Appendix A Action/Priority Matrix - Woodland Park · Action/Priority Matrix . 2 of 11 Revised...

Appendix A — Action/Priority Matrix

2 of 11 Revised 9.16.10

Housing Actions

Action Number - Refer to Comprehensive Plan for full description

Timeframe Resources Needed/ Available?

Responsible Party

Challenges 1-2 years

3-5 years

6+ years

Ongoing

1.1.3 – Update multi-family zoning standards

X Staff time and Attorney

Planning, PC and Council

1.2.1 – Maintain a list of properties suited for affordable housing projects

X Staff time Planning

1.2.2 – Attract affordable housing to Woodland Park’s downtown core

X Staff time Planning, PC, Council and DDA

1.2.6 – Consider allowing increase in density for affordable housing projects

X Staff time Planning and City Attorney

1.2.7 – Review utility and infrastructure requirements X Staff time

Planning, Public Works and Utilities

1.2.8 – Examine fee structure for affordable housing projects e.g., tiered tap fee structure

X Consultant All Departments

Funding the fee analysis

1.2.9 – Foster idea that affordable housing is a community good and consider amending charter prohibitions on affordable housing incentives

X Staff time

Planning, PC, Council, City Clerk and City Attorney

Political and community support

1.3.3 – Obtain funding for dedicated Code Enforcement Officer

X Funding Planning and Police

Funding to hire FT Code Enforcement Officer

Community Character and Design Actions



Responsible Party


3-5 years

6+ years

Ongoing

1.1.1 – Incorporate Community Design & Development Principles in Zoning Code



3 of 11 Revised 9.16.10




Responsible Party


3-5 years

6+ years

Ongoing

1.2.2 – Encourage citizen involvement in neighborhood planning process as per 1.3.6 in Sustainability Chapter

X Staff time Planning and Administration

Coordinate with neighborhood ambassador program

1.4.2 – Develop an entryway and wayfinding sign system beginning with Downtown

X Staff time, design/plan consultant

Planning, Office of Econ. Dev.

Funding constrains for planning, design and improvements

1.4.3 – Pursue IGA’s with El Paso and Teller Counties re: rural and urban transitions

X Teller

X El

Paso

Staff time and Attorney

Planning and Council

Adoption by Council and County Commissioners

1.5.2 – Evaluate woodlot ordinance re: integrating new urban interface wildfire protection code

X Staff time, and Attorney


1.5.3 – Expand outdoor lighting standards to further mitigate light pollution

X Staff time, consultant and Attorney

Planning, PC and City Attorney

Funding the code revision

1.5.7 – Insure consistent enforcement of sign ordinance

X Funding Planning and Police

Funding to hire FT Code Enforcement Off.

City Finances Actions



Responsible Party


3-5 years

6+ years

Ongoing

1.1.3 – Consider reconstituting Citizens Financial Advisory Committee to advise City

X Administration /Finance Dept.

1.1.6 – Investigate how to enable customers to pay City fees, taxes and billings on-line

X Funding to rebuild website

Finance and IT

Annual budgetary needs and marketing its availability

1.1.7 – Increase the use of paperless finance transactions in payroll, purchasing, etc.

X Funding Finance and Staff

Training field staff on its use

4 of 11 Revised 9.16.10




Responsible Party


3-5 years

6+ years

Ongoing

1.2.1 – Explore ways to diversify the City’s revenue sources and improve revenue forecasting

X X Research Finance Staff Acceptance of Council and citizens

Economic Development and Tourism Actions



Responsible Party


3-5 years

6+ years

Ongoing

1.1.1 – Form volunteer teams to assist Office of Economic Development (OED) staff

X Staff time

OED and EDAG (Eco. Dev. Adv. Group)

Shortage of staff assistance and shortage of funds

1.2.1 – Create volunteer teams to visit and learn about company needs

X Staff time OED and EDAG

Encourage community buy-in

1.3.1 – Identify knowledge-based enterprises


Data sources

1.3.2 – Identify infrastructure requirements for these industries to grow


Staff and volunteer time

1.3.3 – Pursue infrastructure stimulus dollars to address various business needs

X State & federal funds

OED and EDAG

Matching local projects with grants or loan sources

1.4.2 – Encourage infill residential and retail near existing retail

X Staff time, incentives

OED and EDAG

Change zoning and market conditions

1.5.1 Educate and advocate for cost effective building codes that also protect safety

X X Staff time OED and EDAG

1.7.2 – Work with the Chamber to create communication tools to publicize events

X Underwriters

OED Time of marketing, Task Force, volunteers and funding

1.7.4 – Work with the Chamber on a community marketing plan

X Staff time

OED Time of marketing, task force volunteers and funding

5 of 11 Revised 9.16.10

Sustainability City Actions



Responsible Party


3-5 years

6+ years

Ongoing

1.1.2 – Establish succession plans for all key city employees

X Administration

1.1.4 – Institute formal reviews of the City Charter on a set periodic basis

X Administration

2.2.1 – Regularly communicate the City’s Council’s vision through website, press, etc.

X Yes Administration

2.2.2 – Update, as necessary, the roles and responsibilities of each City Committee, Board and Commission


2.2.4 – Create a community contact and/or email list


1.3.6 – Create a neighborhood ambassador program

X Yes Administration Obtaining volunteers

Sustainable Environment Actions

Action Number - Refer to Comprehensive Plan for

full description

Timeframe Resources Needed/

Available?

Responsible Party


3-5 years

6+ years

Ongoing

1.2.3 – Promote the use of City vehicles powered by alternative fuel sources

X Funding Administration

1.2.6 – Explore ways to enable the public to recycle cardboard in Woodland Park X No

Administration

and Keep WP

Beautiful Market driven

2.1.2 – Create a tab on the City’s website that links users to information about environmental sustainability

X

Staff time, webmaster

Administration

6 of 11 Revised 9.16.10


Action Number - Refer to Comprehensive Plan for

full description


Available?

Responsible Party


3-5 years

6+ years

Ongoing

2.1.9 – Implement an online bill paying system/paperless billing system (partial duplicate of 1.1.7 Finances)

X

Funding Finance Training Field Staff on its use

Water Actions



Responsible Party


3-5 years

6+ years

Ongoing

1.2.5 – Consider amending the policy on timing of water and sewer tap issuance

X Staff & Utility Advisory Com. (UAC), time

Staff/UAC/ Council

1.3.3 - Implement a Source Water Protection Plan X X

Staff time and rural water assistance

Utilities Implementing a meaningful plan

2.1.1 - Prioritize housing needs for expanded water tap proposal

X Staff

2.1.2 – Support expansion of 400 high priority dwelling units for water service population

X Staff time UAC review

Utilities UAC and staff may disagree on acceptable risk

2.1.3 – Evaluate a tiered residential tap fee structure to help achieve more affordable housing

X Staff Utilities, UAC and Council

Determining fair split of cost and breakpoint for small residences

2.2.3 – Collect and analyze data on water use

X X Staff time Utilities and Finance

Collecting data

2.2.6 – Prepare a Drought Mitigation Plan

X X Staff time UAC Review

Utilities Frequent updates

3.2.2 – Complete studies and formalize agreements to construct new reservoirs near Woodland Park

X

Staff time minimal, soils borings < $10k

Utilities Formalize agreement only. Construct reservoir after 2015.

3.3.2 – Pursue additional water resources by appropriating water and applying for water rights

X

Staff time and budgeted water rights, legal time

Utilities and Council Resolution

Maintain good working relationship with USFS & to obtain permits for well field & pipelines on USFS land

7 of 11 Revised 9.16.10

Wastewater Actions

Action Number Refer to Comprehensive Plan for full description


Responsible Party


3-5 years

6+ years

Ongoing

1.1.4 – Evaluate energy savings potential of wastewater intercept pump stations

X

- Staff eval. - Contract Engr. for site app. & constr. drawings

Utilities Locating space for pump stations at appropriate locations

1.2.2 – Expand wastewater treatment plant in a timely manner

X Design

X Con-

struction

Colorado Water Pollution Control Revolving Fund Loan est. $6.5M

Utilities

Holding off CDPHE forcing upgrade resulting from individual months 95% of plant design organic loading.

1.2.3 – Complete wastewater treatment plant headworks upgrade

X

$700k loan from Colorado Water Pollution Revolving Fund

Utilities Spring 2010 loan received.

1.3.2 – Develop a wastewater system Capital Improvement Plan

X X Staff and UAC Utilities

1.5.1 – Improve visual appearance of plant site through landscaping

X X X

Annual budget wastewater treatment plant exp.

Utilities/ Operators

Transportation Actions



Responsible Party


3-5 years

6+ years

Ongoing

1.1.1 – Collect motor vehicle traffic data during peak and off peak seasons

X $10,000 Public Works Data collection

1.1.2 – Conduct a community survey to determine where and by what transportation mode residents use for work,

X Funding Parks, Public Works & others

Funding

8 of 11 Revised 9.16.10




Responsible Party


3-5 years

6+ years

Ongoing

shopping and errands

1.1.3 – Incorporate travel pattern data into PPACG travel demand modeling

X None Public Works

1.3.2 – Coordinate all construction and maintenance projects to build “smart streets”

X Staff time, community partnerships

Public Works, Planning, DDA & Developers

1.3.3 – Implement a “smart street design” program

X Staff

Drainage Actions

Action Number1 Refer to Comprehensive Plan for full description


Responsible Party


3-5 years

6+ years

Ongoing

1.1.2 – Update the City’s drainage design criteria

X X Staff, consultant

Public Works Adopt new Engineering Specifications

1.1.4 – Explore ways to educate the public about preventing stormwater pollution

X

Staff Public Works

1.1.5 – Update the City’s land use regulations to promote Low Impact Design

X Staff, consultant

Public Works, Planning Dept

Paradigm shift

Public Safety Actions

Action Number – Refer to Comprehensive Plan for full description


Responsible Party


3-5 years

6+ years

Ongoing

1.1.3 – Continue to partner with NETCFPD

X X Staff time Police Coordination for training and funding opportunities

1.4.1 – Continue to conduct Teen Court and expand in Middle School

X X Staff time Police Securing support for a Middle School Teen Court program

9 of 11 Revised 9.16.10

Emergency Management Actions



Responsible Party


3-5 years

6+ years

Ongoing

1.5.2 – Establish and equip an Emergency Ops Center

X Staff time Emergency Management

Funding and space

Parks, Trails and Open Space Actions



Responsible Party


3-5 years

6+ years

Ongoing

1.1.5 – Implement a multi- year capital improvements program

X Staff time Parks & Rec

1.1.8 – Develop a plan for Memorial Park upgrades

X Staff time Parks & Rec, Public Works

Funding

1.2.3 – Work with other entities to fund parks, trails and open space


1.3.1 – Work with the public and PRAB to complete a long-term plan for Meadow Wood Sports Complex for community priorities and funding

X Funding Parks & Rec

1.3.3 – Develop a plan for an aquatic center and recreation center to be built

X Funding Council Funding

1.6.1 – Evaluate feasibility of recycling receptacles in parks and along trails


1.6.2 – Examine ways to reduce chemical use on parks and trails and use natural products

X Staff time Parks, Public Works

10 of 11 Revised 9.16.10

Community Wellbeing: Education, Health, and Recreation Actions

Action Number – Refer to Comprehensive Plan for `full description


Responsible Party


3-5 years

6+ years

Ongoing

Community Wellbeing

1.1.1 – Develop a neighborhood guide to encourage neighbors get to know each other

X

Information for guide with processes for events

North Teller Build A Generation (NTBAG) / Planning

Prioritization of project

1.3.2 – Host “best practices” event for organizations to learn from others

X Meeting space, facilitator

NTBAG By-in from the community, willingness to work together

2.1.3 – Expand the Mayor’s Team of Youth Advisors

X

Access to educational environment, e.g., CSCS, homeschool

NTBAG, Mayor Keeping team motivated, committed, adding new members

2.1.7 – Explore safe recreation options for teens and young adults

X X

Education

1.1.1 – Explore ways to partner with higher education institutions to provide more educational opportunities

X

Classroom space, instructors, registration process

RE-2, DDA, OED, NTBAG, Parks & Rec

Attracting higher education entities, attracting to participants, communicating class availability

1.1.4 – Identify partnering opportunities to support 21st Century Standards and publicize through website

X X

Website space, mentors, intern sponsors

RE-2 Admin., NTBAG, Info Technology (IT)

Keeping information updated, consistent with RE-2, continued access and support from community members

Health

1.1.1 – Ensure design and facilities that encourage healthy lifestyles

X Active living training for PC members

Planning, Planning Commission

1.2.1 – Meet with local health providers, such as Teller County Public Health Department to discuss mutual goals

X

Meeting space, healthcare providers time

Teller County Public Health

Time availability to meet with healthcare providers, meeting needs of all players

11 of 11 Revised 9.16.10

Arts, Culture and Community Heritage Actions



Available?

