smaller household sizes.

Need to Match our Housing Stock to Our Future Demand

The choices that Colorado Springs residents make represent the continuation of national trends that impact what households look like today including wealth, mobility, delay of marriage, increased longevity, and a departure from traditional family structures. There are over 50,000 single-person households in Colorado Springs, which translates to 29% of all households citywide. Given this increase in smaller households, there is an inadequate supply of smaller housing units; close to 60% of units have 3 or more bedrooms, whereas only 37% of households have 3 or more people. Although 29% of the population lives alone, only 14% of the units are 1 bedroom or studio units.

Comparison of Household Size to Housing Stock (2015)

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Data Source: US Census, American Community Survey 5-Year Estimates

Housing Demands Point to More Infill

There is a capacity for infill development, which could accommodate a substantial proportion of housing needs. As of 2017, there were about 6,700 acres of vacant parcels in the core area of Colorado Springs. While this vacant acreage is steadily decreasing, and not all of this property is easily developable, it represents ample redevelopment opportunities. Until recently, the overwhelming majority of new housing units have been built on the edges of the developed area of the City. While greenfield development continues to account for a majority of new housing, infill areas are beginning to capture a larger share. For example, as of 2018, over 500 new residential units have been or are being added in the Downtown area.

Millennials and young professionals will continue to drive the demand for infill housing. In combination with older “empty nesters,” they also are the most likely demographic to prefer apartment living, rental housing, and an urban walkable environment, and they are least reliant on owning a car. The proportion of Millennials living in the City is increasing, and furthermore, the 20-30 year old age group is by far the largest for in-migration, and is the most important for fueling the City’s growth. This demand is driven, in part, by the strong military presence. Without appropriate housing types, we have the potential of losing this population. There is also demand for infill housing among a segment of Baby Boomers. While many want to remain in their home, over half are looking to downsize. An even larger segment may not have a choice as they age, as finances will become more constrained.

Pikes Peak Region Residential Building Permits

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Source: Pikes Peak Region Building Department; UCCS Economic Forum. Note: The data includes El Paso County and Woodland Park

New Types of Living

A majority of Boomers desire to “age in place.” We are also seeing a demand for new types of communities. National trends show suburban development adapting to these desires and future needs. One model that has potential in Colorado Springs is the Lifestyle Master-Planned Community (MPC). Lifestyle MPCs offer a wide range of housing types (including single-family, townhomes, and co-housing) and price points, as well as a strong focus on community amenities. Successful examples that can serve as models for the City include Daybreak (located in the Salt Lake City metropolitan area) and Viridian (Dallas metropolitan area). Other housing developments are turning their focus to healthy living, variety of housing types, technology and unique neighborhood gathering spaces. These kinds of communities will be increasingly necessary to capture and keep young families.

STRONG CONNECTIONS

Transportation

What We Should Know About How We Get Around

In 2004 and 2012, voters in Colorado Springs and surrounding communities passed a one-cent sales tax to fund transportation and transit maintenance and improvements, demonstrating that our citizens value a transportation system that efficiently moves people and goods. In late 2015, city voters approved a 5-year 0.62% sales tax increase for maintenance of our almost 6,000 lane miles of existing roadways (as of 2018). These transportation-related investments have reduced or mitigated congestion along many of our major corridors, and are beginning to improve our standard of maintenance. Our land use pattern has made us dependent on cars. Multi-modal transportation options (buses/bicycles) are easily available only in parts of our community, and these modes account for only small proportions of overall person miles traveled. Our challenge is to maintain a long-term cost effective and efficient transportation system for the automobile while increasing safe and convenient opportunities for alternate modes of travel.

Congestion Levels Better Than Others

The Texas Transportation Institute (TTI) develops congestion statistics for major metropolitan areas in the United States and classifies Colorado Springs and 32 other cities as medium-sized cities. Medium sized cities are generally considered urban areas with population between 500,000 and 1,000,000 people. As shown, in 2013, Colorado Springs was in the top third of least congested medium sized cities.

