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HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 03/26/2019 - CITY PLAN AND TRANSIT MASTER PLAN ADOPTION DRAFTSDATE: STAFF: March 26, 2019 Cameron Gloss, Planning Manager WORK SESSION ITEM City Council SUBJECT FOR DISCUSSION City Plan and Transit Master Plan Adoption Drafts. EXECUTIVE SUMMARY The purpose of this item is to present the Council the Adoption Drafts of the 2019 City Plan Update and 2019 Transit Master Plan. Staff will review the primary changes made in response to Council and community comments generated over the past month. GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED 1. Response to recent changes to the draft City Plan (land use and transportation) and Transit Master Plan. 2. Guidance to move forward with Council consideration on April 16. BACKGROUND / DISCUSSION Incorporating City Council and Community Feedback At the last Council Work Session on February 12, 2019 staff presented an overview of City Plan and the Transit Master Plan, focusing on the “big ideas” and key implementation actions. Since the last Work Session, three City-led adoption events have been held and hundreds of comments have been received via City Plan ambassadors, community partners, letters, and the project webpage. Overall, there appears to be strong support for the overall policy direction found in both Plans, but there have also been ongoing Plan refinements and adjustments. Attachment 1 includes the updated drafts of both City Plan and the Transit Master Plan. The following is a list of major elements that have been revised or addressed based on comments and ideas from the February 12, 2019 Council Work Session (Attachment 2) and recent Leadership Planning Team discussions: Mobile Home Parks Policies aimed at preserving mobile home parks as part of the community’s affordable housing stock and addressing the negative impacts of displacement as redevelopment occurs near mobile home parks have been retained and enhanced. One of the recommended action items is an update to the Affordable Housing and Displacement Mitigation Strategy (2013) Conceptual Cost Assessments to Implement Plan recommendations Conceptual costs for future transportation and transit improvements have been reflected in the latest City Plan Update and Transit Master Plan draft documents. These costs refine and build upon projections shared with the community at public workshops, through Plan Ambassadors and Community Partners, during the ‘Scenarios’ phase of the Update. A near-term high priority action item will be a more refined transportation cost assessment and a community dialogue about the willingness to fund potential improvements. March 26, 2019 Page 2 Protection for Existing Neighborhoods An underpinning of the Plan’s land use policies is the preservation of existing neighborhood character. To that end, revised policies have been carefully crafted to reflect the types and degrees of possible changes within existing neighborhoods. A high-priority action item over the next two years will be a community-wide dialogue about how additional housing types, including accessory dwelling units (ADUs) and other “missing middle” options, might be incorporated into existing and future neighborhoods. The Community’s Evolution after ‘Buildout’ The draft Plan describes what community growth might look like approaching ‘buildout’ and several economic and environmental policies touch on the need for a well-balanced, healthy economy with a continued emphasis on innovation and reinvention. Change Log Staff has prepared a more detailed Change Log (Attachment 3) which identifies how a specific comment or idea has been addressed in the latest draft Plans, with accompanying page citations locating changes within the documents. Staff is also preparing a separate change log that will be posted online and included in materials for the adoption hearing that documents how both documents have been revised to incorporate other community and staff comments over the past month and a half. ATTACHMENTS 1. City Plan - Draft (PDF) 2. City Plan Work Session Summary February 12, 2019 (PDF) 3. City Plan & Transit Master Plan Change Log - Draft (PDF) 4. PowerPoint (PDF) CITY FORT PLANNING OUR COLLINS FUTURE. TOGETHER. PLAN DRAFT 3.15.19 ATTACHMENT 1 2 01 | INTRODUCTION 2 [Placeholder] Letter from the City Manager DRAFT 3.15.19 FORT COLLINS CITY PLAN 3 Contents 01 INTRODUCTION 4 Fort Collins Then, Now, And Beyond 6 What is City Plan? 8 Plan Organization 9 About this Update 10 Community and Stakeholder Engagement 11 02 VISION AND VALUES 14 Community Vision 16 Policy Framework 18 Growth Framework 20 Health and Equity 22 Making the most of the land we have left 24 Healthy and resilient economy 26 Encouraging more housing options 28 Expanding transportation and mobility options 30 Maintaining our focus on climate action 32 03 PRINCIPLES AND POLICIES 34 Neighborhood Livability and Social Health 36 Culture and Recreation 48 Economic Health 52 Environmental Health 58 Safe Community 68 Transportation 74 High Performing Community 86 04 STRUCTURE PLAN 92 Neighborhoods 96 Mixed-Use Districts 99 Employment Districts 102 Corridors and Edges 106 Priority Place Types 107 Mixed Neighborhoods 108 Neighborhood Mixed-Use 118 Suburban Mixed-Use 128 Urban Mixed Use 138 Mixed Employment 148 05 TRANSPORTATION MASTER PLAN 158 A Framework for Future Transportation 160 Plan Organization 162 Transportation Infrastructure 164 Mobility and Travel Choices 172 Health and Equity 194 Innovation 200 Safety 210 Sustainability and Resiliency 214 06 IMPLEMENTATION & MONITORING 214 Roles and Responsibilities 216 Resources Required 216 Amendments and Updates 217 Neighborhood Livability and Social Health 219 Culture and Recreation 224 Economic Health 225 Environmental Health 227 Safe Community 233 Transportation 235 High Performing Community 242 07 APPENDIX 244 Appendix A: Acknowledgments Appendix B: Trends and Forces Report 4 01 | INTRODUCTION INTRODUCTION 01 City Plan is the comprehensive plan for the City of Fort Collins. It articulates the community’s vision and core values, and establishes the overall policy foundation that will be used by the City of Fort Collins organization (“the City”), its many local and regional partners, and the community at large to work toward that vision over the next 10 to 20 years. Since the last major comprehensive plan and transportation plan update the City and community have changed dramatically. Since 2011, Fort Collins has added over 5,000 new jobs and 14,000 new residents; seen transit ridership nearly double with the initiation of MAX; experienced a large increase in rent and housing costs relative to wage growth; accelerated its climate commitment to reduce greenhouse gas (GHG) emissions by 80% below 2005 by 2030, and to achieve carbon neutrality by 2050; experienced demographic shifts, including increased racial and ethnic diversity, fewer families with children, and an aging population; developed approximately 2,400 acres per year of the remaining land in the Growth Management Area (GMA); and adopted Nature in the City, with a goal of ensuring every resident is within a 10-minute walk to nature from their home or workplace. DRAFT 3.15.19 FORT COLLINS CITY PLAN 5 I live in Fort Collins because…. (it) blends innovation with mindfulness about our historic roots.” -Resident comment DRAFT 3.15.19 1980 1997 1999 First iteration of City Plan and Transportation Master Plan documents are adopted. Establishment of the Urban Growth Area between Fort Collins and Larimer County for joint planning and cooperation; precursor to the Growth Management Area. Fort Collins initiate first deliberate actions to reduce community GHG emissions. City of Fort Collins restructures departments and organizational functions to better align budgeting process, day-to-day decision making, strategic planning, and sustainability around the triple bottom line (economic, environment, and social). 2013 2012–2013 Having achieved the initial waste diversion goal established in 1999, City Council adopts Road to Zero Waste strategy. 2014 City Council adopts resolution to become carbon neutral by 2050. City Council adopts updated Aordable Housing Strategic Plan with a goal of 6% of all housing units to be aordable by 2020 and 10% of units to be aordable by 2040. 2015 City Council adopts Nature in the City Strategic Plan, building on the City’s long history of valuing open spaces and natural areas in the community. 2015 2015 City Council adopts updated climate action goals: reduce emissions 20% below 2005 levels by 2020; 80% below by 2030; and to be carbon neutral by 2050. 6 01 | INTRODUCTION Integrated update to both City Plan and Transportation Master Plan completed as part of eort branded as Plan Fort Collins. Resulting plan reinforces the City’s commitment to sustainability and Triple Bottom Line thinking. Plan principles and policies are aligned with the seven outcome areas used in the City’s Budgeting for Outcomes process. City Council adopts strategic goal to divert 50% of all discarded resources from landfills by 2010. es First major update to City Plan conducted, with a focus on identifying the future size and character of the community. 1999 2000 2000 Mason Corridor Plan is completed—establishing a vision for the City’s first Bus Rapid Transit line. City Council adopts first Aordable Housing Strategic Plan. 50% 2010–2011 2002-2004 2018 City completes EV Readiness Plan to help facilitate ongoing electrification eorts, and establishes broadband utility. 2018-2019 Integrated update to City Plan, Transportation Plan, and Transit Plan completed with a focus on: housing access, buildout and land supply, economic health, climate action, and transportation and mobility options. BEYOND FORT COLLINS CITY PLAN 7 W, AND BEYOND DRAFT 3.15.19 8 01 | INTRODUCTION What is City Plan? City Plan is Fort Collins’ comprehensive and transportation master plan. City Plan articulates our community’s vision and core values, guides how the community will grow and travel in the future, and provides high-level policy direction used by the City organization, local and regional partners, and the community at large to achieve our vision and priorities. City Plan takes the long view, identifying goals and actions the community should take over the next 10-20 years. Complementing City Plan is the City’s Strategic Plan, which provides near- and mid-term guidance. Both are supported by the Budgeting for Outcomes (BFO) process and more specific department and functional plans that direct funding, resources, and the specific actions we’ll take to achieve our vision and goals. In general, all references to “the city” or “community” apply to both the incorporated city limits and the GMA. COMMUNITY ENGAGEMENT & DIRECTION WHY CITY FORT PLANNING OUR COLLINS FUTURE. TOGETHER. PLAN Long-Term Short-and Mid--Term WHAT BUDGETING FOR OUTCOMES (BFO) CLIMATE ACTION PLAN FOCO CREATES NATURAL AREAS MASTER PLAN Functional Plans HOW/FUNDING ...AND OTHERS AS ADOPTED TRANSIT MASTER PLAN NATURE IN THE CITY AFFORDABLE HOUSING STRATEGIC PLAN PARKS AND RECREATION POLICY PLAN WATER AND WASTEWATER MASTER PLAN STORMWATER MASTER PLAN CAPITAL IMPROVEMENT PLAN DEPARTMENT STRATEGIC PLANS DRAFT 3.15.19 IMPLEMENTATION AND MONITORING Identifies strategies to support the implementation of principles and policies in each outcome area. Implementation Strategies Plan Amendments and Monitoring APPENDICES A: Trends and Forces Report B: Housing Trends and Demand Forecast Assessment C: Employment Land Demand Analysis D: Employment Land Suitability Analysis E: Transportation Master Plan Resources F: Transit Master Plan FORT COLLINS CITY PLAN 9 Provides overall policy foundation for the community and City organization. Principles and policies are organized by the seven key outcome areas corresponding to the City’s organizational structure and the BFO process. Other City Plan Elements City Plan incorporates existing plan elements and related plans by reference. As new plan elements and other related planning documents are prepared and adopted, they will become a part of City Plan. PRINCIPLES AND POLICIES Neighborhood Livability & Social Health Culture & Recreation Environmental Health Safe Community Transportation High Performing Community TRANSPORTATION PLAN Multimodal Transportation Plan for the city and GMA. Guides improvements in pedestrian, bicycle, transit, and roadway infrastructure. STRUCTURE PLAN The land use plan to guide growth and development within the Fort Collins GMA, including the mix of uses, infill and redevelopment, and the types of infrastructure and transportation investments needed. Livability Community Sustainability COMMUNITY VISION AND CORE VALUES Establishes overarching direction for City Plan and highlights “big ideas” that underpin other parts of the plan. Plan Organization City Plan comprised of six primary sections: Economic Health Structure Plan Map DRAFT 3.15.19 10 01 | INTRODUCTION About this Update City Plan is regularly updated every 5-10 years as conditions change to ensure it remains current with the community’s vision, values, and priorities. As our community’s comprehensive plan, City Plan covers a lot of ground and sets policy direction for many different topics. Because a document like City Plan can’t cover every topic in-depth, each update targets particular challenges and opportunities that the community has identified as key areas needing attention. For example, the 2011 City Plan update emphasized integrating sustainable policies and initiatives across all aspects of our community and helped form the basis for the City’s Sustainability Services departments, a more ambitious response towards Climate Action, and a renewed commitment to building a balanced transportation system for all users. During the 2019 City Plan update process, we heard there’s a lot to like about the community, and that the community’s general direction is on the right path. Our Natural Areas Program, the trail system, and maintaining our GMA are examples of community elements many residents wish to see continue into the future. We also heard from the community about particular challenges and opportunities that may need additional attention or new ideas to focus on over the coming years: MAKING THE MOST OF THE LAND WE HAVE LEFT... TAKING STEPS TO SUPPORT A HEALTHY AND RESILIENT ECONOMY... ENCOURAGING MORE HOUSING OPTIONS... EXPANDING TRANSPORTATION AND MOBILITY OPTIONS... MAINTAINING OUR FOCUS ON CLIMATE ACTION... DRAFT 3.15.19 FORT COLLINS CITY PLAN 11 COMMUNITY VISIONING Winter/Spring 2018 Develop and confirm a shared community vision for the future of Fort Collins. PROJECT INITIATION Spring/Summer 2017 Finalize work plan and draft community engagement plan. WHERE ARE WE NOW? WHERE ARE WE HEADED? Fall 2017/Winter 2018 Gather data to build a “snapshot” of Fort Collins today; learn about existing conditions, needs, and priorities. SCENARIO DEVELOPMENT Spring/Summer 2018 Discuss several possible scenarios for the future and how our community vision could be achieved. DRAFT PLAN DEVELOPMENT Fall 2018/Winter 2019 Develop and share a draft of the plan, including a preferred scenario, policies, and recommendations; revise the draft based on community input. PLAN ADOPTION Spring 2019 Present City Plan to the City Council for consideration of adoption. Community and Stakeholder Engagement City Plan is not just a policy document for the City organization – it is a guide for our entire community that envisions the kind of place we desire in the future, sets the overall direction for the changes we want, and outlines the steps we will need to take to get there. A long-range plan like City Plan needs to be built on a foundation of community engagement. Everything from the values we share to the specific programs we will create should be discussed, debated, and decided in partnership with the residents and stakeholders who will help City Plan grow from a guiding document into our desired reality. From the beginning of the planning process, we focused on creating opportunities for residents and stakeholders to have deeper conversations about the challenges we are facing and the successes we have had. Engagement for each phase of the plan emphasized facilitated small-group discussions, workshops, and presentations to groups across Fort Collins. We asked difficult questions about people’s values, fears, and hopes for the future. We also wanted to improve our ability to engage with residents who more closely reflect the demographics of our community. People with disabilities, students and youth, Spanish-speaking residents, people of color, and lower-income residents have invaluable input to share, yet are often underrepresented in 12 01 | INTRODUCTION Community Partners and Plan Ambassadors To help expand the reach of the City Plan process and welcome new voices and perspectives into this plan update, two new outreach programs were created: Community Partners The Community Partner program was established to support engagement with underrepresented groups throughout Fort Collins. Seven organizations and nonprofits received funding to design, plan, and implement engagement events during the City Plan process. Community Partners also received facilitation training and assistance in translating materials. Community Partners held 30 meetings and reached hundreds of participants during the City Plan process, spending over 650 hours engaging directly with people whose voices may not have been adequately represented in previous planning processes. Examples of underrepresented groups included, but were not limited to: racial/ethnic minority residents, seniors, students and youth, residents with disabilities, business owners and operators, residents with limited English proficiency, and lower-income residents. Partner Organizations Plan Ambassadors The Plan Ambassador program represented another new approach to engagement in Fort Collins, empowering residents to discuss the future of their community within their own social circles and without the need to attend traditional workshops and meetings. Interested residents were invited to become Plan Ambassadors, conducting their own City Plan meetings and discussions with friends, family, neighbors, and coworkers. Plan Ambassadors completed five hours of facilitation training provided by the City and Colorado State University’s (CSU) Center for Public Deliberation. More than 20 Plan Ambassadors held a total of 65 meetings during the City Plan process. Over wine and cheese, homemade chili, or a favorite local brew, neighbors spent over 180 hours talking with each other about the future of our city. CSU Institute for the Built Environment Family Leadership Training Institute DRAFT 3.15.19 FORT COLLINS CITY PLAN 13 TOTAL 3,PARTICIPANTS 800 TOTAL 6,000+ PARTICIPANT HOURS PROJECT 10,WEBSITE 000+ VISITS TOTAL CITY MEETINGS 176 & EVENTS PLAN AMBASSADOR 94 & COMMUNITY PARTNER MEETINGS & EVENTS CONTINUING OUR EFFORTS This kind of engagement was not easy. It required more facilitators, additional funding, high levels of trust and partnership, and a significant amount of behind-the-scenes work to incorporate input from thousands of hours of discussion into the final plan document. We believe it was worth the effort, because this update to City Plan is truly homegrown and reflects the input we received from the thousands of people who took the time to share their thoughts with us. Overall, the City Plan process was successful in engaging a more representative cross-section of the community and in building community capacity. However, we need to keep working to improve our efforts as we move forward. Based on the demographic data collected during City Plan, we know that some groups in the community—such as low-income residents—were still underrepresented when compared to Census data. Others—such as residents who speak languages other than Spanish or English—were missing altogether. With this in mind, the City Plan principles and strategies reflect the need for a stronger, sustained focus on equity and inclusion in all engagement efforts citywide. Achieving the community’s vision as articulated in Part 2 of this plan means that all residents should have a voice and representation in community decision-making. DRAFT 3.15.19 14 02 | VISION AND VALUES VISION AND VALUES 02 Since the first City Plan in 1997, Fort Collins has steadily transformed from a quiet college town of just over 100,000 people to a bustling small city of approximately 170,000 in 2018. Population estimates from the Colorado Department of Local Affairs and the North Front Range Metropolitan Planning Organization project that Fort Collins is likely to add 70,000 new residents by 2040. This iteration of City Plan carries forward the city’s long-standing commitment to sustainability and triple-bottom line thinking. Emerging concerns about rising housing costs, increased congestion, and the effects of continued growth pressures in the city and region are incorporated into City Plan through an emphasis on equity, resilience, and access to opportunity. This chapter highlights the big ideas that emerged from community input over the course of eighteen months and serves as a foundation for this update to City Plan. DRAFT 3.15.19 FORT COLLINS CITY PLAN “Overall the best place in the world to live. We strive for excellence in all areas. Fort Collins has been a community that believes there’s no standing still, you’re either moving forward or falling behind. Fort Collins chooses to move forward....” -Resident comment 15 DRAFT 3.15.19 16 02 | VISION AND VALUES Community Vision We take action to address the needs of all members of our community and strive to ensure that everyone has the opportunity to thrive. As a community, we commit to building a healthy, equitable, and sustainable city – for our families, for our neighbors, and for future generations. DRAFT 3.15.19 FORT COLLINS CITY PLAN 17 FORT COLLINS IS THRIVING The high quality of life we enjoy requires a city that is safe, with a wide range of housing and transportation options and a vibrant economy. These basics are supported by exceptional community services, strong educational institutions, and committed business and nonprofit partners. Livability means: Attainable housing options Convenient transportation Great parks and open spaces accessible to everyone A vibrant economy with good jobs Wide range of educational opportunities Safety and stability Clean air, water, and neighborhoods LIVABILITY FORT COLLINS IS FOR EVERYONE We benefit from our diversity, social connections, and open communication. We strive to provide equitable access to opportunities, services, and resources, and to create an inclusive environment for all members of our community. We take pride in our friendly culture, celebrate our differences, and know that we make better decisions when we encourage open dialogue about tough issues. Community means: Fostering healthy living and social well-being A commitment to equity, diversity and inclusivity Funding and promoting arts, culture, creativity, & innovation Strong public and private social services Friendly neighborhoods and enduring community pride Public spaces set aside for interaction & celebration A culture of open, honest communication COMMUNITY FORT COLLINS IS RESILIENT AND 18 02 | VISION AND VALUES How does City Plan support our vision and values? Principles, policies, and strategies contained in City Plan— together with the Structure Plan—are used to guide future growth and development and day-to-day decision-making within the City of Fort Collins organization. The City of Fort Collins tracks its progress on City Plan and other plans and priorities based on the seven outcome areas below. This structure supports plan monitoring efforts, as well as alignment with the City’s Budgeting for Outcomes and strategic planning processes. Topics listed under each outcome area below highlight where policy direction is provided within City Plan. However, issues related to the community’s core values are cross-cutting. Key areas of alignment between the core values and the principles and policies in each outcome area are highlighted in Part 3. POLICY FRAMEWORK DRAFT 3.15.19 FORT COLLINS CITY PLAN 19 DRAFT 3.15.19 20 02 | VISION AND VALUES Many aspects of the community’s vision and core values are directly or indirectly influenced by the built and natural environment. The Structure Plan map is used in conjunction with the principles and policies in City Plan to guide where and how growth occurs. While the basic premise behind the Structure Plan has not fundamentally changed over the last twenty years, some of the key concepts that underpin it have been implemented more successfully than others. This iteration of City Plan seeks to build a broader understanding of the Structure Plan’s role in implementing the community’s vision, and the need to consider trade-offs when it comes to future growth and investment. An evaluation of issues and opportunities pertaining to five focus areas were used to help frame discussions with the community and ultimately to inform updates to City Plan as part of this update: » Making the most of the land we have left; » Taking steps to support a healthy and resilient economy; » Encouraging more diverse housing options; » Expanding transportation and mobility options; and » Maintaining our focus on climate action. GROWTH FRAMEWORK Underscoring each of these focus areas is a commitment to equity and inclusion. While housing units, jobs, vehicle miles traveled, and carbon emissions are all important factors that influence where and how we grow, we must also remember that the people who live here are what makes Fort Collins a great community. As Fort Collins continues to change over time, we need to evaluate the impacts of land use, economic, housing, and transportation decisions on those in our community who are most vulnerable or in greatest need. One group should not be disproportionately impacted over others by future changes to our city. At the same time, we must ensure that the benefits of future growth are also distributed equitably across our community. Using decision making tools like the Health Equity Index in this section and the City’s Triple-Bottom-Line Scan will help ensure that we are making smart, thoughful decisions about our future growth. The pages that follow highlight key policy directions and Structure Plan elements that will be used to help focus our efforts over the next 10 to 20 years. DRAFT 3.15.19 FORT COLLINS CITY PLAN 21 RICHARDS LAKE PARK GREENBRIAR PARK SOFT GOLD PARK RABBIT BRUSH PARK LEGACY PARK LEE MARTINEZ COMMUNITY PARK ALTA VISTA FREEDOM PARK SQUARE PARK GRANDVIEW CEMETERY CITY PARK NINE GOLF COURSE CITY PARK ROSELAWN CEMETERY ROGERS PARK EASTSIDE PARK OVERLAND PARK AVERY PARK EDORA COMMUNITY PARK INDIAN LILAC HILLS PARK PARK SPRING PARK BLEVINS PARK ROLLAND MOORE COMMUNITY PARK WOODWEST PARK LEISURE PARK BEATTIE PARK SPENCER ROSSBOROUGH PARK PARK SPRING CANYON COMMUNITY PARK COLLINDALE GOLF COURSE 22 02 | VISION AND VALUES Who you are and where you live in Fort Collins can put you on a different path than a resident from a different background or part of the city. This can result in different outcomes for your health, ability to access healthy food, recreational opportunities, and many other areas that are critical to maintaining the high quality of life City Plan envisions for all members of our community. In this update, City Plan utilized a health and equity lens to develop new policies and implementation actions that can help ensure that our actions and decisions do not disproportionately burden one group over another. As our city becomes more diverse, it will be important to understand the barriers facing certain groups or neighborhoods (whether they be related to poverty, health, employment, educational attainment, ages, etc.) so all residents have access to the services, resources, infrastructure, and opportunities they need. HEALTH AND EQUITY What are Social Determinants of Health? Social determinants of health are the social and physical conditions of a person’s life that influence their personal health and well-being: education, income level, access to health care, social and community context, and neighborhood/built environment. Research shows that residents that live in poverty and have lower levels of educational attainment, are more likely to have poor health outcomes and will also be more vulnerable to impacts from climate change. Understanding this linkage is an important factor in planning for health equity. How does it all connect? The health equity index analysis shows that social factors related to health outcomes are not equal in all parts of Fort Collins. Median household income tends to be lower for non-white racial and ethnic groups ($42,333 or less) than it is for white households ($62,804). Educational attainment also varies by race/ethnicity - for example, 42% of Hispanic/Latinx residents had a bachelor’s degree in 2016, compared to 59% of white residents. Generally, the Health Equity Index shows that more vulnerable or disadvantaged populations (Census block groups with high index values) are clustered north of the Poudre River, while less vulnerable populations (Census block groups with low index values) are clustered around Downtown. These disparities in health equity have wide-ranging implications for all outcome areas in City Plan. What is the Health and Equity Index? The Health & Equity Index was developed by the Larimer County Department of Health and Environment, and is a tool to identify potentially vulnerable areas of the community. It is a weighted FORT COLLINS CITY PLAN 23 HEALTH AND EQUITY INDEX FORT COLLINS, 2016 2016 Equity Indicators » Population under 18 » Population over 65 » Households at or below the federal poverty level » Hispanic/Latinx population » Non-white (minority) population » Households without a vehicle » Disability status Health Indicators » Adult obesity » Adults with no leisure time physical activity » Adults who experienced poor mental health for more than 14 days Scores range from 0 to 100, with 100 indicating the highest priority. The Health Equity Index is a composite measure of overall health equity in Fort Collins and includes the following equity and health indicators: DRAFT 3.15.19 24 02 | VISION AND VALUES Making the most of the land we have left... Where are we today? » Vacant land within the Growth Management Area (GMA) is becoming increasingly scarce » Much of the remaining vacant land in the GMA is not served by city sewer and water utilities, which could impact the availability, timing, and pricing of future development in these areas » Underutilized properties and obsolete uses in established areas of the community offer significant potential for infill/redevelopment » The multimodal transportation system desired by the community will not be viable without significant increases in density As we look to the future, it is important to consider how we can best use the limited supply of vacant land that remains to meet our future needs. Principles and policies in City Plan address the overall mix, distribution, and intensity of land uses in different parts of Fort Collins, promote the efficient and cost-effective provision of public infrastructure and services, and support the development of the types of places we would like to see—or retain—in our community in the future. Where are we today? » Undeveloped land within the Growth Management Area (GMA) is becoming increasingly scarce. » Much of the remaining undeveloped land in the GMA is not served by City sewer and water utilities, which could impact the availability, timing, and pricing of future development in these areas. » There is significant potential for infill and redevelopment of underutilized properties, particularly along current and future transit corridors. » A cost-effective transportation system desired by the community, including improvements to transit and infrastructure for bicycles and pedestrians, will not be viable without significant increases in density in key locations. DRAFT 3.15.19 FORT COLLINS CITY PLAN 25 ¦¨§25 COLLEGE AVE LEMAY AVE TIMBERLINE RD SHIELD ST TAFT HILL RD TRILBY RD HARMONY RD EAST COUNTY ROAD 32 MULBERRY ST PROSPECT RD DRAKE RD HORSETOOTH RD WHERE WILL WE FOCUS OUR EFFORTS? » Requiring transit-oriented development in key locations High-frequency transit is not viable without supportive land use patterns such as mixed-use with higher-density residential, employment, and services. The plan supports a stronger stance on maximizing infill/ redevelopment potential where service exists or is planned. » Encouraging compact growth The GMA will continue to define the outer limits of future growth. » Encouraging infill and redevelopment Plan policies support the conversion of vacant and underutilized properties to meet current and future needs and promote the efficient use of infrastructure. » Encouraging more diverse neighborhoods Housing options not traditionally found in Fort Collins, such as accessory dwelling units, will be encouraged through new development, as well as through the adaptation of existing neighborhoods over time. » Expanding access to services and amenities City Plan supports a broader mix of uses in activity centers and along corridors to reduce the need for cross-town trips. » Addressing infrastructure priorities City Plan supports collaboration with local and regional partners as development occurs to address infrastructure and service needs in areas not currently served by City utilities. 