Responsible Party


3-5 years

6+ years

Ongoing

Arts and Culture

1.3.5 – Encourage, support and facilitate the completion of the Midland Pavilion

X Public Works OED

Community Heritage

2.1.1 - Establish a budget for Historic Preservation Committee (HPC)

X $2,000 per year

Planning Funding

2.1.4 – Create and publicize a community calendar

X X Available Chamber of Commerce

Get buy in, educate community about it

2.1.6 – Document local family histories

X

Low cost - get organized and go!

HPC , Ute Pass Historical Society, Youth

Volunteers or staff needed to coordinate

2.2.3 – Complete site improvements to History Park

X

Ute Pass Historical Society, Parks, Planning

Funding

2.2.5 – Approach Woodland Station developers and other developers to establish an area that is dedicated to historical, local and natural art

X X Staff time Planning, DDA, OED & Parks

Funding

1 of 7 Revised 9.16.10

3-5 Year Action Plan Items

Land Use and Growth Actions

Action Number – Refer to Comprehensive Plan for

full description


Available?

Responsible Party Challenges 1-2

years 3-5

years 6+

years Ongoing

1.1.10 – Identify/enhance neighborhood focal points

X Staff time Planning Engaging neighborhoods

to participate and funding

1.3.3 – Explore ways to vacate small (7,500 s.f.) lot lines and encourage infill

X Staff time Planning and

City Attorney Determine process and legalities

1.3.4 – Explore feasibility of using transfer of development rights (TDRs)

X Staff time Planning and

City Attorney Complicated issue that requires Council adoption

1.4.1 – Review the annexation plan and policies


Planning and Admin.

Council adoption

Housing Actions




years 3-5 years

6+ years

Ongoing

1.2.4 – Investigate feasibility of inclusionary zoning or other models of affordable housing methods

X

1.2.5 – Investigate feasibility of CHDO or other models X

Staff time, consultant and Attorney


Funding

1.3.4 – Work with WPHPC to integrate historic preservation with housing

X Staff Time Planning





years 3-5 years

6+ years

Ongoing

1.2.1 -- Promote infill and consider form-based code revisions

X X Staff time, consultant and Attorney


Funding code study and revisions






years 3-5 years

6+ years

Ongoing

1.3.1 – Update the Zoning Code to strengthen character

X Staff time, consultant and Attorney


Funding for code revisions

1.4.1 – Devise a gateway plan to enhance entrances to the City

X Staff time, funding for improvements

Planning and Public Works

Funding and securing locations along highway for gateway signage.

1.4.3 – Pursue IGAs with El Paso and Teller Counties re: rural and urban transitions

X El

Paso

Staff time and Attorney

Planning and Council

Adoption by Council and County Commissioners

1.5.5 – Adopt a Corridor Impvmt Plan and Access Control Plan for Hwy 67

X Staff time City Engineer Obtaining affected

properties consensus

1.5.6 – Update the noise ordinance X

Staff time, consultant and Attorney

Planning and Police

Funding the code revision





years 3-5 years

6+ years

Ongoing

1.1.2 – Consider a 2- to 5- year budget process.

X Examples and procedures

Staff

1.1.4 – Devise a 5- to 10-year capital improvement and maintenance plan

X Examples and processes

Staff and Council





years 3-5 years

6+ years

Ongoing

1.2.2 – Assist in problem-solving before a crisis forces relocation

X Staff time OED and

EDAG Financial support and expertise

1.2.3 – Assist organizations that wish to market their goods beyond the local area

X Sponsors, underwriters

OED and EDAG

Limited time of State Office of Trade and Procurement






years 3-5 years

6+ years

Ongoing

1.5.3 – Educate business owners about property valuations, lease rates, infrastructure costs to help stabilize overhead costs

X

Consultant, City funds

OED State and regional support

1.6.2 – Investigate feasibility of constructing workforce housing and mixed use in downtown

X

Grants, incentives

OED Identify entrepreneurs and market conditions

1.6.3 – Coordinate with PPCC, CU, Colorado College the school district and the chamber to provide more learning options

X

Staff time, incentives

OED State funds for Higher Education

1.7.5 – Create an association that WP is a high caliber destination for concerts, shows, and festivals

X Underwriters

OED Dependent on marketing plan

1.7.7 – Work with the Chamber to promote retreat facilities

X

Underwriters, staff time

OED Retreat buy-in needed

1.7.8 – Work with the Chamber to establish more winter activities to attract visitors

X

Underwriters, staff time

OED Dependent on marketing plan and entrepreneurs

Sustainable City Actions



Responsible Party


3-5 years

6+ years

Ongoing

2.2.5 – Explore ways to offer interactive GIS maps






Responsible Party


3-5 years

6+ years

Ongoing

1.2.1 – Advocate for energy-efficient technology and the use of

X Staff time Council & Staff

2.1.1 – Develop an environmental sustainability outreach campaign

X Staff time Administration

Water Actions



Responsible Party


3-5 years

6+ years

Ongoing

3.2.1 – Amend conveyance agreement w/CSU

X X

Staff negotiation, water attorney agreement

Utilities

Not losing historic partnership, but not committing significant funds before 2015

3.3.1 - Feasibility of deep well X

Contract evaluation $10k

Utilities Significant risk in future $300,000 test well

Wastewater Actions



Responsible Party


3-5 years

6+ years

Ongoing

1.2.2 – Expand wastewater treatment plant in a timely manner X

Design

X Con-

struction

Colo. Water Pollution Control Revolving Fund Loan est. $6.5M

Utilities

Holding off CDPHE forcing upgrade resulting from individual months 95% of plant design organic loading.

1.4.1 – Maximize re-use of wastewater on golf course

X New WWTP Expansion

Utilities Acceptance by Golf Course staff

1.4.3 – Investigate improvement of safety of plant workers

X X New WWTP Expansion

Utilities Replace gaseous chlorine and sulfur compounds


X X X Annual budget WWTP Expansion






Responsible Party


3-5 years

6+ years

Ongoing

1.2.3 – Continue to pursue alternative routes within the City primarily for local traffic

X

Police, Fire, Emergency Services, Public Works

Public Works Funding

1.3.4 – Amend design criteria, engineering specs and regulations to accommodate “smart street design”

X Engineering, design, money

Public Works, Planning

Agreeing on “smart streets”

1.4.2 – Prepare and adopt a non-motorized transportation plan

X Funding Public Works Planning, Parks & Rec

Drainage Actions



Responsible Party


3-5 years

6+ years

Ongoing

1.1.1 – Update the comprehensive Drainage Master Plan

X $200K, consultant

Public Works Funding

1.1.3 – Reexamine stormwater fees and update as necessary

X Consultant Public Works, Finance

Fee increases




Responsible Party


3-5 years

6+ years

Ongoing

1.3.1 – Work with the Planning Dept to implement Community Design and Development Principles which promote crime prevention

X Staff time Police and Planning

Added design requirements may increase development costs to property owners





Responsible Party


3-5 years

6+ years

Ongoing

1.2.5 – Partner with other organizations to include educational material in parks

X

1.3.2 – Work with Olympic Training Center for high altitude training programs

X Parks & Rec, OED

1.5.1 – Consider hiring a marketing specialist to promote events

X Parks & Rec Funding

1.5.2 – Promote all types of recreational opportunities on the City webpage

X Parks & Rec, OED

Community Wellbeing Actions



Responsible Party


3-5 years

6+ years

Ongoing

Community Wellbeing

1.1.2 – Create interactive web page for neighborhoods to share information

X Webmaster Planning and IT Keeping information current

2.1.4 – Create opportunities for youth to interact with pre-schoolers and seniors

X

Education

1.1.5 – Ensure access to events and activities regardless of age, ability or income

X Funding Parks & Rec, NTBAG, event planners

Funding for scholarships, meeting special needs for access


Arts, Culture and Community Heritage Actions



Responsible Party


3-5 years

6+ years

Ongoing

Community Heritage

1.2.1 – Develop design guidelines for historic buildings

X Staff time, consultant

Planning Funding

2.2.4 –Hire special projects coordinator

X $35,000+ Administration Funding

2.2.4 – Restore Junction House

X Staff time UPHS, Parks, Planning

Funding


6+ Years Action Plan Items

Housing Actions




years 3-5 years

6+ years

Ongoing

1.3.2 – Identify key pedestrian corridors to install new sidewalks

X Funding Public Works Funding to design and

construct sidewalks.





years 3-5 years

6+ years

Ongoing

1.5.1 -- Update Zoning Code to include landscaping requirements






years 3-5 years

6+ years

Ongoing

1.7.6 – Create destination activities in the City and Downtown (Space Center, Children’s Museum, Harvest Center, interactive museum)

X

Grants & underwriters

OED Market support and funding





years 3-5 years

6+ years

Ongoing

1.3.1 – Use recycled and/or non-potable water for street sweeping, landscaping and irrigation where appropriate

X

Funding and practicality

Utilities, Public Works

Requires separate water system


Water Actions




years 3-5 years

6+ years

Ongoing

3.2.3 – Acquire additional shares in Twin Lakes

X Utilities Funding





years 3-5 years

6+ years

Ongoing

1.2.1 – When traffic congestion on US24 warrants, pursue funding for a comprehensive study by CDOT including all bypass corridor options

X Funds for consultant

City, consultant, CDOT

Political and community support

1 of 20 Revised 9.16.10

On-Going Action Plan Items

Land Use and Growth Actions



Available?