Since TTI has been recording this data, Colorado Springs' position on this list declined for almost two decades, but has improved dramatically since the turn of the century. In the early 1980s, the City was one of the least congested medium sized cities. Due to rapid population growth and relatively lack of investment in infrastructure the City through the 1980s and 1990s became one of the more congested medium sized cities. Widening of the I-25 corridor through the City and the City’s PPRTA program of capital improvements has effectively reduced the City’s congestion relative to other similar cities.

Travel Time, 2010 and 2040

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Data Source: PPACG

City Rank Among Least Congested Medium Sized Cities

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Source: Texas Transportation Institute

Travel Times set to increase

Transportation needs are not expected to keep pace with projected growth in population and employment through the year 2040. Increasing population growth plus the lack of good east-west corridors is expected to cause the travel length of a 30-minute trip to decrease. This highlights the importance of continuing the PPRTA program after the current program expires in the year 2024 in order to keep Colorado Springs as a city with relatively less congestion than its peer cities.

Travel Times, 2010 and 2040

Cars dominate the road

Historically, the automobile has been the predominant means of travel for Colorado Springs residents. Travel mode data shows that about 90% of vehicle-trips are done via a privately-owned automobile. The transit mode split is about 1% and the non-motorized mode split is about 2%. This means that the demand for road infrastructure improvements will continue to be focused on vehicular travel.

Compared to other mid-size, mid-continent cities the mode split of public transportation and non-motorized uses tends to be lower than similar cities. Fort Collins, who has been more proactive in building bicycle facilities citywide, has a non-motorized share of nearly 10%.

Means of Travel to Work

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Data Source: 2010 Census

Are We Driving Less?

Vehicle-miles traveled (VMT) per capita in the state of Colorado had been decreasing since 2006, although there has been an increase in overall VMT in recent years, likely due to a combination if a strong economy and sustained low gas prices. However, aspects of this longer term shift appear to be connected to other factors. Evidence suggests that the decline is likely due to the lower auto ownership rates by the Millennial generation, changing demographics and congested highways. This trend suggests two possible outcomes. First, a preference for compact, mixed-use neighborhoods which reduce the need for driving and the potential favoring of other travel modes such as walking and biking and riding transit. Second, declining transportation revenue per capita as less driving would lead to lower per capita fuel usage which would result reduced gas tax revenues to fund transportation infrastructure.

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Bicycling

The League of American Bicyclists (LAB) designated Colorado Springs as a Silver Bicycle Friendly Community in 2012 and they noted the strong commitment to bicycling in the community as evident by the large number of bicycling-related organizations and businesses including the United States Olympic Committee, and a supportive city government. However, despite this commitment, Colorado Springs compared to other Colorado cities sees only a small percentage of people bicycling on a regular basis. As shown in the graph, Colorado Springs bicycling mode-share is comparable to Lakewood and Pueblo but overall it is lower than the statewide average. Although not shown the figure, the highest rates of bicycling in Colorado occur in Boulder, CO (11.1 percent) and Fort Collins, CO (7.4 percent). These cities are among the leaders in bicycle commuting nationwide and, as college towns, have very different demographics and land use patterns than Colorado Springs. While there are robust bicycle programs and organizations in the City, they are mostly focused on children and those who already bike instead of the broader population. Furthermore, a 2016 on-line survey targeting Colorado Springs residents indicate that interactions with drivers, high traffic volume and speed, and lack of safe routes are among the strongest

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deterrents to bicycling. Additional analysis this survey data reveal that respondents would be more comfortable to bike in facilities that were curb-protected or barrier protected.

Summary of Responses to the Question:

“Please indicate why you cannot or do not want to bicycle in Colorado Springs.”

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Source: Colorado Springs Bike Master Plan. State of Bicycling in Colorado Springs, January 2017.

In response to this current state of bicycling in Colorado Springs, a number of community organizations have passionately expressed an interest in enhancing the City’s bicycling culture and environment. To address these realities and desires, Colorado Springs is currently building on its existing strengths, previous planning work, and community momentum to develop the 2018 Bike Master Plan (Plan). This plan envisions healthy and vibrant Colorado Springs where bicycling is part of the community’s identity and where a well-connected and well-maintained network of urban trails, singletrack, and on-street infrastructure offers a bicycling experience that is safe, convenient, and fun for getting around, getting in shape, or getting away.