26 02 | VISION AND VALUES Taking steps to support a healthy and resilient economy... Where are we today? » We’ve experienced strong employment growth over the past ten years. » Our economy is becoming greener and more adaptable in the face of climate change. » Employment growth is outpacing housing growth which creates a commuting problem. » It is difficult for residents to find high-paying jobs that allow them to live in Fort Collins. » Businesses are struggling to attract qualified workers and/or find appropriate space to grow into. » Land available for future non-residential development may not be development-ready or located in appropriate parts of the city. » It is increasingly difficult for small businesses, service-commercial, and industrial users to remain in Fort Collins because of rising commercial rents. Fort Collins’ economic health is influenced by a variety of factors—jobs/housing balance, land cost and supply, access to infrastructure and services, and the overall livability of the community. Principles and policies in City Plan promote a continued focus on innovation and creativity, which have long been drivers of Fort Collins’ local economy. They also promote a stronger focus on equity—to help to ensure the benefits of employment, wage growth, prosperity, and increased standards of living are shared by all—and resilience—to allow our economy to evolve and adapt to technological advancements and climate change, as well as rebound from economic shocks. DRAFT 3.15.19 FORT COLLINS CITY PLAN 27 COLLEGE AVE LEMAY AVE TIMBERLINE RD SHIELD ST TAFT HILL RD TRILBY RD HARMONY RD EAST COUNTY ROAD 32 MULBERRY ST PROSPECT RD DRAKE RD HORSETOOTH RD ¦¨§25 WHERE WILL WE FOCUS OUR EFFORTS? This diagram illustrates the overall distribution and types of areas designated for employment uses on the Structure Plan. Updates as part of the City Plan update reflect a continued focus on: LEGEND Downtown District Urban Mixed-Use District Suburban Mixed-Use District Mixed Employment District Research & Development/Flex District Industrial District » Preserving land for industrial and service-oriented uses The Structure Plan identifies areas limited to industrial and service- commercial uses to support their retention over the long-term. » Providing suitable employment lands Policies seek to provide more opportunities for employment, commercial, and industrial with the locations, amenities, and services employers are seeking. » Maximizing return on investment City Plan promotes investments in infrastructure and other services in areas where benefits to the community will be greatest. » Aligning employment designations with business needs The Structure Plan includes expanded employment place types to increase clarity around the types of employment that are desired in different parts of the city. » Providing more opportunities for people to live close to where they work Policies support expanded housing options in areas that are close to jobs and transit to allow more opportunities for employees at all wage levels to live and work in Fort Collins. Northeast Fort Collins 28 02 | VISION AND VALUES Encouraging more housing options... Where are we today? » Fort Collins’ demographics are changing, creating demand for different housing types. » Since 2000, Fort Collins and Larimer County have produced more jobs than housing units, and this imbalance has recently accelerated. » Despite an increase in multifamily development in recent years, the overall mix of housing in Fort Collins is similar to 2000. » Rents and home prices in Fort Collins are increasing faster than wages, and homeownership is becoming less attainable; as a result, more people are living outside the city and commuting to their jobs in Fort Collins. » Only 4.8% of housing units in Fort Collins are deed or income restricted (affordable to households earning less than 80% of the area median income). » Smaller housing options, such as accessory dwelling units, are only allowed in limited locations. The degree to which housing is attainable in Fort Collins is influenced by multiple factors: the diversity of housing options that are available (type, size, and price point), the overall supply of land devoted to different types of housing versus demand, the proximity and connectivity of housing and jobs, overall housing costs, and housing programs and policies aimed at expanding and maintaining the city’s supply of affordable and workforce housing. City Plan principles and policies recognize that improving housing access in Fort Collins will require action on all of these fronts. DRAFT 3.15.19 FORT COLLINS CITY PLAN 29 WHERE WILL WE FOCUS OUR EFFORTS? Updates as part of the City Plan update reflect a continued focus on: » Expanding housing choices The Structure Plan promotes a broader mix of housing types and densities to support a changing population and housing market. » Recalibrating land use patterns to increase capacity The Structure Plan reflects the reallocation of some land that was previously designated for employment uses to residential uses. » Expanding workforce and affordable housing efforts City Plan promotes strategies, new programs, and incentives to encourage the construction of workforce and affordable housing throughout the community. » Updating Development Regulations City Plan identifies numerous changes to zoning and development standards needed to support desired housing types. » Adopting protective measures where needed Area plans and/or design standards will continue to be used to ensure residential infill and redevelopment is compatible with existing neighborhoods. SINGLE-FAMILY ATTACHED (2 TO 4 UNITS) MULTI-FAMILY (5+ UNITS) OTHER SINGLE-FAMILY ATTACHED (2 TO 4 UNITS) MULTI-FAMILY (5+ UNITS) ACCESSORY DWELLING UNIT OTHER NOW FUTURE DRAFT 3.15.19 30 02 | VISION AND VALUES Expanding transportation and mobility options... Where are we today? » Our VMT per capita is decreasing, but this trend could change depending on how transportation innovations (such as autonomous vehicles) affect travel behavior. » Travel time on average has been consistent, with some corridors increasing and others decreasing. » While transit services have expanded near Downtown and CSU, it is difficult to provide convenient, high-frequency transit service in less dense areas of the community. » Employee commuting patterns will be impacted by emerging mobility and technology, land use, and regional transit. » Fort Collins is a nationally recognized city for biking and walking; however, gaps and deficiencies in the low-stress multimodal network remain. Some of these gaps or deficiencies correlate to areas with more vulnerable or disadvantaged populations. Transportation and mobility options impact how and when people travel and therefore, the ability of residents to access their jobs, services, or accomplish their daily needs. City Plan principles and policies seek to reduce the number of vehicle miles traveled (VMT) per person and the number of trips made by vehicles with only one occupant. This will be accomplished through strategies and that encourage walking, carpooling, cycling, and transit use, and the implementation of solutions that minimize travel times between key destinations within Fort Collins and to/from other parts of the region. DRAFT 3.15.19 FORT COLLINS CITY PLAN 31 Updates as part of the City Plan process reflect a focus on: » Prioritizing safety City Plan supports expanded transportation options to make travel safe and comfortable for all ages and abilities. » Expanding High-Frequency Transit in targeted locations To leverage the significant investment required, high- frequency transit is planned in areas where higher densities or intensities exist or are likely to be achieved in the planning horizon. » Using a Layered Network approach Policies support the prioritization of certain modes in corridors where all modes of transportation may not be viable. » Enhancing pedestrian and bicycle connectivity Policies support connected bicycle/pedestrian networks between neighborhoods and districts citywide. » Making equitable investments As City investments and improvements in transportation infrastructure are made, equity must be a key consideration. » Lead transportation innovation Fort Collins will be proactive in welcoming new travel options and technologies that offer the opportunity of traveling more efficiently while reducing negative environmental, infrastructure, and social impacts of travel. » Optimize traffic flow through mobility management and system improvements. Keeping the transportation system functioning efficiently is key for the success of the community and all modes of travel by reducing traffic demand, eliminating bottlenecks and deploying state of the art traffic control. WHERE WILL WE FOCUS OUR EFFORTS? FUTURE NOW Mobile Phone Helps make choices, but each tool has separate app Ride-Hailing Car ownership separated from car use Mobility as a Service Use mobile device to select among many options and seamlessly book and pay for 32 02 | VISION AND VALUES Maintaining our focus on climate action... Where are we today? » We have set ambitious climate action goals and aim to be carbon neutral by 2050; overall emissions have decreased since 2005. » Like many Front Range communities, we do not meet national air quality standards for ozone; the Air Quality Plan continues to prioritize improvements in this area. » Although other policies and documents guide long-term actions, climate adaptation and resilience is not systematically integrated into our policies, plans, and processes. » We have the potential to reach our 2030 goal to reduce GHGs by 80%, but shifts in development patterns, travel behaviors and other steps will be needed to realize this reduction. » Many residents have access to a park or natural area within a 10-minute walk of their home, though gaps still remain. City Plan principles and policies play a significant role in supporting the community’s ongoing efforts to protect the climate and our environment with ambitious climate action goals. Additional transportation options and increased density along key transit corridors will result in a smaller land use footprint, reduced vehicle miles traveled, increased walkability and bikeability, and smaller housing unit sizes. This in turn translates to reduced energy use, lower greenhouse gas (GHG) emissions and water demand, and improved health outcomes. In addition, City Plan helps advance the community’s Nature in the City goals—providing opportunities for habitat, recreation, and connection to the outdoors. How does it all connect? Acting on climate can sometimes seem like a daunting challenge at the local level. What it means in Fort Collins is to reduce our emissions from the electricity, natural gas, transportation, waste, and water sectors. For example: Policies in the Environmental Health section address the needs for a carbon neutral electricity system and reducing waste sent to the landfill. In other sections, policies advance electric vehicles and multi-modal transportation opportunities to offer new ways for residents and businesses to access Fort Collins’ amenities while making trips with a lower carbon impact. What impact will City Plan have on the community’s climate action goals? City Plan will reduce emissions by encouraging denser land use in some locations and enhancing opportunities for alternative means of transportation (walking, biking, and transit). Even with these efforts, there is still the potential for overall emissions to grow as our population increases. FORT COLLINS CITY PLAN 33 WHERE WILL WE FOCUS OUR EFFORTS? Updates as part of the City Plan process reflect a focus on: » Prioritizing pragmatic, positive, and cost-effective solutions Policies seek to ensure affordability, reliability and sustainability in their implementation. » Promoting sustainable development practices Policies seek to reduce net energy and water use in new and existing development. » Water Resources Policies seek to ensure water is used wisely and our community is prepared for a changing climate. » Transition from fossil fuel to renewable energy systems Focus on policies and infrastructure to transition electricity sources, natural gas use in buildings and petroleum for transportation to renewably supplied electricity. » Aligning land use and transportation decisions The Structure Plan and Transportation Plan work in tandem to promote development patterns and transportation behaviors that reduce VMT. » Coordinating climate adaptation and resilience planning efforts City Plan provides a coordinated and cohesive set of policies to support ongoing climate adaptation and resilience planning throughout the community. » Increasing access to Nature in the City Policies seek to increase the number of residents that have access to natural areas, parks, and/or open space within a 10-minute walk of their home, emphasizing existing gaps and areas planned for intensification. 20% REDUCTION 2005 2017 2020 2030 2050 80% REDUCTION NEUTRAL BY 2050 CARBON DOWN 17% 34 03 | PRINCIPLES AND POLICIES PRINCIPLES & POLICIES 03 City Plan establishes the overall policy foundation for the City of Fort Collins. This chapter includes principles and policies for each of the seven outcome areas. These principles and polices should be used as a reference as questions arise or when general guidance is needed about the City’s policy on a particular topic during day- to-day decision-making. Supporting information in each outcome area also provides the user with relevant background information and more detailed policy guidance, where applicable. While Part 6 contains recommended strategies to support principles and policies in each outcome area, it is important to note that not every policy in this section has a corresponding strategy. Many of the broader policy objectives in City Plan will be, or are already being, carried out through the day-to-day actions of City staff, the City Council, and the Planning and Zoning Commission. DRAFT 3.15.19 FORT COLLINS CITY PLAN 35 “Livability to me means affordable housing, access to exercise and nature, the ability to raise a family, and a feeling of inclusion...” -Resident comment DRAFT 3.15.19 36 03 | PRINCIPLES AND POLICIES NEIGHBORHOOD LIVABILITY AND SOCIAL HEALTH Community and Neighborhood Livability refer to the overall physical character of the community, and the ability of all residents to live happy, healthy, and fulfilling lives. Strong neighborhoods result from a combination of factors, including, among others, investments in services and infrastructure, access to high-quality amenities, housing that is attainable to residents from a range of incomes and backgrounds. Principles in this outcome area build on and support ongoing public and private sector initiatives, focusing specifically on: » Increasing the Availability of Affordable Housing. The City and its housing partners are pursuing a range of strategies to expand affordable and workforce housing options, and are active participants in ongoing discussions with other communities in the region. Overall, the City is striving for 6% of all housing units to be affordable (deed/income restricted units) to households earning 0-80% of the area median income by 2020 and 10% of units to be affordable by 2040. In addition, the City emphasizes assistance priority to the lowest wage earners, those earning 0-30% of the area median income. Still, the production of affordable housing is lagging. Principles and policies support ongoing efforts and set the stage for exploring additional strategies to confront our housing challenges. » Managing Growth. Fort Collins is expected to grow by 70,000 residents by 2040. How the community manages this growth, and where it directs the development of new housing, areas for retail stores and services, employment, and other uses plays a major part in maintaining livable neighborhoods. There are longstanding policies that encourage new growth in targeted infill and redevelopment areas; however, past residential growth has mainly occurred at the periphery of the city. With diminishing supply of vacant land, a larger percentage of future growth is likely to occur in already developed areas. These principles help the City to manage growth by encouraging infill and redevelopment, ensuring this development is compatible with the character of the surrounding neighborhood or area, requiring the provision of adequate public facilities before development occurs, and continuing the policy of new growth paying its fair share for new services and infrastructure. » Supporting a Sustainable Pattern of Development. Beyond managing growth, principles and policies for this outcome area encourage a pattern of growth and development that aligns with the City’s adopted goal to be carbon neutral by 2050. The Structure Plan provides additional guidance on where different land uses and densities/intensities should be FORT COLLINS CITY PLAN 37 Principles and policies support our Core Values by: DRAFT 3.15.19 38 03 | PRINCIPLES AND POLICIES NEIGHBORHOOD LIVABILITY AND SOCIAL HEALTH Principle LIV 1: Maintain a compact pattern of growth that is well-served by public facilities and encourages the efficient use of land. POLICY LIV 1.1 - GROWTH MANAGEMENT AREA Continue to utilize the Growth Management Area (GMA) surrounding Fort Collins as a tool to guide and manage growth outside of the City limits and delineate the extent of urban development in Fort Collins. POLICY LIV 1.2 - AMENDMENTS TO THE GROWTH MANAGEMENT AREA Maintain the GMA generally as presently configured. Evaluate limited amendments in accordance with the following criteria to determine whether proposed amendments: » Are consistent with community goals, principles, and policies as expressed in City Plan; » Would have positive net fiscal benefit to the community; » Are necessary to accommodate an activity that cannot be reasonably accommodated on lands within the existing GMA; » Include land that contains any environmental factors or hazards that make the area unsuitable for inclusion within the GMA; » Would allow for the logical, incremental extension of urban services; » Would offer a desirable new “edge” to the community; » Contiguous to existing developed areas of the city; and » Contribute to the compact urban form of the city. POLICY LIV 1.3 - COMMUNITY EDGES Collaborate with Larimer County and adjacent communities to plan the edges of the Fort Collins Growth Management Area. Provide joint guidance on factors including, but not limited to, future land use, development referrals, infrastructure planning, development standards, Transfer of Development Rights (TDR) programs, fees, community separators, and the preservation of open lands. POLICY LIV 1.4 - INTERGOVERNMENTAL AGREEMENTS Work with Larimer County and other jurisdictions to revise Intergovernmental Agreements (IGAs) as needed. Take the following objectives into consideration when revising IGAs: » Institute a consistent and coordinated system of fees and standards for development located inside and outside the GMA. » Encourage Larimer County to adopt development standards for projects within the GMA a to be in conformance with City Plan and the Land Use Code. Principles and Policies WINDSOR TIMNATH FORT COLLINS CITY PLAN 39 POLICY LIV 1.5 - CAPITAL IMPROVEMENT POLICIES Operate under the following Capital Improvement Policies: » Develop a multi-year plan for capital improvements and update it annually. » Use a variety of different funding sources to fund capital projects with an emphasis on the “pay-as- you-go” philosophy. » Identify funding for operating and maintenance costs for approved capital projects at the time projects are approved. POLICY LIV 1.6 - ADEQUATE PUBLIC FACILITIES Utilize the provision of public facilities and services to direct development to desired location, in accordance with the following criteria: » Direct development to locations where it can be adequately served by critical public facilities and services such as water, sewer, police, transportation, schools, fire, stormwater management, and parks, in accordance with adopted levels of service for public facilities and services. » Give preferential consideration to the extension and augmentation of public services and facilities to accommodate infill and redevelopment before new growth areas are prepared for development. » Review applications for the creation of new special service agencies and the expansion of existing special service agencies for conformance with these City Plan principles and policies. » Work with Larimer County to develop plans and policies for public services and facilities required for new and existing development located in unincorporated areas of the Growth Management Area. POLICY LIV 1.7 - FEES AND DEVELOPMENT REQUIREMENTS Maintain an efficient and fair system of fees and development requirements that assesses the costs and benefits of financing public facilities and services, the need for which is generated by new development and redevelopment. Infrastructure Improvements for pedestrians & cyclists Development fees fund new parks DRAFT 3.15.19 40 03 | PRINCIPLES AND POLICIES NEIGHBORHOOD LIVABILITY AND SOCIAL HEALTH Principle LIV 2: Promote infill and redevelopment. POLICY LIV 2.1 - REVITALIZATION OF UNDERUTILIZED PROPERTIES Support the use of creative strategies to revitalize vacant, blighted, or otherwise underutilized structures and buildings—including, but not limited to: » Adaptive reuse of existing buildings (particularly those that have historic significance); » Infill of existing surface parking lots—particularly in areas that are currently, or will be served by bus rapid transit (BRT) and/or high frequency transit in the future; » Public/private partnerships; » Infrastructure improvements/upgrades; » Streetscape enhancements; » Voluntary consolidation and assemblage of properties to coordinate the redevelopment of blocks or segments of corridors where individual property configurations would otherwise limit redevelopment potential; POLICY LIV 2.2 - PRIORITY LOCATIONS FOR INFILL AND REDEVELOPMENT Prioritize public investments in infrastructure/ improvements in the following areas: » Urban Renewal Areas; » Tax Increment Financing (TIF) Districts; » Downtown District; » Urban Mixed-Use Districts; » Mixed-Employment Districts; and » Metro Districts. Make regulatory and other incentives available only to projects that are consistent with the long-term vision for these districts in terms of density, intensity, and the overall mix of uses. POLICY LIV 2.3 - TRANSIT-ORIENTED DEVELOPMENT Require higher-density housing and mixed-use development in locations that are currently, or will be served by BRT and/or high frequency transit in the future, as infill and redevelopment occurs. FORT COLLINS URBAN RENEWAL AUTHORITY The Urban Renewal Authority (URA) focuses on the redeveloping urban core, with particular attention towards areas with aging infrastructure and unsafe conditions. Through financial incentives and strategic partnerships, the URA attracts private sector investment to the urban core to achieve the community’s desired vision. Specifically, the URA is authorized to use Tax Increment Financing (TIF) to stimulate development. TIF is a tool to remove blight and finance public improvements. This is done through the diversion of future property tax revenue into the URA to pay for public infrastructure improvements such as sidewalks, recreation FORT COLLINS CITY PLAN 41 Principle LIV 3: Maintain and enhance our unique character and sense of place as the community grows. POLICY LIV 3.1 - PUBLIC AMENITIES Design streets and other public spaces with the comfort and enjoyment of pedestrians in mind. Incorporate features such as plazas, pocket parks, patios, children’s play areas, transit facilities, sidewalks, pathways, “street furniture” such as benches and planters, and public art as part of development projects. POLICY LIV 3.2 - ACCESS TO OUTDOOR SPACES Incorporate Nature in the City principles and other outdoor amenities into the design of high-density projects, particularly in areas lacking convenient and direct access to nature. POLICY LIV 3.3 - GATEWAYS Enhance and accentuate the community’s gateways, including Interstate 25 interchanges and College Avenue, to provide a coordinated and positive community entrance. Gateway design elements may include streetscape design, supportive land uses, building architecture, landscaping, signage, lighting, and public art. POLICY LIV 3.4 - DESIGN STANDARDS AND GUIDELINES Maintain a robust set of citywide design standards as part of the City’s Land Use Code to ensure a flexible, yet predictable level of quality for future development that advances the community’s sustainability goals, e.g, climate action. Continue to develop and adopt location-specific standards or guidelines where unique characteristics exist to promote the compatibility of infill redevelopment. POLICY LIV 3.5 - DISTINCTIVE DESIGN Require the adaptation of standardized corporate architecture to reflect local values and ensure the community’s appearance remains unique. Development should not consist solely of repetitive design that may be found in other communities. POLICY LIV 3.6 - CONTEXT SENSITIVE DEVELOPMENT Ensure all development contributes to the positive character of the surrounding area. Building materials, architectural details, color range, building massing, and relationships to streets and sidewalks should be tailored to the surrounding district or neighborhood. POLICY LIV 3.7 - CIVIC BUILDINGS AND GROUNDS Locate prominent civic facilities and grounds— such as community buildings, government offices, recreation centers, post offices, libraries, schools, and plazas—in prominent and central locations as highly visible focal points. They should be close to major transit stops, and be designed to support sustainability outcomes. City of Fort Collins Utilities Administration Building DRAFT 3.15.19 42 03 | PRINCIPLES AND POLICIES NEIGHBORHOOD LIVABILITY AND SOCIAL HEALTH Principle LIV 4: Enhance neighborhood livability. POLICY LIV 4.1 - NEW NEIGHBORHOODS Encourage creativity in the design and construction of new neighborhoods that: » Provide a unifying and interconnected framework of streets, sidewalks, walkway spines, and other public spaces; » Expand housing options; » Offer opportunities to age in place; » Improve access to services and amenities; and » Incorporate unique site conditions. POLICY LIV 4.2 - COMPATIBILITY OF ADJACENT DEVELOPMENT Ensure development that occurs in adjacent districts complements and enhances the positive qualities of existing neighborhoods. Developments that share a property line and/or street frontage with an existing neighborhood should promote compatibility by: » Continuing established block patterns and streets to improve access to services and amenities from the adjacent neighborhood; » Incorporating context-sensitive buildings and site features (e.g. Similar size, scale, and materials); and » Locating parking and service areas where impacts on existing neighborhoods—such as noise and traffic— will be minimized. POLICY LIV 4.3 - NEIGHBORHOOD SERVICES AND AMENITIES Encourage the addition of new services, conveniences, and/or gathering places in existing neighborhoods that lack such facilities, provided they meet applicable performance and design standards. Consider additional tools such as a conditional use permit process and expanding home occupation provisions. POLICY LIV 4.4 - CULTURALLY RELEVANT GATHERING PLACES Promote the addition and retention of culturally relevant businesses, gathering places, and services in existing neighborhoods and commercial areas to maintain and enhance a sense of welcome and inclusion as redevelopment occurs. Principle LIV 5: Create more opportunities for housing choices. POLICY LIV 5.1 - HOUSING OPTIONS Encourage a variety of housing types and densities, including mixed-used developments that are well-served by public transportation and close to employment centers, shopping, services, and amenities. POLICY LIV 5.2 - SUPPLY OF ATTAINABLE HOUSING Encourage public and private sectors to maintain and develop a diverse range of housing options attainable to residents earning the median income, including: accessory dwelling units, duplexes, townhomes, FORT COLLINS CITY PLAN 43 Principle LIV 6: Improve access to housing that meets the needs of residents regardless of their race, ethnicity, age, ability, lifestyle, or income. POLICY LIV 6.1 - BASIC ACCESS Support the construction of housing units with practical features that provide basic access and functionality for people of all ages and widely varying mobilities. POLICY LIV 6.2 - SPECIALIZED HOUSING NEEDS Plan for populations within the community who have specialized housing needs. Residential-care and treatment facilities, shelters, permanent supportive housing, group homes, and senior housing should be integrated throughout the Growth Management Area in areas that are well-served by amenities and public transportation. POLICY LIV 6.3 - STUDENT HOUSING Plan for and encourage new housing for students on and near campuses and in areas well-served by public transportation. POLICY LIV 6.4 - PERMANENT SUPPLY OF AFFORDABLE HOUSING Create and maintain an up-to-date inventory of affordable housing in the community. Pursue policy and regulatory changes that will encourage the rehabilitation and retention of affordable housing in perpetuity. POLICY LIV 6.5 - AGING IN PLACE Retain attainable housing options in existing neighborhoods so residents can “age in place.” POLICY LIV 6.6 - AFFORDABLE HOUSING PROGRAMS Support the development and provision of affordable housing in the community by maintaining dedicated sources of funding for affordable housing services and programs including management of a competitive process for federal and local funding, development incentives, homebuyer assistance, and the Land Bank program. POLICY LIV 6.7 - INCENTIVES Support and encourage the private development of affordable housing by offering incentives, such as special assistance to offset the costs of the City’s impact fees and development requirements, rebates for energy saving features, and reducing barriers to the construction of and the rehabilitation of affordable housing units. HOUSING OPTIONS As the community’s demographics change, Fort Collins and local partners are committed to solutions and new ideas to promote housing options that meet the needs of all residents. Access and options for housing that suits different abilities, lifestyles, and ages is an important element in creating a community where residents feel welcome, safe, and valued. Fort Collins’ Social Sustainability Department, alongside non-profit 44 03 | PRINCIPLES AND POLICIES NEIGHBORHOOD LIVABILITY AND SOCIAL HEALTH POLICY LIV 6.8 - MONITOR HOUSING AFFORDABILITY Collect, maintain, and disseminate information on housing affordability such as cost, demand, and supply of affordable housing stock. POLICY LIV 6.9 - PREVENT DISPLACEMENT Build the capacity of homeowner groups, affordable housing providers, and support organizations to enable the purchase, rehabilitation, and long-term management of affordable housing. Particular emphasis should be given to mobile home parks located in infill and redevelopment areas. POLICY LIV 6.10 - MITIGATE DISPLACEMENT IMPACTS Mitigate the impacts to residents displaced through the closure of manufactured housing parks or conversion of rental apartments, including single room occupancy units, to condominiums or other uses. Principle LIV 7: Promote a more inclusive and equitable community that encourages and celebrates diversity. POLICY LIV 7.1 - ACCEPTANCE, INCLUSION, AND RESPECT Identify opportunities to promote acceptance, inclusion and respect for diversity. Discourage all forms of discrimination, in addition to the specific characteristics that are protected by law POLICY LIV 7.2 - DIVERSITY Celebrate Fort Collins’ diverse community through activities that promote learning and understanding of different ethnic and cultural groups, such as working with partners and cultural leaders, co-creation of cultural events and activities, and responsiveness to community vision. POLICY LIV 7.3 - CULTURAL COMPETENCY Provide City services and share information in a manner that is culturally and linguistically relevant to a range of residents. POLICY LIV 7.4 - EQUITY CONSIDERATIONS Include considerations for equity in decision- making processes across the City organization to ensure the benefits and/or burdens of City actions or investments are shared fairly and do not disproportionately affect a particular group or geographic location over others. Special Olympics DRAFT 3.15.19 FORT COLLINS CITY PLAN 45 Principle LIV 8: Develop an equitable, comprehensive, coordinated, and efficient system of health and human services that is accessible to all residents in need of assistance. POLICY LIV 8.1 - HEALTH AND SAFETY ORDINANCES Foster healthy and safe environments by continuing enforcement of current health and safety ordinances related to tobacco and alcohol use, noise, snow removal, dismount zones, and other health, environmental, and nuisance topics. POLICY LIV 8.2 - HEALTH AND HUMAN SERVICE PROVIDERS Rely upon health and human service organizations to provide community health and human services, and focus on improved communication, education, accessibility, and collaboration in order to enhance overall physical and mental health, safety, and wellness of the community. POLICY LIV 8.3 - PARTNER ORGANIZATIONS Partner, fund, collaborate with local service providers to ensure adequate level of assistance for human service needs including: affordable childcare, homelessness services, mental illness and substance use disorders, food access, workforce development, education, etc. POLICY LIV 8.4 - CITY REAL ESTATE Continue leveraging underutilized City facilities and real estate assets for use by local non-profit and partner agencies providing community benefits such as childcare, supportive housing, food access, and other services. Consider competitive short and long- term lease or sale opportunities while balancing the City’s financial responsibilities. POLICY LIV 8.5 - FACILITY SITING AND ACCESS