Responsible Party


3-5 years

6+ years

Ongoing

1.1.3 – Update land use and vacant lot inventory


1.1.4 – Ensure development fits with Comp Plan goals, objectives, actions & map

X Staff time Planning, PC and Council

1.1.5 – Use Comp Plan Map descriptions to evaluate changes to Zoning Map


1.1.6 – Ensure developers show how project is consist with Design & Development Principles


1.1.7 – Evaluate projects to ensure housing inventory becomes more diverse


1.1.8 – Ensure respect for private property rights, surrounding neighborhood interests and character


Balancing special interests

1.1.9 – Encourage quality infill development


1.3.1 – Ensure adequate capacity/infrastructure to serve development

X Staff time All Departments

1.3.2 – Continue to coordinate with Re-2 re: future projects


1.3.6 – Continually monitor & update development fees

X X Consultant All Departments

Funding the fee analysis

1.4.2. – Document and maintain a service policy for water and wastewater


1.4.3 – Ensure annexed areas are high priority land uses and beneficial

X Staff Time All Departments

1.5.2 – Work with PPACG to establish long-term polices for common concerns


2 of 20 Revised 9.16.10

Housing Actions



Responsible Party


3-5 years

6+ years

Ongoing

1.1.1 – Developers demonstrate how they meet City Design Standards


1.1.4 – Encourage universal design/ADA accessibility in portion of new projects



1.2.3 – Secure partners to integrate affordable housing into development projects

X Staff time Planning, DDA and OED

1.2.10 – Promote community awareness of and City Council support for affordable housing

X Staff time Planning, Administration and Council

Maintain political will to resist NIMBY opposition

1.3.1 – Educate residents about responsibility to maintain properties

X Staff time Planning and Police

1.3.5 – Consider input from HOAs while reviewing planning applications

X Staff Time Planning




Responsible Party


3-5 years

6+ years

Ongoing

1.2.1 -- Promote infill and consider form-based code

X X Staff time, consultant


Funding code study and revisions

1.5.4 – Maintain the Corridor Improvement Plan & Access Control Plan for Highway 24

X Staff time City Engineer and Planning




Responsible Party


3-5 years

6+ years

Ongoing

1.1.1 – Ensure prudent financial practices that maintain City financial

X N/A Staff Revenue generation and control of expenses to build reserve

3 of 20 Revised 9.16.10




Responsible Party


3-5 years

6+ years

Ongoing

solvency and integrity

1.1.5 – Continually examine how to be more efficient

X Staff and Council

Getting out of the way we have always been thinking

1.2.1 – Explore ways to diversify the City’s revenue sources and improve revenue forecasting

X X Research Finance Staff Acceptance of Council and citizens

1.2.2 – Tap into peer cities for information

X Staff

1.2.3 – Partner with the EDAG and Chamber to enhance the City’s marketing plan

X Staff and Council

How to properly market City.

1.2.4 – Grow the budget through economic development

X Economic Development

Staff and Council

Coordinate ED Director, Council and Staff




Responsible Party


3-5 years

6+ years

Ongoing

1.4.1 – Identify the demand for goods, services and amenities

X Consultant, City funds

OED and EDAG

Ongoing surveys and focus groups

1.4.3 – Attract additional retail and restaurants

X Consultant, City funds

OED Identify entrepreneurs and market conditions

1.5.1 – Educate and advocate for cost effective building codes that also protect safety

X

X Staff time

OED Shortage of staff assistance and shortage of funds

1.5.2– Participate in infrastructure planning (e.g., water, communication and electric services)

X Staff time

OED Time

1.6.1 – Promote affordable housing policies & practices

X Staff time

OED Task force time

1.6.4 – Continue planning for a recreation center

X Staff time, donors

OED Committed resources

4 of 20 Revised 9.16.10




Responsible Party


3-5 years

6+ years

Ongoing

1.6.5 – Explore ways to attract businesses that offer family-fun activities

X DOA, TIF

OED Identify entrepreneurs

1.7.1 – Support efforts to create an effective wayfinding signage and parking system

X Public Works

OED 2010 and 2011 budgets

1.7.3 – Support WPHPC’s efforts to promote cultural heritage tourism

X Staff time

OED

1.7.9 – Capitalize on recreational business opportunities e.g., OHV, biking, fishing, camping

X Staff time

OED Market conditions and identify entrepreneurs

1.8.1 – Develop, redevelop and plan the economic and physical restoration of the downtown district

X Staff time

OED,

Planning

1.8.2 – Mitigate DDA impacts on adjacent residential neighborhoods, particularly traffic flow

X Staff time

OED,

Planning,

Public Works

1.8.3 - Develop projects to revitalize and provide new economic strategic direction, & enhancing the downtown

X Staff time

OED




Responsible Party


3-5 years

6+ years

Ongoing

1.1.1 – Ensure government spending does not exceed financial resources


1.1.3 – Provide City Staff with resources to perform their duties in an effective manner


5 of 20 Revised 9.16.10




Responsible Party


3-5 years

6+ years

Ongoing

2.1.1 – Continue to prepare the Annual Report


2.1.2 – Empower staff to improve customer service


2.1.3 – Ask for community feedback via surveys, etc.


2.2.3 – Use a variety of communication tools to make the community aware of the City’s plans


2.2.6 – Ask for community input as to how diversify the City’s revenue sources


2.3.1 -- Proactively seek public input


2.3.2 – Identify barriers to full participation in the community


2.3.3 – Conduct focused outreach efforts to encourage participation


2.3.4 – Encourage Staff, Committee, Board and Council members to participate in community and volunteer activities


2.3.5 – Continue to invite civic, non-profit and neighborhood groups to assist with City projects

X Yes Administration Commitment and dependability





years 3-5 years

6+ years

Ongoing

1.1.1 – Ensure new development to comply with Community Design & Development Principles

X Staff review Planning

6 of 20 Revised 9.16.10





years 3-5 years

6+ years

Ongoing

1.1.2 – Continue to require new development proposals to show how they will mitigate potentially negative environmental impacts

X

Current code requirement to the extent possible

Planning

1.1.3 – Continue to require new development to dedicate appropriately located open space, parks and trail connections

X

Staff review Planning

Parks & Rec

1.1.4 – Strive to achieve energy efficiency for all new public buildings

X

Capital Planning No new public buildings planned in the next 1 – 2 years

1.1.5 – Publicly recognize developers who promote green building

X

Staff time Planning

1.1.6 – Encourage new development proposals conserve existing wildlife habitat

X

Staff review - to the extent possible

Planning

1.1.7 – Encourage redevelopment of underutilized sites

X

Staff time Planning Market driven

1.1.8 – Continue to maintain the City’s designation as a Tree City USA

X Staff time Parks & Rec.

1.1.9 – Continue to play an active role in the Healthy Forest Initiative

X Staff time

Administration

and Planning

1.2.2 – Encourage businesses and residents to use recycled materials, reduce, reuse and recycle

X Staff time and added costs

Council & Staff

1.2.4 – Take measures to improve the energy efficiency of City facilities

X

Funding Administration Capital Costs

1.2.5 – Explore renewable energy alternatives

X

Funding Administration Practical applications

1.2.7 – Educate residents on energy efficient ideas

X Staff time Administration

7 of 20 Revised 9.16.10





years 3-5 years

6+ years

Ongoing

1.3.2 – Encourage the use of water-efficient landscaping and appliances

X Staff review and currently required

Utilities

1.3.3 – Monitor water quality above and below the wastewater treatment plant

X Staff time Utilities Currently required by law to

monitor effluent only

2.1.3 – Support the Harvest Center’s efforts

X Staff time City Staff and KWPB

2.1.4 – Encourage community members to thin, trim, and plant trees

X Staff time

Parks and

Rec

2.1.5 – Use interpretive signage about the area’s natural & cultural resources

X Staff time and funding for signage

City Staff

2.1.6 - Create and promote opportunities for people to enhance wildlife habitat


2.1.7 – Work with the WP Arts Alliance to promote artistic expression using recycled materials


2.1.8 – Reduce water consumption and generation of solid waste and to promote recycling

X

Staff time and

funding Administration

Water Actions



Responsible Party


3-5 years

6+ years

Ongoing

1.1.1 – Maintain reliable and safe water supply

X Adequate annual budget

Staff/Council

1.1.2 – Maintain best possible firefighting capability in City’s water service area


Staff/Council

8 of 20 Revised 9.16.10

Water Actions



Responsible Party


3-5 years

6+ years

Ongoing

1.1.3 – Continually improve customer relations X

Adequate annual budget

Staff

1.1.4 – Make cost-conscious, life cycle decisions on operations and maintenance


Staff/Council

1.2.1 – Review Water Tap Management Plan annually to assess revenues and expenditures

X Staff time, UAC

Staff/UAC

1.2.2 – Review rates and tap fees annually

X Staff time Staff/Council

1.2.3 – Review and ensure capital improvement costs are fairly divided between existing and new customers

X Staff time Staff/UAC

1.2.4 – Establish rates understanding timing of next economic recessions

X Staff time Staff/Council Desire to cut rates versus build substantial reserves

1.3.1 – Incorporate energy saving technology into operations where feasible

X Funding Staff/ Operators

Funding

1.3.2 – Incorporate improved security measures of water system

X Funding Staff/ Operators

Funding

1.3.3 - Implement a Source Water Protection Plan X X

Staff time and rural water assistance

Utilities Implementing a meaningful plan

1.3.4 – Continue implementing Cross Connection Control Program

X Staff time

1.3.5 – Educate community about proper use and disposal of household chemicals

X Staff time/ website

Utilities staff

1.3.6 – Collaborate with various community groups to implement Community Wildfire Protection Plan

X Staff time Planning, WPHFI, Fire, Utilities

9 of 20 Revised 9.16.10

Water Actions



Responsible Party


3-5 years

6+ years

Ongoing

1.3.7 – Support erosion control and stormwater management to protect City’s water system

X Utilities

2.2.1 – Explore new technology to aid in conserve water and improve efficiency in water system

X Utilities

2.2.2 – Enhance water conservation plan to prepare for drought and efficient use of resources

X Staff time Utilities

2.2.3 – Collect and analyze data on water use

X X Staff time Utilities and Finance

Collecting data

2.2.4 – Increase meter accuracy and efficiency by eliminating leaky pipes

X Utilities Very difficult to achieve measurable improvements

2.2.5 – Expand use of artificial turf sports fields and xeriscaping

X Funding Utilities/ Council

Funding

2.2.6 – Prepare a Drought Mitigation Plan

X X Staff time UAC Review

Utilities Frequent updates

3.1.1 – Educate community on costs involved in expanding water resources

X Utilities

3.2.1 – Report annually to Council on water resources available for acquisition

X Utilities

3.2.1 – Amend conveyance agreement w/Colorado Springs Utilities to increase conveyance of water

X X

Staff negotiation, water attorney agreement

Utilities

Not losing historic partnership, but not committing significant funds before 2015

3.3.3 – Evaluate potential water resources, partnerships, etc. to expand water resources

X Staff time Utilities Funding

10 of 20 Revised 9.16.10

Wastewater Actions



Available?

Responsible Party


3-5 years

6+ years

Ongoing

1.1.1 – Provide preventative maintenance to minimize loss of plant performance

X Annual budget Utilities

1.1.2 – Optimize wastewater plant process control


1.1.3 – Explore ways to make treatment plant more energy efficient


1.2.1 – Provide preventative maintenance to collection system to minimize backups, overflows, etc.

X Annual budget Utilities May need to replace expensive sewer vac truck

1.3.1 – Annually evaluate maintenance and operations costs and revenues

X Staff time Utilities

1.3.2 – Develop a wastewater Capital Improvement Plan

X X Staff and UAC Utilities

1.4.2 – Maximize reuse of bio-solids within community

X Utilities

1.4.3 – Investigate improvement of safety of plant workers

X New WWTP Expansion

Utilities Replace gaseous chlorine and sulfur compounds

1.4.4 – Educate public on ways to prevent water pollution

X Staff


X X Annual budget WWTP Expansion


1.5.2 – Implement odor management program X

Southside lift station odor evaluation

Utilities

1.5.3 – Incorporate trail connections through utility easements where feasible

X Utilities, Parks and Rec.