How To Stay At The Forefront Of Emerging Technologies

Technology in transportation is moving quickly, with technological innovations in vehicles, the transportation network, and interactions between the two. Colorado Springs has been implementing some of these innovations as they upgrade their signal system to better manage and operate traffic flows on strategic corridors. These signal system technologies and other new technologies are already seeing widespread implementation to improve safety and traffic flow in Colorado and elsewhere. Examples include:

• Real time weather and traffic conditions information via variable message signs or smartphone applications
• Ramp metering on freeways
• In-vehicle collision warning or blindspot monitoring systems
• Active traffic management to modify signal timing to more efficiently process recurring and non-recurring congestion
• GPS navigation

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Other innovations with the potential to dramatically influence transportation in Colorado Springs are certainly on the horizon, although the specific forms and timing of those innovations will evolve over time and cannot be predicted with certainty. Innovations could come in the form of advances in vehicle-to-vehicle (V2V) communications, vehicle-to-infrastructure (V2I) communications and/or autonomous vehicle technologies. Economic and technical innovations have the potential to lead to a shift away from personally-owned modes of transportation to mobility solutions that are consumed as a service (e.g. car share, rideshare).

Colorado Springs Airport

The Colorado Springs Municipal Airport (COS) is a city-owned, public-use commercial airport and is the primary-use airport for the Pikes Peak Region and Southern Colorado. The three runway airport is the second largest in the state with nearly 135,000 aircraft operations and over 1.7 million passengers annually. Four passenger and two cargo airlines serve the airport—American, Delta, Frontier and United, FedEx Express and Key Lime Air (UPS)—with scheduled commercial service to 13 nonstop destinations, of which six are international airline hubs, making worldwide destinations easily accessible from Colorado Springs.

The Airport serves as the first impression for thousands of visitors, giving them breathtaking views of Pikes Peak and a taste of Colorado hospitality. In addition, Colorado Springs is a major catalyst to the economic growth and vitality of the region, playing a significant role in bringing new business, conventions and tourism to the area. The Airport is comprised of four distinct business centers that span across nearly 7,200 acres of land. These business centers include commercial aviation, corporate and general aviation, military aviation and a 900 acre business park that, together, make up one of the most unique airports in the country.

Utilities + Stormwater

What We Should Know About How We Provide Energy And Water

Colorado Springs has made great strides in catching up on prior deficiencies and ensuring that its future infrastructure meets demands. Our per capita utility usage is decreasing due to sustainability and conservation measures; however, as the City continues to grow, overall demand continues to increase for utilities. Stormwater infrastructure will require further development.

Future Infrastructure Spending

The City of Colorado Springs has recently embarked on a Stormwater Program Implementation Plan to upgrade public stormwater facilities in the City and provide updated guidance for both public and private development.

The City of Colorado Springs and Colorado Springs Utilities (CSU) have committed to spending a minimum of $460 million on stormwater projects in the next twenty years to upgrade and correct deficiencies in the current stormwater system. The projects include protection of property and public safety, detention, sediment/debris capture and control, water quality, channel improvements and protection of utility crossings. In late 2017, City voters approved Issue 2A which authorized a stormwater fee beginning in July of 2018.

City of Colorado Springs Stormwater Projects

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Source: Colorado Springs Water Resources Engineering

Drainage Corridors As Amenities

Drainage corridors and facilities can and should be used as multiuse improvements. Trails and other recreational facilities are ideal to locate along drainageways, providing for multimodal transportation, recreation and scenery. The corridors are also typically utilized for utilities (primarily gravity wastewater facilities), and joint use with trails can facilitate maintenance access and accessibility for these utilities as well as for maintenance of the stormwater facilities.

Declining Wastewater Influent Extends Capacity

As of 2017, CSU treats approximately 38 million gallons of wastewater per day (mgd) at its two wastewater treatment facilities with a system capacity rated at +85 mgd. CSU currently has adequate treatment capacity for the next 10+ years, but is looking at a new treatment facility to potentially be developed east of the city.