Encourage health and human services providers to carefully consider locations of new facilities and transportation implications, provide transportation to services, and coordinate with the public transportation system, particularly areas that are or will be served by high-frequency transit. POLICY LIV 8.6 - HOMELESSNESS Continue to collaborate with partner organizations on the implementation of Fort Collins’ plan to make homelessness rare, short-lived, and non-recurring. Human Services Partner Event Permanent Supportive Housing DRAFT 3.15.19 46 03 | PRINCIPLES AND POLICIES NEIGHBORHOOD LIVABILITY AND SOCIAL HEALTH Principle LIV 9: Encourage development that reduces impacts on natural ecosystems and promotes sustainability and resilience. POLICY LIV 9.1 - EFFICIENCY AND RESOURCE CONSERVATION Reduce net energy and water use of new and existing buildings through energy efficiency programs, incentives, building and energy code regulations, and electrification and integration of solar. POLICY LIV 9.2 - OUTDOOR WATER USE Promote reductions in outdoor water use by selecting low water use plant materials, using efficient irrigation, improving the soil before planting, and exploring opportunities to use nonpotable water for irrigation. POLICY LIV 9.3 - URBAN HEAT ISLAND EFFECT Encourage the use of site and building features, such as shade trees or reflective materials, to reduce heat absorption by exterior surfaces, provide shade, or otherwise mitigate the urban heat island effect. POLICY LIV 9.4 - SOLAR ORIENTATION Orient buildings, streets, and public spaces to take advantage of active and passive solar energy. Consider factors such as landscaping, window placement, overhangs, and building location to heat homes, reduce snow and ice buildup on neighborhood streets, and enhance the comfort of public spaces. Habitat for Humanity project with solar integration Xeriscape Garden Party DRAFT 3.15.19 FORT COLLINS CITY PLAN 47 Avery House Principle LIV 10: Recognize, protect and enhance historic resources. POLICY LIV 10.1 - IDENTIFY HISTORIC RESOURCES Determine through survey what historic resources exist within the Growth Management Area, how significant these resources are, the nature and degree of threat to their preservation, and methods for their protection. POLICY LIV 10.2 - PRESERVE HISTORIC RESOURCES Preserve historically significant buildings, sites and structures throughout Downtown and the community. Ensure that new construction respects the existing architectural character of the surrounding historic resources without artificially duplicating historic elements. POLICY LIV 10.3 - INCREASE APPRECIATION OF VALUE Increase awareness, understanding of, and appreciation for the value of historic preservation in contributing to the sense of place, sustainability, and quality of life in Fort Collins. POLICY LIV 10.4 - FINANCIAL INCENTIVES Use incentives to encourage and leverage private sector investment in the rehabilitation of historic resources. POLICY LIV 10.5 - PLANNING AND ENFORCEMENT Recognize the contribution of historic resources to the quality of life in Fort Collins through ongoing planning efforts and enforcement of regulations. POLICY LIV 10.6 - LANDMARK DESIGNATION Actively encourage property owners to designate eligible properties as historic landmarks. POLICY LIV 10.7 - INTEGRATE AND ADAPTIVELY REUSE HISTORIC RESOURCES Maintain the value of materials embodied in existing buildings and avoid the environmental costs of demolition and new construction, by encouraging creative reuse of historic resources in redevelopment activities. POLICY LIV 10.8 - ENERGY EFFICIENCY Support energy efficiency improvements that contribute to the integrity and longevity of historic structures without compromising the historic resource. Senior housing; former Northern Hotel DRAFT 3.15.19 48 03 | PRINCIPLES AND POLICIES CULTURE AND RECREATION Access to culture and recreation enriches the day- to-day experiences and quality of life of Fort Collins residents, while also contributing to positive physical and mental health. Fort Collins has numerous plans in place to help guide future investments in these amenities and ensure that programs and facilities are aligned with the dynamic needs of the community. Principles and policies for this outcome area will be used to help advance these ongoing efforts as the city grows and changes over time: » Aligning City Plan with FoCo Creates. FoCo Creates defines the community’s vision for arts and culture and establishes roles and responsibilities for the City in supporting arts and culture in Fort Collins. While the process is still underway, initial feedback from the community indicates that residents want more arts and cultural opportunities in the city, including programs, exhibits, events, and public art, as well as greater support for creatives and creative industries. Moving forward, the policy directions provided in City Plan will be coordinated with those of FoCo Creates to ensure both plans are supportive and aligned with one another. » Expanding Access to Culture and Recreational Opportunities. As the City continues to expand the number and types of arts, cultural, and recreational opportunities available to residents and visitors, it will be important to ensure that all are able to access these opportunities regardless of their age, race, income, or ability. City Plan supports adaptive recreation programs and other efforts to ensure that cultural and recreational opportunities are not just conveniently located, but that they are affordable to people of varying abilities and income levels. » Adapting Parks and Recreational Facilities to meet the needs of a changing community. Fort Collins residents value the community’s world-class parks, recreation facilities, and trails. The City should continue to plan for a well- balanced system of parks, trails, natural areas, and recreation facilities to keep up with current and future demand and address underserved areas. At the same time, it will be important to continually reinvest in existing parks and facilities to ensure they continue to meet the needs of the residents they serve. DRAFT 3.15.19 FORT COLLINS CITY PLAN 49 Principles and policies support our Core Values by: DRAFT 3.15.19 50 03 | PRINCIPLES AND POLICIES CULTURE AND RECREATION Principle CR 1: Build Fort Collins’ identity as a thriving cultural and creative destination by supporting an inclusive and equitable arts, culture, and creative community. POLICY CR 1.1 - EQUITY AND INCLUSION Through the arts, foster an inclusive and equitable cultural and creative community that represents all residents. POLICY CR 1.2 - CREATIVE DESTINATION Support and advocate for the creative industries in Fort Collins, emphasizing the importance of the creative economy and building the City’s reputation as a destination for innovative companies and people. POLICY CR 1.3 - COMMUNITY ENGAGEMENT Enhance the City’s cultural facilities and city-wide programs to address community growth and demand, supporting the community’s vibrancy and health. POLICY CR 1.4 - SUSTAINED AND THRIVING SECTOR Explore and support the creation of new sustainable public and private funding sources to cultivate a vibrant and healthy cultural and creative sector. Evaluate current funding mechanisms for effectiveness and alignment to future goals and vision. POLICY LIV 1.5 - DYNAMIC IDENTITY Build Fort Collins’ creative, arts, and culture brand identify and visibility; communicate it effectively to the community, the region, and beyond. Principles and Policies ARTS AND CULTURE PLAN UPDATE FoCo Creates is a visionary 10-year master plan to guide investment and strategies to ensure that the vision articulated in the master plan is achieved. The plan leverages the City’s role to develop an environment in which arts, culture, and science are an integral part of the community. An update to FoCo Creates is currently underway. The final plan will work in tandem with the principles and policies in CIty Plan Fiesta de Movimiento Comunitario de Hickory Street DRAFT 3.15.19 FORT COLLINS CITY PLAN 51 Principle CR 2: Provide a variety of high quality outdoor and indoor recreational opportunities that are accessible to all residents. POLICY CR 2.1 - RECREATION OPPORTUNITIES Maintain and facilitate the development of a well- balanced system of parks, trails, natural areas and recreation facilities that provide residents and visitors of all ages, abilities, and income levels with a variety of recreational opportunities. POLICY CR 2.2 - INTERCONNECTED SYSTEM Support an interconnected regional and local system of parks, trails and open lands that balances recreation needs with the need to protect wildlife habitat and other environmentally sensitive areas. Where appropriate, place trails along irrigation ditches and storm drainageways to connect to destinations such as schools, open lands, and Neighborhood Centers. POLICY CR 2.3 - PUBLIC AND PRIVATE PARTNERSHIPS Develop and maintain effective public and private partnerships to provide a comprehensive system of parks, common open lands, and outdoor spaces equitably throughout the community. Principle CR 3: Adapt and expand parks and recreation facilities and programs to meet the needs of a changing community. POLICY CR 3.1 - CHANGING NEEDS Seek input from the public and review recreation trends to adapt existing and future facilities and programs to meet the needs of a changing population and community. POLICY CR 3.2 - MULTI-PURPOSE LANDS Maintain and develop partnerships among City departments and other organizations to provide multi-purpose parks and natural areas to maximize and leverage available resources. POLICY CR 3.3 - JOINT FACILITIES Pursue partnerships among City departments and with other organizations to develop versatile and joint recreational facilities in the future to maximize recreational offerings and available resources. POLICY CR 3.4 - BEST MANAGEMENT PRACTICES Follow environmental best management practices for the maintenance of parks and recreation facilities. PARKS AND RECREATION The Parks and Recreation Policy Plan serves as a guide for city staff regarding the development and stewardship of the City’s parks, trails, and recreation facilities program. The plan addresses the continued challenge to effectively utilize limited resources to provide parks, trails and recreation services to a growing community. Additional focus has been made towards sustainable practices to ensure the protection of the environment through the continued development of new park facilities. 52 03 | PRINCIPLES AND POLICIES ECONOMIC HEALTH Economic health refers to the overall vitality and soundness of our local economy. A healthy economy is one that is vibrant, resilient, and provides a diverse range of quality employment opportunities to residents. The success of a local economy depends on regional, national, and even global factors. The forward-looking principles and policies in this outcome area support the Economic Health Strategic Plan, which establishes a framework for strategic investments, business engagement, redevelopment, and support for an innovation ecosystem. Specifically, principles and policies address: » Economic Performance. The City has met or exceeded targets on a variety of economic performance metrics in recent years, including the local unemployment rate, percent change in local jobs, and new commercial permit dollar volume per capita. This was influenced, in part, by partnerships and strategic programs run by the City to support economic growth. Moving forward, continued support for ongoing efforts will be needed, along with a focus on identifying new approaches the City can take to maintain its role as a key partner in our local economy. » Supply and Location of Developable Land. Fort Collins has an adequate supply of land, in aggregate, to support its future needs for employment and commercial land. However, available vacant developable lands have not been competitive at capturing employment growth, and/or are located in areas that lack infrastructure to support development. Regular monitoring of the City’s employment land supply will be needed to keep it balanced with demand, and revisions to the Structure Plan map and zoning may also be needed periodically. » Space Needs for Businesses. While there are many new businesses being formed in Fort Collins and local jobs are growing, there is a need for space for these companies to grow. Limited vacancy in the industrial market and a lack of new Class “A” office space development may lead companies to look outside of Fort Collins to expand. Principles and policies in this outcome area encourage the City to work with the private sector to continually evaluate business needs for space and respond to any deficiencies with incentives and other forms of strategic partnerships. » Workforce Skills and Economic Opportunities. Labor shortages and underemployment are two major issues affecting the region’s economy. Looking to the future, employment opportunities are forecast to outpace growth in the workforce widening the labor gap. Principles and policies in this outcome area address this imbalance by encouraging the City to work with employers, educational institutions, and other economic FORT COLLINS CITY PLAN 53 Principles and policies support our Core Values by: DRAFT 3.15.19 54 03 | PRINCIPLES AND POLICIES ECONOMIC HEALTH Principle EH 1: Foster a vibrant, resilient, and inclusive economy. POLICY EH 1.1 - SUPPORT JOB CREATION Support the enhancement of the community’s economic base and job creation by focusing on retention, expansion, incubation, and recruitment efforts that bring jobs and import income or dollars to the community, particularly businesses in the adopted Target Industry Clusters. POLICY EH 1.2 - IMPROVE BUSINESS ENGAGEMENT Support the identification and refinement of services for our business customer by engaging businesses of all sizes and across all industries. The business community is an essential partner in fostering a vibrant, resilient and inclusive economy. This engagement should support the development and modification of best practices related capital construction management, land use code decisions, and capital project prioritization. POLICY EH 1.3 - SALES TAX REVENUE Support the retention and recruitment of retailers or development projects that have a high potential impact on sales tax generation, specifically focused on increasing retail sales inflow and reducing retail sales leakage. Support programs that encourage residents to spend retail dollars locally before looking elsewhere for goods and services. POLICY EH 1.4 - STRATEGIC ECONOMIC INVESTMENTS Emphasize job creation, retail sales tax revenue, and essential infrastructure/capital facilities when considering direct economic investments, because these community goals create a vibrant and resilient economy. However, also consider the economic, environmental, and human- related community goals set forth in this document when making these investments. Investments may include the direct assistance of private businesses and/or projects when they delivery on these community objectives. POLICY EH 1.5 - NIGHTTIME ECONOMY The nighttime economy, which includes nightlife, bars, entertainment, restaurants, and other evening activities, positively contributes to the community’s vitality. The unique needs and impacts of the nighttime economy should be recognized and addressed through collaborative efforts in the interest of safety, vibrancy, and quality of life for all stakeholders. Principle EH 2: Support entrepreneurship and innovation. POLICY EH 2.1 - INNOVATION ECONOMY Support a regional innovation ecosystem that fuels business development and job creation by leveraging local assets including human capital, research institutions, industrial base, physical infrastructure, and quality of life. POLICY EH 2.2 - ASSETS TO SUPPORT ENTREPRENEURSHIP FORT COLLINS CITY PLAN 55 Principle EH 3: Support local, unique, and creative businesses. POLICY EH 3.1 - BUSINESS PROGRAMS Work with the local business community to ensure economic development strategies and plans are identified to improve economic health. Collectively identify programs and support efforts that will help existing businesses and new business creation. Analyze barriers to the retention of businesses and employees, including access to affordable childcare and attainable housing. POLICY EH 3.2 - LOCAL AND CREATIVE ENTREPRENEURSHIP Identify and work with local entrepreneurs and creative enterprises to strengthen existing businesses and incubate new businesses. This will result in the creation of jobs, improved cultural awareness, and growth in the creative economy. POLICY EH 3.3 - STRENGTHEN UNIQUE AND LOCAL INDUSTRY Identify businesses and professions that are unique to Fort Collins and highlight those opportunities to drive economic development in the city. Showcase these local business, such as the local brewing industry, in promotional efforts to increase local and national awareness and recognition of the locally grown businesses. Odell Brewing Company Headquarters DRAFT 3.15.19 56 03 | PRINCIPLES AND POLICIES ECONOMIC HEALTH Principle EH 4: Ensure an adequate and competitive supply of space and/or land is available to support the needs of businesses and employers of all sizes. POLICY EH 4.1 - TARGETED EMPLOYMENT AND MIXED-USE AREAS Create and maintain plans for targeted employment areas (Downtown, Midtown, Harmony Corridor, I-25 interchange areas, and Mulberry Corridor) to support investment and (re)development in these areas to create new places for employment to grow. Encourage and support higher intensity employment uses through land use policies and investment in infrastructure and services, such as transit, that support these employment areas. POLICY EH 4.2 - INFILL AND REDEVELOPMENT BARRIERS IN MIXED-USE EMPLOYMENT DISTRICTS Develop new and modify current policies, procedures, and practices to reduce and resolve barriers to infill development and redevelopment in mixed- use employment districts. Utilize and support public funding and financing tools that facilitate redevelopment, reduce costs associated with redevelopment, increase access to amenities and services, and address feasibility gaps. POLICY EH 4.3 - ESSENTIAL INFRASTRUCTURE/ CAPITAL FACILITIES Prioritize investment in infrastructure that supports economic health activities within the constraints of City financial resources and that satisfies the triple bottom line objectives of the community. POLICY EH 4.4 - FUTURE EMPLOYMENT AREAS Align the Structure Plan and development regulations to support the areas that are desirable and suitable for future employment growth needs. Identify deficiencies in these areas that need to be addressed to make them suitable and desirable. Economic Health Listening Session DRAFT 3.15.19 FORT COLLINS CITY PLAN 57 Principle EH 5: Engage and help shape regional economic development efforts. POLICY ENV 5.1 - ECONOMIC PARTNERSHIPS Collaborate with the business community, various business organizations, educational institutions (e.g., Front Range Community College), regional research and development institutions (e.g., Colorado State University, Center For Disease Control), and economic development organizations (e.g., Fort Collins Area Chamber, One NoCO, Upstate Colorado, Larimer County Economic and Workforce Development, and adjacent communities in both Larimer and Weld) to encourage and support a healthy economy, to provide employment opportunities, increase private investment, and improve the quality of life for Fort Collins residents. POLICY EH 5.2 - UNIFIED VISION Work collaboratively with partners to create a unified regional vision for sustained economic growth. Provide a leading example through the economic efforts of the City to help develop the vision. POLICY EH 5.3 - FORT COLLINS/LOVELAND AIRPORT Support the Northern Colorado Regional Airport as a regional transportation destination to provide the economic development benefits associated with having an airport in close proximity. POLICY EH 5.4 - REGIONAL INFRASTRUCTURE Actively participate in conversations with other municipalities, organizations, and regional leaders to collaborate on upgrading transportation and other regional infrastructure to fulfill Fort Collins’ goals. These discussions shall focus on the benefits that may be created for Fort Collins and consider the goals in this plan with respect to economic, environmental, and human objectives. Principle EH 6: Support the development of a skilled and qualified workforce that is well- connected to employment opportunities in the city and region. POLICY EH 6.1 - BALANCED GROWTH Ensure the Structure Plan supports a mixture of housing and employment growth to allow for workers to have an opportunity to live in the community and reduce the needs of employers to rely on workers coming in from outside the City and Region. POLICY EH 6.2 - CAREER PATHWAYS Collaborate with regional partners to align workforce efforts and educational institutions’ offerings with local business needs to ensure residents have the skills needed to support the local economy and have opportunity to grow in their career paths locally. POLICY EH 6.3 - YOUTH ENGAGEMENT Educate young residents of the diversity of career opportunities available locally and on educational resources that can help create opportunities for future careers. 58 03 | PRINCIPLES AND POLICIES ENVIRONMENTAL HEALTH Protecting and enhancing the environment is a core value in Fort Collins, and the community’s leadership on environmental stewardship and conservation reinforces that core value. We adopted our first Open Space Plan in 1974, created the Natural Areas Program in 1992, and established our first climate action goals in 1999. This plan provides principles and policies to continue the advancement of environmental health with the following themes: » Climate Action Goals. Fort Collins aims to be carbon neutral by 2050, and already, we’ve managed to reduce our emissions by over 17% while also growing our population and local economy. The principles in this outcome area continue to support ongoing climate mitigation efforts, e.g., reducing emissions from energy, waste, and transportation, while ensuring solutions continued to be designed for affordability, equitable access, and to preserve the incredible quality of life residents enjoy. » Climate Change Adaptation and Resilience. Even if we are successful in reaching our climate action goals, the reality is global climate change is already occurring and is having an impact on our community. Understanding what these threats are and how we prepare for and adapt to their impacts will be important to ensuring Fort Collins can be resilient to changes in our climate. These impacts include more frequent days of extreme heat, increased frequency and duration of droughts, greater wildfire risks and poorer air quality. Principles in this outcome area recognize mitigation and resilience solutions must be addressed systematically and be integrated into the City’s day-to-day operations. » Resource Management and Conservation. Managing impacts to the community’s natural resources will continue to be a major focus of City Plan. Conservation of wildlife habitats, community separators, urban and exurban forests, the Poudre River corridor and the integration of nature into the urban fabric ensures enjoyment by future generations. These efforts are particularly important as the region’s population continues to grow. » Air Quality. Although air quality is generally considered good, there are still areas where we need to focus improvements. For example, we currently do not meet federal standards for ozone, and indoor air quality is an area where the City and residents have significant influence. The principles and policies under this outcome area will align City Plan with ongoing air quality efforts, including updates to the City’s air quality plan. » Waste Reduction & Recycling. Fort Collins is striving to be a community of minimal waste where discarded materials are diverted from FORT COLLINS CITY PLAN 59 Principles and policies support our Core Values by: DRAFT 3.15.19 60 03 | PRINCIPLES AND POLICIES ENVIRONMENTAL HEALTH Principle ENV 1: Conserve, create and enhance ecosystems and natural spaces within Fort Collins, the Growth Management Area, and the region. POLICY ENV 1.1 - PUBLIC OPEN LANDS Maintain a system of publicly-owned natural areas to maintain the integrity of wildlife habitat and conservation sites, protect corridors between natural areas, conserve outstanding examples of Fort Collins’ diverse natural heritage, and provide a broad range of opportunities for educational, interpretive, and recreational programs to meet community needs. POLICY ENV 1.2 - LAND CONSERVATION AND STEWARDSHIP Continue to acquire, manage, maintain, and enhance public open lands and natural areas in accordance with the City’s Natural Areas Master Plan to ensure the conservation of plants and animals in need of conservation and their associated ecosystems, support biodiversity, control the invasion and spread of non-native plants, improve aesthetics, and provide opportunities for appropriate public use. POLICY ENV 1.3 - NATURE IN THE CITY Conserve, protect, and enhance natural resources and high value biological resources throughout the Growth Management Area by: » Directing development away from natural features to the maximum extent feasible; » Identifying opportunities to integrate or reintroduce natural systems as part of the built environment to improve habitat in urbanized areas and expand residents’ access to nature; » Utilizing green infrastructure to manage stormwater and increase greenspace in public right-of-ways, and in public and private. » Supporting the use of a broad range of native landscaping that enhances plant and animal diversity. Principles and Policies NATURE IN THE CITY Nature in the City’s visionary approach to preserving and enhancing nature within the city is “to provide a connected open space network accessible to the entire community that provides a variety of experiences and functional habitat for people, plants and wildlife.” As Fort Collins grows, it is more important than ever to ensure nature remains a defining attribute of the city. It stresses the importance of creating, retaining, or reclaiming natural elements and systems within the urban core, not just in public parks and open spaces, but as part of existing neighborhoods and future developments. Consistent with other City plans, this vision will be accomplished through a triple-bottom-line approach considering benefits and impacts of environmental, economic, and social variables. Nature in the City identifies three FORT COLLINS CITY PLAN 61 POLICY ENV 1.4 - CONFLICT MANAGEMENT Manage conflicts between people and public open lands through site design, public information and education, and plant and animal population management techniques. POLICY ENV 1.5 - ACCESS TO NATURE Design trail routes in open lands to limit ecological impacts. Determination of type of trail or suitability for access will be made through an analysis of potential ecological impacts and City and region- wide recreation opportunities. Special attention will be given to environmentally and context sensitive trail design, location, and construction. Mitigation strategies will be pursued to reduce or eliminate environmental impacts should a new trail be built. Ensure that development activities provide and maintain access to public open land areas, where appropriate. POLICY ENV 1.6 - WILDLIFE CORRIDORS Conserve and enhance wildlife movement corridors through a network of public open lands and natural habitat buffers along natural features such as streams and drainageways. Principle ENV 2: Become a carbon neutral community by 2050 and improve the community’s resilience to prepare for and adapt to the impacts of climate change. POLICY ENV 2.1 - AFFORDABILITY, RELIABILITY, AND SUSTAINABILITY The community’s commitment to carbon neutrality is predicated on preserving and enhancing the quality of life of Fort Collins residents. Prioritize strategies that optimize the affordability of living and thriving in Fort Collins, continue the high standards of reliability the community enjoys, and advance toward carbon neutrality. Critical to the success of achieving the climate action goals will be ensuring that solutions are designed by and for all residents, including underserved and underrepresented communities. POLICY ENV 2.2 - INTEGRATE MITIGATION AND RESILIENCE ACTIONS Continue to implement, monitor, and periodically update the Climate Action Plan, including strategies for reducing carbon emissions and climate change risks in City operations and all major planning efforts. Promote actions in the community that improve the community’s resilience to climate change. Principle ENV 3: Transition from fossil to renewable energy systems. POLICY ENV 3.1 - RENEWABLE ELECTRICITY SUPPLY Provide 100% renewable electricity supply by 2030 and continue to incentivize distributed energy resources while maintaining affordability and reliability. POLICY ENV 3.2 - EFFICIENT BUILDINGS Support continuous improvement in efficiency for existing and new buildings through incentives, 62 03 | PRINCIPLES AND POLICIES ENVIRONMENTAL HEALTH Principle ENV 4: Protect human health and the environment by continually improving air quality. POLICY ENV 4.1 - PRIORITY AIR POLLUTANTS Focus on high-priority air pollutants, as identified in the Air Quality Plan, considering such criteria as health impacts, community concerns, air pollution trends, compliance with current state and federal standards, and ability to affect improvements at the local level. POLICY ENV 4.2 - AIR POLLUTANT SOURCES Implement a full spectrum of options, including engagement, incentives and regulation, that focus on prevention of air pollution at the source. POLICY ENV 4.3 - REGIONAL POLLUTION Work with local and regional partners to identify and mitigate sources of transported pollutants which influence our local air quality. POLICY ENV 4.4 - OZONE ATTAINMENT Support attainment of Federal standards for ozone by implementing programs and policies that reduce local emissions of ozone causing pollutants, and supporting legislation and policy that reduces regional transport of ozone and ozone causing pollutants. Coordinate with key partners such as the Regional Air Quality Commission. POLICY ENV 4.5 - INDOOR AIR Provide public information regarding potential indoor air quality concerns, and promote behavior change and public action to reduce potential risks in homes, schools and workplaces. POLICY ENV 4.6 - VEHICLES AND NON-ROAD ENGINES Promote efforts to reduce fuel consumption and associated pollutant emissions from vehicles and non-road engine sources, such as lawn and garden equipment. POLICY ENV 4.7 - MONITORING AND REPORTING Monitor, characterize, track, and report ambient air pollutant concentrations to increase awareness of air quality issues, and better identify opportunities to improve local air quality conditions and reduce emissions. AIR QUALITY PLAN The Air Quality Plan sets forth policies and strategies that will guide the City’s efforts to improve air quality. The air quality program is seen as one of the most important elements of protecting residents future quality of life. The overall purpose of the plan is to: 1. Respond to a strong citizen mandate for the City to protect and improve air quality 2.  Complement and fill gaps left by federal, state and county efforts by providing local education, incentives and regulation 3.  Provide a long-term planning framework for air quality protection 4.  