Identifying compatible sites

11 of 20 Revised 9.16.10





years 3-5 years

6+ years

Ongoing

1.2.2 – Monitor regional transportation plan to max. funds for local projects

X Public Works

1.3.1 – Continue to fund the pavement management program

X Public Works Funding

1.3.5 – Mitigate negative impacts of comm’l. development upon residential neighborhoods

X Public Works, Planning

1.4.1 – Coordinate with the City and County to construct trails throughout the City and growth area

X Staff time Parks & Rec, Public Works

1.4.3 – Continue to promote the Ute Pass Express

X None Staff




Responsible Party


3-5 years

6+ years

Ongoing

1.1.1 -- Continue to participate in community meetings to maintain relationships and coordinate resources

X Staff time Police Maintaining a strong commitment by all involved

1.1.2 – Regularly update WPPD’s webpage

X Webmaster Police Updating regularly

1.1.3 – Continue to partner with the Fire District to support each other’s services

X X Staff time Police Maintaining a strong commitment

1.1.4 – Continue to participate in regional and statewide programs to minimize gang activity

X Staff time Police

1.1.5 – Continue efforts to send emergency warnings via text messaging

X Staff time Police

12 of 20 Revised 9.16.10




Responsible Party


3-5 years

6+ years

Ongoing

1.1.6 – Continue to prepare for natural disasters, pandemics and other large-scale crises

X Staff time and funding

Police

1.2.1 – Monitor population numbers to maintain current levels of police protection and traffic safety

X Staff time Police CDOT data is not always in the useful form

1.2.2 – Maintain and expand specialized training opportunities

X Staff time Police

Current training requirements are 40 hrs annually and this is expected to increase

1.2.3 – Maintain an effective communication network with County, State and Federal Officials

X Staff time Police Frequent turnover of key personnel

1.2.4 – Continue to coordinate with the Fire District and Ambulance District to effectively deploy resources

X Staff time Police

1.3.2 – Continue to facilitate crime prevention for neighborhood meetings

X Staff time Police Generating neighborhood interest to participate

1.3.3 – Encourage public-private partnerships to prevent crime

X Other Agencies

Police Funding

1.3.4 – Work with the Chamber of Commerce to teach business effective crime prevention tactics

X Staff time Police

1.3.5 – Contribute articles to local newspapers on crime prevention

X Staff time Police Lack of space in newspaper publications

1.4.1 – Continue to conduct Teen Court and expand in Middle School

X X Staff time Police Securing support for a Middle School Teen Court program

1.4.2 – Continue to participate in Build A Gen.

X Staff time Police

13 of 20 Revised 9.16.10




Responsible Party


3-5 years

6+ years

Ongoing

1.4.3 – Continue to closely coordinate w/ Re-2 Schools

X Staff time Police

1.4.4 – Continue to have a visible role at sporting events

X Staff time Police Funding

Emergency Management Actions



Responsible Party


3-5 years

6+ years

Ongoing

1.5.1 – Continue to implement Emergency Planning

X Staff time EM, City Departments

1.5.3 – Coordination with other Depts. and Office of Emergency Management

X Staff time EM, City Departments

Bureaucracy of the Federal requirements and turnover in key personnel




Responsible Party


3-5 years

6+ years

Ongoing

1.1.1 – Implement the Parks, Trails and Open Space Master Plan

X Funding Parks & Rec Funding

1.1.2 – Give top construction priority to neighborhood parks


1.1.3 – Improve accessibility for bikes around town (bike lanes, bike racks, etc.)

X Funding Parks & Rec

1.1.4 - Construct new trails, and add parking at trailheads, restrooms, benches, etc.

X Funding Parks & Rec Funding

14 of 20 Revised 9.16.10




Responsible Party


3-5 years

6+ years

Ongoing

1.1.6 – Develop indicators to evaluate level of service for parks, trails, and recreation


1.1.7 – Continue to improve parks, trails, and open space maintenance


1.2.1: Expand joint use of facilities with school district

X Funding Parks & Rec, Public Works

Funding, volunteer participation

1.2.2 – Partner with non- profits to help support Parks and Rec Staff

X Parks & Rec

1.2.4 – Work with RE-2 School District to encourage safe bike and pedestrian travel


1.2.6 – Explore creation of clubs such as “Friends of the Parks” to improve and maintain parks and trails

X Parks & Rec

1.3.4 – Create a community plan to attracts and host for big events

X Staff time Visitors’ Bureau

No visitors’ bureau, no communication

1.4.1 – Document design standards for all of Woodland Park’s parks, trails and open lands


1.4.2. – Strive to locate public facilities near parks

X Staff Time Parks & Rec Planning

1.4.3 – Explore joint use of facilities i.e., trails added to drainage facilities

X Staff Time Parks & Rec Planning

1.4.4 – Police to comment on the safety of parks, trails and recreational facilities


1.5.3 – Foster partnership to advertise leisure activities


1.5.4 – Include the City logo on all PTOS signage

X Staff time Funding

Parks & Rec

15 of 20 Revised 9.16.10




Responsible Party


3-5 years

6+ years

Ongoing

1.6.3. – Regularly evaluate watering systems to improve efficiency

X Parks, Public Works

Community Wellbeing Actions



Responsible Party


3-5 years

6+ years

Ongoing

1.2.1 – Support community grants to non-profits

X Funding Administration Council

Financial health of the City, availability of funds

1.2.2 – Support family events

X City Facilities Administration Parks & Rec

Financial health of the City, availability of funds

1.3.1 – Support collaboration to attract grant funds for City services X

Meeting space, facilitator

NTBAG

Coordinating meetings, communicating value of working together, representing multiple objectives and interests

2.1.1: Collaborate with Chamber, etc. to increase youth opportunities for mentoring, internships, etc.

X Staff time NTBAG

2.1.2 – Ensure safe places for children for physical activity & positive peer interaction

X Staff time NTBAG

2.1.5 – Promote the Teen Center as hub for activities for adolescents

X Staff time NTBAG

2.1.6 – Publicize youth accomplishments in community

X Staff time NTBAG

2.1.7 – Explore safe recreation options for teens and young adults

X X Staff time NTBAG

16 of 20 Revised 9.16.10

Education Actions



Responsible Party


3-5 years

6+ years

Ongoing

1.1.2 – Work with PPACG, USFS, Teller County etc., to share facilities and training opportunities

X Classroom space, marketing

Topic dependent, Teller Extension Service

Communicating class availability, reasonable fees

1.1.3 – Continue facility sharing agreements with Re-2, Library and others

X Facility Use Agreements

Re-2 Admin., Library, Parks & Rec

Making sure Superintendent supports facility use agreements

1.1.4 – Identify partnering opportunities to support 21st Century Standards and publicize through website

X X

Website space, mentors, intern sponsors

Re-2 Admin., NTBAG, IT

Keeping information updated, consistent with Re-2, continued access and support from community members

Health Actions



Responsible Party


3-5 years

6+ years

Ongoing

1.1.2 – Support actions of the PTOS Chapter to fund, develop and promote PTOS

X Funding Teller County Public Health, Parks & Rec

1.1.3 – When possible locate government buildings near trails and public transit

X

Teller County Public Health, Parks & Rec, Planning

Taking time to think outside the box

1.2.2 – Support efforts by nonprofits and other agencies to improve the public’s access to health care

X Funding Teller County Public Health

Economy, availability of funding resources

17 of 20 Revised 9.16.10

Recreation Actions



Responsible Party


3-5 years

6+ years

Ongoing

1.1.1 - Implement the PTOS Master Plan

X Interest survey

Parks & Rec Funding

1.1.2 – Continue to share of recreation facilities with others and build on relationships

X Facilities Parks & Rec Availability of facilities

1.1.3 – Partner with local businesses to fund scholarships X

Relationship with businesses, marketing venues

Parks & Rec Funding resources

1.1.4 – Explore options for marketing through the internet and on-line registrations

X Web/internet capabilities

Parks & Rec, IT Quickly evolving technology

1.1.5 – Partner with others to develop outdoor education opportunities

X

Interest surveys, cooperation with Ed. Inst.

Parks & Rec., Educational institutions

1.1.6 – Explore other funding options that support the expansion of recreation services

X Funding resources

Parks & Rec Economy, availability of funding

Arts and Culture Actions



Available?

Responsible Party


3-5 years

6+ years

Ongoing

1.1.1 – Provide Staff support to Arts events

X Staff time All Depts.

1.1.2 – Support the WP Arts Alliance’s efforts

X Staff time OED

1.1.3 – Meet with MAC and Arts Alliance to discuss common goals

X Staff time OED

18 of 20 Revised 9.16.10




Available?

Responsible Party


3-5 years

6+ years

Ongoing

1.1.4 – Encourage cultural activities with other non-profits

X Staff time OED, Park & Rec, Planning

1.1.5 – Support the Community Investment Fund with a fair and predicable process

X Staff time City Clerk Budget constraints

1.1.6 – Encourage live-work housing

X Staff time Planning and City Attorney

Possible code amendments

1.1.7 – Explore the viability of art in public places program

X Staff time OED Funding

1.2.1 – Help to promote the Art Walks

X Staff time OED

1.2.2 – Support Arts Alliances music and cultural events

X Staff time OED, Parks and Rec

1.2.3 – Identify marketing opportunities for the arts

X Staff time OED

1.2.4 – Continue to improve the TUP process


1.2.5 – Create a system to document the economic impact of special events

X Staff time OED Data collection is challenging

1.2.6 – Offer events that ensure that all people can participate, e.g., elderly, disabled, low income

X OED, Parks and Rec

1.3.1 – Upgrade the Cultural Center’s lighting, sound, etc.

X Staff time UPCC Funding

1.3.2 – Help make Dickson Auditorium more of a community resource

X Staff time OED Interagency cooperation

1.3.3 – Grow the UPHS Museum Center, History Park, etc. X Staff time Planning

Limited land area and funding

19 of 20 Revised 9.16.10




Available?

Responsible Party


3-5 years

6+ years

Ongoing

1.3.4 – Pursue opportunities to construct a large indoor venue for the arts

X Staff time OED Funding and fostering partnerships

1.4.1 – Concentrate public art in the Downtown

X Staff time OED Funding

1.4.2 – Continue adding flowers to the Downtown

X Staff time OED, Public Works

Logistics

Community Heritage



Available?

Responsible Party


3-5 years

6+ years

Ongoing

1.1.1 – Partner with UPHS to implement the 2006 Historical and Architectural Survey recommendations

X Staff time Planning, UPHS, HPC

Volunteers, coordination time and expertise

1.1.2 – Increase the locally landmarked sites, walking tours, interpretive signage

X Staff time

1.1.3 – Increase collaboration with other preservation groups

X Staff time Planning, HPC, UPHS

1.1.4 – Celebrate Preservation Month


1.1.5 – Pursue funding to increase awareness of local history


1.1.6 – Maintain a strong Historical Preservation Committee


1.1.7 – Display commemorative plaques


Dedicated funds for HPC

1.1.8 – Integrate local history into school curriculum and programs


20 of 20 Revised 9.16.10

Community Heritage



Available?

Responsible Party

Challenges 1-2

years 3-5

years 6+

years Ongoing

1.2.2 – Ensure that land use applications are referred to the HPC if historical resources are impacted


1.2.3 – Ensure that appropriate consideration is given to demolition permits


1.2.4 – Encourage builders to salvage old materials X Staff time Planning

1.2.5 – Incorporate historic elements in new buildings


2.1.2 – Incorporate public art and displays in public places

X OED and Parks

Funding

2.1.4 – Create and publicize a community calendar

X X Available Chamber of Commerce

Get buy in, educate community about it

2.1.5 – Celebrate WP history

X UPHS Volunteers to coordinate

2.2.1 – Incorporate interpretative signage into public spaces

X Parks, OED Funding

2.2.2 – Promote historical programs, tours etc.