Total influent volumes to CSU’s treatment facilities have been declining to steady over past decades even as the city population has increased. The graphic to the right depicts these trends through 2008, but they have generally been continuing. This is due to water conservation, improvements to the collection system, and annual rainfall. Water conservation strategies include installation of more efficient fixtures in new home construction and renovations. System improvements include replacing or relining of old wastewater mains and manholes which also reduces water infiltration into the system. This decreased per capita influent has resulted in extended capacity for the existing wastewater treatment facilities, reducing the need for additional capacity improvements and capital expenditures. This conservation trend is expected to continue, but the pace of conservation gains is expected to slow.

Wastewater Influent vs. Population

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Source: Wastewater Integrated Master Plan, December, 2008

Buildout Could Nearly Double Existing Water Usage

CSU obtains water from three different river basins (Colorado, Arkansas, and South Platte) that is 70% west of the Continental Divide. The water is delivered to the City via the Homestake, Southern Delivery System (SDS), Blue River and Fountain Valley Authority pipelines. It is then treated at one of several treatment facilities and put into distribution.

Average annual system water use was approximately 70,000 acre-feet per year (AF/Yr) in 2015, and had a baseline demand of 88,000 AF/Yr assumed. Average annual availability was approximately 151,000 acre-feet per year. As a comparison, available water during the 2002 drought was only in the range of 53,000 acre-feet.

As of 2014, CSU had about 100,000 acre feet of developed water supplies and an additional 52,000 acre feet of developing or undeveloped supplies. From 2002 through 2014, system-wide usage averaged 164 gallons per capita per day (gpcd), while average single-family usage was around 94 gpcd. Over the past two decades, per capita demand has generally been trending lower. This is due to several factors to include more water efficient fixtures in new home construction and home refurbishing, drought and related watering restrictions, tiered/block water rates and the use of xeriscape among others. Decreased per capita consumption has resulted in extended capacity for the existing water storage and delivery facilities, reducing the short term need for additional capacity improvements capital expenditures. It is expected that the water conservation trend will continue, but the pace of conservation gains is expected to slow.

At full build-out of the CSU service area, it is anticipated that 119,000 AF/Yr to 159,000 AF/Yr will be required to service the needs of the community in an average year. A variety of options are being looked at for future water

demand needs to include increased storage, purchasing new supply, conservation incentives and rates, non-potable water use, agricultural transfers, new conveyance, and groundwater among others.

Water Use vs. Population

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Source: Draft Water Integrated Resource Plan, December, 2016

Build-Out Water Demand Forecasts

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Source: Water Integrated Resource Plan, December, 2017

CSU Water Sales

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Source: https://www.cus.org/csudocuments/watertour.pdf

Increasing Electrical Usage

CSU delivers electricity to city residents, some adjacent jurisdictions, and military installations. Current annual demand is at approximately 4,800,000 mega-watt hours (MWh) with a system peak of approximately 900 MW. The transmission and distribution system contains over 3,500 miles of lines together with numerous substations and generating facilities.

Use of electricity on a per capita basis is not expected to increase due to efficiencies and sustainability being realized though new technology. However, there are uncertainties associated with these forecasts, including but not limited to the undermined market penetration of electric vehicles. Therefore, CSU projects a series of forecasting scenarios.

Electric Load Forecast

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Source: Electric Integrated Resource Plan, July 2016

Continuing Increase in Electric Costs

Electric costs are expected to increase in the coming years with increased EPA emissions standards related to coal-fired and natural gas-fired power plants and as a result of CSU's commitment to higher proportions of renewable electric supplies, and the closure of the coal-fired Martin Drake Power Plant in downtown Colorado Springs by 2035 or earlier. CSU has also started a program to utilize programmable thermostats that allow CSU to adjust home thermostat settings to shave peak system loading and costs to the consumer.

CSU Electric Market Annual Price Forecast

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Source: Electric Integrated Resource Plan, July 2016

Growing Renewables

CSU is subject to and is supportive of the Colorado Renewable Energy Standard, which requires electric providers to utilize a minimum of 20% renewable energy production in their portfolios by the year 2020. CSU is on target to meet that goal and continue to increase that share in the years after 2020.