Recognize and coordinate the efforts of FORT COLLINS CITY PLAN 63 Principle ENV 5: Create a zero waste system. POLICY ENV 5.1 - LANDFILL DIVERSION In the interest of transforming these otherwise wasted resources into marketable commodities, divert recoverable materials from the landfill, based on the hierarchy for materials management. In particular, divert organics (such as yard trimmings and food scraps), construction and demolition materials, curbside recyclable materials, and hazardous materials from landfill disposal. POLICY ENV 5.2 - REGIONAL WASTESHED Collaborate with regional governments on infrastructure and policy development as well as other entities in the educational and nonprofit sectors for innovation and implementation. Seek partners in the business community to help lead toward a zero waste system that supports economic health and community prosperity – including attracting and retaining business in the recycle/reuse sector. Facilitate the creation of local end markets for materials through use of tax increment financing and zoning that enable recycling processing businesses to operate. Consider potential and existing recycling and waste recovery activities as opportunities to enhance local revenue generation and create jobs. POLICY ENV 5.3 - REDUCE, REUSE, REFUSE Provide education and promote the City’s goals for reducing all types of waste at the source. Encourage the use of durable and reusable goods to avoid low- quality, high-polluting products such as single-use disposables and items with a short usable life span. POLICY ENV 5.4 - CULTURE CHANGE Continue to identify and develop viable strategies designed to help residents and businesses live and operate more efficiently and sustainably to achieve a Zero Waste system for the community. Better understanding the costs of overconsumption and connecting solutions to shared values will support a population that appreciates connected communities more than stuff. POLICY ENV 5.5 - SUSTAINABLE MATERIALS MANAGEMENT Employ a Sustainable Materials Management approach to holistically address the root causes of solid waste and the link between consumption and climate change. View the production, acquisition, use, and disposal of goods and food as an integrated system with impacts and opportunities for improvement along the entire chain. ROAD TO ZERO WASTE The City of Fort Collins has been committed to reducing waste for over 20 years. In 1999, the community set a goal to divert 50% of our waste from landfills. In 2016, this goal of recycling or composting more than half of all waste was achieved. The Waste Reduction and Recycling Plan outlines strategies to become a Zero Waste community by 2030. Key priorities in the 64 03 | PRINCIPLES AND POLICIES ENVIRONMENTAL HEALTH Principle ENV 6: Manage water resources in a manner that enhances and protects water quality, supply, and reliability. POLICY ENV 6.1 - WATER RESOURCE PLANNING Partner and collaborate with water service providers to ensure adequate, safe, and reliable water supplies in accordance with the Water Supply and Demand Management Policy. To the extent feasible, coordinate on supply and storage development and demand modeling. POLICY ENV 6.2 - WATER CONSERVATION AND EFFICIENCY Continue and enhance water conservation, efficiency, and education programs in accordance with the City’s Water Efficiency Plan. Consider new and revised land-use and site-planning standards to reduce water use in both new and redevelopment projects. Where possible, coordinate on programs and services to create consistent experiences for users regardless of their location and water service provider. POLICY ENV 6.3 - DROUGHTS AND VULNERABILITY Develop drought and vulnerability planning that takes into consideration the future impacts of climate change, potential demand changes from increased urban and multifamily developments, and other hazards and vulnerabilities, such as disruption of supplies due to wildfires. To the extent feasible, partner and collaborate with water service providers in the Growth Management Area. POLICY ENV 6.4 - DEVELOPMENT ALONG WATERWAYS Use development regulations, such as setbacks from natural features and performance standards, to conserve and protect natural resources along the Poudre River, Spring Creek, Fossil Creek, Boxelder Creek, and other waterways. Redevelopment in areas with natural resource values or potential natural values will consider the creation or enhancement of those values. POLICY ENV 6.5 - WATERSHED APPROACH TO STORMWATER MANAGEMENT Design stormwater systems to minimize the introduction of human caused pollutants. Pursue educational programs and demonstration projects to enhance public understanding of pollution prevention efforts. Design tributary systems for water quality control with appropriate use of buffer areas, grass swales, detention ponds, etc. Include receiving water habitat restoration and protection in stormwater master plans in conjunction with habitat mapping efforts. POLICY ENV 6.6 - LOW IMPACT DEVELOPMENT Pursue and implement Low Impact Development (LID) as an effective approach to address stormwater quality and impacts to streams by urbanization. FORT COLLINS CITY PLAN 65 Principle ENV 7: Manage the Poudre River’s diverse resources and functions to create a sustainable river ecosystem. POLICY ENV 7.1 - ECOLOGICAL RESILIENCE Support a healthy river ecosystem that has the capacity to persist and adapt over time in the face of natural and human-caused challenges. Protect or enhance opportunities for natural processes to drive ecosystem renewal by: » Working to quantify and provide adequate in stream flows to maintain the ecological functionality, and recreational and scenic values of the Cache la Poudre River through Fort Collins; » Maintaining natural area protection buffers along both banks of the Poudre River; » Considering vertical and lateral channel stability with new development and redevelopment to ensure adequate setbacks are provided to account for lateral migration of the River channel across the floodplain and vertical degradation; and » Restoring or enhancing degraded or disturbed areas to improve natural habitat conditions, biodiversity, and aesthetic and recreational values. POLICY ENV 7.2 - SITING AND DESIGN OF RECREATIONAL FEATURES Locate and design recreational features within the Poudre River Corridor in a way that avoids or minimizes impacts to natural areas, wildlife habitat, water quality, and other environmental values. Place emphasis on integrating natural, environmental, historic, and cultural values within new public recreation sites. POLICY ENV 7.3 - VISUAL RESOURCES Locate and design development and/or recreational facilities within the Poudre River Corridor to best maintain or enhance views of the River, its natural setting, the protected corridor features, and the foothills and mountains. POLICY ENV 7.4 - CACHE LA POUDRE RIVER NATIONAL HERITAGE AREA Protect historic landmarks and significant cultural landscapes within the Cache la Poudre River National Heritage Area using land acquisition, local landmark designation, conservation easements, land use policies, and development and design standards. Support and provide historical, cultural, and environmental learning opportunities in accordance with adopted goals for the area. POLICY ENV 7.5 - GRAVEL MINE RECLAMATION Collaborate with gravel mining interests to develop innovative approaches to gravel mine reclamation that will provide wildlife habitat, restoration of native landscapes, recreational opportunities, water storage, and other public values. POUDRE RIVER INITIATIVES The State of the Poudre River Assessment and Report Card provides a description of the current 66 03 | PRINCIPLES AND POLICIES ENVIRONMENTAL HEALTH Principle ENV 8: Create and maintain a safe, healthy, and resilient urban forest. POLICY ENV 8.1 - HEALTH OF THE URBAN FOREST Practice sound arboriculture practices, including diversification of species, monitoring and managing insect and disease impacts (e.g. emerald ash borer), and preparing for unanticipated events such as drought, extreme weather, and the long-term effects of climate change. POLICY ENV 8.2 - PUBLIC SAFETY Increase public safety throughout the urban forest by sustaining a frequent pruning rotation and regular tree risk assessments. This would include efforts to reduce the creation of conflict between trees and pedestrian and vehicular movement through “right tree, right place.” POLICY ENV 8.3 - GROWING ASSETS Ensure protection of existing trees when new or redevelopment takes place through collaboration with other City departments and on site landscape contractors. Trees are growing infrastructure that appreciate in value as they age and provide aesthetic, economic, social, and environmental benefits to the entire community and nearby people and development. POLICY ENV 8.4 - COMMUNITY EDUCATION AND OUTREACH Continue to provide the community with balanced and objective information to assist them in understanding the challenges, alternatives, and solutions to achieve a healthy and resilient urban forest. DRAFT 3.15.19 FORT COLLINS CITY PLAN 67 DRAFT 3.15.19 68 03 | PRINCIPLES AND POLICIES SAFE COMMUNITY Community safety is another key aspect of quality of life in Fort Collins. Residents, workers, visitors, and business owners alike need to feel safe and secure in our community in order to thrive. Likewise, our community needs to be seen as safe in order to continue attracting new residents, employees, and businesses. While crime prevention, fire safety, and other public safety services remain a focus, mitigating risks posed by natural hazards and improving overall community health will also be emphasized in this update to City Plan. Specifically, principles address: » Police and Fire. Fort Collins Police Services emphasizes a comprehensive, community- oriented policing strategy to address community needs. As Fort Collins grows, policies in City Plan focus on ensuring that Police Services is able to remain innovative and adaptable to effectively meet community expectations for public safety. The Poudre Fire Authority (PFA) is a consolidated fire and rescue service agency that serves Fort Collins, Timnath, Laporte, Bellvue, and surrounding areas in the Poudre Valley Fire Protection District. Policies in City Plan support the City’s ongoing partnership with PFA to ensure prompt, skillful, and caring emergency response to fires and other emergencies. » Other Public Safety Services. Aside from the services provided by Fort Collins Police Services and the Poudre Fire Authority, the City of Fort Collins supports a number of policies and programs that promote public safety. City Plan encourages these programs continue in the future, and continue to adapt based on changing needs or circumstances. In addition, ways to create safe and welcoming parks, streets, plazas, and other public spaces will be encouraged through the principles and policies of this outcome area. » Hazard Mitigation. While our natural environment is a strong part of what makes Fort Collins a great place to live, it can also pose risks that threaten our safety. Hazard events such as flooding and wildfires are likely to increase in frequency and severity in the future due to climate change, a trend we must prepare for sooner rather than later. Identifying areas where hazards pose the greatest risk and mitigating these potential impacts is a focus of the principles and policies of this outcome area. Mitigation is just one piece of this conversation. City Plan also focuses on how we respond in the aftermath of disasters, focusing on strategies that allow us to quickly recover from the impacts natural hazard events could create. » Community Health. While emergency services provide critical support during disasters and emergencies, ensuring that people are able FORT COLLINS CITY PLAN 69 Principles and policies support our Core Values by: DRAFT 3.15.19 70 03 | PRINCIPLES AND POLICIES SAFE COMMUNITY Principle SC 1: Create public spaces and rights-of-way that are safe and welcoming to all users. POLICY SC 1.1 - NEIGHBORHOOD RELATIONS Provide and expand opportunities for neighborhood safety and involvement by fostering good neighborhood relations, building a sense of community pride and involvement, promoting safe and attractive neighborhoods, and encouraging compliance with City Codes. POLICY SC 1.2 - PUBLIC SAFETY THROUGH DESIGN Provide a sense of security and safety within buildings, parking areas, walkways, alleys, bike lanes, public spaces, and streets through creative placemaking and environmental design considerations, such as adequate lighting, public art, visibility, maintained landscaping, and location of facilities. Principle SC 2: Provide high-quality public safety and emergency response services. POLICY SC 2.1 - POLICE SERVICES Provide quality, cost-effective police services with an increased focus on neighborhood policing and particular attention to criminal activity, quality of life issues, and visible signs of disorder. POLICY SC 2.2 - FIRE PROTECTION Coordinate with Poudre Fire Authority (PFA) to foster fire and life safety as a priority within the city. Support the PFA Strategic Plan and its mission to protect citizens and their property by being prompt, skillful, and caring. POLICY SC 2.3 - EMERGENCY MEDICAL SERVICES Continue to work cooperatively with University of Colorado Health (UCH), PFA, and other emergency providers to provide ambulance and other emergency medical services in the community. POLICY SC 2.4 - RESPONSE TIMES Maintain adequate response times to calls for service by Fort Collins residents, as determined by Fort Collins Police Services, PFA, or UCH. POLICY SC 2.5 - SPECIAL EVENTS In partnership with neighborhood services and public safety organizations, review and permit special events throughout the community to ensure public safety and enjoyable events for participants, spectators and the community. POLICY SC 2.6 - COORDINATED RESPONSES Coordinate with Larimer County, CSU, service providers, and neighboring jurisdictions to provide coordinated responses to emergencies, public health issues, and other high impact events. Where mutually beneficial for all parties, consider intergovernmental agreements or contracts for service with other jurisdictions were duplication of services can be avoided. POLICY SC 2.7 - EMERGENCY PREPAREDNESS Maintain an emergency operations plan or similar FORT COLLINS CITY PLAN 71 Principle SC 3: Minimize risks to life, infrastructure, and property from natural hazards or exposure to hazardous materials. POLICY SC 3.1 - HAZARD MITIGATION PLANNING Continue to implement and participate in future updates to the Larimer County Multi-Jurisdictional Hazard Mitigation Plan and other regional or statewide hazard planning initiatives. POLICY SC 3.2 - FLOODPLAIN DEVELOPMENT Discourage new development in the 100-year floodplain, balancing the need to protect public safety and allow natural hydraulic and hydrologic processes to occur, with economic and social objectives. Require structures and facilities that already exist in, or unavoidably must be located in, the floodplain to be designed to be consistent with the intent of the standards and criteria of the City of Fort Collins and the National Flood Insurance Program. POLICY SC 3.3 - FLOOD DAMAGE MITIGATION Recognize the maintenance, restoration and enhancement of the natural resources and the beneficial function of floodplains is a concurrent goal with reducing human and wildlife vulnerability to flood damage. POLICY SC 3.4 - WILDLAND FIRES Identify and mitigate the risk of wildland fires in and around Fort Collins and the GMA; collaborate with Poudre Fire Authority, Larimer County, and the US Forest Service. POLICY SC 3.5 - HAZARDOUS MATERIALS Work to reduce risks associated with exposure to hazardous materials that are used in or transported through the city. 2013 Flooding DRAFT 3.15.19 72 03 | PRINCIPLES AND POLICIES SAFE COMMUNITY Principle SC 4: Provide opportunities for residents to lead healthy and active lifestyles and improve access to local food. POLICY SC 4.1 - ACTIVE TRANSPORTATION Support means of physically active transportation (e.g., bicycling, walking, wheelchairs, etc.) by continuing bike and pedestrian safety education and encouragement programs, providing law enforcement, and maintaining bike lanes, sidewalks, trails, lighting, and facilities for easy and safe use, as outlined in the Pedestrian Plan and Bicycle Plan. POLICY SC 4.2 - DESIGN FOR ACTIVE LIVING Promote neighborhood and community design that encourages physical activity by establishing easy and equitable access to parks and trails, providing interesting routes that feature art and other visually interesting elements, and locating neighborhoods close to activity centers and services so that physically active modes of transportation are a desirable and convenient choice. POLICY SC 4.3 - COMMUNITY GARDENS AND MARKETS Support cooperative efforts to establish community gardens, support and maintain new and existing local producers, and encourage retail opportunities, markets, and Community Supported Agriculture shares (CSAs). POLICY SC 4.4 - REGIONAL FOOD SYSTEM Work collaboratively with regional partners and producers to identify funding, leadership, and advisory opportunities for the regional food system. Consider developing coordinator or advisory roles to help facilitate dialogue on regional food system issues. POLICY SC 4.5 - COMMUNITY HORTICULTURE Encourage and support the establishment of community gardens and other horticultural projects throughout the City to provide food, beautification, education, and other social benefits. Support the development of community- led horticulture projects and agricultural activities on appropriate City-owned lands (e.g., Homeowner Association-run garden plots in neighborhood parks, ongoing leasing for agricultural purposes, and farmers’ markets in public plazas and parking lots) and in both new and existing neighborhoods. POLICY SC 4.6 - SUSTAINABLE AGRICULTURAL PRACTICES Promote sustainable soil and pest management resources, including the benefits of Integrated Pest Management (IPM) and organic farming practices. Garden a’Fare Event DRAFT 3.15.19 FORT COLLINS CITY PLAN 73 DRAFT 3.15.19 74 03 | PRINCIPLES AND POLICIES TRANSPORTATION Transportation must evolve quickly to meet the community’s mobility vision and adapt to new travel options and technologies. The principles and policies of this outcome area reflect ambitious goals for reducing greenhouse gas emissions, improving safety for all modes, and reducing single occupancy vehicles (SOV). These principles and policies will: » Integrate Land Use and Transportation. Land use patterns and policies have a direct impact on travel behavior. Some of the key considerations include refining the role and extent of the Enhanced Transit Corridors, supporting the implementation of intended land use densities where significant transit investments have been made (or will be made in the future), and seeking to proactively address the housing affordability issues that are driving increases in in-commuting. » Anticipate and Adapt to Emerging Mobility and Delivery Trends. A number of external factors taking place locally, regionally, and nationally will impact how transportation metrics in Fort Collins trend into the future—the degree to which consumers rely on ride-hailing services, shifts in private vehicle ownership, the way in which next-generation autonomous vehicles are owned and operated, and the degree to which delivery affects travel. It is important that the City explores the potential impacts and opportunities associated with different scenarios on the transportation system and land use patterns. A key consideration will be the degree to which the City and community supports the adoption of policies and incentives (or potential regulations) to mitigate potentially negative impacts—such as an increase in vehicle miles traveled (VMT) or SOV, or both—in the future. » Promote Bicycling and Walking through Infrastructure and Programs. The City and region have facilities and services for biking and walking, and these amenities should be enhanced and expanded. Biking and walking should be an easy, convenient, and safe activity or mode of transportation that is appropriate for all ages and abilities. Infrastructure should be paired with programs to provide the necessary information for residents, visitors and employees to choose transportation options that support a healthy and economically sustainable lifestyle. » Meeting Mobility Needs with Transit. Transfort connects thousands of City residents to jobs, schools, services, and other destinations every day. These transit connections are made on services designed to match distinct travel markets, regional routes, high frequency corridors, paratransit services, and local routes. The network reflects a balance between providing most City residents with a short and convenient trip to transit combined with several FORT COLLINS CITY PLAN 75 Principles and policies support our Core Values by: DRAFT 3.15.19 76 03 | PRINCIPLES AND POLICIES TRANSPORTATION Principle T 1: Transportation plans, management and investments support are impacted by land use plans and decisions. POLICY T 1.1 - DEVELOPMENT AND TRANSPORTATION INVESTMENT As development occurs, concurrent transportation investments should be made to support increased demands for multi-modal travel. POLICY T 1.2 - LAND USE CONTEXT Transportation projects will consider the land use context through design sensitive to land use, environmental, scenic, aesthetic, historic values and equity considerations. POLICY T 1.3 - DESIGN FOR ACTIVE LIVING Promote neighborhood and community design that encourages physical activity. POLICY T 1.4 - PUBLIC FACILITIES Development projects will provide public facilities as required in accordance with their traffic and transportation impact and required standards. POLICY T 1.5 - DISTRICTS AND ACTIVITY CENTERS Provide a wide array of transportation facilities and services to support development and functioning of activity centers and districts. POLICY T 1.6 - INTERFACE WITH OPEN LANDS Transportation corridors adjacent to open lands and community separators will be designed in a manner that avoids and minimizes negative impacts. POLICY T 1.7 - BUS RAPID TRANSIT (BRT) AND HIGH FREQUENCY TRANSIT SERVICE The implementation of new transit corridors, new BRT corridors and more frequent service on existing transit corridors will be phased to coincide with transit oriented development, and available funding. POLICY T 1.8 - SUSTAINABLE DESIGN Plan, build and maintain streets, trails, intersections, and sidewalks using sustainable design principles and best practices. Principle T 2: Build and maintain high quality infrastructure supporting all modes of travel. POLICY T 2.1 - FUNDING Seek and secure sustainable, dedicated long-term funding for all modes of transportation. POLICY T 2.2 - CIP HORIZON AND SCHEDULE The Capital Improvement Plan (CIP) will have a 25 year horizon plus a short-term (5-6 year) horizon and be updated every two years in coordination with the City’s budget schedule and other strategic opportunities. POLICY T 2.3 - LAYERED NETWORK Develop a layered network for Fort Collins that designates a continuous, connected, efficient, convenient and comfortable network for bicycling, walking, transit and vehicles. POLICY T 2.4 - STREET DESIGN CRITERIA Keep street and sidewalk design standards current FORT COLLINS CITY PLAN 77 POLICY T 2.5 - MAINTENANCE AND ASSET MANAGEMENT Protect investment in transportation facilities, systems and services through a proactive, high- quality maintenance program using principles of asset management. POLICY T 2.6 - COMPLETE NETWORK Determine modal priorities and operational improvements based on the Master Street Plan. POLICY T 2.7 - MODAL PLANS Maintain and update Bicycle, Pedestrian and Transit Plans that expand upon the general principles and policies identified here. Principle T 3: Lead transportation innovation by exploring and utilizing emerging and transformative systems and technologies. POLICY T 3.1 - EMERGING TRANSPORTATION Update design standards, policies and operational strategies to support and manage newly emerging transportation options (including but not limited to autonomous vehicles, neighborhood electric vehicles, electric assist bicycles, drones and e-scooters). POLICY T 3.2 - TRIP PLANNING APPLICATION Support development of an all-encompassing trip planning app that aggregates all available modes and includes travel time, cost and carbon footprint per mode. POLICY T 3.3 - DEVELOPMENT AND SHARING OF INFRASTRUCTURE Encourage the development and sharing of both public and private infrastructure, including parking, by devising public-private partnerships and agreements that provide shared access, in order to facilitate the movement of people, goods and information throughout the City. POLICY T 3.4 - VEHICLE SHARING Encourage and support partnerships to provide vehicle sharing opportunities. Programs should include a full spectrum of vehicle types (e.g., delivery trucks, pickup trucks, hybrid vehicles, scooters/ mopeds, etc) with electrification of the shared fleet. POLICY T 3.5 - DRONES Encourage and support the use and experimentation of drones for the delivery of goods and other community supported uses, while also considering compliance with the Federal Aviation Administration (FAA) rules and regulations. ZipCar car sharing launch DRAFT 3.15.19 78 03 | PRINCIPLES AND POLICIES TRANSPORTATION POLICY T 3.6 - AUTONOMOUS AND CONNECTED VEHICLES Ensure that autonomous and connected vehicles and infrastructure reduce travel time, support and encourage public transit, reduce greenhouse gas emissions and reduce low occupancy trips during peak time. This can be done by prioritizing autonomous vehicles that are electrically-powered, shared or operated as a fleet and disincentivizing zero-occupancy vehicles. POLICY T 3.7 - CONNECTED VEHICLES INFRASTRUCTURE Implement connected infrastructure (such as signals) that communicates with connected vehicles to increase the efficiency of the roadway system. Ensure that this considers data sharing requirements and equitable distribution of connected infrastructure throughout the City. Consider a user-fee funding mechanism to pay for this infrastructure investment. POLICY T 3.8 - TRANSPORTATION NETWORK COMPANIES Ensure Transportation Network Companies (mobility service providers such as Lyft or Uber) support Fort Collins’ goals of Towards Vision Zero, reduced greenhouse gas emissions (GHGs), decrease SOVs, and improved travel time. POLICY T 3.9 - ELECTRIC VEHICLES Encourage, prioritize and support the purchase of electric vehicles through the design, management, outreach, education, policy updates, broad-based coordination, incentives and operations of streets and wayside infrastructure such as electric vehicle charging stations. POLICY T 3.10 - ELECTRIC VEHICLE READINESS ROADMAP Prioritize transportation planning projects and programs that support the Electric Vehicle Readiness (EVRR) goals. POLICY T 3.11 - MULTIMODAL CONNECTIONS Develop mobility hubs and mobility innovation zones that support multimodal connections and first/ last mile strategies by designating a consolidated space for bus stops, docked bike share, free floating scooters and bikes, Transportation Network Company/shuttle pick up and drop off zones, etc. Electric fleet vehicles DRAFT 3.15.19 FORT COLLINS CITY PLAN 79 Principle T 4: Pursue regional transportation solutions. POLICY T 4.1 - REGIONAL TRANSPORTATION PLANNING Participate in the North Front Range Metropolitan Planning Organization’s (MPO) transportation programs and planning efforts. POLICY T 4.2 - PARTNERSHIPS FOR INTERSTATE TRAVEL Develop partnerships among Colorado Department of Transportation (CDOT), Federal Highway Administration (FHWA), Federal Transit Administration (FTA), Larimer County, North Front Range MPO, surrounding communities and private developers to build new and/or improve existing facilities on I-25, US 287 and CO 392 to increase mobility and make bicycle and pedestrian connections. POLICY T 4.3 - EFFICIENT MOBILITY Provide energy and time-efficient mobility and cost- effective transport of people and goods within the region. POLICY T 4.4 - REGIONAL CONNECTIONS Provide safe, sustainable, easy and effective connections to county, regional, state and national transportation corridors as well as rail and air transportation systems. POLICY T 4.5 - PARTNERSHIPS FOR MULTIMODAL TRAVEL Work cooperatively with regional partners including the North Front Range MPO, CDOT, Larimer County, and other northern Colorado communities to identify opportunities to provide regional transit and bicycle connections along regionally significant transportation corridors and trail easements including first/last mile strategies to transit. POLICY T 4.6 - USE OF EXISTING RAILROAD RIGHTS-OF-WAY Support efforts to explore the use of existing rail rights-of-way as well as other rights-of-way and easements for interregional means of transportation such as bicycling, walking and transit. POLICY T 4.7 - FUTURE PASSENGER RAIL Incorporate future opportunities for commuter passenger rail, or other intercity rail transit connections along existing or new rail corridors between Fort Collins, Denver and other North Front Range cities, per the 2017 Senate Bill and 2011 North I-25 Environmental Impact Statement (EIS). POLICY T 4.8 - REGIONAL TRANSIT Work cooperatively with regional partners to identify opportunities to expand existing regional transit service and provide new regional transit service between Fort Collins and other cities along the Front Range. Bustang DRAFT 3.15.19 80 03 | PRINCIPLES AND POLICIES TRANSPORTATION Principle T 5: Transit is a safe, affordable, efficient and convenient travel option for people of all ages and abilities. POLICY T 5.1 - TRANSIT SYSTEM The City’s public transit system will be expanded in phases to provide integrated, high-frequency, productivity-based transit service along major transportation corridors. This will be accomplished with a combination of feeder transit lines, on-demand transit and mobility as a service technology to connect major destinations. POLICY T 5.2 - BRT AND HIGH-FREQUENCY TRANSIT SERVICE Implement BRT and high-frequency transit service as shown in this document along major transportation corridors as land use densifies and mobility demands increase, providing links between major activity centers and transit oriented development. POLICY T 5.3 - INTEGRATE AND EXPAND TRANSIT SERVICE TYPES Integrate fixed-route transit service with mobility innovation zones to serve lower density areas of the City with non-traditional transit service. Focusing on expanding mobility in a cost-effective way, the City will use existing and new technologies, including micro-transit, partnerships with Transportation Network Companies, other mobility-as-a-service technologies and other innovations. POLICY T 5.4 - RELIABLE TRANSIT SERVICE Provide fast and reliable transit service throughout the transit system, but with an additional emphasis on high-frequency routes through the use of various design and operating strategies including bulb-outs, signal priority, bus-only lanes, access to mobility hubs and streamlining of route patterns to minimize deviations and appropriately spaced bus stops. POLICY T 5.5 - TRANSIT STOPS Transit infrastructure will be expended and modernized with the customer’s mobility, comfort, and security first in mind. This includes improvements to bus stops/shelters, expanded and upgraded transit centers with elements such as adequate lighting, ADA accessibility, protection from the elements, on- and off-board security, and cameras. Maintain per the Transfort Bust Stop Design Guidelines and update the document as needed. TRANSIT MASTER PLAN The 2040 transit network identified in the Fort Collins Transit Master Plan is fundamentally driven by the anticipated 2040 land use densities identified in City Plan. The land use vision in City Plan will concentrate much of the City’s population and employment growth along key transportation corridors, while still providing for a mix of different urban forms across Fort Collins. In support of City Plan, the Transit Master Plan will evolve the transit system as follows: FORT COLLINS CITY PLAN 81 POLICY T 5.6 - REGIONAL TRANSIT LEADERSHIP The City will continue to be a leader for transit services in the region by efficiently operating transit services in smaller communities, leading the development of new regional transit connections and looking for opportunities to provide expanded and cost-effective regional mobility in the greater North Front Range Region. POLICY T 5.7 - TRANSIT TECHNOLOGY The City will continue to pursue technology such as pedestrian blind spot detection, autonomous and connected vehicles, electric and low emission buses and on-demand vehicles. POLICY T 5.8 - CONNECT TRANSIT TO OTHER MODES Connect public transit to other modes of travel through strategically located mobility hubs, to be located near activity centers, where one or more transit routes and bicycle facilities intersect. These hubs will provide shared multimodal facilities and may include elements like bicycle parking, bikeshare and carshare, multimodal information, park-n-rides and curbspace for shuttles and drop-off vehicles. POLICY T 5.9 - TRANSFORT SERVICE STANDARDS Transit service shall be provided in accordance with the Transfort Service Standards. POLICY T 5.10 - PARATRANSIT Paratransit will be provided in accordance with Federal requirements and the City will look for ways to improve customer service, ensure cost-effective coverage and improve outreach and education for paratransit customers who would receive better mobility services on the fixed route network. POLICY T 5.11 - TRANSIT MAINTENANCE FACILITY To support the additional transit service identified in this plan, the City will expand the Transit Maintenance Facility to store and maintain a larger fleet of buses and support vehicles. Transfort bus stop DRAFT 3.15.19 82 03 | PRINCIPLES AND POLICIES TRANSPORTATION Principle T 6: Bicycling is a safe and convenient travel option supported by a connected network of facilities. POLICY T 6.1 - CONNECTED BICYCLE FACILITIES Build and maintain bicycle facilities that form a continuous and dense low-stress bicycle network with seamless connections to public transit, bike- share and other shared mobility vehicles, schools, neighborhoods, community destinations and the regional bicycle network. POLICY T 6.2 - BICYCLE FACILITIES AND PROGRAMS Implement appropriate, well-designed bicycle facilities, education and enforcement programs. POLICY T 6.3 - BICYCLING FOR ALL AGES AND ABILITIES Increase bicycle ridership by creating a welcoming environment for people of all bicycling levels in all parts of the City. POLICY T 6.4 - BICYCLING TO PROMOTE PHYSICAL ACTIVITY Increase access to bicycling as essential to a physically active and environmentally healthy community. POLICY T 6.5 - FACILITY MAINTENANCE Implement year-round maintenance of bicycle facilities to provide safe bicycling in winter months. POLICY T 6.6 - ADAPTIVE BICYCLING Increase programming and infrastructure focus on adaptive bicycling to accommodate the needs of the city’s disability community. Principle T 7: Walking is a safe, easy, and convenient travel option supported by a connected network of sidewalks, paths and trails. POLICY T 7.1 - PEDESTRIAN FACILITIES Implement ADA accessible pedestrian facilities as detailed in the Pedestrian Plan and Sidewalk Prioritization Program. POLICY T 7.2 - SAFE PEDESTRIAN FACILITIES Develop safe and secure pedestrian settings by developing and maintaining a well-lit, inhabited pedestrian network, by enforcing snow removal on sidewalks adjacent to residential properties and by mitigating the impacts of vehicles. Connections will be clearly visible and accessible, incorporating markings, signage, lighting and paving materials. POLICY T 7.3 - NEIGHBORHOOD STREETS FOR WALKING Neighborhood streets will provide an attractive, safe environment