X UPHS, HPC, Chamber, etc.

Volunteers to help with marketing

2.2.5 – Approach Woodland Station developers and other developers to establish an area that is dedicated to historical, local and natural art

X X Staff time Planning, DDA, OED & Parks

Funding

Woodland Park Comprehensive Plan Priorities

Prepared by the Citizens Advisory Committee

2/10/2010

Introduction. The Woodland Park Comprehensive Plan (WPCP) has resulted in 76 objectives

being drafted for 15 separate areas of the plan. In the final meeting of the Citizen’s Advisory

Committee (CAC), Mayor Randolph suggested that the CAC having worked on every aspect of

developing the WPCP is in an excellent position to recommend priorities among the 15 areas

addressed and the 76 objectives in the plan. A modified Delphi Process was developed to

accomplish this task.

Method. In round 1 of the process 17 respondents of the CAC were asked to select their top

priority among the objectives in each of the 15 areas. Of the 17, 14 responded. There was

considerable agreement among the respondent’s choices in most areas. In addition to choosing

the top priority, respondents were also ask to briefly write a few sentences as to why they

thought their choice should be the top priority. In round 2 of the process, each objective that

received at least 20% of the respondents “support” for top priority was sent to the respondents of

round 1. Of the 14 round 1 respondents, 11 responded in round 2. In addition to the statement of

the objectives, the respondent’s comments were also included following each objective.

Respondents were then asked to review the comments under each objective and choose their top

priority among the smaller set of objectives gleaned from round 1. Then they were also asked to

set priorities among the categories of objectives. They were instructed to assign a value of 1, 2, 3

or blank to each category. They were permitted to have up to three 1s, 2s, or 3,s and any number

of blanks. “1” was to represent the highest priority 2s and 3s, lower priorities and blanks were

the lowest priority. To set priorities among categories, a value of 1 was given the weight of 3, 2

was weighted 2 and three was weighted 1. Blanks were weighted 0. Below, each category of

objectives are listed in order of the priority received along with their overall computed weight

and highest priority objective(s). Two respondents chose to rank the categories from 1 to 15. In

those two cases all the rankings above 3 were considered the same as blanks.

Comment. Please note that considerable thought and input has gone into the development of the

Comprehensive Plan. All of the objectives are important. The results below are an attempt to set

priorities among all of the areas and objectives outlined in the plan. As such, they address those

items that are most vital and should be given the most immediate attention. The fact that some

items received a low priority can be interpreted in a number of ways. For example, it may mean

that a particular area is being well managed or addressed currently, and can take a back seat to

some other momentarily more pressing issues. There are also objectives that are of an

instrumental nature that may not have made the final list. These objectives may represent a step

that may be required to implement an objective that made it to the high priority list. For example,

economic development and tourism objective 1.1 specifies that volunteer advisors guide the

current city staff in this area. This objective may be instrumental in achieving the objectives that

were ultimately chosen as the highest priority items, and should not be ignored. Thus while the

results of this Delphi process provide some intelligence for priority setting, it is only a guide. It is

not a substitute for the prudent judgment and decision making of those who will be responsible

for the Plan’s implementation.

Results. Below are the listed the 15 categories or areas for which objectives were developed. They are

listed according to the priority received in the Delphi process. The Delphi priority weight appears within

the parentheses. Below each category are the objectives that received at least 20% support from the

respondents. The amount of support received appears at the end of each objective. Note that where a tie

occurs, the number indicating the ranking is repeated. For example, “water”, “economic development and

tourism” and “land use and growth” all tied for the 2nd

position. So housing comes in as 5th.

1. City Finances (23)

Objective 1.1: Ensure the City is fiscally responsible. (Chosen by 100% of respondents)

2. Water (20)

Objective 3.2: Pursue projects to completion that will strengthen and/or expand the City’s water

resources and are appropriate over the full range of growth decisions for the community. . (Chosen by

100% of respondents)

2. Economic Development and Tourism (20)

Economic Development Objective 1.8: Create a concentration of activity anchors (arts, culture, shops,

restaurants, entertainment, services, jobs and residences) in Downtown Woodland Park through the

continued operation of the Downtown Development Authority (DDA). Complete the Downtown

Development Authority Foundation Plan and achieve a more vibrant Downtown Area by concentrating

people generators and community “one-of-a-kind” amenities and anchors.

Economic Development Objective 1.2: Retain area businesses and assist with expansion or adding

complimentary businesses to create clusters and critical mass. (Chosen by 27% of respondents)

2. Land Use and Growth (20)

Land Use and Growth Objective 1.1: Ensure that new development fits with the intent of the

Comprehensive Plan Map and uses the land and community resources/facilities efficiently and in an

environmentally sensitive manner. All new development, expansion and redevelopment should

contribute to Woodland Park's mountain-western identity and help the City achieve its goals of

diversifying the housing supply while respecting individual property rights, preserving residential and

commercial real estate property values, upholding neighborhood integrity and character, strengthening

downtown and commercial vitality, protecting the mountain environment, providing opportunities for

life-long learning and keeping Woodland Park safe. (Chosen by 90% of respondents)

5. Housing (13)

Housing Objective 1.1: Promote stable, safe, diverse neighborhoods throughout Woodland Park that

provide a wide range of housing options and link residents to destinations to learn, work, shop, recreate

and relax. (Chosen by 73% of respondents)

Housing Objective 1.2: Integrate affordable housing for a diverse workforce such as teachers, police,

fire fighters, seniors or disabled individuals on a fixed income and low income families into new

residential developments when feasible. (Chosen by 27% of respondents)

6. Wastewater (11)

Wastewater Objective 1.3: Project costs and provide the revenues necessary to fund operations,

maintenance and infrastructure improvements to meet existing and forecasted wastewater needs. (Chosen

by 80% of respondents)

Wastewater Objective 1.1: Provide the highest quality wastewater collection and treatment possible on

an everyday basis. (Chosen by 20% of respondents)

7. Transportation (9)

Transportation Objective 1.1: Understand travel patterns in and around Woodland Park to make

informed decisions about transportation and land use plans. (Chosen by 70% of respondents)

Transportation Objective 1.3: Build and maintain a network of “smart street design” in Woodland Park

that connects major destinations. (Refer to the Community Design and Development Principles for more

details.) (Chosen by 30% of respondents)

7. Community Sustainability and the Environment (9)

Sustainable Environment Objective 1.1: Ensure that development minimizes its impact on the natural

environment and creates a quality human environment through sustainable design and development

practices. The City should define what sustainable design and development practices are. (Chosen by

80% of respondents)

Sustainable City Objective 2.2: Make community members aware of the City’s priorities, issues and

actions. (Chosen by 20% of respondents)

9. Community Wellbeing: Education, Health and Recreation (7)

Education Objective 1.1: Ensure that a diverse range of learning opportunities is accessible and

available for residents, visitors and business owners of all ages and abilities. (Chosen by 100% of

respondents)

9. Parks Trails and Open Space (7)

Objective 1.1: Continue to plan for, construct and maintain the City’s parks, trails and open space

system in a manner that is consistent with community members’ goals. (Chosen by 64% of respondents)

Objective 1.2: Foster partnerships to fund, develop and promote Woodland Park’s parks, trails,

recreation and open space system. (Chosen by 36% of respondents)

9. Community Character and Design (7)

Objective 1.1: Continue usage of a high design standard for new development to create an attractive,

functional, welcoming environment that contributes to Woodland Park’s character and reflects

community members’ commitment to protecting the environment. (Chosen by 64% of respondents)

Objective 1.4: Establish a sense of entry from the rural county to the urban city environment. (Chosen

by 36% of respondents)

12. Public Safety and Emergency Management (5)

Public Safety and Emergency Management Objective 1.1: Continue fostering partnerships and

improving the City's technology to improve police services and to educate the community about crime

trends, personal safety, neighborhood crime prevention and response strategies, emergency management

programs and the role of law enforcement in the community. (Chosen by 78% of respondents)

Public Safety and Emergency Management Objective 1.2: Plan the expansion of law enforcement

protection to coincide with current and projected population increases and identified needs. (Chosen by

22% of respondents)

12. Community Heritage (5)

Community Heritage Objective 2.1: Develop a strong sense of community identity that is readily

digested by new residents and visitors and is rooted in Woodland Park’s history. (Chosen by 70% of

respondents)

Community Heritage Objective 1.2: Ensure that new development embraces rather than demolishes

historical resources. (Chosen by 30% of respondents)

14. Drainage (2)

Drainage Objective 1.1: Ensure the City has a comprehensive, environmentally sensitive, cost-effective

plan to manage storm water runoff and protect downstream communities and riparian corridors.

(Drainage had only 1 objective)

15. Arts and Culture (1)

Arts and Culture Objective 1.1: Support local artists, musicians, and performers and efforts to provide

opportunities to learn about art, music and the performing arts subject to review by the staff. (Chosen by

45% of respondents)

Arts and Culture Objective 1.3: Improve existing facilities and plan for the construction of new

facilities. (Chosen by 36% of respondents)

Appendix B — Summary of Survey Results

SURVEY RESULTS SUMMARY

588 people responded to the Community Survey, which was available online and in hard copies around town. DEMOGRAPHICS

In general the survey respondents are educated, middle-aged, single-family homeowners, living in a 2-person household that earns more than $75,000 per year. These respondents are not truly representative of the Woodland Park population. Young families, renters, commuters, and working class people are under-represented.

56% of respondents are female; 44% are male.

58% of respondents are between 45 and 64 years old. More people in the 65-74 year age bracket completed the survey than people in the 25-34 year bracket.

The majority of respondents live in 2-person households with no children present.

Slightly less than half of the survey respondents work full time. 16% are retired.

Approximately one-third of respondents work in Colorado Springs. In actuality, close to 60% of the population works in Colorado Springs.

More than 40% of respondents are college graduates. This figure differs from the 2000 Census results, which indicated that only 25% of the population has a college degree.

Over 95% of respondents own their own homes, and 94% of respondents live in a single-family house. WOODLAND PARK AS A COMMUNITY

36% of respondents have lived in Woodland Park for 5 years or less. 17% have lived here more than 21 years.

The 4 most common reasons that people moved here are: the mountain environment and scenic beauty, the small town character, the proximity to Colorado Springs, and the availability of recreational amenities.

The most common reasons people would leave are better employment opportunities and to be near family.

Hiking trails and other outdoor recreation amenities are the number one thing survey respondents show visitors. The view of Pikes Peak and the Rocky Mountain Dinosaur Resource come in second and third.

More than 90% of respondents say that Woodland Park is a good place to live in terms of quality of life and safety. More than 70% believe that it is a good place to raise children or retire.

Respondents are not satisfied with the availability and diversity of job opportunities, dining opportunities, entertainment, and continuing education.

GROWTH MANAGEMENT

32% of respondents believe the City should start acquiring additional water resources to accommodate growth now. 29% believe the City should not increase its water resources for growth, and 39% believe the City should begin the process in 10 to 20 years.

The majority of respondents do not want the City to allow development that exceeds the City’s planned water supply. However, if the City does exceed planned water supply, housing for senior citizens is deemed the most worthy reason to do so.

CITY GOVERNMENT & SERVICES

The majority of respondents believe that the City is doing an adequate or better job at involving and communicating with citizens, managing growth, operating efficiently, and moving in a positive direction.

Respondents believe the City could do more to promote economic development and support local businesses.