Increasing Efficiency in Natural Gas Usage

CSU delivers natural gas to City residents, some adjacent jurisdictions, and military installations. Current annual demand is at approximately 23 billion standard cubic foot (Bscf) with a system daily peak demand of approximately 300,000 thousand standard cubic foot (Mscf). The transmission and distribution system contains over 2,400 miles of pipelines together with numerous regulator stations to reduce system pressures.

Capacity Mix

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Source: Electric Integrated Resource Plan, August, 2012

Overall natural gas use is currently trending upward, while current residential use is trending downward. This is due to the use of higher energy efficient furnaces and appliances in addition to the use of more energy efficient building materials.

Gas Load Forecast, Ten Year Peak Demand Forecast Scenario

Source: Gas Integrated Resource Plan, 2015

Gas Use by Customer Type

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Source: Gas Integrated Resource Plan, 2015

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LEADING THE WAY TO OUR FUTURE

Residential Natural Gas Use per Customer Trend

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Source: Gas Integrated Resource Plan, 2015

Stable Natural Gas Costs

Natural Gas costs are expected to remain relatively stable for the foreseeable future due to the more recent development of increased supplies in the United States. Pipeline systems are also in place and being developed to transport gas to storage areas and for delivery to market. Costs of regulation and emissions guidelines are expected to increase, but at a manageable rate.

CSU Natural Gas Pricing

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Source: Gas Integrated Resource Plan, 2015

MAJESTIC LANDSCAPES

Parks + Recreation

What We Should Know About Where We Play

Colorado Springs is known as one of the top outdoor cities in the nation due to its location at the base of Pikes Peak; access to over 17,000 acres of parks and open space; and double the per-capita usage rates for these facilities as compared to similar communities. We are “ultra-users”! Studies show strong economic returns and health benefits from investing in recreational amenities. Our future challenges will be in identifying necessary funding options to retain and enhance this high level of community-valued amenities.

What Makes Colorado Springs a Top Outdoor City?

The City receives of 249 days of sun annually and has easy access to nearly four million acres of Rocky Mountain wilderness and a dozen world-class ski resorts. The City sits at the base of 14,115-foot Pikes Peak; the Arkansas's Class IV rapids; world-class athletic facilities (Carmichael Training Systems is based here); and miles of multisport trails and acres of parkland. The earliest Parks included North Cheyenne Cañon in 1885, Palmer Park in 1902, and Monument Valley Park in 1907.

With Pikes Peak, Bureau of Land Management, El Paso County and state parks, and the City’s own regional, community and neighborhood parks, there are 126,000 acres of parkland within a 15-mile radius of the City. This includes natural gems such as Pike’s Peak, Garden of the Gods, Cave of the Winds, and Seven Falls which attract residents and tourist alike.

The City boasts:

• 13,330 acres of city managed parkland
• 8 Regional Parks
• 9 Community Parks
• 137 Neighborhood / Mini Parks
• 3 Sports Complexes
• 5 Special Purpose Parks
• 49 Open Space Areas
• 178 Miles of Urban Trails
• 135 Miles of Park Trails

As the City continues to develop, new neighborhood parks, open space, community parks and sports complexes will need to be added in order to keep up with the needs of new residents. There are also over 900 acres of planned but undeveloped parks that need to be completed to achieve the level of service goals outlined in the 2014 Parks System Master Plan.

Acres of Parks per Capita

Colorado Springs and Comparable Cities

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Source: Center for City Park Excellence, Trust for Public Land. 2016 City Park Facts; 2015 ACS 5-year estimates

Easy Access to Parkland and Recreation Centers

Use of parks and open space often depends on the accessibility and visibility of these community assets. Not surprisingly, with the high rate of park use in Colorado Springs, a majority of residents have an easy 10-minute walk of open space, a park, greenway, trail or other kind of parkland (77%). This indicates that the City parkland is well distributed and located to provide easy access for most current residents.

Similarly, close to 80% of homes are within a 10-minute drive of one of the six recreation and community centers in the City. On the other hand, Colorado Springs has a relatively low number of these centers, compared to similar cities. Boise has a similar number of recreation centers, serving half the number of people as Colorado Springs, and Austin has three times as many centers for twice as many residents.

Walkability

Percent of Residents within a Walkable Distance of Parkland

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Source: Trust for Public Land, City of Colorado Springs, ESRI