for pedestrians, bicyclists and drivers with well-designed streetscape, including detached sidewalks, parkways and well-defined crosswalks. POLICY T 7.4 - PEDESTRIAN CONNECTIONS Provide direct and visible pedestrian connections between cul-de-sac, transit stops, schools, activity areas, public facilities, recreational trails and other key pedestrian destinations. FORT COLLINS CITY PLAN 83 Principle T 8: Manage the transportation system to ensure reliable traffic and transit flow through travel demand management and transportation system optimization. POLICY T 8.1 - TRANSPORTATION DEMAND MANAGEMENT Promote and facilitate transportation options that reduce dependence on automobile trips (e.g., carpools, regional vanpools, telecommuting, electronic access, new vehicle types, vehicle sharing, transit, walking, biking, employee programs, market pricing for parking, road-user charges, etc.). POLICY T 8.2 - SYSTEM OPTIMIZATION Manage traffic congestion through system optimization strategies (e.g., intelligent transportation systems (ITS), signal optimization). POLICY T 8.3 - INNOVATIVE FUNDING Consider parking or congestion pricing to balance demand on the system and fund new transportation demand options and programs. POLICY T 8.4 - MULTIMODAL LEVEL OF SERVICE The City will update the Multimodal Level of Service (LOS) standards in alignment with transportation and land use goals. POLICY T 8.5 - ACCESS MANAGEMENT Protect the capacity and safety of critical corridors through access management (the consolidation and narrowing of access points). POLICY T 8.6 - ROUNDABOUTS Roundabouts will be considered a means of achieving transportation system safety and efficiency at intersections for all modes of travel. POLICY T 8.7 - EASE OF ACCESS AND BYPASS TRAFFIC Encourage through-truck/freight traffic to bypass the City using designated truck routes on state and federal highways. POLICY T 8.8 - EFFICIENT MOBILITY Provide energy and time-efficient mobility and cost- effective transport of people and goods between the various districts of the City. POLICY T 8.9 - FREIGHT MOBILITY Maintain a truck routing plan with designated truck routes to provide commercial access and minimize truck travel through residential neighborhoods. Civic Center Parking Structure DRAFT 3.15.19 84 03 | PRINCIPLES AND POLICIES TRANSPORTATION Principle T 9: Transportation systems support a healthy and equitable community. POLICY T 9.1 - HEALTH AND HUMAN SERVICE PROVIDERS Improve transportation access to health and human service organizations. POLICY T 9.2 - ENERGY EFFICIENT AND ENVIRONMENTALLY SENSITIVE TRANSPORTATION Develop a program to promote energy efficient and environmentally sensitive transportation choices. Coordinate the building code with the growth in new transportation fuels like electricity or hydrogen. POLICY T 9.3 - CITY VEHICLE FLEET Manage city vehicle fleets to minimize environmental impacts and use of non-renewable fuels. POLICY T 9.4 - HEALTHY TRANSPORTATION CHOICES The City will develop travel demand programs that support and promote active transportation choices. POLICY T 9.5 - EQUITABLE ACCESS Provide equitable access to services and resources particularly for marginalized and under-resourced communities. POLICY T 9.6 - ACTIVE TRANSPORTATION Support physically active transportation (e.g., bicycling, walking, wheelchairs, etc.) by continued bike and pedestrian education and encouragement programs and infrastructure investments. POLICY T 9.7 - ENVIRONMENTAL JUSTICE AND HEALTH EQUITY Conduct formal evaluation of the potential environmental justice and health equity impacts of projects, policies and plans using current best practice equity tools to prevent adverse and disproportionate impacts. POLICY T 9.8 - HEALTH AND EQUITY INDEX SCORE Transportation projects will address the needs and prioritize marginalized and under-resourced communities as identified in the Health and Equity Index Score map in the City of Fort Collins’ Trends and Forces Report and other future equity analyses. POLICY T 9.9 - AIR QUALITY Support efforts to improve air quality through the prioritization of transportation infrastructure and travel demand programmatic investments that reduce vehicle miles traveled. Incorporate air quality impacts into transportation planning decisions through the use of the Fort Collins Air Quality Impacts Tool. POLICY T 9.10 - CLIMATE ACTION PLAN Prioritize transportation planning projects and programs that support the Climate Action Plan and GHG reduction goals. POLICY T 9.11 - ADA INFRASTRUCTURE Pursue infrastructure improvements beyond what is required in the Americans with Disabilities Act to ensure optimal equal access, coordinating with FORT COLLINS CITY PLAN 85 Principle T 10: Support and enhance safety for all modes. POLICY T 10.1 - TOWARDS VISION ZERO Develop a safety enhancement action plan for all modes based on the City’s commitment to Vision Zero with priority focus given to historically marginalized and under-resourced communities including the disability community. POLICY T 10.2 - EDUCATION AND ENFORCEMENT The City will promote development of educational programs and appropriate utilization of traffic enforcement. POLICY T 10.3 - SAFETY AND RESPECT Develop and support education and enforcement programs that promote safety and encourage respect for traffic laws among drivers, pedestrians, bicyclists, long boarders, and e-scooters. POLICY T 10.4 - PEDESTRIAN TRAFFIC LAWS The City and community will partner to develop educational and enforcement programs that promote safety and encourage respect for pedestrians and by pedestrians for traffic laws. POLICY T 10.5 - STREET CROSSINGS Design street crossings at intersections consistent with Fort Collins Traffic Code, Land Use Code, the Manual on Uniform Traffic Control Devices, (MUTCD) ADA and the Larimer County Urban Area Street Standards with regard to crosswalks, lighting, median refuges, bike boxes, corner sidewalk widening, ramps, signs, signals, and landscaping. POLICY T 10.6 - SAFE ROUTES TO SCHOOL The community will continue the Safe Routes to School program focused on educating all children, teachers, parents and schools about safe walking and bicycling, including members of the disability community, as a safe mode of travel to get to school. POLICY T 10.7 - PERSONAL SAFETY Infrastructure and programs are designed to promote personal safety through lighting, the activation of public space and police presence. Bike to Work Day DRAFT 3.15.19 86 03 | PRINCIPLES AND POLICIES HIGH PERFORMING COMMUNITY A successful community is one that has more than just a good plan to address a comprehensive set of issues and opportunities. Equally important is how the local government will support and interact with its constituents. The City of Fort Collins values community engagement and involving the community in decision-making processes and strives to be as transparent and open as possible, particularly when it comes to how taxpayer dollars are being spent. Moving forward, the City will strive to improve upon current practices and policies. Specifically, principles address: » Community Engagement. Principles and policies in City Plan will encourage the City to continue evaluating ways in which it can improve upon the way it engages with the community and involves them in planning and decision-making. This includes placing a greater focus on equity, ensuring that groups that have traditionally been under-represented in City government or not involved in decision-making processes are engaged and have a say in decisions that affect their day-to-day lives. » A Commitment to Effective Government. The City of Fort Collins is dedicated to providing high-quality service that is responsive to the needs of residents, visitors, employees, and businesses in the city. By ensuring that the City organization attracts, develops, and retains the most competitive talent and through a process of continual improvement, the City is constantly evaluating its own programs, services, and actions to identify areas where processes could be improved to result in better outcomes. In addition, the City is open to new and innovative technologies or processes. The principles in this outcome area support this broader organizational goal, and reflect the City’s commitment to be a model of effective local governance. » High Quality Services. The City of Fort Collins is committed to providing high-quality municipal services through sound financial management, transparent decision-making, good communication, and efficient project management. The City offers many services, including street maintenance, parks and recreation programming, and utilities. For more than a century, the City has provided safe and reliable power, water, and sewer services to residents. Fort Collins Connexion, our municipal high-speed broadband network, is the latest example of Fort Collins’ forward-thinking approach to providing municipal services. Principles in this section of City Plan focus on providing a framework for future decision- making about municipal services that encourages co-creation, innovation, and partnership while maintaining reliability and affordability for FORT COLLINS CITY PLAN 87 Principles and policies support our Core Values by: L i v a b i l i t y C o m m u n i t y S u s t a i n a b i l i t y Encouraging the City to be a responsible partner in testing new innovations in systems or technologies. Ensuring that all members of the community are involved in decision-making. Maintaining efficient and effective local government processes that reduce barriers to innovation and economic development. Providing high-quality, reliable, affordable municipal services for all residents. Using a triple-bottom line approach that incorporates equity and considers the social, economic, and environmental impacts of decisions. Using the latest in information and communication technology to improve transparency and to better engage the community in decision-making processes. DRAFT 3.15.19 88 03 | PRINCIPLES AND POLICIES HIGH PERFORMING COMMUNITY Principle HI 1: Be a model for equitable, effective, and transparent local governance. POLICY HI 1.1 - LOCAL GOVERNMENT RESPONSIVENESS Respond to inquires and concerns in a timely and coordinated manner. Ensure contact information and staff directories are readily available and regularly updated. POLICY HI 1.2 - CAPABILITY OF TALENT Hire high quality talent and continuously provide opportunities to develop the capabilities and capacity of employees to provide outstanding service. POLICY HI 1.3 - GOVERNMENT TRANSPARENCY Support and expand upon practices and systems that are transparent and accountable to the public. POLICY HI 1.4 - CONTINUOUS IMPROVEMENT IN SERVICE Continuously evaluate existing practices and systems for opportunities to improve outcomes and provide better, more equitable service to the public. POLICY HI 1.5 - COST RECOVERY MODEL Utilize a cost recovery model, designed to estimate revenues and expenditures associated with actual or hypothetical development patterns providing estimated fiscal impact information, for major planning projects (e.g., annexations, subarea plans, and major updates to the structure plan). POLICY HI 1.6 - DIVERSE, SUSTAINABLE REVENUE STREAMS Pursue opportunities to diversify the City’s revenue stream from the traditional “sales/use tax” model when doing so would create a new source of funding for City services, programs, maintenance, and/or major capital projects on either a temporary or long- term basis. POLICY HI 1.7 - BUDGETING FOR OUTCOMES Use the Budgeting for Outcomes approach for developing a biennial budget that allocates revenues based on community priorities and for providing residents with a clear understanding of program and service funding choices. POLICY HI 1.8 - REGIONAL COLLABORATION Actively collaborate with other jurisdictions in Northern Colorado, school districts and institutions of higher learning, special districts, the North Front Range Metropolitan Planning Organization, and other regional and state partners to develop cooperative solutions to regional issues and planning challenges. POLICY HI 1.9 - SERVICE PROVIDERS Coordinate closely with and promote coordination among service providers in needs assessment, facility siting, and other matters to ensure continuing delivery of effective, equitable, and efficient services. Principles and Policies Neighbors, City staff, and service providers participate in Neighborhood Night Out DRAFT 3.15.19 FORT COLLINS CITY PLAN 89 Principle HI 2: Support an active, educated, and engaged community. POLICY HI 2.1 - VOLUNTEERISM & PHILANTHROPY Promote a spirit of volunteerism in the community by coordinating with organizations and philanthropies through City Gives and other similar initiatives. Provide a range of opportunities for residents to volunteer for or give to City-led programs, projects and efforts. POLICY HI 2.2 - EDUCATIONAL INSTITUTIONS Coordinate with the community’s educational institutions to support and enhance the excellent educational system that contributes to the city’s high quality of life and the employability of its residents. POLICY HI 2.3 - LIFELONG LEARNING Work with educational institutions, non-profit organizations, and others who provide educational classes or programs to ensure lifelong learning opportunities are available and accessible to residents of all ages, incomes, and abilities. POLICY HI 2.4 - EARLY LEARNING Encourage equitable access to childcare, early learning opportunities, and other programs that help families prepare their children for school. POLICY HI 2.5 - COMMUNITY-BASED LEARNING Work to expand opportunities for students to engage in community-based learning and other service- oriented learning experiences that allow students to engage with the community. POLICY HI 2.6 - CAPACITY BUILDING Provide opportunities for the community to develop the knowledge and skills needed to effectively participate in local government planning and decision-making processes. Ensure such efforts include targeted approaches for marginalized communities or other groups who have historically been underrepresented in past outreach efforts. Family Volunteer Day - Cleaning up the trail system. DRAFT 3.15.19 90 03 | PRINCIPLES AND POLICIES HIGH PERFORMING COMMUNITY Principle HI 3: Provide opportunities for meaningful and inclusive community involvement in governance and decision-making. POLICY HI 3.1 - CITY BOARDS AND COMMISSIONS Reflect the diversity of our community in the membership of resident boards and commissions including but not limited to ages, race/ethnicity, income, and occupation. POLICY HI 3.2 - HIRING PRACTICES Adopt hiring practices across the City organization to promote staffing that reflects the diversity of the community. POLICY HI 3.3 - DIVERSITY OF ENGAGEMENT APPROACHES Develop and provide a range of approaches for engaging with the community in a meaningful and authentic way. Ensure approaches are tailored to and appropriate for different levels of engagement, as well as for different socioeconomic and cultural groups. POLICY HI 3.4 - INCLUSIVE ENGAGEMENT Seek to engage with a broad spectrum of the community during all City-led outreach efforts. This includes residents from different ages, racial backgrounds, tenure types, education levels, income levels, etc., as well as those who have limited English proficiency or face other barrier to participating in engagement activities. POLICY HI 3.5 - MULTILINGUAL SIGNAGE Ensure that welcome, directional, and other key signs in City buildings and facilities are multilingual. Signs providing information about how to access translation and interpretation should be added to City buildings and facilities wherever needed. POLICY HI 3.6 - TRANSLATION AND INTERPRETATION Create and publicize a wide range of accurately translated and regularly updated City resources and publications for residents who have limited English proficiency. Expand and publicize City interpretation services. Open Streets concert event DRAFT 3.15.19 FORT COLLINS CITY PLAN 91 DRAFT 3.15.19 92 04 | STRUCTURE PLAN STRUCTURE PLAN 04 This chapter establishes a framework to guide growth and investment as the Fort Collins Growth Management Area adds 70,000 additional people through 2040 and beyond. Building on the vision and core values outlined in Part 2 of the Plan, this chapter describes the types of places the community would like to foster and—at a higher level—the types of transportation and infrastructure investments that will be needed to achieve desired outcomes. This chapter is intended as a tool for elected and appointed leaders, City staff and administrators, and the community-at-large for evaluating and making decisions regarding the location, intensity, and design of future development. This chapter is intended to be applied in conjunction with the principles and policies contained in Part 3 of this Plan, as well as the multimodal transportation recommendations outlined in Part 4. DRAFT 3.15.19 FORT COLLINS CITY PLAN 93 “We need to build up! Multi-family developments don’t have to be big boxes. Incorporate open space, playgrounds, dog areas, and enough parking. Make living and raising a family enjoyable. Make Fort Collins great!” -Resident comment DRAFT 3.15.19 94 04 | STRUCTURE PLAN Structure Plan The Structure Plan map and accompanying place types—or land use categories—provide a framework for the ultimate buildout of Fort Collins. Five priority place types have been identified to help illustrate the challenges and opportunities associated with infill and redevelopment, and the critical role it will play in helping the community achieve its vision over the next ten to twenty years. Priority place types are identified with a and described in more detail beginning on page 103. Together, they provide direction on what types of uses are encouraged where, and at what intensities. The Structure Plan map illustrates how the community will grow and change over time, serving as a blueprint for the community’s desired future. It focuses on the physical form and development pattern of the community, illustrating areas where new greenfield development, infill, and redevelopment is likely to occur, as well as the types of land uses and intensities to encourage. The Structure Plan: » Guides future growth and reinvestment and serves as official Land Use Plan for the City; » Informs planning for infrastructure and services; » Fosters coordinated land use and transportation decisions within the city and region; and » Helps implement principles and policies. The Structure Plan, in conjunction with the Transportation Plan and other supporting elements, will be used to guide future development decisions, infrastructure improvements, and public and private investment and reinvestment in Fort Collins. The City also maintains a number of adopted subarea and neighborhood plans that include a land use component. These plans are adopted by reference and should be referred to for more detailed guidance. PLACE TYPES Districts Downtown District Urban Mixed-Use District Suburban Mixed-Use District Campus District Neighborhood Mixed-Use District Mixed Employment District Research & Development/Flex District Industrial District Neighborhoods Other Rural Neighborhood Suburban Neighborhood Mixed Neighborhood Parks and Natural/Protected Lands Community Separator BOUNDARIES City Limits Growth Management Area (GMA) Adjacent Planning Areas HOW TO USE THE FORT COLLINS CITY PLAN 95 RICHARDS LAKE PARK GREENBRIAR PARK SOFT GOLD PARK RABBIT BRUSH PARK LEGACY PARK LEE MARTINEZ COMMUNITY PARK ALTA VISTA FREEDOM PARK SQUARE PARK GRANDVIEW CEMETERY CITY PARK NINE GOLF COURSE CITY PARK ROSELAWN CEMETERY ROGERS PARK EASTSIDE PARK OVERLAND PARK AVERY PARK EDORA COMMUNITY PARK INDIAN LILAC HILLS PARK PARK SPRING PARK BLEVINS PARK ROLLAND MOORE COMMUNITY PARK WOODWEST PARK LEISURE PARK BEATTIE PARK SPENCER ROSSBOROUGH PARK PARK SPRING CANYON COMMUNITY PARK COLLINDALE GOLF COURSE 96 04 | STRUCTURE PLAN NEIGHBORHOODS Neighborhoods are the primary building blocks of the community. Whether existing or planned, neighborhoods in Fort Collins will vary in the mix of housing types and supporting uses that are provided; the extent to which they are accessible to adjoining districts, schools, parks, civic uses, transit, and other services; and their overall character and form. Three types of neighborhoods are identified on the Structure Plan Map: » Rural Neighborhoods » Suburban Neighborhoods » Mixed Neighborhoods P Routine reinvestment in existing properties and some infill on vacant lots is to be expected in all neighborhoods. However, the degree to which existing neighborhoods are likely to experience more significant changes during the planning horizon will be influenced by location, the age and condition of existing housing stock, and the availability of vacant lots or larger plots of land. The City will continue to use the subarea and neighborhood planning process to address specific issues and opportunities. Enhancing connectivity within and between existing and future neighborhoods, and improving access to nature are priorities for all neighborhoods. COLLEGE AVE LEMAY AVE TIMBERLINE RD SHIELD ST TAFT HILL RD TRILBY RD HARMONY RD EAST COUNTY ROAD 32 MULBERRY ST PROSPECT RD DRAKE RD HORSETOOTH RD ¦¨§25 Rural Neighborhoods Suburban Neighborhoods Mixed Neighborhoods DRAFT 3.15.19 FORT COLLINS CITY PLAN 97 Rural Principal Land Use Single-family detached homes, agricultural uses Supporting Land Use Accessory dwelling units, limited commercial/employment uses (such as home occupations) Density Up to 2 principal dwelling unit per acre Key Characteristics/Considerations » Support opportunities for rural lifestyles and connectivity to open spaces » Rural Neighborhoods should be designed to maximize the preservation of open space or agricultural lands and/or act as a transition between natural and protected lands and other more intense uses » Non-residential uses are supported provided they do not generate excessive noise, traffic or parking requirements, or otherwise detract from the rural character of these neighborhoods » Pedestrian and bicycle infrastructure, as well as transit services, are limited Typical Types of Transit: None, densities not sufficient to support transit Principal Land Use Single-family detached homes Supporting Land Use Parks and recreational facilities, schools, places of worship, accessory dwelling units in some locations (where permitted by underlying zoning) Density Between 2 and 5 principal dwelling units per acre Key Characteristics/Considerations » Comprised of predominantly single-family detached homes » Neighborhood Centers may serve as focal points within Single-family Neighborhoods (see Neighborhood Mixed-Use District) » Amenities and infrastructure encourage walking and biking, but transit service is typically more limited Typical Types of Transit: Limited local bus service with frequencies of approximately every 60 minutes; some locations may also be served by flex services Suburban DRAFT 3.15.19 98 04 | STRUCTURE PLAN Principal Land Use Single-family detached homes, duplexes, triplexes and townhomes Supporting Land Use Accessory dwelling units, small scale multi-family buildings, small scale retail, restaurants/cafes, community and public facilities, parks and recreational facilities, schools, places of worship Density Between 5 and 20 principal dwelling units per acre (typically equates to an average of 7 to 12 dwelling units per acre) Key Characteristics/Considerations (New Neighborhoods) » Provide opportunities for a variety of attached and detached housing options and amenities in a compact neighborhood setting; some neighborhoods also include (or have direct access to) small scale retail and other supporting services » Neighborhood Centers should serve as focal points within Mixed-Neighborhoods (see Neighborhood Mixed-Use District) » Typically located within walking/biking distance of services and amenities, as well as high frequency transit » Mixed-Neighborhoods built in a greenfield context should include a mix of housing options (lot size, type, price range, etc.). Mixed P Key Characteristics/Considerations (Existing Neighborhoods) » While many existing Mixed Neighborhoods may consist predominantly of single-family detached homes today, opportunities to incorporate accessory dwelling units or other attached housing options of a compatible scale and intensity may be feasible in some locations. » The introduction of larger townhome or multi- family developments into existing single-family neighborhoods should generally be limited to edge or corner parcels that abut and/or are oriented toward arterial streets or an adjacent Neighborhood Mixed-Use District where transit and other services and amenities are available. » Where townhomes or multi-family buildings are proposed in an existing neighborhood context, a transition in building height, massing, and form should be provided along the shared property line or street frontage. » As existing neighborhoods change and evolve over time, rezoning of some areas may be appropriate when paired with a subarea or neighborhood planning initiative. See the Priority Place Types discussion on pages 106-107 for more details about changes in existing neighborhoods over time. » While reinvestment is existing mobile home parks is encouraged, redevelopment of existing parks is not. Typical Types of Transit: In areas on the lower end of the density range, service will be similar to Suburban Neighborhoods; as densities FORT COLLINS CITY PLAN 99 MIXED-USE DISTRICTS Mixed-use districts provide opportunities for a range of retail and commercial services, office and employment, multi-family residential, civic, and other complementary uses in a compact, pedestrian and transit-supportive setting. Although they all support a diverse mix of uses, mixed-use districts vary significantly in both size and in the density/intensity of uses that exist today, or will be encouraged in the future. While larger mixed-use districts may contain multiple, distinct activity centers within them, others stand alone. Four types of mixed-use districts are identified on the Structure Plan map: » Downtown District » Urban Mixed-Use Districts P » Suburban Mixed-Use District P » Neighborhood Mixed-Use Districts P Mixed-use districts are the locations in the community most likely to experience significant changes in density, intensity, and land-use. The continued redevelopment and revitalization of established mixed-use districts along existing or planned high frequency transit corridors, will continue to be a priority. The gradual transition of existing, auto-oriented mixed-use districts will be encouraged to help maximize available land and infrastructure, as well as to support other community objectives, such as expanded housing options, improved access to services, and a more robust transit system. Downtown District Urban Mixed-Use Districts Suburban Mixed-Use District Neighborhood Mixed- Use District ¦¨§25 COLLEGE AVE LEMAY AVE TIMBERLINE RD SHIELD ST TAFT HILL RD TRILBY RD HARMONY RD EAST COUNTY ROAD 32 MULBERRY ST PROSPECT RD DRAKE RD HORSETOOTH RD DRAFT 3.15.19 100 04 | STRUCTURE PLAN Downtown Principal Land Use Generally includes a mix of retail, civic, office, cultural, and employment uses, but the mix of uses varies by subdistrict Supporting Land Use Multi-family residential buildings, restaurants, bars, cafes, hotels, parks, and other public spaces Density Densities will vary by subdistrict; Building heights will typically be between 3 and 12 stories Key Characteristics/Considerations » A vibrant neighborhood and regional destination that offers a wide spectrum of employment, housing options, services, and cultural, educational, and entertainment experiences in a compact and walkable environment » Includes 9 distinct subdistricts: Historic Core; Canyon Avenue; Campus North; Civic; North Mason; River; Innovation; Poudre River Corridor; and Entryway Corridor » Served by Bus Rapid Transit, high-frequency bus, and regional transit Typical Types of Transit: Served by fixed-route and bus rapid transit (BRT0 service at frequencies of 15 minutes or greater Principal Land Use A mix of retail, restaurants, high-density residential, offices, and other community services Supporting Land Use Day care, civic and institutional uses, pocket parks and other outdoor gathering spaces, other supporting uses Density Densities will vary; Building heights will typically be between 3 and 5 stories, but may be slightly higher in some locations Key Characteristics/Considerations » Vibrant mixed-use districts that provide live-work opportunities, as well as a range of supporting services and amenities along high-frequency transit routes » Some existing Urban Mixed-Use Districts may include pockets of lower intensity, auto-oriented uses; however, these areas should be encouraged to transition to a vertical mix of high density development through infill/redevelopment, particularly near Bus Rapid Transit stations » Supported by pedestrian and bicycle linkages to surrounding neighborhoods and Bus Rapid Transit or high-frequency bus Typical Types of Transit: Varies depending on density and surrounding context, but generally served by fixed-route or BRT service at frequencies of 15 minutes or greater Urban Mixed-Use P DRAFT 3.15.19 FORT COLLINS CITY PLAN 101 Suburban Mixed-Use Principal Land Use Retail, restaurants, office, and other commercial services Supporting Land Use High-density residential, entertainment, day care, and other supporting uses Density Densities and building heights will vary; Building heights will generally be between 1 and 5 stories, but may be higher in some locations Key Characteristics/Considerations » Walkable mixed-use districts that provide a range of retail and commercial services, as well as high-density residential » Existing Suburban Mixed-Use Districts include lower intensity, auto-oriented uses; however, the transition of these areas to a more transit-supportive pattern of development is encouraged as infill/redevelopment occurs, particularly where high frequency transit exists or is planned » Supported by direct pedestrian and bicycle linkages to surrounding neighborhoods, as well as by Bus Rapid Transit or high-frequency bus Typical Types of Transit: Varies depending on density and surrounding context, but generally served by fixed-route service at frequencies of between 30-60 minutes; higher frequency service may exist where densities are sufficient to support it Principal Land Use Grocery store, supermarket, or other type of anchor, such as a drugstore Supporting Land Use Retail, professional office, day care, and other neighborhood services along with residential units, civic/ institutional uses, pocket parks, gathering spaces, and other supporting uses Density Densities will vary; Building heights will be between 1 and 5 stories Key Characteristics/Considerations » Neighborhood Mixed-Use Districts are standalone districts that are smaller in scale than Suburban Mixed-Use districts (typically less than 10 acres) and surrounded by neighborhoods » Provide a range of neighborhood-oriented services in a compact, pedestrian and bicycle-friendly setting » Supported by direct pedestrian and bicycle linkages to surrounding neighborhoods and more limited bus service Typical Types of Transit: Varies depending on density and surrounding context, but generally served by fixed-route service at frequencies of between 30-60 minutes P Neighborhood Mixed-Use P DRAFT 3.15.19 102 04 | STRUCTURE PLAN EMPLOYMENT DISTRICTS Employment districts encourage and support a variety of employment opportunities in Fort Collins—ranging from those oriented toward education, research, entrepreneurship, and business incubators—to those that endeavor to turn knowledge into products, processes, and services— to those oriented toward industrial, manufacturing, and logistics. Four types of employment districts are identified on the Structure Plan map: » Mixed-Employment Districts P » R&D/Flex Districts » Industrial Districts » Campus Districts Recognizing that different types of employers seek different locations, amenities, and services, employment districts also provide guidance as to the specific types of employment that are desired in different parts of the city. A key distinction between employment districts and mixed-use districts— which also support certain types of employment opportunities, such as office and institutional uses— is that while each of the employment districts allows for some types of supporting uses, employment uses are intended to remain the predominant use. This distinction is made to promote a more balanced mix of jobs and housing in Fort Collins, and to mitigate pressure for the conversion of employment land to housing or other uses due to rising land costs and supply constraints. Campus Mixed Employment Districts R&D/Flex Industrial ¦¨§25 COLLEGE AVE LEMAY AVE TIMBERLINE RD SHIELD ST TAFT HILL RD TRILBY RD HARMONY RD EAST COUNTY ROAD 32 MULBERRY ST PROSPECT RD DRAKE RD HORSETOOTH RD DRAFT 3.15.19 FORT COLLINS CITY PLAN 103 Campus Principal Land Use Education, research, and employment uses associated with major educational institutions Supporting Land Use Retail, restaurant, entertainment, and residential uses Density Varies Key Characteristics/Considerations » Characteristics of Campus Districts vary by location and institution; future development is guided by each institution’s master plan » The incorporation of supporting uses and services is encouraged to help advance the mission of the institution and/or allow students and employees to meet more of their daily needs on campus » Supported by direct pedestrian and bicycle linkages from surrounding areas, as well as high-frequency bus and/or Bus Rapid Transit Transportation Varies by location, but generally served by local bus service and/or BRT service at frequencies