The most highly rated services are: water, snow removal, police, and sewer. ECONOMIC HEALTH

More than 80% of respondents go to Downtown Woodland Park one or more times per week, most commonly to obtain retail goods such as groceries and clothing and to patronize restaurants, coffee shops, or bars.

SURVEY RESULTS SUMMARY

12% of respondents are employed downtown.

The most common first choice desired change in the Woodland Park economy is increasing the number of family-style restaurants (241 respondents). The most common second choice is increasing entertainment opportunities (144 respondents chose this as their second choice, 138 chose it as their first choice).

The overwhelming number one reason respondents shop outside of Woodland Park is for better selection. The number two reason is for better prices.

Survey respondents believe the City should place a priority on attracting new companies to increase job opportunities.

In the unlikely event of a revenue shortfall, survey respondents would prefer that the City promote commercial development to increase sales tax revenues rather than cut services.

TRANSPORTATION

Approximately 88% of respondents drive a motorized vehicle for either transportation or recreation most days of the week.

More than 50% of respondents walk 3 days per week or more.

Most respondents are satisfied with the transportation network in Woodland Park, including walkability, bikeability, parking, traffic signals, and speed limits.

Although 94% of respondents are aware of the Ute Pass Express, less than 1% of respondents use the service 2 or more days per month.

Nearly 80% of respondents believe that the City’s limited transportation funds should be allocated to street maintenance. The next highest priority is maintaining the ease of driving in Woodland Park. The third highest priority is improving walkability in Woodland Park.

PARKS, RECREATION & CULTURAL ACTIVITIES

Over 80% of respondents are satisfied with the quality of parks and trails in Woodland Park.

Nearly 75% of respondents are satisfied with the availability and quality of recreational opportunities; however the majority of respondents have never participated in a City recreation program.

The Woodland Park Library is utilized more than the Ute Pass Cultural Center, City recreation programs, Meadow Wood Sports Complex, and the Centennial Trail.

The most common first choice (222 respondents) priority for parks and recreation capital improvements is a community recreation center/YMCA. The most common second choice (169 respondents) priority for funding is trails and sidewalks. The most common third choice (172 respondents) priority is neighborhood parks.

Fewer than one-quarter of respondents or their family members participate in competitive youth sports. ENVIRONMENTAL HEALTH

Nearly 90% of respondents regularly limit water use in their landscaping.

More than 70% regularly use energy efficient lighting.

More than 60% regularly recycle.

More than 95% of respondents consider the air quality in Woodland Park to be good or very good, and 86% consider the quality of the drinking water to be good or very good. 84% of respondents believe the overall quality of the environment is good or very good. Respondents are least satisfied with the quality of recycling programs in Woodland Park.

EDUCATION

40% of respondents answered that they would take a course at Pikes Peak Community College if the course were available in Woodland Park. 39% answered “maybe.”

Information Technology and art classes have the most potential interest.

Most respondents are interested in evening classes during the week.

Appendix C — Workshop 1 and Youth Input

Residents of All Ages Share Vision for Woodland Park’s Future May 5, 2009 was the official kick-off for the Woodland Park Comprehensive Plan update. The Woodland Park High School Student Council, representatives from Woodland Park Middle School and a host of Woodland Park residents shared their opinions of and dreams for the community. Community Vision and Values Workshop Nearly 120 residents, business owners, and students attended the first of two workshops designed to gain community input about the critical issues facing Woodland Park, what they value about Woodland Park, and what they want the City to be like in the future. Civil Resources Planner Danna Ortiz began the session by summarizing what a Comprehensive Plan is, how it affects the community and why it’s important. Attendees then utilized innovative keypad polling technology to answer questions about demographics and to gauge their opinions on transportation, downtown Woodland Park, and critical issues facing Woodland Park. Fehr & Peers Transportation Planner Carlos Hernandez showed participants methods that other Colorado communities are using to work with the Colorado Department of Transportation to enhance their highway systems in a way that improves their downtowns. Via keypad polling, workshop participants overwhelmingly supported becoming a more walkable and bikeable community. Participants then grouped around tables to create a land use plan consistent with their group’s vision for Woodland Park. They discussed important issues in the community and how to resolve them in way that strengthens their collective vision for Woodland Park. They also discussed important community assets and how to preserve and strengthen them for future generations. Some of the issues that each group tackled include:

How can we enhance Woodland Park’s appearance?

What steps can the City take to strengthen Woodland Park’s sense of place?

How can we help everyone in Woodland Park feel a part of the community, regardless of age, income, education, etc.?

The City has planned water and sewer services available to serve a population of 12,900 people (currently, the population is approximately 7,720). We will likely reach this point (build out) within 25 years. Any additional commercial, industrial or residential growth will require a significant capital investment. How should the City proceed?

How can the City promote and benefit from its assets—artists, musicians, outdoor recreational opportunities, library, Rocky Mountain Dinosaur Research Center, mountains —and attract visitors?

The groups provided an array of creative, realistic approaches to confront these issues. Some of the ideas included: Overarching Themes

Become a self-sufficient community by promoting strong education, providing opportunities to live and work in Woodland Park and by transforming downtown into a thriving center for community events and activities.

Embrace the western/mountain heritage commonly seen in the community’s art and architecture.

Woodland Park should remain an inclusive, family-friendly community. Woodland Park as a Welcoming Community

Connect neighborhoods and create a flourishing downtown center with plenty of gathering space for residents during community events.

Reach out to youth, the retirement community and long-term campers to better integrate them into the community.

Utilize community groups’ resources and activism to engage under-represented people in community activities.

Create a stronger sense of community through more density and diverse housing opportunities. Enhancing the Appearance

Enforce existing codes.

Plant more greenery throughout the City and along US-24: more trees, flowers and art in a cohesive design scheme that also helps establish and enhance the community’s gateways.

Woodland Park Future Population Growth

Most participants do not want the community to grow beyond a population of 12,900. They believe it is more important to preserve the community’s safe, small-town, family-friendly character. However, participants also want the City to take efforts to attract more businesses and to ensure that it continues to have adequate water and City services going forward.

Woodland Park’s Economy and Identity

Woodland Park needs to become more of a destination in itself. Right now, the community has a number of attractions (i.e. the Dinosaur Resource Center, Donut Mill, a variety of community events, etc.) but most people come through Woodland Park as a means to go somewhere else.

Continue to emphasize and build on Woodland Park’s strong education base. Try to attract a Community College and Challenger/Space Museum.

Emphasize Woodland Park’s proximity to Pikes Peak and build on the ―mountains are calling‖ theme.

Woodland Park should be a hub for trails and recreation amenities. There are many unmarked trails that should be marked, mapped and have a trailhead. A Recreation Center may help attract permanent residents and new students while also improving recreation opportunities for residents and visitors alike.

Invest in more athletic training and research opportunities at high altitude.

Develop a cohesive, organized marketing plan for Woodland Park with local, regional and national appeal. Youth Input Students at Woodland Park High School and Woodland Park Middle School shared many interesting and innovative ideas with the Comprehensive Plan Consultants (Civil Resources). The youth spoke about what they like most about Woodland Park, what they would most like to change, the impact of tourism and how to best define the identity of Woodland Park. Some of their thoughts and ideas include: The Best of Woodland Park

Very safe community for youth. There is not much crime and Woodland Park is walkable and bikeable for the most part. Most students are open to returning to Woodland Park to raise

families of their own after they have ―travelled and experienced the world.‖

Students appreciate that they can grow up with the same group of friends and stay in the same schools together through their childhoods.

They enjoy learning about the area’s history and they would like to have opportunities to learn more about it integrated throughout the community. They like the old pictures and artwork downtown and the old schoolhouse.

The small-town, mountain character of Woodland Park is great.

Proximity to nature and recreation amenities is unparalleled. One student mentioned that she loves going ―hiking from my backyard.‖

Meadow Wood Sports Complex is great for watching and playing sports at a high-end, modern facility.

The Middle School students enjoy attending High School events, especially school plays. What Youth Would Most Like to Change About Woodland Park

Woodland Park needs to be more diverse. Encourage more exchange programs and housing options.

Housing is too expensive in Woodland Park. There are not many options for renters, students, small families or people with lower incomes. Many teachers cannot afford to live here.

Need more sidewalks and bike lanes throughout Woodland Park, particularly near Memorial Park and in older neighborhoods.

They like the smaller, independent restaurants but would like more variety and fast, cheap food options (i.e. Red Robin and Chipolte).

Need newer shops with extended hours, not just western-themed or tourist-oriented shops downtown but also retail that is geared toward youth so they don’t always have to go to Colorado Springs to shop.

More family-friendly and youth-oriented activities (i.e. bowling alley, mini-golf, recreation center with a swimming pool, and extended movie hours and more to do at night).

The Teen Center is not advertised well-enough. Although the Youth Advisory Committee meets there, most students do not use the facility very often if at all.

Tourism

Too many tourists come through Woodland Park but don’t stop here.

Attact tourists by offering more recreation-oriented businesses such as something as big as Cabela’s or as small as a used backpacking supply shop. Intrigue tourists enough to get them to stop and shop.

Tourism is very important for helping students get summer jobs (i.e. Dinosaur Resource Center, motels, golf course, etc.).

Woodland Park’s Identity

Emphasize the community’s ―logging roots‖ in architecture. Emphasize the mining/logging history over the ―ski town look and vibe.‖ They mentioned Sonic and Wal-Mart as buildings that exemplify the ―woodsy theme.‖

Transform Woodland Park into the ―base camp‖ for mountain activities. Build on the sportsman and outdoor theme in business development.

Continue to emphasize and enhance community events. They noted that the Farmer’s Market and Oktoberfest as particularly successful events. Because Woodland Park has a talented arts and music community, they suggested a Woodland Park Arts and Music Festival. They would also like to see the rodeo and Colorado Festival of World Theater return to Woodland Park.

Please go to www.wpcompplan.org to learn more about this workshop, the comprehensive planning process, progress reports and upcoming events. A community survey will be online starting May 14th and hard copies will be available at the Woodland Pak Library and City Hall. Please encourage your family, friends and neighbors to individually fill out a survey. Contact: Sally Riley, Woodland Park Planning Director – [email protected] or 687.5202 Danna Ortiz, Civil Resources Planner – [email protected] or 303.833.1416 x 203

http://www.wpcompplan.org/

mailto:[email protected]

mailto:[email protected]

Appendix D — Workshop 2 Results

Community Workshop 2 Results After the Comprehensive Plan Citizens’ Advisory Committee representatives presented overviews of each chapter of the draft plan and used keypad polling to determine if the chapters remained consistent with community priorities, participants broke into small groups to strategize about education, affordable housing or community identity. Each person brainstormed solutions to each challenge. Then, the group discussed the ideas and submitted their top three strategies to the room facilitators. Next, the facilitators worked with the entire room to create a longer list of strategies based on all of the tables’ discussions. Following is a list of the questions that the groups tackled, followed by the participants’ top priorities. The percentage of people that voted on each strategy as their top priority is listed in parenthesis.

