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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