of 15 minutes or greater Principal Land Use Professional offices; research and development facilities or laboratories; light industrial uses; hospitals, clinics, nursing and personal care facilities; corporate headquarters; vocational, business, or private schools and universities; and other similar uses Supporting Land Use Multi-family residential, hotels, sit-down restaurants, convenience shopping centers, child care centers, athletic clubs, and other similar uses Density Varies Key Characteristics/Considerations » Provide dedicated opportunities for a range of employment and other supportive uses in walkable campus or mixed-use setting » The integration of supporting uses, including high- density residential, is supported in Employment Districts to improve access to services » Supported by direct pedestrian and bicycle linkages from surrounding districts and neighborhoods, as well as high-frequency bus and/or Bus Rapid Transit Transportation Varies by location, density and surrounding context, but most will be served by fixed-route or BRT service at frequencies of 15 minutes or greater Mixed-Employment P DRAFT 3.15.19 104 04 | STRUCTURE PLAN R&D/Flex Principal Land Use Employment uses that include administrative, engineering, and/or scientific research, design, or experimentation; office; breweries; manufacturing; warehouses; wholesaling; and business incubator space. Supporting Land Use Limited distribution and logistics; convenience retail; commercial services; outdoor storage, and other uses related to the principal uses. Density Varies Key Characteristics/Considerations » Accommodates a wide range of business types and sizes allowing the City to remain flexible in the types of employers and employment uses it can support or attract » While more intense uses should be buffered from the street and surrounding areas, pedestrian and bicycle connections should be integrated into the overall design of a site or project » Any outdoor storage must be screened from the street and from less intense uses in adjacent Districts or Neighborhoods. Transportation Limited due to low population and employment densities; however, fixed-route service at frequencies of between 30- 60 minutes may exist in some locations Principal Land Use Industrial land uses such as manufacturing, assembly plants, primary metal and related industries; vehicle related commercial uses; warehouses, outdoor storage yards, and distribution facilities; flex space for small, local startups as well as large national or regional enterprises Supporting Land Use Restaurants, convenience retail, and other supporting services Density Varies Key Characteristics/Considerations » Areas dedicated for a variety of more intensive work processes and other uses of similar character; typically located away from or buffered from residential neighborhoods as a result » Transportation facilities in Industrial Districts should promote the efficient movement of commercial truck traffic and/or access to rail » Supported by direct pedestrian and bicycle linkages from surrounding areas, as well as transit (in some locations) Transportation Limited due to low population and employment densities; however, fixed-route service at frequencies of between 30- 60 minutes may exist in some locations Industrial DRAFT 3.15.19 FORT COLLINS CITY PLAN 105 CORRIDORS AND EDGES Types of corridors and edges identified on the Structure Plan map include: » Parks and Natural/Protected Lands » Community Separators » Adjacent Planning Areas Corridors provide a connection between different areas or destinations. The primary types of corridors are “green” corridors and travel corridors, which provide a network of travel routes, choices for how we move throughout the City, reducing our need for vehicle trips, linking pockets of green space, and maximizing every positive feature that these corridors can contribute to Fort Collins. Other corridors such as the Poudre River, streams, drainageways, and trails collectively create a network that links open lands to areas of the city where residents live and work. Edges form the boundaries of our community, both inside and outside of the Growth Management Area. In some cases, edges are defined by adjoining communities. In other cases, edges reflect a transition from the developed areas of Fort Collins to the rural character of Larimer County. The City will recognize planning efforts within the growth management and planning areas of the adjacent communities of LaPorte, Wellington, Timnath, Windsor, and Loveland. These edges will take on many forms including open lands and natural areas, foothills, agricultural/rural lands, and rural neighborhoods. Different types of travel corridors are addressed in detail in Part 5: Transportation Plan. ¦¨§25 COLLEGE AVE LEMAY AVE TIMBERLINE RD SHIELD ST TAFT HILL RD TRILBY RD HARMONY RD EAST COUNTY ROAD 32 MULBERRY ST PROSPECT RD DRAKE RD HORSETOOTH RD Adjacent Planning Areas Parks and Natural/ Protected Lands Community Separator DRAFT 3.15.19 106 04 | STRUCTURE PLAN Principal Land Use Parks, open space, greenways, natural areas, wildlife habitat and corridors, outdoor recreation, community separators, and agriculture Key Characteristics/Considerations » Serve a range of roles depending on their location, characteristics, sensitivity, and management » Generally owned and managed by public agencies (the City, Larimer County, state, or federal) but can also include privately owned areas protected through a conservation easement or other similar mechanism Typical Types of Transit None; travel volumes typically not sufficient to support transit. Parks Natural/Protected Lands DRAFT 3.15.19 FORT COLLINS CITY PLAN 107 Priority Place Types Fort Collins has a limited supply of vacant land remaining in the Growth Management Area (GMA). When infill and redevelopment opportunities are taken into account, this supply increases greatly. While the City has encouraged infill and redevelopment in activity centers and along major corridors for many years, the full potential of these areas has not been realized. Five priority place types have been identified to help illustrate the challenges and opportunities associated with infill and redevelopment, and the critical role it will play in helping the community achieve its vision over the next ten to twenty years: » Mixed Neighborhoods » Neighborhood Mixed-Use Districts » Suburban Mixed-Use Districts » Urban Mixed-Use Districts » Mixed-Employment Districts While most new jobs, housing, and transit investments in Fort Collins will be concentrated in these locations, the transformation of these areas will not happen overnight. The graphics and narrative on the pages that follow explore the progression of change that is likely to occur in terms of each area’s built form, mix of uses/ housing types, and transportation and mobility options over time, as well as the desired end state in each area. While the planning horizon for City Plan stretches to 2040, there is no specific timeframe associated with the transformation of these areas. The speed at which each area is transformed—and the ability to ultimately achieve the desired end state—will be influenced by market demand, the availability of infrastructure, retail and employment trends, regulatory tools, funding (for transit), community and neighborhood support, and a variety of other factors. DRAFT 3.15.19 108 04 | STRUCTURE PLAN MIXED-NEIGHBORHOODS Where We Are Today If detached single-family homes continue to dominate the city’s housing supply, demand for housing is projected to exceed the city’s capacity in the future. A more diverse selection of housing types and price points will be needed to meet the needs of the city’s changing population. Although a diverse mix of housing types is encouraged in Mixed-Neighborhoods, most have been built at densities that are lower than is supported by adopted policies and regulations and include a limited diversity of housing options. As a result, alternatives to the traditional detached single-family home or garden apartment, such as duplexes, townhomes, and accessory dwelling units (ADUs) are limited, and most Mixed-Neighborhoods do not have densities sufficient to support higher-frequency transit. Opportunities for the Road Ahead Opportunities to diversify housing options in existing Mixed-Neighborhoods will vary based on the age and condition of existing homes, lot sizes, street and block configurations, access to services and amenities in adjacent districts, and other factors. Specific opportunities should be explored as part of future subarea and neighborhood planning. Where greenfield opportunities remain, new Mixed-Neighborhoods should be required to provide a mix of housing options. DRAFT 3.15.19 FORT COLLINS CITY PLAN 109 KEY CONSIDERATIONS Benefits » Opportunity to provide alternatives to the more typical single-family detached homes or apartments available in Fort Collins, such as duplexes, townhomes, and accessory dwelling units » Higher densities are more likely to support higher frequency transit service and additional neighborhood services in adjoining districts » Adaptation/replacement of older housing stock can help reinvigorate neighborhoods in need of reinvestment Potential Limitations/Trade-offs » Changes in the character of existing neighborhoods may not be supported in all locations » Total number of housing units likely to be gained by changes in existing neighborhoods will likely represent a relatively small portion of demand What will it take? » In depth assessment of potential in existing Mixed-Neighborhoods » Future subarea and neighborhoods planning work in areas with the greatest potential » Changes to existing zoning to support desired housing options » Design standards to protect neighborhood livability and character as existing areas evolve over time DRAFT 3.15.19 110 04 | STRUCTURE PLAN Existing Conditions Most existing Mixed-Neighborhoods are comprised of predominantly single-family detached homes. Other characteristics vary, but may include: A. Varied lot and home sizes; B. Integrated parks and open space corridors; C. Trail connections; and D. Street networks with varying degrees of connectivity—some feature limited connectivity and cul- de-sacs; others feature a traditional grid with alley access. Modest Degree of Change: Allowances for ADUs and Duplexes In existing Mixed-Neighborhoods where only modest changes are desired, duplexes and ADUs can be incorporated—with design controls— while maintaining the single-family scale and character of the neighborhood. Changes will typically be initiated on a lot by lot basis by individual property owners and are likely to include the addition of: A. Duplexes with a similar scale as single-family homes; B. Attached ADUs on larger lots or where alleys do not exist; and C. Detached ADUs in the rear yard where alley access exists. Moderate Degree of Change: Allowances for More Diverse Housing Types In existing Mixed-Neighborhoods where moderate changes are desired, a broader spectrum of housing options can be incorporated. This degree of change would only be triggered as a result of a subarea or neighborhood planning initiative. Key considerations would likely include: A. Allowances for both attached and detached ADUs and duplexes neighborhood-wide; and B. Targeted infill and redevelopment to introduce triplexes, townhomes, or quadplexes along streets with access to transit and adajcent mixed-use districts. How might Mixed-Neighborhoods evolve over time? A B C D A B A FORT COLLINS CITY PLAN 111 Existing Mixed-Neighborhood with a predominantly single-family character; most homes are on larger lots and feature a mix of driveway and garage orientations and architectural styles. Townhomes and other higher density housing options are incorporated along neighborhood edges, where transit and other services are readily accessible. Duplexes are incorporated on larger corner lots and designed to resemble larger single-family homes to help expand housing options while maintaining the neighborhood’s traditional character. DRAFT 3.15.19 112 04 | STRUCTURE PLAN Mixed Neighborhood | BUILT FORM A B C E Existing Single-Family Homes F Existing one and two-story single- family detached homes. A Building Setbacks Maintain consistent building setbacks as infill/redevelopment occurs to respect the existing neighborhood context. B Lot Coverage While new homes may have larger footprints, consideration of existing neighborhood context is important. C Neighborhood Parks Provide access to small scale parks within walking distance of homes to support healthy and active lifestyles. D Local and Regional Trail Access An interconnected trail system connects neighborhoods to destinations such as schools, open lands, and neighborhood centers. E Townhomes Concentrate townhomes and other attached single-family housing types along neighborhood edges or streets where transit service is provided. F Duplexes Incorporate duplexes of a similar scale as existing single-family detached homes to maintain character of the street frontage. G I J H DRAFT 3.15.19 FORT COLLINS CITY PLAN 113 D G H Accessory Dwelling Units (Attached) Integrate ADUs through additions to the side/rear or basement of a house (with limitations on size) where alley access does not exist. I Energy and Resource Conservation Incorporate solar and other energy and resource conservation measures as part of the rehabilitation of existing homes and in new construction to support climate action goals. J Accessory Dwelling Units (Detached) Integrate ADUs in rear-yard where lot sizes allow and alley access exists. Unit size and massing should be secondary to that of primary dwelling. H DRAFT 3.15.19 114 04 | STRUCTURE PLAN Mixed Neighborhood | MIX OF HOUSING TYPES A B C Single-Family Duplex/Quadplex Townhome Accessory Dwelling Unit (ADU) Mix of housing types Single-Family Existing one and two-story single- family detached homes. A Townhomes Townhomes and other attached single-family housing types expand opportunities for residents to age-in- place. C Duplexes and quadplexes Duplexes and quadplexes added through infill and redevelopment provide alternatives to single-family detached homes. B E DRAFT 3.15.19 FORT COLLINS CITY PLAN 115 D Accessory Dwelling Units (Attached) Attached ADUs provide opportunities for smaller, secondary living quarters as part of main residence. E Accessory Dwelling Units (Detached) Detached ADUs provide opportunities for smaller, secondary living quarters separate from main residence. D DRAFT 3.15.19 116 04 | STRUCTURE PLAN Mixed Neighborhood | MOBILITY A B C Local Streets Cul-de-sacs limit connectivity; opportunites to introduce pedestrian and bicycle linkages may exist in some locations. A Pedestrian Crossings Enhanced pedestrian crossings along high volume, high speed streets. C Protected Bike Lane Neighborhood greenway connects to citywide bike facilities. B Alleys Alleys enhance connectivity and shift automobile focus to rear garages and parking areas. D Regional Trail Access Connection to citywide and regional trail network. E Mobility Innovation Zone Potential to connect lower-density areas to the core transit network through on-demand, microtransit, and micromobility options. F DRAFT 3.15.19 FORT COLLINS CITY PLAN 117 D E LEGEND Collector Road Local Road Regional Trail Access Protected Bike Lane Alleyway Mobility Innovation Zone DRAFT 3.15.19 118 04 | STRUCTURE PLAN NEIGHBORHOOD MIXED-USE Where We Are Today Neighborhood Mixed-Use Districts are stand-alone, grocery-anchored centers that serve the immediate neighborhood(s). Most have seen little reinvestment over the last decade, and some are in decline. Although Neighborhood Mixed-Use Districts are fairly well distributed across the city, access to services is limited in some neighborhoods, particularly west of Shields and south of Harmony. City Plan has encouraged the concept of walkable neighborhood centers for many years, but most existing centers have limited pedestrian and bicycle connectivity to adjacent neighborhoods, and do not include multi-family residential. Land for neighborhood mixed-use districts is typically set aside in new neighborhoods; however, implementation has been slow and there is often pressure to convert these areas to multi-family residential over time. Opportunities for the Road Ahead As reinvestment in existing Neighborhood Mixed-Use Districts occurs over time, opportunities exist to improve pedestrian and bicycle connections to surrounding neighborhoods, expand the diversity of services and amenities offered, and even incorporate multi-family housing. New Neighborhood Mixed-Use Districts provide an opportunity to integrate a range of neighborhood-serving uses and amenities as part of the overall neighborhood. DRAFT 3.15.19 FORT COLLINS CITY PLAN 119 KEY CONSIDERATIONS Benefits » Opportunity to provide multi-family housing options expands housing access in areas where single- family detached homes tend to be the primary option » Improving pedestrian/bicycle access from surrounding neighborhoods and adding amenities will help improve access to services for residents and reduce the need for cross-town vehicle trips » Increasing the density/intensity of Neighborhood Mixed-Use Districts by incorporating multi-family housing will help support higher-frequency transit Potential Limitations/Trade-offs » Careful consideration of transitions in height and mass will be required to ensure increases in density/ intensity are compatible with existing single-family neighborhoods What will it take? » Evaluation of and potential updates to existing zoning to reinforce desired characteristics » Design standards to address transitions between districts and neighborhoods DRAFT 3.15.19 120 04 | STRUCTURE PLAN Modest Retrofit Where only targeted improvements are planned in an existing district, key considerations include the potential to: A. Incorporate additional neighborhood services by converting surface parking or repurposing outmoded stores; B. Upgrade to existing buildings to improve energy efficiency; C. Add gathering spaces such as outdoor dining and/or plaza areas; and D. Improve pedestrian and bicycle connectivity from adjacent neighborhoods. Moderate Revamping Where a moderate degree of change is planned in an existing district through targeted infill/redevelopment, key considerations (in addition to those noted above) include the potential to: A. Incorporate multi-family residential uses within the district and on vacant lots adjacent to the district; B. Integrate a vertical mix of uses, with residential integrated above retail/ commercial uses; C. Upgrade older format stores; and D. Create a more discernible grid of blocks within the district to encourage walking and biking. Significant Infill/Redevelopment Where substantial redevelopment of an existing district is planned, key considerations (in addition to those noted above) include the potential to: A. Provide a similar mix of uses at higher, more transit-supportive densities; B. Support higher-frequency transit; and C. Incorporate a vertical mix of retail/ commercial with office or residential above in key locations. How might Neighborhood Mixed-Use Districts evolve over time? A B C D A B A B C D C A A FORT COLLINS CITY PLAN 121 Clustering smaller retail uses near primary entrance activates the drive aisle. Incorporating multi-family residential along the edge of the district expands housing options near services while providing a transition to adjacent neighborhoods. Adding a broader mix of transit-supportive uses and distinctive urban design features along the main drive asile adds visual interest and creates inviting spaces for pedestrians. DRAFT 3.15.19 122 04 | STRUCTURE PLAN Neighborhood Mixed-Use | BUILT FORM C D E Parks and Public Spaces Integrate parks and other public gathering spaces, such as plazas, to serve district and neighborhood residents, as well as workers. D Connections to Adjacent Uses Provide pedestrian and bicycle access from surrounding neighborhoods and amenities using direct sidewalk and trail connections. C Building Design Design buildings to relate to the public realm through an emphasis on street- level design elements, variations in massing and form, and the use of complimentary materials. A Building Siting and Orientation Orient buildings towards streets, plazas, and parks to activate public spaces and minimize views of surface parking along primary street frontages. B DRAFT 3.15.19 FORT COLLINS CITY PLAN 123 F A B G Transitions to Neighborhoods Incorporate housing along shared edges to provide a more gradual transition in intensity. E Energy and resource conservation Integrate green building practices into the design of new buildings and retrofitting of existing buildings. F Density/Intensity Concentrate density/intensity along major corridors, particularly those served by or planned for high- frequency transit. G Reinvestment/Rehabilitation Encourage upgrades to older grocery stores to adapt to the community’s changing needs. H H D DRAFT 3.15.19 124 04 | STRUCTURE PLAN Neighborhood Mixed-Use | MIX OF USES Adjacent neighborhoods Neighborhood Mixed-Use districts are surrounded by neighborhoods, providing area residents with easy access to services and amenities. A Office Banks, medical offices, and other neighborhood-serving uses offer employment options for area residents. Townhomes/Multi-Unit Residential C Townhomes and multi-unit residential along the edge of the district expand housing options near services. B A B C E Townhome Multi-Unit Retail/Commercial Office Parks, Open Space, and Plazas Mix of uses DRAFT 3.15.19 FORT COLLINS CITY PLAN 125 Mixed-Use Buildings Ground floor retail with residential or office above contributes to the vibrancy of the district. F Retail/Commercial Neighborhood Mixed-Use Centers are typically grocery-anchored; in some locations, existing stores may require upgrades/retrofitting to accommodate new tenants or uses as retail dynamics change over time. D Parks Community parks serve the district and adjacent neighborhoods. E D F DRAFT 3.15.19 126 04 | STRUCTURE PLAN Neighborhood Mixed-Use | MOBILITY Local Streets Local streets provide direct connections to adjacent neighborhoods. B Mobility Hub Multimodal mobility hub connects bike, bus, and other services, such as on- demand/microtransit service. A H A B C E D Trails Wide bicycle/pedestrian trail connects district to citywide and regional facilities. C LEGEND Collector Road Local Road Regional Trail Protected Bike Lane Arterial Surface Parking Lot Bike/Transit Corridor DRAFT 3.15.19 FORT COLLINS CITY PLAN 127 Protected/Buffered Bike Lanes Protected or buffered bike lane provide low stress, connected bike facility. E Transit Service Local bus (30-min frequency), on- demand or microtransit service. D Pedestrian Zone Pedestrian-friendly access drive with amenity zone and wayfinding. F Pedestrian Crossings Enhanced pedestrian crossings along high volume, high speed streets. G Neighborhood Greenways Neighborhood greenway connects to citywide bike facilities. H F G DRAFT 3.15.19 128 04 | STRUCTURE PLAN SUBURBAN MIXED-USE Where We Are Today Most of the established Suburban Mixed-Use Districts in Fort Collins today are low-density, auto-oriented centers that are largely oriented around retail and commercial uses. Many of these centers are older and are being impacted by changes in the retail dynamic that have led to a reduction in brick and mortar stores and a greater reliance on online retailers. As a result, vacant buildings and large, underutilized surface parking lots are not uncommon. Opportunities for the Road Ahead Suburban Mixed-Use Districts help meet the needs of surrounding neighborhoods and populations beyond. Although largely auto-oriented today, the integration of higher-density residential and a broader mix of retail/ restaurants, office, and entertainment uses is encouraged to help reinvigorate underutilized centers, expand housing options where transit exists or is planned, and improve access to services and amenities in both existing and new districts. DRAFT 3.15.19 FORT COLLINS CITY PLAN 129 KEY CONSIDERATIONS Benefits » Adaptive reuse of vacant and underutilized/centers helps maximize available land and infrastructure » Repurposing existing centers can help expand housing options and services in underserved areas » Higher-density uses and pedestrian/bicycle enhancements help support existing/planned transit Potential Limitations/Trade-offs » Changes will be incremental; higher –density and/or vertical mixed-use development may not be viable in all Suburban Mixed-Use Districts » Transit frequency and type will be dictated by density/intensity and overall mix of uses; not all Suburban Mixed-Use Districts will have the same level of service What will it take? » Evaluation of and potential updates to existing zoning to reinforce desired characteristics » Design standards to address transitions between districts and neighborhoods DRAFT 3.15.19 130 04 | STRUCTURE PLAN Modest Retrofit Where a modest retrofit of an existing district is planned, key considerations include opportunities to: A. Repurpose vacant/underutilized big- box stores for new uses; B. Incorporate community gathering spaces, such as outdoor dining areas or small plazas; C. Upgrade landscaping and signage; and D. Improve pedestrian and bicycle connections to adjacent neighborhoods and employment districts. Moderate Revamping Where a moderate revamping of an existing district is planned, key considerations (in addition to those noted above) include the potential to: A. Activate spaces around existing buildings; B. Infill outer surface parking lots with multi-family residential and other supporting uses; and C. Integrate higher-frequency transit service. Significant Infill/Redevelopment Where substantial redevelopment of an existing district is planned, key considerations (in addition to those noted above) include the potential to: A. Incorporate a broader mix of uses at more transit-supportive densities; B. Shift from surface parking to structured parking in targeted locations; and C. Accommodate the jobs and households needed to support high-frequency transit or Bus Rapid Transit. How might Suburban Mixed-Use Districts evolve over time? A B C A B A B C D C D DRAFT 3.15.19 FORT COLLINS CITY PLAN 131 A commercial strip center with surface parking provides convenience to access retail, restaurants, and other services. Surface parking converted to mixed-use development along high-frequency bus/BRT line expands housing options and access to services. An enhanced public realm with plaza spaces and modern street furnishings creates an inviting place to walk, rest, or connect to other places by catching a bus. A mixed-use building with ground floor retail and residential above offers locals an urban experience in a suburban place. DRAFT 3.15.19 132 04 | STRUCTURE PLAN Suburban Mixed-Use | BUILT FORM B G Public Spaces Integrate plazas and vibrant public spaces throughout the district to serve district and neighborhood residents, as well as workers. C Building Design Design buildings to relate to the public realm and the surrounding context. This will be achieved through active street- level design, massing strategies, and the use of complimentary materials. A Building Siting and Orientation Orient buildings towards streets, plazas, and parks to activate public spaces and minimize views of surface parking along primary street frontages. B C Structured Parking Wrap parking decks with the uses they serve and activate at the ground level, where appropriate. E DRAFT 3.15.19 FORT COLLINS CITY PLAN 133 A C C D F H Energy and Resource Conservation Integrate solar panels and other green building technology, such as green or cool roofs, into new and existing buildings to support climate action goals. F Mixed-Use Buildings Concentrate density/intensity near transit facilities and at major intersections. G Big-Box Retrofit Encourage upgrades to and/or the adaptive reuse of older big-box stores to adapt to changing retail dynamics and community needs. H F DRAFT 3.15.19 134 04 | STRUCTURE PLAN Suburban Mixed-Use | MIX OF USES Adjacent Neighborhoods Suburban Mixed-Use districts typically abut Suburban or Mixed-Neighborhoods providing residents with access to services and amenities. A Structured Parking As densities increase, structured parking will become more prevalent. C Office Professional offices expand employment options in close proximity to housing and transit. B B E G Multi-Unit Retail/Commercial Office Parks, Open Space, and Plazas Mix of uses DRAFT 3.15.19 FORT COLLINS CITY PLAN 135 Mixed-Use Buildings Ground floor retail with office or residential above activates pedestrian frontages. E Retail/commercial The configuration and amount of retail/ commercial in each district will vary. D Public spaces Plazas and public spaces provide places for residents and workers to gather. F Trail System An interconnected trail system connects the district to the sounding neighborhoods and other destinations. G A C D F DRAFT 3.15.19 136 04 | STRUCTURE PLAN Suburban Mixed-Use | MOBILITY Local Streets Local streets provide access to and within adjacent neighborhoods. B Regional Trail Wide bicycle/pedestrian trail connects district to citywide and regional facilities. C Mobility Hub Multimodal mobility hub connects bike, bus, and other services, such as on- demand/microtransit service. A Transit Local Bus (30-min frequency), on- demand or microtransit D LEGEND Collector Road Local Road Regional Trail Protected Bike Lane Arterial Surface Parking Lot Bike/Transit Corridor A D F DRAFT 3.15.19 FORT COLLINS CITY PLAN 137 Protected/Buffered Bike Lanes Protected or Buffered Bike Lane to provide low stress, connected bike facility. E Pedestrian Zone Pedestrian-friendly main street with amenity zone and wayfinding. F Pedestrian Crossings Enhanced pedestrian crossings along high volume, high speed streets G B C E G DRAFT 3.15.19 138 04 | STRUCTURE PLAN URBAN MIXED-USE Where We Are Today Although the City has had supportive policies, regulations, and incentives in place for years, development adjacent to existing MAX stations and along other corridors planned for high-frequency transit service in many cases has not achieved transit-supportive densities or included the mix of activity generating uses desired in these locations. Where more transit-supportive projects have been built in recent years, the height, overall density, and relationship between these projects and the surrounding neighborhoods has been controversial. Opportunities for the Road Ahead Although Urban Mixed-Use Districts may appear similar in character to Suburban Mixed-Use Districts today, these districts offer the greatest potential for a diverse mix of uses at transit-supportive densities in the near- term. In order to realize the full potential of existing and future transit investments along key corridors, it will be essential that Urban Mixed-Use Districts are built out at their full potential. DRAFT 3.15.19 FORT COLLINS CITY PLAN 139 KEY CONSIDERATIONS Benefits » Leverage public investment in MAX line and support the expanded transit network that is desired by the community » Substantially expands housing options in areas with high-frequency transit; helps to offset underutilized retail/commercial spaces » Improve access to services for employees and residents in, or adjacent to, Urban Mixed-Use Districts Support the City’s efforts to reduce vehicle-miles traveled and support GHG reduction goals Potential Limitations/Trade-offs » Increases in density adjacent to existing neighborhoods may be controversial in some locations » Expansion of Bus Rapid Transit service (or similar high-frequency service) may not be viable unless/ until transit-supportive densities are achieved » What will it take? » Evaluation of and potential updates to existing zoning to reinforce desired characteristics » Retooling of existing incentives to prioritize Urban Mixed-Use Districts » Potential need to require higher densities and transit-supportive uses in key locations, rather than just encouraging/incentivizing them » Design standards to address transitions in density/intensity between districts and neighborhoods DRAFT 3.15.19 140 04 | STRUCTURE PLAN Modest Retrofit Where a modest retrofit of an existing Urban Mixed-Use District is planned (or an initial phase in a multi-phase project), key considerations include opportunities to transition one quadrant of the intersection or center to: A. Expand mix of uses to include multi-family residential, office, and other supporting services by infilling surface parking and replacing single-story retail/commercial; B. Concentrate new high-intensity mixed-use immediately adjacent to Bus Rapid Transit station(s); and C. Support the continued viability of existing retail/commercial in adjoining quadrants by increasing activity levels overall. Moderate Revamping Where a moderate revamping of an existing district is planned (or subsequent phases in a multi- phase project are completed), key considerations—in addition to those noted above— include the potential to: A. Transition frontages and existing low-intensity uses in other quadrants to high-density mixed-use to further diversify housing options and the overall mix of uses in the district; and B. Incorporate sustainable development practices (solar panels, green roofs, bioswales). Significant Infill/Redevelopment Where substantial redevelopment of an existing district is planned (or full buildout of a multi-phase project), key considerations—in addition to those noted above—include the potential to: A. Replace outmoded retail/ commercial center on final quadrant with high-intensity mixed-use development; B. Establish a more walkable pattern of blocks that enhances connections to Bus Rapid Transit station(s) and adjacent neighborhoods and employment districts; and C. Incorporate townhomes or smaller-scale multi-family housing where