Housing Housing Challenges One of the City’s top challenges is to provide affordable housing for our teachers, police officers, retail employees, young families, etc. We can do this by promoting compatible infill and encouraging a range of housing sizes and types in each neighborhood/ development (example – allow an apartment over a detached garage). How do we address residents’ concerns – these concepts are fine, as long as they’re not applied in MY neighborhood? What are the concerns with having affordable housing in a neighborhood? How should these concerns be addressed? Housing Strategies

1. Lofts/building up inside the City Limits of Woodland Park.

(25%)

2. Collaborate with people that have already done affordable

housing. (24%)

3. Developing infill areas without losing intrinsic value. (19%)

4. Make sure the development process is transparent. (8%)

5. Apartments with amenities. (8%)

6. Active ongoing enforcement measures would help ensure

affordable housing maintained. (8%)

7. Rezoning would need to be addressed. (8%)

Education

Education Challenges One of our goals is to “be an educational city” and “promote opportunities for life-long learning.” In addition, the CAC is interested in developing “centers of excellence” in education, retail, arts and outdoor recreation. Knowing that community members value fiscal constraint, the City’s budget is tight and enrollment in several Woodland Park Schools is declining, what steps can the City take to achieve these goals? Education Strategies

1. Promote the availability and use of higher education opportunities. (31%)

2. Outdoor education/adventure school, i.e., NOLS or Outward Bound school. (18%)

3. Become a youth sensitive community with mentors,

tutors, and internships. (12%)

4. Support and encourage economic advisory task force of

the Office of Economic Development. (11%)

5. Intergenerational educational experiences. (10%)

6. Inventory what resources we have to centers of

excellence. (8%)

7. Develop high quality medical research facility. (8%)

8. Become a non-profit center of excellence in collaboration and efficiency. (3%)

Identity Identity Challenges The Citizen Advisory Committee feels that lack of community identity is one of the City’s top issues. For example, the City has several slogans; The City Above the Clouds, The Mountains Are Calling, and Your Base Camp for the Pikes Peak Region. As mentioned in the presentations, people value Woodland Park’s friendly people, mountain atmosphere, cultural, educational and recreational opportunities, charming downtown and sense of community. How can we create a “brand” that is supported by the community, emphasizes the City’s distinguishing characteristics, and helps people recognize and recall favorable images when they hear Woodland Park?

Identity Strategies

1. Pursue the creation of a community gathering place such as a town square. (25%)

2. Create and publicize/market thematic activities related to mountain life/proximity, beauty, such as

bike trails, biking maps, bike rentals. (20%)

3. Promote and market an online comprehensive community events and activities calendar. (15%)

4. We are not in agreement that "community identity" is lacking. Nor is it a top issue. (11%)

5. Implement a Marketing Campaign that is the result of the coordinated efforts focusing on 'The

Brand.' (8%)

6. Coordinated campaign that rotates and emphasizes the components that define our community.

(7%)

7. The community identity is developing on an on-going basis for the better. This is happening

organically. (5%)

8. Obtain community buy-in through a series of coordinated efforts. (4%)

9. Form a task group to define and implement strategies. (2%)

10. Focus groups with varying interests. (2%)

11. Challenge the existing branding. (1%)

Appendix E — City Organizational Chart

Mayor and

City Council

City Manager

Citizen Advisory

Committees

Municipal Court

Judge/City Attorney

Police

Department

Utilities

Water/Wastewater

Field Services

Public Works,

Streets, Fleet, City

Engineer,

Construction Svcs.,

Buildings/Grounds

Finance, AP/AR,

Sales Tax, Personnel

Planning, Code

Enforcement

Asst City Manager

City Clerk

Administration

Parks & Recreation,

Ute Pass Cultural

Center

City of Woodland Park Organization Chart

Citizens

July 2010

Office of

Economic

Development

Appendix F — Maps

ZONING MAP DESCRIPTION

The Zoning Map graphically shows all zoning district boundaries and classification within the City as contained within the zoning code. The map delineates the extent of each district or zone which are described as follows:

SUBURBAN RESIDENTIAL (SR) DISTRICT (yellow) These areas are primarily located on the periphery of the established urban areas. Single-family housing in the SR district is limited to a density of one dwelling unit per gross acre. This district allows a variety of lot sizes with an approved minimum size of fifteen thousand square feet. These areas shall be fully serviceable by municipal water and/or sewer facilities. It is intended to create a suburban character in these areas through design requirements that provide for pedestrian friendly walkways, buffering, and retention of open space areas and protection of natural features.

URBAN RESIDENTIAL (UR) DISTRICT (bright yellow) These designated areas are intended to provide single-family housing at a higher density than SR. The purpose of this district is to allow in-fill development within areas served by existing water and sewer infrastructure, thus reducing the need for development and infrastructure sprawl into the outlying areas. The minimum lot size within the UR district is seven thousand five hundred square feet with a maximum density of two dwelling units per acre.

MULTI-FAMILY RESIDENTIAL-SUBURBAN (MFS) DISTRICT (orange) This land use designation is intended to accommodate attached residential dwelling units with residential density levels from two to eight dwelling units per acre. These areas shall be fully served by municipal water and sewer and be located in areas that can accommodate projected impacts concerning traffic, pedestrian access, parks, schools, commercial centers and places of employment.

MULTI-FAMILY RESIDENTIAL-URBAN (MFU) DISTRICT (brown) This land use designation is intended to accommodate attached residential dwelling units with residential density levels from nine to twenty dwelling units per acre. These areas shall be fully served by municipal water and sewer and be located in areas that can accommodate projected impacts concerning traffic, pedestrian access, parks, schools, commercial centers and places of employment.

PUBLIC/SEMI-PUBLIC LAND (P/SPL) DISTRICT (royal blue) Areas designated for public and semi-public uses provide for establishments which are purely governmental as well as joint public/private facilities. The location of these areas and the necessary utilities to serve them are dependent on the function each facility serves.

AGRICULTURAL (AG) DISTRICT (green) These areas are ten acres or more in size and are primarily used for the keeping or maintenance of plants and/or animals useful to man, limited to: forages and sod crops; grains and seed crops; canines, dairy animals and dairy products, livestock, including beef cattle, sheep, Llamas, horses, ponies, mules, and goats or any mutations or hybrids thereof. Such keeping or maintenance is limited to the breeding and natural grazing of any or all of such animals. Natural grazing shall be limited by the natural carrying capacity of the land. In addition bees and apiary products; trees and forest products; fruit, vegetables; nursery, floral, ornamental, and greenhouse products; or lands devoted to soil conservation or forestry management program are allowed. Also any ancillary use to the uses aforementioned, including but not limited to, veterinary clinics, kennels, farmers markets, and riding areas.

MOBILE HOME PARK (MHP) DISTRICT (gray) Housing in this designated land use category is intended to facilitate manufactured housing opportunities located exclusively in mobile home parks. Municipal water and sewer and accessibility to adequate transportation routes must be available to all areas considered for development of this type and density.

NEIGHBORHOOD COMMERCIAL (NC) DISTRICT (pink) This land use designation is intended to provide suitable locations for general retail, personal service, office establishments and other commercial uses that serve specific geographic locations, points of neighborhood entrance and/or portions of the city or growth management area that are not more readily served by service commercial land use areas. Efficient and safe transportation and pedestrian access will be a primary consideration where neighborhood commercial areas are located. Site design issues shall focus on the elimination or reduction of commercial strip development with careful consideration given to access control, roadway capacity and landscape design criteria.

COMMUNITY COMMERCIAL (CC) DISTRICT (bright pink) This land use designation is intended to provide location for those types of general retail, office and community service businesses that serve the Woodland Park community specifically. It may provide for more intense commercial activity than neighborhood commercial designations but not as intense as the service commercial land use designation which serves the commercial needs of the local region. Specific design and buffer requirements must be met for those community commercial areas located adjacent to neighborhoods

SERVICE COMMERCIAL (SC) DISTRICT (purple) Commercial activity located in these land use categories, are intended to service the entire community both locally and regionally. These land use areas will provide a range of retail, service and office opportunities. Facilities that house Service Commercial commerce will be located along major transportation corridors that can accommodate large parking areas and associated high traffic counts. Critical consideration will be given to the design of these facilities so that they do not result in a commercial strip corridor and whereby access control and corridor improvement are given a high priority.

CENTRAL BUSINESS DISTRICT (CBD) (light blue) Land use activity in this category is intended for what is considered the downtown area of the city with associated commercial activity that can be accessed by pedestrians as well as the motoring public. Density is considered high and design issues relate to on-street U.S. highway corridor improvements, including efficient off-street parking, landscaping and pedestrian mobility to and from local businesses. Residential activity is appropriate in this area particularly at second or third story levels, above offices or commercial shops.

HEAVY SERVICE COMMERCIAL/LIGHT INDUSTRIAL (HSC/LI) DISTRICT (red) This land use category is intended to provide suitable locations for intensive commercial activity as well as light industrial and/or light manufacturing facilities. Heavy service commercial and light industrial activity shall provide adequate ingress and egress for the amount of traffic generated and shall not create a negative impact on adjoining land use activity particularly residential uses. Through proper design, such land use designation can be effectively buffered from potentially conflicting land use activities and provide valuable services to the Woodland Park community.

PLANNED UNIT DEVELOPMENT (PUD) DISTRICT (lavender) The purpose of the PUD district is to provide more flexibility and latitude of design to, provide for a greater variety of principle and accessory uses in the development or redevelopment of lands, to meet the technological changes in concepts and to encourage initiative and more efficient allocation and creative development of parks, recreation areas and open space. PUD zones may include a mix of various types of residential, commercial, institutional and public uses.

W HWY 2

4

E HWY 24COUNTY ROAD 21

MILLS RANCH RD

S PARK ST

SOURDOUGH RD

S FORTY RD

SUN

VALL

EY DR

LUCKY LADY DR

COUN

TY RO

AD 22UTE TR

MARKUS RD

MIDLAND RD

HWY 67

COYOTE TR

N ELM ST

S WOODLAND AVE

COUNTY RD

N HWY 67

SAND RD

NAVA

JO TR

S WEST ST

ILLINI DR

RAMP

ART R

ANGE

RD

RANCH DR

E RIDGE DR

BRIDLE PATH

MAIN ST

CORN

ELL D

R

E LAKE AVE

N MAPLE ST

MAJESTIC PKY

W KELLEY'S RD

OLD WAGON RD

RUTGERS PL

VALLEY VIEW DR

APACHE TR

LAURA LN

W MIDLAND AVE

SIOUX TR

TRULL RD

SUNDANCE ST

E LOVELL GULCH RD

TRIPLE B RD

SPRUCE LN

TERRI LN

KENDORA LN

TAOPI CIR

N PARK ST

VAQUERO SENDA

THOMAS DR

SCOTT AVE

W BOWMAN AVE

W LAFAYETTE AVE

SUNNYWOOD AVE

PARK

DR

WILDFLOWER DR

N BALDWIN ST

N WALNUT ST

S BALDWIN ST

N PINE ST

TAOPI LN

N HWY 67

E HWY 24

LAURA LN

HWY 67

N ELM ST

City of Woodland Park - Zoning Map

0 400 800 1,200200Feet

.

Central Business District (CBD)

Service Commercial District (SC)Community Commercial District (CC)

Heavy Service Commercial,Light Industrial District (HSCLI)

Neighborhood Commercial District (NC)

Commercial

Mobile Home Park (MHP)

Urban Residential (UR)Multi-Family Residential (MFS)Multi-Family Urban (MFU)

Suburban Residential (SR)

Residential

Agricultural (AG)

Public/Semi Public Land (P/SPL)Planned Unit Development (PUD)

Other Zones

City Limit

NOTE: Zoning, Parcel Boundaries, and City Limit last updated 12/16/05.

COMPREHENSIVE PLAN MAP DESCRIPTION

The Comprehensive Plan Map provides guidance for rezoning requests, annexation proposals, new development and redevelopment projects within the City Limits. Its purpose is to honor the City’s existing zoning map while providing both direction and flexibility for the future development or redevelopment proposals where it makes sense to anticipate new uses and preserve the orderly development/redevelopment of the community. Within the unincorporated areas of Teller County surrounding Woodland Park, the map identifies the type of low impact growth that may occur within the planning area and at the gateways to Woodland Park.