the district abuts adjacent neighborhood to provide a more gradual transition in density/ intensity. How might Urban Mixed-Use Districts evolve over time? A B FORT COLLINS CITY PLAN 141 A BRT station enhanced with landscaping, seating, and event space establishes a destination when activated with restaurants, retail, and other services. Adjacent to a BRT station mixed-use development rises three to five stories high supporting office, retail, and residential. Ground floor retail, widened sidewalks, and mid-block street crossings create a walkable, active place. DRAFT 3.15.19 142 04 | STRUCTURE PLAN Urban Mixed-Use | BUILT FORM A D G H Public Spaces Integrate plazas and vibrant public spaces throughout the district to serve district and neighborhood residents, as well as workers. D Building Design Design buildings to relate to the public realm and the surrounding context. This will be achieved through active street- level design, massing strategies, and the use of complimentary materials. A Building Organization Concentrate buildings along major street frontages and drive asiles as a way to define and enclose the public realm. C Building Orientation Orient buildings towards streets, plazas, and parks to activate public spaces and minimize views of surface parking along primary street frontages. B DRAFT 3.15.19 FORT COLLINS CITY PLAN 143 B C E F Structured Parking Wrap parking decks with the uses they serve and activate them at the ground level, where appropriate. E Energy and resource conservation Integrate solar panels and other green building technology, such as green or cool roofs, into new and existing buildings to support climate action goals. F Mixed-Use Buildings Concentrate density/intensity near transit facilities and at major intersections. G Consistent Streetscape Integrate street trees, public art, landscaping, pedestrian-scaled lighting, and other urban design elements to establish a distinct character. H DRAFT 3.15.19 144 04 | STRUCTURE PLAN Urban Mixed-Use | MIX OF USES A B D F Existing Single-Family Neighborhoods Urban Mixed-Use districts typically abut Suburban or Mixed-Neighborhoods providing residents with access to services and amenities. A Office Offices providing employment opportunities should be integrated into the district. B Multi-Unit Retail/Commercial Office Parks, Open Space, and Plazas Mix of uses DRAFT 3.15.19 FORT COLLINS CITY PLAN 145 C E Mixed Use Buildings A mix of uses withing buildings should occur, with retail on the ground floor and residential or office above. D Plazas New plazas should be construed as redevelopment occurs. E Transit Station The mix of uses and increased intensity should support the high-frequency transit station. F Parking Structures Parking structures are integrated into new development. C DRAFT 3.15.19 146 04 | STRUCTURE PLAN Urban Mixed-Use | MOBILITY Transit Station Bus Rapid Transit Station A Transit Corridor BRT with dedicated bus queue jump lanes & transit signal priority B LEGEND Collector Road Local Road Regional Trail Protected Bike Lane Arterial Surface Parking Lot Bike/Transit Corridor B A E DRAFT 3.15.19 FORT COLLINS CITY PLAN 147 Protected/Buffered Bike Lanes Protected or Buffered Bike Lane to provide low stress, connected bike facility. C Pedestrian Zone Pedestrian-friendly main street with amenity zone and wayfinding. D Pedestrian Crossings Enhanced pedestrian crossings along high volume, high speed streets E C D DRAFT 3.15.19 148 04 | STRUCTURE PLAN MIXED-EMPLOYMENT Where We Are Today Shifting preferences nationally are driving employers to make decisions on where to locate based on access to the quality of life amenities the younger workforce demands, such as shopping, services, and dining. As a result mixed-use and transit-accessible locations are becoming more attractive to employers and the workers they seek. As they exist today, many of the city’s existing Mixed-Use Employment Districts are more characteristic of a single use, auto-oriented model and are not served by high-frequency transit. Where supporting services and/or multi-family residential have been incorporated as part of Mixed-Use Employment Districts, uses have remained segregated. Opportunities for the Road Ahead Retrofitting dated, single use office parks and employment uses in Mixed-Employment Districts should be encouraged to help Fort Collins remain competitive in its ability to meet the needs of existing and future employers—particularly in areas where high-frequency transit exists or is planned (e.g., Harmony Corridor). Opportunities to integrate a more diverse mix of uses—such as multi-family housing, supporting services and amenities, and enhanced connections to surrounding neighborhoods and transit corridors will help transform these districts into more vibrant destinations, while also helping support other community priorities. DRAFT 3.15.19 FORT COLLINS CITY PLAN 149 KEY CONSIDERATIONS Benefits » Provides more opportunities for people to live and access daily services within walking/bicycling distance of where they work » Opportunity to reinvigorate older , suburban office parks that might otherwise be underutilized » Higher densities are more likely to support higher frequency transit service and additional neighborhood services in adjoining districts » Support the City’s efforts to reduce vehicle-miles traveled and support GHG reduction goals Potential Limitations/Trade-offs » Increases in density adjacent to existing neighborhoods may be controversial in some locations » Expansion of Bus Rapid Transit service (or similar high-frequency service) may not be viable unless/ until transit-supportive densities are achieved What will it take? » Evaluation of and potential updates to existing zoning to reinforce desired characteristics (e.g., integration of housing and services with employment uses) » Potential need to require higher densities and transit-supportive uses in key locations, rather than just encouraging/incentivizing them » Design standards to address transitions in density/intensity between districts and neighborhoods DRAFT 3.15.19 150 04 | STRUCTURE PLAN Modest Retrofit Where a modest retrofit of a an existing Mixed-Employment District is planned, key considerations include opportunities to: A. Incorporate supporting services, such as retail or restaurants on the edge of the district; and B. Enhance pedestrian and bicycle linkages to adjacent neighborhoods. Moderate Revamping Where a moderate revamping of an existing Mixed-Employment District is planned, key considerations (in addition to those noted above) include the potential to: A. Incorporate more intensive office uses (served by surface parking; B. Integrate supporting services and multi-family housing along the plaza and central green; and C. Integration of additional restaurants, retail and other supportive services. Significant Infill/Redevelopment Where substantial redevelopment of an existing Mixed-Employment District is planned, key considerations (in addition to those noted above) include the potential for a similar mix of uses at higher, more transit-supportive densities: A. High intensity uses are concentrated adjacent to Bus Rapid Transit station (on former surface parking lot); B. Parking structures are integrated into new development; and C. Additional mixed-use development extends along the transit corridor adjacent to the district. How might Mixed-Employment Districts evolve over time? A B A B A B C C DRAFT 3.15.19 FORT COLLINS CITY PLAN 151 An office park with 1-2 story buildings and surface parking accommodates shared green space and plazas. 3-5 story office with ground floor retail line major streets and are well-connected with plaza spaces, crosswalks, and sidewalks. A BRT station along a main road provides regional connections to and from the office park. Plazas, green spaces, and sidewalks create pedestrian-friendly environments outside the buildings. DRAFT 3.15.19 152 04 | STRUCTURE PLAN Mixed-Employment Districts | BUILT FORM A B D Structured Parking Wrap parking decks with the uses they serve and activate at the ground level, where appropriate. E Building Design Design buildings to relate to the public realm and the surrounding context. This will be achieved through active street- level design, massing strategies, and the use of complimentary materials. A Building Orientation Orient buildings towards streets, plazas, and parks. C Building Placement Locate buildings near the street or greenway system to create an inviting and active public realm. B High-Frequency Transit Concentrate higher-intensity uses adjacent to high-frequency transit stations. D F Energy Integrat building roofs, in support F DRAFT 3.15.19 FORT COLLINS CITY PLAN 153 E C y and Resource Conservation te solar panels and other green g technology, such as green or cool nto new and existing buildings to t climate action goals. DRAFT 3.15.19 154 04 | STRUCTURE PLAN Mixed-Employment Districts | MIX OF USES A B F G Existing Office Park Existing office parks remain in some locations. A Multi-Unit Residential Multi-unit housing adjacent to district is readily accessible to employees. C Multi-Unit Retail/Commercial Office Parks, Open Space, and Plazas Mix of uses Retail/Commercial Retail, restaurants, and other services, such as day-care, serve employees and residents. B DRAFT 3.15.19 FORT COLLINS CITY PLAN 155 C D E Mixed-Use Buildings Ground floor retail with office or residential above activates pedestrian frontages. E Public spaces Plazas and public spaces provide places for residents and workers to gather. F Transit Station High-frequency transit station should be centrally located within the district. G Parking Structures Parking structures are integrated into new development. D DRAFT 3.15.19 156 04 | STRUCTURE PLAN Mixed-Employment Districts | MOBILITY Regional Trail Wide bicycle/pedestrian trail connects district to citywide and regional facilities. A Transit Corridor BRT with dedicated bus queue jump lanes & transit signal priority C Protected Bike Lanes Protected or buffered bike lane to provide low stress, connected bike facility. B LEGEND Collector Road Local Road Regional Trail Protected Bike Lane Arterial Surface Parking Lot Bike/Transit Corridor C E D DRAFT 3.15.19 FORT COLLINS CITY PLAN 157 Mobility Hub Multimodal mobility hub connects bike, bus, and other services, such as on- demand/microtransit service. D Pedestrian Zone Pedestrian-friendly area with amenity zone and wayfinding. E Pedestrian Crossings Enhanced pedestrian crossings along high volume, high speed streets F A B F DRAFT 3.15.19 158 05 | TRANSPORTATION MASTER PLAN TRANSPORTATION MASTER PLAN 05 The Transportation Master Plan (TMP) establishes a vision for mobility in Fort Collins, achieved through a safe and reliable multimodal transportation network for all City residents, visitors, and employees. Fort Collins recognizes the importance of an integrated and balanced transportation network that supports access and mobility for all people. Current travel patterns where a majority of travelers drive alone is unsustainable. This pattern results in congested roads, poor air quality, high energy use, climate change impacts, and high costs to expand and maintain streets. The TMP seeks to upend this existing travel pattern by creating a better balance among modes to reduce driving alone. To achieve this outcome, this plan outlines a bold vision to improve the accessibility, mobility, reliability, and safety of the transportation system for all modes. DRAFT 3.15.19 FORT COLLINS CITY PLAN 159 159 “In 20 years, I hope Fort Collins will have been bold enough to have gone outside the box of car-centric living. We should start now- planning other ways of gathering and getting around besides the automobile. ” - Community Member DRAFT 3.15.19 160 05 | TRANSPORTATION MASTER PLAN A Framework For Future Transportation Transportation Vision Statement The Fort Collins transportation system will move people and goods safely and efficiently, while being accessible, reliable, and convenient. DRAFT 3.15.19 FORT COLLINS CITY PLAN 161 Introduction The previous Transportation Master Plan provided Fort Collins an effective roadmap towards a multimodal future. However, transportation has quickly evolved in the intervening years. New shared mobility modes, the adoption of Towards Vision Zero, and the Climate Action Plan represent just a few transportation developments changing mobility in Fort Collins. This update highlights the progress Fort Collins has made towards advancing a well-connected multimodal transportation network. This update also recognizes that shifting social, technological, demographic, and climate trends demand continued refinement in managing transportation. Fort Collins remains committed to maintaining community access through safe, multimodal transportation, while expanding to include equity, sustainability, and new technologies as additional core components of the planning process. Recommendations and direction from the 2019 Transit Master Plan are reflected in this update as well as guidance from the 2014 Bicycle Plan. In addition, the Transportation Master Plan incorporates elements from the North Front Range Metropolitan Planning Organization (NFRMPO) 2040 Regional Transportation Plan (RTP) that impact Fort Collins. The Plan development process was a collaborative effort among City staff from several departments, key stakeholders, and members of the public. Community input for the Transportation Master Plan was gathered as part of the community outreach process for the City Plan through several community workshops, in person and online surveys, and numerous other events. Ten core Principles were developed to encapsulate, guide, and develop policies to ensure the transportation system is in line with the City’s broader vision and goals: Transportation plans, management, and investments support and are impacted by land use plans and decisions. Build and maintain high-quality infrastructure supporting all modes of travel. Lead transportation innovation by exploring and utilizing emerging and transformative systems and technologies. Pursue regional transportation solutions. Transit is a safe, affordable, and convenient travel option for people of all ages and abilities. Bicycling is a safe and convenient travel option supported by a comfortable and connected network of facilities. Walking is a safe, easy, and convenient travel option supported by a connected network of sidewalks, paths, and trails. Manage the transportation system to ensure reliable traffic and transit flow through travel demand management and transportation system optimization. Transportation systems support a healthy and equitable community. Support and enhance safety for all modes. The Transportation Master Plan’s implementation strategies will allow Fort Collins to achieve a vision where the transportation system moves people and goods safely and efficiently. The system will also be accessible to everyone with reliable, convenient, innovative, and intuitive travel choices, that support the city’s growing economy through sustainable infrastructure, programs, and services. 1 2 3 4 5 6 7 8 9 10 DRAFT 3.15.19 162 05 | TRANSPORTATION MASTER PLAN The Transportation Master Plan is organized into six sections focused on core components of a sustainable transportation network. Each section is guided by its own vision statement and underlying plan principle(s), to Fort Collins towards realizing the overall transportation vision. These sections provide an overview of the existing transportation network conditions as they relate to the section theme as well as where Fort Collins can enhance its programs and investments to achieve better outcomes. In addition, the Plan provides both an overview of new trends and best practices, and a roadmap for how Fort Collins can leverage new approaches to transportation in each respective category. PLAN ORGANIZATION 1. TRANSPORTATION INFRASTRUCTURE 2. MOBILITY & TRAVEL CHOICES 3. HEALTH & EQUITY 4. INNOVATION 5. SAFETY 6. SUSTAINABILITY & RESILIENCY Planning a physical transportation network that supports multimodal travel. In-depth consideration of the role each transportation mode plays in shaping the Fort Collins mobility network. Ensuring the transportation network plays a key role in advancing social outcomes. Understanding emerging technologies and how new trends are influencing travel. The full plan vision cannot be achieved without an effort to eliminate serious injuries and fatalities on Fort Collins roadways. Shifting transportation away from creating harmful environmental impacts towards being a resource for improving environmental outcomes. DRAFT 3.15.19 FORT COLLINS CITY PLAN 163 [This page left intentionally blank ] DRAFT 3.15.19 164 05 | TRANSPORTATION MASTER PLAN INFRASTRUCTURE VISION STATEMENT Fort Collins’ transportation infrastructure will facilitate the safe and efficient movement of people, goods, and services regardless of mode. The infrastructure will be improved in concert with land use development while being respectful of community values and the environment. SUPPORTING PRINCIPLES PRINCIPLE T1 Transportation plans, management, and investments support and are impacted by land use plans and decisions. PRINCIPLE T2 Build and maintain high-quality infrastructure supporting all modes of travel. PRINCIPLE T5 Transit is a safe, affordable, and convenient travel option for people of all ages and abilities. Introduction This section outlines priorities for future investments in Fort Collins’ transportation infrastructure. Strategic infrastructure investment provides residents and visitors with safe, comfortable, and intuitive, choices for multiple modes, that balances cost, time, environmental outcomes, and health benefits. The core of this system is the “layered network.” The layered network creates a cohesive and connected set of transportation connections for all modes to destinations in Fort Collins. Where We Are Today The number of Vehicle Miles Traveled (VMT) in Fort Collins increases every year. With continued population growth the amount of total VMT is predicted to further increase, despite miles driven per person decreasing. This means more vehicles on already busy roads. In most parts of Fort Collins roads are already as wide as planned, as such there is limited space to accommodate more traffic. The existing infrastructure needs to be managed effectively and efficiently to keep the high level of mobility Fort Collins residents and visitors expect. Opportunities for the Road Ahead Although the citywide VMT is projected to increase because of population and employment growth, the per capita daily VMT is projected to decrease by 6%, which aligns with the City’s objective of reducing auto-dependency and increasing other mode shares. Establishing reliable and comfortable alternatives for traveling without a vehicle and promoting alternatives to driving alone to reduce VMT are essential components of the Transportation Master Plan. TRANSPORTATION INFRASTRUCTURE DRAFT 3.15.19 FORT COLLINS CITY PLAN 165 The Layered Network The Transportation Master Plan was developed using a layered network framework, which focuses on how the City’s transportation network can function, as a system, to meet the needs of all users. The layered network concept is a recommended practice of the Institute of Transportation Engineers, that emphasis safety for all modes of travel, while supporting key City principles and policies. “LAYERED NETWORKS PRIORITIZES ROADWAYS FOR DIFFERENT MODES OF TRAVEL WHICH HELPS INFORM DIFFICULT INVESTMENT CHOICES .” Introduction to the Layered Network Concept Fort Collins is committed to planning and building complete streets, however it is often a challenge for every roadway to meet the demands and needs of all modes. The layered network concept envisions streets as systems; each street type is designed to create a high-quality experience for intended users. A layered network approach allows for certain streets to emphasize specific modes or user types, while discouraging incompatible uses. For example, a downtown street may be planned to provide a pleasant experience for shoppers on foot, recreational bicyclists, and people wishing to park on-street, while discouraging use by ‘cut-through’ traffic and regional trucking. Fundamentally, the layered network is influenced by the land uses outlined in the Structure Plan. Increased land use density results in more trip-making activity and therefore demands more space-efficient forms of travel like bicycling, walking and transit. In lower-density areas of the city, maintaining vehicle accessibility is important, while still providing key bicycle connections and pedestrian access on all streets. The following sections of this chapter describe the individual modal network ‘layers’ that have been developed for transit, walking, biking, and vehicles. Collectively when all the layers are combined, the result is a complete, connected, and multimodal system that is in integrated with the underlying land use patterns. The following sections provide an overview of each layer and full layer maps can be found in the Mobility & Travel Choices portion of the Plan. Source: Institute of Transportation Engineers, 2011 DRAFT 3.15.19 166 Fort Collins City Plan Transit Network Layer The Transit Master Plan identifies specific corridors in the City where transit service will operate in the future. The transit network layer is planned to provide a balance between coverage (serving many areas of the City) and productivity (providing high-frequency service along high-ridership corridors). This will be achieved by expanding bus rapid transit (BRT) and high-frequency service to corridors with transit supportive land uses, including dense urban and mixed-use nodes and major activity and employment centers. Future fixed-route bus service is categorized into four typologies: BRT, high-frequency, local, and regional. The Transit Master Plan identifies a list of capital and operational improvements to facilitate the expansion of fixed-route service. For example, on future BRT and high-frequency routes, projects to speed up buses through traffic signal improvements (transit signal priority) and queue jump lanes are identified, as well as upgrades to passenger waiting areas. To facilitate transit coverage as the City grows, new ‘mobility innovation zones’ have been identified where new types of transit services that include autonomous shuttles or partnerships with on- demand ride-hailing services will be deployed to more efficiently connect the lower-density areas of Fort Collins to the fixed route backbone. What Happened to Enhanced Travel Corridors (ETCs)? The 2011 TMP prioritized transportation investment corridors through a designation of ETCs: corridors uniquely designed to incorporate a mix of automobile, transit, bicycle, and pedestrian investments which could include different prioritization of modes within these corridors. With the introduction of The Layered Network Concept in this Plan, the ETC concept is replaced with the identification of priority transit, bicycle, pedestrian, and automobile corridors. The most visible transformation of ETCs in this Transportation Master Plan update are the BRT and high-frequency transit corridors. These corridors are based on the expected land use intensification identified in the Structure Plan. Pedestrian Network Layer Everyone is a pedestrian at some point during their trip. Therefore, every street in the City should contain a sidewalk and curb ramps that are Americans with Disabilities Act (ADA) accessible. Certain areas in the City with higher pedestrian volumes are recommended to prioritize the pedestrian experience, aligned with the adjacent land uses. This includes wider sidewalks in Downtown and more frequent crossings near Colorado State University. Unlike the layered network for bicyclists, transit, and vehicles, the priority locations for pedestrians are not limited to certain corridors but rather a priority Introduction 167 speeds and volumes, or angled parking, it is not as appropriate or feasible to provide a low-stress bicycle facility. However, determining a parallel facility that can provide bicyclists with a connected, low-stress network and access to key destinations is important. In a way, the low-stress bicycle network is similar to the arterials devoted to vehicle travel. Not every street is required (or appropriate) to be an arterial, but they are spaced at a reasonable interval to ensure good vehicle access. The Transportation Master Plan references the 2014 Bicycle Plan to identify corridors prioritized for bicyclists through the identification of a designated bicycle facility. All designated bicycle facilities in the layered network will be low-stress according to the Level of Traffic Stress methodology featured in the 2014 Bicycle Plan. Vehicle/Truck Network Layer and Master Street Plan Establishing reliable and comfortable alternatives for traveling without a vehicle and promoting alternatives to driving alone are essential components of this Plan. However vehicles will continue to be one of the primary ways people travel in Fort Collins. Additionally, it is important to recognize the importance of providing efficient and reliable vehicle mobility for businesses, including deliveries. The City’s major street network (Figure 5-1) defines the primary vehicle and truck layer which is also compatible with the transit, pedestrian, and bicycle network layers. This major roadway network helps guide transportation investments and serves as the overarching framework for transportation. The major street network is defined by the Master Street Plan (MSP), which informs the development of the Capital Improvement Program. The MSP helps identify projects the City should undertake to support future travel needs and is updated to reflect demand, new infrastructure, and planning. The Master Street Plan will be updated as an early action item after adoption of the TMP. Updates will reflect future travel needs identified by the regional travel model, input from stakeholder and public comment, and adoption of the Layered Network Concept. DRAFT 3.15.19 168 05 | TRANSPORTATION MASTER PLAN COLLEGE AVE LEMAY AVE TIMBERLINE RD SHIELD ST TAFT HILL RD TRILBY RD HARMONY RD EAST COUNTY ROAD 32 MULBERRY ST PROSPECT RD DRAKE RD HORSETOOTH RD ¦¨§25 Figure 5-1: Major Street Network LEGEND Collector (2 Lanes) Arterial (2 Lanes) Arterial (4 Lanes) Major Arterial (6 Lanes) Interstate DRAFT 3.15.19 FORT COLLINS CITY PLAN 169 Multimodal Transportation Level of Service (MMLOS) MULTI MODAL TRANSPORTATION LEVEL OF SERVICE IS A TOOL TO IDENTIFY WHAT TYPES OF FACILITIES SHOULD BE INCLUDED IN EACH LAYER OF THE TRANSPORTATION SYSTEM AND HOW TO IMPLEMENT THOSE FACILITIES. Background and Purpose Fort Collins was one of the first cities to adopt Multi Modal Level of Service (MMLOS) standards to evaluate how well (or not) projects serve pedestrians, bicyclists, transit riders, and vehicles. Consistent use and implementation of MMLOS practices helped to achieve multimodal goals and objectives, meet community needs, and provides transparency for developers and the public. To continue to create projects and developments that have high levels of service for all modes, the existing MMLOS standards are in need of updating. As the standards exist currently, some projects and developments fail to meet existing standards due to constraints and lack of flexibility. Additionally current standards do not reflect best practices being used in capital improvement projects. Another key objective in updating these standards is to streamline the development review process, providing clarity for both developers and City staff. Under the existing system, the MMLOS standards are helpful in identifying gaps in the transportation system, but they are difficult to apply and do not result in the consistent implementation of multimodal infrastructure improvements by developers. Recommended Updates Fort Collins intends to move away from MMLOS “standards” to a “guideline” based system to inform City planning efforts, capital projects and the development review process. Guidelines define an outcome or design that is desirable but allows deviations for exceptional circumstances. Moving from a standard to a guideline allows City staff to more easily implement improvements in areas with limited right-of-way or where other constraints limit the type of facility that can be built. MMLOS updates are also expected to modify the Development Review process and change how City capital projects incorporate multimodal considerations. Additionally, there is a recommendation to enhance the current transportation dashboard to track and share Fort Collins’ progress on MMLOS. More comprehensive details on the initial recommended approach can be found in Appendix E3. MMLOS and Development Review As part of an update to the standards and guidelines, it is recommended that the City streamline the 170 05 | TRANSPORTATION MASTER PLAN the project impact text and strengthening language around Transportation Demand Management (TDM) mitigation. Capital Improvement Plan A Capital Improvement Plan (CIP) is a list of multimodal transportation system improvements needed to achieve the TMP vision. Typically, the CIP is updated in conjunction with the Transportation Master Plan update to ensure planned projects continually match the transportation vision Fort Collins sets for the community. CIP projects include categories such as: » Advanced Traffic Management System » Bicycle » Bridge » Intersections » Parking » Pedestrian » Railroad » Roadway » Trails » Transit » Grade Separated Crossings » Pedestrian Program » Bus Stop Improvements The 2012 CIP identified $309.4 million in short-term (2013-2018) project costs and approximately $1.3 billion in long-term (through 2035) projects costs. In the short-term, transit projects make up the largest capital project category with one-third of projected short-term costs. For long-term projects, roadway projects account for the largest percentage of costs. Moving forward, the CIP will be updated every two years to reflect projects that are based on the layered networks identified previously in this plan. CIP updates will also revisit project prioritization by considering land use changes, sustainability goals, evolving community values, and equity. Modal Plan Update Schedule To fully embrace the layered networks identified in the Transportation Master Plan, the modal plans should be periodically updated to reflect changing land use patterns. The 2014 Bicycle Plan should be updated in 2020 or 2021 to reflect refinements to the bicycle facility type and projects that have been implemented since the adoption of the 2014 Plan. The 2011 Pedestrian Plan should also be updated in 2020 0r 2021. This should include updates to the Pedestrian Priority Areas, changes to design standards based on best practices and changes in land use, and updates to the crossing guidelines in accordance with national best practices. The 2019 Transit Master Plan should be updated in 2024 to reflect land use changes and revise any BRT or high-frequency routes if the land use development pattern does not reflect what is currently envisioned in the Structure Plan. The Bicycle and Pedestrian plans may be combined into an Active Transportation Plan. This would FORT COLLINS CITY PLAN 171 DRAFT 3.15.19 172 05 | TRANSPORTATION MASTER PLAN MOBILITY & TRAVEL CHOICES MOBILITY VISION STATEMENT Fort Collins will offer multi-modal access and choices that are seamlessly interconnected and create a transportation system that is safe, efficient, and reliable. SUPPORTING PRINCIPLES PRINCIPLE T4 Pursue regional transportation solutions. PRINCIPLE T6 Bicycling is a safe and convenient travel option supported by a comfortable and connected network of facilities. PRINCIPLE T7 Walking is a safe, easy, and convenient travel option supported by a connected network of sidewalks, paths, and trails. PRINCIPLE T8 Manage the transportation system to ensure reliable traffic and transit flow through travel demand management and transportation system optimization. Where We Are Today Fort Collins is one of the few communities in the country that has experienced substantial transit ridership growth over the past five years. Additionally, Fort Collins mode share for bicycling is among the highest in the nation. Despite these successes the number of people driving alone continues to make up 73% of commute trips and 60% of all trips. Opportunities for the Road Ahead The City can continue building on efforts to expand transit, improve bicycle infrastructure, and increase pedestrian connectivity. Leveraging the layered network to improve each travel mode will generate opportunities for travelers to choose from a variety of modes for each trip. Additionally, technology will make it increasingly easy for residents and visitors to choose travel options for all modes, combine trips (e.g., take a ride-hailing service to transit), and view the cost, health, and environmental consequences of each modal choice. Introduction A city with good mobility requires a multi-modal approach that supports an interconnected transportation system. As Fort Collins nears build- out, there are fewer opportunities to widen streets to add vehicle capacity, as such the street space must be more efficiently used in the future. To ensure the high level of mobility the community demands, there will be a need to shift trips from driving alone to more space efficient modes like transit, bicycling and walking. It is with this desire for a more modally- balanced system that this Plan update focuses on the development of a layered network. FORT COLLINS CITY PLAN 173 Transit Transit will play an increasingly important role in moving people around the city over the coming years. As the city gets denser, transit provides an efficient way to move large numbers of people