The Comprehensive Plan Map identifies locations for the most appropriate future land use within the broad categories of single-family residential, multi-family residential, commercial, mixed-use, public/semipublic, and open space. The unincorporated areas of Teller County shown on the map indentify future growth as either rural residential or neighborhood commercial type uses. A more detailed description of the Comprehensive Plan is as follows:

Single-family residential (yellow) includes areas of the City that are already zoned as either Suburban Residential (SR) or Urban Residential (UR), or are within an existing Planned Unit Development (PUD) and planned for single-family densities. The Comprehensive Plan Map shows a few UR areas as mixed-use that is located in close proximity to the downtown Central Business District (CBD) and is surrounded on at least two sides with a commercial zone.

Multi-family residential (brown) includes areas of the City that are already zoned as either Suburban Residential (SR) or Urban Residential (UR) or are within an existing Planned Unit Development (PUD) and planned for multi-family densities.

Commercial (red) includes areas of the City that are already zoned as either Neighborhood Commercial (NC), Central Business District (CBD), Community Commercial (CC), Service Commercial (SC), Heavy Service Commercial/Light Industrial (HSC/LI) and do not have a strong potential for residential or mixed use development. Existing Planned Unit Development/Planned Business Developments (PUD/PBD) which have been designated for exclusively commercial uses are also identified within this category. These exclusively commercial tracts are typically located adjacent to US 24 or Highway 67.

Mixed-use (pink) includes areas of the City that may be best suited for either Commercial or Residential uses (i.e. single-family and multi-family). These areas include the existing Central Business District, where the City desires to increase residential development and vacate land where the opportunity for either residential or commercial use may be desirable.

Public/semipublic (blue) includes areas of City that are already zoned Public/semipublic such as school sites, parks and other public institutions.

Open space (bright green) includes areas of the City that has been designed as open space either through a PUD designation, Conservation Easement or as identified by the Parks, Trails, and Open Space Master Plan.

Unincorporated Teller County areas are shown as either as rural residential (light yellow) or neighborhood commercial (lavender) areas outside the City limits. The majority of these unincorporated areas are designated as rural residential which means lots of 10 acres or more unless it was previously subdivided or is served by central water and sewer services. The commercial Teller County tracts that are adjacent to US24 and considered enclaves within the City are shown as either commercial or mixed use. A few unincorporated commercial areas are shown at the gateways of the Woodland Park and are planned to develop or redevelop with low impact, neighborhood commercial uses. Any future development proposals are subject to the current Teller County Land Use Regulations.

Shining Mountain Golf Course

Triple B Western Resort

Meadow Wood Park

Woodland Park High School

Diamond Campground

Woodland Park Middle School

Columbine Elementary

Mule Creek Trail Corridor

Paradise Estates OS/Kings Crown TH

Memorial Park

Kavanagh Field

Sun Valley Park

Crestwood Park

Chimney Park

Evergreen Heights

Forest Edge Park

Westwood Lake

Sunnywood Park

Red Mountain Park

Paradise Estates GW

Woodland Park RV Park

Regency Park

Tamarac Open Space

ParkView Estates Park

Ute Pass Cultural Center

Hilltop Park

Cavalier Park

Gray Horse Ranch

Payton Park

VFW Hall

Golden Eagle Ridge

Lovell Gulch Trail Head

Forest Edge Trail Heads

Centennial Trail HeadGateway Elementary School

Sturman PUD

City Hall

Woodland Station

Stone Ridge PUD

Woodland Plaza

Wal-Mart (5+ vacant commercial lots)

Thunderbird PUD(commercial uses and rental units)

WastewaterTreatment Plant

IREAFacility

Public WorksFacility

WaterTreatment

Plant

Loy Gulch

Trout C

reek

White Gulch

Mule Cree

k

Crystola Creek

Trout Creek

State Hwy 67

Crystola Rd

US Hw

y 24

Lucky Lady Dr

Tranqui l Rd

Markus Rd

S F o

rty R

d

M i lls Ran

ch Rd

Sun V

alley

Dr

Midland Rd

S W

est S

tUte Trl

Rampa

rt Ran

ge Rd

Valley View Dr

S Park St

E Kelley's Rd

Ridge Dr

West Rd

Fair vi e w S t

Apa che Trl

Fore

s t Ed

ge R

d

Sunnywood Ave

County Rd

Maple

St

N Ba

ldwin

St

Trout Creek Rd

Boundary Rd

W Lake Ave

Bridle Dr

Rege

nt Dr

Penn

sylva

nia A

ve

N Pine St

W Valley D r

Chippewa Trl

N West St

Main St

N Park St

Illini Dr

Majestic P

kw

y

W Kelley's Rd

Sand Rd

Na vajo

T rl

Ranch Dr

Hopi Trl

Coyote Trl

N Walnut St

Columbine Pl

S Baldwin St

E Lake Ave

Woodland West Dr

Sunnywood Ln

Club Dr

W Browning Ave

Ponderosa Way

Par ad ise C ir

Coyote Trail (North)

W Gunnison Ave

Lakewood Dr

Rutgers P l

W Midland Ave

Park Dr

Elizan Dr

W Lovell Gulch Rd

Trull Rd

Blackfoot Trl

Masters D

r

Sioux Tr l

Forest Hill Rd

N Hwy 67

Elm St

Evergreen Hts

Loop D r

Valley Ln

N Fairview St

Paradise Valle

y Dr

N Coraline St

Scott Ave

Corn

el l D

r

Universit

y Dr

Zuni Pt

K ings Cr

own R

d

Glendale Dr

Midla

nd

Kendora Ln

W Bowman Ave

E Lovell Gulch Rd

Kare n Ln

Tele mark D

r

Sundance St

Kiowa Ave

Sunny Glen Ct

Elk Park Rd

Old Wagon Rd

E Sheridan AveYale Pl

B lue Spruce St

W Henrietta Ave

Micha el Ln

Debb ie Cir

Terri Ln

Alva Ln

Stacey Ln

Chester Ave

Summit Rd

Sundance C ir

Crystola Canyon Rd

P inecrest Rd

Midland Ave

Spruce Dr

Vaquero Senda

Thom

as D

r

Columbine AveDewell Rd

Broken Wagon Rd

Lafayette Ave

Lorraine Ave

Taopi Cir

Sunri se C ir

Nor thw oods Dr W

Wildflower LnN

Fullv

iew S

t

Vista Ln

Parkview Rd

Lee Circle Dr

Bridlewood Ln

Rolling Pa rk Dr

Mane St

Mo rning Sun Dr

Aspe n Dr

Wagon PlN Center St

Old Wagon Trl

Teller L n

Triple B Rd

Forest Svc

Rd

Ardillo Camino

Ironwood Dr

Sunshine Cir

S un Ct

Vernon Ln

H igh View C ir

Pike View Ave

Cotto

ntail

Trl

Georg

es

Ln

Pine Ridge Ave

Oxford Ln

Centre Camino

Pinon

Ridg

e Dr

T amarac P kwy

B lueb ird Hill

Research Pkwy

Piney Point Ln

Center St

Research Dr

Summer Haven Dr

Dartmout h Pl

Pinto Dr

Old Country Rd

Montana Vis

Saddle Dr

Lov e

ll Gulc

h Rd

Crestwood Dr

Co R

d 22

Rodeo Way

Princeton Dr

E Gunnison Ave

Mist y P

ines Cir

Morning S tar Cir

E South Ave

Black Bear Trl

Ced ar Trl

Loafers Ln

Sunnywood Loop

Fore st Edge Cir

Edlowe Rd

Honey H ill LnSun Ridge Ct

Taopi Ln

Walnut St

Homestead Dr

Glenwood Ln

Holid ay D r

Spruce Haven Dr

Bradford Dr

Windflower Ln

Shady Ln

Grayhorse Cir

S Fair

view

St

Kinnikinnick Dr

S undail Dr

Co Rd 21

Crestview Way

Leisure Ln

Heather Ct

Mountain Glen Ct

Fairfiel d Ln

Sunnywood Pl

S Willow St

Stanford Pl

Mano

r Ct

Rege

nt Ln

Columbine Rd

Brok

en Wheel Rd

Short Ave

Westwood Trce

Radiant Ct

Burd

ette C

t

Blac

k Foo

t Trl

Woody Creek Ct

Spruce Ridge Ln Bergstrom Aly

Wildr

ose C

t

Co R d 234

Highview Ct

Lesli Cir

Corral Ln

Ridge Pl

Juli Ct

US Hwy 24

Teller Ln

US Hw

y 24 US Hwy 24

Triple B Rd

Columb ine

Rd

Trout Creek RdTranq uil Rd

Ramp

art R

ange

Rd

S Park

St

N Pine St

Elm St

Mills

Ran

ch RdLo

vell Gulch Rd

Fores

t Edg

e Rd

LegendCity BoundaryWaterwaysWetlandsPike National Forest

Open SpaceTeller County Rural ResidentialSingle Family ResidentialMulti-Family Residential

Mixed-UseTeller County Neighborhood CommercialCommercialPublic/Semipublic Land

Ü0 1,800 3,600900Feet

Comprehensive Plan Map

Note: This map illustrates general future land uses. Densities and developability may vary based on site-specific constraints such as wetlands,steep slopes, access, etc.

Trout Creek

_̂

_̂

_̂

_̂

_̂

Pike\National\Forest

Centennial Trail


Loft\Village

Water\Tank\Site

Gateway\Elementary &\High School

Forest\Edge

Maintenance\YardSunnywood\Park

Park\ViewPeyton'sPark

Regency\Park

Shining Mountain\Golf Course\Clubhouse

Wastewater\Treatment

Kavanagh\Field

Bergstrom\Park

Chimney\Park

Paradise Estates

Red\Mountain Park

Fire\Department




Pike\National Forest

Pike National Forest

Proposed Highway 24\Bypass Corridor\with Off-Street Trail

Bus\Stop\Park

Forest\Edge

Country\Ridge

Pioneer\Cemetery

Wetlands\Preserve

Mule Creek\Trail Corridor


Woodland\Park\Middle\School

Columbine\Elementary\School

City\Hall

Ute Pass\Cultural\Site

Saddle\Club

City Water\Tank


Meadow\Wood Park

Woodland\Park\Middle\School

Memorial\Park

Columbine\Elementary\School

Crestwood\Park

Woodland Park\Cemetery

Water Tank Site

Sun\Valley\Park

Lions\Park

Cavalier\Park

Hilltop\Park

Future\Hospital\Site

Lov

ell Gulch Trail

WaterTreatment

Plant

CentennialTrailhead

FountainCreek

Greenway

Telle

r Cou

nty

El Pa

so C

ounty

Triple B Ranch

.Map Updated February 2, 2006

City of Woodland Park - Parks, Trails, & Open Space DRAFTExisting: Future:

Trail, Primative DirtTrail, On-Street Bike Route, 4 FtTrail, Off-Street 8-10 FtSidewalk, Minor Street, 5-6 FtSidewalk, Major Street, 6-8 Ft Other City Public/Semi Public Land

Streets

Teller County ParksPike National Forest

0 1,400 2,800700Feet

City Parks

Schools

Trailheads_̂

Proposed Trailheads_̂

Open Space & Greenways

WetlandsConservation Easement

Appendix A Action/Priority Matrix - Woodland Park · Action/Priority Matrix . 2 of 11 Revised...

Documents

Transcript of Appendix A Action/Priority Matrix - Woodland Park · Action/Priority Matrix . 2 of 11 Revised...