in a small amount of space. A fully loaded MAX bus can easily carry 80-100 people, removing a comparable number of cars from the most crowded areas of the city. Transit ridership in Fort Collins nearly doubled between 2013 and 2017 due in large part to the opening of the MAX in 2014, the City’s first BRT line, as well as more frequent and efficient routing near the Colorado State University (CSU)campus. The Transit Master Plan sets Fort Collins on a path to continue growing transit ridership and make significant transit system improvements by 2040 through a continued shift from a more coverage- based transit service model to one that is more focused on higher productivity (i.e., more riders per bus) (Figure 5-2). This will be achieved through a phased process that includes the following major transit service revisions: » BRT and high-frequency service will be expanded along several key corridors where future land use and density are expected to support transit. » Local routes will be realigned to provide more direct, reliable service, with higher frequencies and better opportunity to connect into the BRT and high-frequency network. » Lower density areas of the City will be served by ‘Mobility Innovation Zones’ that will capitalize on new mobility technologies. Service in these zones may be provided by on-demand, microtransit, or other emerging technologies that allow for more flexible routing and may be provided through partnerships with the private sector. » Mobility Innovation Zones will be connected into the BRT and high-frequency network at strategically spaced mobility hubs that will serve as multimodal transfer points between transit, bicycles, cars, scooters, shuttles, on-demand, and other mobility services. DRAFT 3.15.19 174 05 | TRANSPORTATION MASTER PLAN COLLEGE AVE LEMAY AVE TIMBERLINE RD SHIELD ST TAFT HILL RD TRILBY RD HARMONY RD EAST COUNTY ROAD 32 MULBERRY ST PROSPECT RD DRAKE RD HORSETOOTH RD ¦¨§25 Figure 5-2: Transit Vision Network LEGEND Regional Service Bus Rapid Transit High Frequency Service (15 min all day) Frequent Peak Service (15 min peak/30 min min off peak) Local Service (30 min all day) Mobility Innovation Zone DRAFT 3.15.19 FORT COLLINS CITY PLAN 175 Regional Transit Service In partnership with nearby communities Fort Collins will provide new service or support funding and planning for expanded regional transit outside Fort Collins. This will include continuing to enhance the FLEX route to Loveland, Longmont, and Boulder, as well as potentially adding new service to Windsor/ Greeley, Laporte, and Wellington. In collaboration with the Colorado Department of Transportation (CDOT), Fort Collins will support continued growth of Bustang service to Denver and provide seamless transfer opportunities from the Transfort system to Bustang. Also, Fort Collins is prepared to support CDOT on potential future commuter rail service to Denver. Additional Transit Supportive Elements As part of restructuring the transit service to provide more BRT and high-frequency routes, the City will implement several additional supportive elements: » Fleet. Achieving the 2040 vision for transit will require about a doubling of 2017 revenue service hours. The fleet will need to grow accordingly including the addition of new high-capacity buses for the new BRT routes. Advances in technology will present the opportunity for the City to convert its fleet to electric vehicles in the near-term and potentially autonomous vehicles in the long-term, providing for long-term cost savings and environmental benefits. » Technology. The Transit Master Plan provides guidance on integrating the system with emerging technologies. In addition to electric- and autonomous-vehicle fleet conversion, the City will work toward making transfers between regional services more seamless, integrating trip planning and fare payment across regional transit providers and other modes into a centralized mobility-as-a-service (MaaS) platform. » Capital improvements. To implement the Transit Master Plan, several major capital improvements will be needed, notably an expansion of the existing transit maintenance base, an expanded or new Downtown Transit Center, and new mobility hubs (which are similar to transit centers, but will include additional infrastructure to support shared mobility devices - cars, bikes, scooters - and space for on-demand and microtransit connections). Capital investments to support the new BRT and high-frequency routes will also be required. Major capital improvements to technology and information sharing will be required to improve the transit rider’s experience and integrate with the other digitally-connected mobility options that will continue to grow in the future. » Access to transit. Access to transit is a cornerstone of this Transportation Master Plan, and the Transit Master Plan integrates the 176 05 | TRANSPORTATION MASTER PLAN Flexible Approach to Implementation The Transit Master Plan will be implemented in phases over-time and provides for flexibility. The pace of implementation and flexibility of the Plan will depend in large part on three major factors and how these three factors play out over the next 20 years. These include: » Land Use. Land use will be the primary driver in determining when and where new services are added. High-frequency and BRT service will be added to corridors as infill and new development occur on those corridors. In addition, where BRT and high-frequency service occur may deviate from the Plan if dense, mixed-use development occurs in different parts of the City than anticipated. In this way transit service will be added and upgraded along various corridors in order to respond to actual, as opposed to forecasted, land use. Figure 5-3 illustrates how the City will plan and provide transit on various corridors based on adjacent land use and associated transit demand. » Funding. Implementation of the Transit Master Plan will require a doubling of revenue service hours as well as capital investments in: fleet, maintenance facilities, bus stops, and speed and reliability improvements along key corridors. When and how much additional funding will become available in the future will dictate the speed and extent to which improvements can be made. The Transit Master Plan provides a comprehensive overview of potential funding options and strategic opportunities to grow transit over time. » Technology. New transportation technologies introduced in the last several years (including ride-hailing services, car/bike-share, and electric scooters) have had a significant impact on mobility and travel behavior particularly in urban areas. Advances in future technology could have significant influences on transit demand, mobility options and the cost of providing different transit services. How and when various elements of the Plan are implemented will depend in part on future technologies and how quickly they take hold. Land Use Type Example Downtowns & High Density Corridors >45 >25 30-45 15-25 15-30 10-15 5-10 <10 <5 10-15 Urban Mixed-Use Neighborhood & Surburban Mixed-Use FORT COLLINS CITY PLAN 177 Bicycling Bicycling provides residents and visitors of Fort Collins a fast and spontaneous mode of travel. With a bicycle friendly climate, and a strong City commitment to improved bicycle infrastructure, bicycling will continue to play a major role in future travel in Fort Collins. The 2014 Bicycle Master Plan and Recent Implementation The Fort Collins 2014 Bicycle Master Plan, as referenced in Appendix E5, serves as the current guide to support the bicycling culture and infrastructure in the community. The Plan sets forward-thinking short and long-term goals, which address the creation of a connected and low- stress network, safety for all modes, increased bicycle ridership, a strong bicycle community, equitable access, increased comfort for all ages and abilities, and the creation of a physically active and environmentally healthy community. Low-stress (or high comfort) bicycle facilities are those where a bicyclist shares the street with low-volume, low-speed automobile traffic, is adjacent to such traffic in a bike lane of adequate width or is completely separated from traffic in a protected bike lane. Comfortable crossings of major streets are also necessary to complete a low-stress network. A connected network of low-stress bicycle facilities has been shown to attract those who are interested in bicycling but concerned about their safety. The 2014 Fort Collins Bicycle Master Plan includes policy, program, and bicycle network recommendations to achieve a community where people of all ages and abilities can safely and comfortably travel by bike to where they want to go. Many of the Bike Plan recommendations have been implemented, for example: » Established an automated bike share program » Expanded the city’s Bicycle Ambassador and Safe Routes to Schools Programs » Completed a bicycle and pedestrian safety town (Walk and Wheel Skills Hub) » Launched Fort Collins’ Open Streets initiative (car-free events) » Expanded the city’s bicycle-related evaluation efforts, including installing automated bike counters » Developed a Bicycle Wayfinding Master Plan and installed wayfinding signage along the Phase 1 routes » Developed a Bicycle Friendly Driver Program and certified over 4,000 people » Joined National Association of City Transportation Officials (NACTO) » Updated the Larimer County Urban Area Street Standards to include bicycle infrastructure design recommendations DRAFT 3.15.19 178 05 | TRANSPORTATION MASTER PLAN Infrastructure The 2014 Bicycle Master Plan recommends a 2020 Network and a Full Build Network (Figure 5-4). The 2020 Network focuses on facilities that can be implemented quickly – primarily neighborhood greenways on low volume residential streets - while providing a comprehensive network that gives all residents access to low-stress facilities. The Full Build Network requires significant investment by the City with potential impact on other modes, with a focus of protected bike lanes on busy streets. This network is proposed to be built out on an ongoing basis over the next 25 to 50 years. This network identifies the recommended facility type and a framework for facility locations that are to be implemented according to the Plan’s design guidelines. In addition to on-street bicycle facilities, the Plan recommends wayfinding and signage improvements, enhanced crossings of major streets, and grade separated crossings at key locations. The goal underlying this network is to serve the person who would like to bike, but is concerned about a safe and comfortable place to ride. In order to attract these riders (which make up about 50 percent of the population)2, the plan calls for a low-stress facility at least every ½ mile, as defined by Level of Traffic Stress methodology (which is a component of MMLOS, described earlier). Recommendations about the future low-stress network were made to achieve the goal of “network equity,” that is to provide all neighborhoods with access to low-stress bicycle routes. 2 Jennifer Dill and Nathan McNeil, “Revisiting the Four Types of Cyclists: Findings from a National Survey,” Transportation Research Record: Journal of the Transportation Research Board, 2587: 90- 99, 2016. DRAFT 3.15.19 FORT COLLINS CITY PLAN 179 COLLEGE AVE LEMAY AVE TIMBERLINE RD SHIELD ST TAFT HILL RD TRILBY RD HARMONY RD EAST COUNTY ROAD 32 MULBERRY ST PROSPECT RD DRAKE RD HORSETOOTH RD ¦¨§25 Figure 5-4: Full Build Bicycle Network LEGEND Buffered Bicycle Lane Bicycle Lane Neighborhood Greenway Protected Bicycle Lane Existing Bicycle Trail DRAFT 3.15.19 180 05 | TRANSPORTATION MASTER PLAN The City has made significant progress toward completion of the recommended 2020 low-stress bicycle network plan. Arterial crossing improvements have been completed at 21 locations, 19 miles of buffered bike lanes have been installed, and the two protected bike lane pilot projects on Laurel and Mulberry Streets have been completed. A map of existing facilities is shown in Figure 5-5. The City has a goal of implementing one protected bike lane a year for the next five years under this pilot program. The pilot program includes a comprehensive evaluation component in order to apply lessons learned from a range of contexts and approaches to the implementation of future facilities. This Plan makes recommendations for future updates to the Bicycle Full Build Network during the next update of the Bicycle Plan (which is recommended for 2020). These infrastructure updates should consolidate designated bicycle facilities in order to reduce redundancy in the low-stress network and lower the cost, and thus increase the feasibility, of implementation. The updated network should focus on neighborhood greenways and protected bike lanes. This shift will provide a more cost- effective option with a reduced impact on parking and adjacent land uses, while still implementing a connected, low-stress bike network. The updated network should distribute protected bike lanes across the City and ensure a comprehensive network of neighborhood greenways between the grid of protected bike lanes. These updates should incorporate lessons learned from the Protected Bike Lane Pilot Program, including effective cross- sections and contexts for implementation. To move toward the vision in the bicycle network layer, it is recommended that the City continue efforts toward completing the 2020 low-stress network plan and the Full Build Network Plan. Other priority Bike Plan recommendations to move forward with include: » Developing a neighborhood greenway program in connection with the low-stress bike routes » Continuing the protected bike lane pilot program with new project locations » Developing best practice policies for bikeway maintenance The 2014 Bike Plan was planned to be updated on a 5-year schedule. While the plan is still actively being implemented, the city should consider an update in the next couple years to refine and prioritize its low- stress and protected bike lane network plan. Mulberry Protected Bike Lanes DRAFT 3.15.19 FORT COLLINS CITY PLAN 181 COLLEGE AVE LEMAY AVE TIMBERLINE RD SHIELD ST TAFT HILL RD TRILBY RD HARMONY RD EAST COUNTY ROAD 32 MULBERRY ST PROSPECT RD DRAKE RD HORSETOOTH RD ¦¨§25 Figure 5-5: Existing Bicycle Network LEGEND Bike Lane Bike Route Shared Route Shared-use Trail Minor Shared-use Trail Unpaved Trail DRAFT 3.15.19 182 05 | TRANSPORTATION MASTER PLAN Walking Nearly everyone in Fort Collins is a pedestrian at some part of the day, even if it is just a short walk from a building to a car. Walking is the most basic (and inexpensive) form of travel available to most people including those using mobility devices. Thus, walking is an important pillar of the layered network and represents an important component of accommodating future travel needs in an increasingly dense and diverse city. The 2011 Pedestrian Plan The Fort Collins 2011 Pedestrian Plan identifies and prioritizes pedestrian gaps in the city including sidewalks, crossings, and Americans with Disabilities Act (ADA) accessibility. As is the case with many communities, the key challenges related with the sidewalk network come from missing sections of sidewalk, inadequate street crossings, areas with no ADA accessibility, and dense areas with narrow or otherwise inadequate sidewalks. The Pedestrian Master Plan identified problems and respective solutions to make walking safe, convenient, comfortable, efficient, and easy for all ages and abilities. Safe Routes to School (SRTS) Safe Routes to School is a nationwide effort to get more children biking and walking to school for their health, academic achievement and the environment. The City of Fort Collins SRTS program is dedicated to getting at least 50 percent of local K–12 students biking or walking to school on a regular basis by focusing on education, encouragement, engineering, enforcement and equity. The City SRTS program is a model program for implementing change and influencing travel behavior, and is key to reducing vehicle trips in Fort Collins. The SRTS program should serve as a foundation for continued efforts around encouraging more trips be made by bicycling, walking, transit or shared. Crossing Policy The 2011 Pedestrian Plan defines a crossing policy that will continue to guide the City of Fort Collins in making decisions about where crosswalks may be marked, where crosswalks with special treatments (such as flashing beacons and other special features) should be employed, and where crosswalks will not be marked due to safety concerns resulting from volume, speed, or sight distance issues. Using findings from national best practice research, this section provides guidance about the type of treatments, if any, that are appropriate on various streets and under various conditions. Preferred and enhanced options are provided for signalized locations, stop-controlled locations, and uncontrolled locations. This crossing policy serves as the guide for ensuring that there are frequent crossings to create a connected, low-stress pedestrian network. Implementation and Funding The 2011 Pedestrian Plan recommends the FORT COLLINS CITY PLAN 183 the NFRMPO and CDOT, and a property tax mill levy. Overall, these funding strategies continue to be relevant toward implementing the pedestrian network layer. Sidewalk Prioritization Model The Sidewalk Prioritization Model, last updated in March 2018, was developed to provide a data driven and logical methodology for the prioritization of specific pedestrian facilities in need of rehabilitation. This model allows for a prioritization process that acknowledges limited funding and provides a structure from which to prioritize projects with the highest return on investment. This model includes an inventory of all sidewalks and curb ramps, including whether or not they meet ADA requirements. Each segment is given a score based on three inputs-- location (proximity to key destinations), health and equity (demographics and health characteristics of nearby populations) and safety (adjacent street, bikeway and sidewalk characteristics). The most recent prioritization scores are shown in the map in Figure 5-6, serving as a flexible guide as other projects are completed or as key missing sidewalk gaps are identified. These scores and the base map should be updated on an annual basis. Based on the current proposed funding level identified as part of the Sidewalk program, the sidewalk network will be built to full ADA compliance over the next 30 years. Sidewalk Program Cost from 2018 City of Fort Collins Sidewalk Priortization Model DRAFT 3.15.19 184 05 | TRANSPORTATION MASTER PLAN COLLEGE AVE LEMAY AVE TIMBERLINE RD SHIELD ST TAFT HILL RD TRILBY RD HARMONY RD EAST COUNTY ROAD 32 MULBERRY ST PROSPECT RD DRAKE RD HORSETOOTH RD ¦¨§25 Figure 5-6: Sidewalk Prioritization LEGEND Low Priority Medium Priority High Priority DRAFT 3.15.19 FORT COLLINS CITY PLAN 185 Removal of Pedestrian Priority Areas The 2011 Pedestrian Plan identified Pedestrian Priority Areas (PPAs), which identify locations of high pedestrian use around the City that are held to a higher pedestrian LOS than other areas that are not PPAs. With a shift toward MMLOS being aligned with facility design standards, Pedestrian Priority Areas are not a necessary distinction. Instead, priorities for pedestrians are assessed through the Sidewalk Prioritization Model, that identifies high priority segments based on access to key destinations, demographics of nearby residents, and safety considerations. Walk Friendly Communities Walk Friendly Communities, a national recognition program operated by the University of Northern Colorado (UNC) Highway Research Center and supported by the Pedestrian and Bicycle Information Center, awards communities that are working to improve a wide range of conditions related to walking, including safety, mobility, access, and comfort. Fort Collins was designated as a silver- level Walk Friendly Community in April 2018, an advancement from the community’s previous bronze award. The silver award acknowledges Fort Collins’ strong planning, engineering, education and encouragement that focuses on pedestrians. Strengths noted by the Walk Friendly Community program include a Pedestrian Plan with ambitious mode split targets and project prioritization, planning for 20-minute accessibility, bus stop design guide, community-driven approaches to planning, sidewalk maintenance, Open Streets events, and pedestrian accommodations at signals. Fort Collins should strive for a gold-level designation, guided by feedback provided in the Walk Friendly Communities Community Report Card. Areas to focus on include: » Expanding the bicycle wayfinding system with walking routes and distances to make the program more relevant to pedestrians as well » Launching a pedestrian safety outreach campaign that is tailored to specific audiences and behaviors » Identifying and improving pedestrian crossings of arterials » Conducting targeted yielding and speed enforcement operations; use a data-driven approach and crash analyses to inform the best locations to conduct these targeted efforts, including school crossing guard placement » Performing regular evaluations of safety improvements by performing an evaluation before and after a pedestrian project is implemented DRAFT 3.15.19 186 05 | TRANSPORTATION MASTER PLAN Traffic Flow While this Transportation Master Plan identifies a goal of reducing the number of vehicle trips per person in the future, the City recognizes that there are many trips that are best accomplished in a car. Additionally many businesses require reliable vehicle options for patrons, employees and deliveries. Therefore, the goal of this Transportation Master Plan is to ensure that the system is functional for drivers (and for future autonomous and connected vehicles). Reasonable traffic flow depends on managing the transportation system rather than expanding the roads. Local Congestion Management The efficiency of the vehicular system in the city is a key component to supporting reduced emissions for the climate action plan and creating reliable travel options. Among other impacts, congestion can result in driver frustration, reduced air quality from excessive vehicle emissions, and safety concerns from increased crash risks. To help mitigate these impacts the city has an advanced traffic management system that includes fiber optic connections to most of the roughly 200 signals, and hundreds of CCTV and detection cameras which allow staff to actively manage traffic flow from the Operations Center. There are a number of existing and proposed strategies to congestion management: » Signal timing efficiency: Citywide and localized re-timing efforts, including the implementation of the first two adaptive signal corridors, support greater refinement of varying travel patterns. » Addressing bottlenecks: Improving high-priority intersections from the Arterial Intersection Prioritization Study (AIPS) and addressing parts of the roadway network that consistently present issues, like right turn lanes, can significantly reduce high congestion areas. » Implementing plans to minimize work zone and incident impacts. » Shifting vehicle trips onto Transfort service, bicycles, or the pedestrian network. » Supporting the Travel Demand Management programs described later in this section. Regional Efforts Regional travel with daily commuting patterns into and out of Fort Collins plays an important role in mobility for residents and visitor. In addition to local efforts, there are significant regional initiatives on to help reduce congestion. The North Front Range Metropolitan Planning Organization (NFRMPO), the regional planning entity for Northern Colorado, has a set of congestion reduction goals, including: 1. Improve efficiency by reducing congestion without widening roadways but instead deploying cost-effective traffic management, travel demand, and technology solutions. 2. Increase mobility by making modes other than driving alone more available. 3. Improve safety by reducing crashes for all modes, FORT COLLINS CITY PLAN 187 Fort Collins can continue leading the region in managing traffic congestion, attaining Congestion Management Process targets, and measuring/managing corridor travel times by making travel by modes other than driving alone a viable option for trips where a car is not required. The City can enable the shift to more sustainable travel modes by implementing the layered network and facilitating the development of Mobility as a Service (MaaS) programs. MaaS is a relatively new concept in which a person can use a web-enabled trip planner (via a smartphone, computer, or call-in) to select from a suite of travel options for a given trip. MaaS helps to break the cycle of travelers defaulting to an auto trip by better showing the monetary costs, health benefits, and environmental consequences of different travel choices. Reshaping Streets Reshaping a street refers to the reduction of the number of general travel lanes to achieve system multimodal improvements. This ‘roadway right-sizing’ may reallocate space from vehicles to dedicated transit right of way, a bicycle facility, on street parking, and/or an enhanced pedestrian realm. Making capacity changes should be evaluated for impact and combined with community support before moving forward as a recommendation. The City has completed numerous reshaping projects and has shown that this is an important tool to implement the layered network and ensure a multimodal system. Source: FHWA Safety USDOT Before After DRAFT 3.15.19 188 05 | TRANSPORTATION MASTER PLAN Transportation Demand Management Transportation Demand Management (TDM) is a set of strategies that strongly support the layered network concept by encouraging people to shift from the most congested time and/or mode of transportation to less-congested options. At its core, TDM is a way to increase the efficiency of the transportation system since it allows more people to move within the same amount of physical space. In addition to reducing automobile trips, TDM supports other community and environmental goals like increasing physical activity, reducing air pollution, and reducing the amount of energy expended on transportation. TDM strategies often require some trade-offs between personal travel freedom and greater network efficiency or utilization. On the other hand, TDM strategies also help to expose the externalities (the impacts that an individual imposes on others) of automobile use, which helps for people to make lower-impact transportation decisions. DRAFT 3.15.19 FORT COLLINS CITY PLAN 189 1. LOCATION-BASED STRATEGIES 4. TRANSIT 2. SITE ENHANCEMENTS 5. MARKETING 3. PARKING PRICING Targeting dense areas with transit services with incentives like discounted transit passes, carsharing memberships, or vanpool programs can help people find alternatives to driving to work since there are robust alternatives once they are there. As Transfort continues to invest in more frequent service on key corridors, transit becomes a more viable alternative to driving. Transit usage can be boosted through employer-subsidized transit passes, paid parking, parking cash-out, or transit passes that are bundled with rent. Providing better walking facilities, bike paths, and transit stops will make those options more appealing in areas with less-robust infrastructure. Because traditional planning emphasized driving, public knowledge about driving is often stronger than on other modes. Successful TDM programs promote transit, walking, biking and other emerging modes by showing travelers how to reach their destinations using those modes. Ensuring that drivers pay market rates for parking can change people’s default behavior and make other modes more cost-effective. Alternatively, parking cash-out can be an effective strategy for areas with more abundant parking by offering people a cash incentive to not drive and park. Communities that have implemented strong TDM plans have documented a reduction in VMT. Different strategies yield different results; charging for parking and parking cash-out has reduced VMT up to 12.5% in some communities, while implementing mandatory commute-trip reductions (which typically includes a mix of strategies such as parking pricing, subsidized transit passes, vanpool incentives, and marketing) has led to a 20% decline in VMT. Successful TDM plans require public and private sectors collaboration to ensure alternatives to driving exist 190 05 | TRANSPORTATION MASTER PLAN Existing Programs and Education Campaigns The NFRMPO has been promoting TDM in Fort Collins since 1996 when the SmartTrips™ program debuted. SmartTrips™ was a family of TDM initiatives geared towards reducing the number of single occupancy vehicle trips in the NFRMPO region 10% by the year 2015. Current TDM programs include VanGo™ vanpooling, ride-matching through an online portal, and promoting more bicycle travel. Fort Collins actively promotes TDM through the following existing programs : » The City of Fort Collins administers FCTrip, a web application that informs travelers of traffic and weather conditions, road construction updates that may impact travel, and visual feeds of major intersections. » ClimateWise, a City administered program, provides assistance to local businesses on lowering greenhouse gas emissions. Businesses that achieve lower emissions through changes in employee commute choices earn community recognition for their efforts. » For eight years, the Fort Collins Bike Library provided low-cost bicycle rentals to Fort Collins residents. » After forming a partnership with Zagster, the Bike Library became the Pace Fort Collins bike share program. The transition occurred in order to better facilitate a focus on providing bicycles to community members for general transportation use and not just for recreation. » FC Bikes is an organization that promotes cycling in Fort Collins by sponsoring awareness events like Bike to Work Day striving to grow participation each year. » The local Safe Routes to School program encourages Fort Collins students to access school by walking and bicycling instead of driving in with their parents, which helps lower VMT. CSU has also implemented TDM programs in order to limit the transportation impacts of its nearly 40,000 students, faculty, and staff. CSU seeks to limit the number of people driving to campus by providing easy access to bicycles and bike parking, free parking for vanpool vehicles, free transit passes for all students, faculty, and staff. This program has been very successful in reducing vehicle trips and boosting transit ridership over the last five years. For TDM to be most effective, it is important to work closely with developers on the design and implementation of strategies. The City should consider providing funding and resources for the development of a mandatory TDM Program for developers, employers, and large multifamily property managers. Ongoing monitoring is also a key element in the success of a TDM plan. Depending upon the goals of the specific project or citywide goal of focus, a set of FORT COLLINS CITY PLAN 191 Regional Transportation Multimodal travel options are important not just within Fort Collins, but also into and out of the City. Fort Collins’ location, job centers, destinations, and high quality of life mean that its residents, visitors, and employees are frequently traveling to and from neighboring communities such as Loveland, Denver, and Greeley. More than one third of commute trips are to cities south and southeast of Fort Collins, underscoring the importance of multimodal connections to the surrounding communities. Connections to Denver Transit Transfort operates the FLEX regional bus serving stops between Fort Collins, Loveland, Berthoud, Longmont, and Boulder during peak hours. FLEX is collaboratively funded through regional partnerships and serves approximately 200,000 riders annually. FLEX also offers transfers to the Regional Transportation District (RTD) bus system in Longmont and Boulder. As Fort Collins grows, Transfort is looking for opportunities to increase the productivity and ridership of the FLEX route. Fort Collins will continue to collaborate with the cities along the FLEX route to refine and optimize service. Rail Currently, intercity transit service between Denver and Fort Collins is provided by CDOT’s Bustang service. While Bustang is a popular and viable connection between Denver and Fort Collins, traffic congestion on the I-25 corridor continues to grow. The 2011 North I-25 Environmental Impact Statement (EIS) identified three potential rail projects to connect Denver to cities in the North Front Range. One project is a $1.35 billion (estimated) commuter rail line between Fort Collins and Colorado Boulevard, with a connection to RTD’s light rail line at 162nd Avenue, once the North Line is complete. In 2017, a Senate Bill was passed in the state of Colorado to perform a feasibility study to implement passenger rail from Fort Collins south to Loveland, Longmont, Boulder, Denver, and onto Pueblo or Trinidad. This potential rail line would be contracted with Amtrak and use existing rail infrastructure. An initial feasibility study considered the technical, financial, and economic factors. Conclusions from this study, in addition to the work of designated committees, determined that high speed rail along the I-25 corridor is feasible, but further engineering studies should be conducted. Interstate-25 Widening CDOT is adding an Express Lane in both directions on I-25. This project began in late 2018 and is expected to be complete in Spring 2021. The widening, when complete, will run from Johnstown to Fort Collins. In addition to serving passenger vehicles, the new lanes will help increase bus speeds and reliability and will offer new bicycle and pedestrian connectivity under I-25 192 05 | TRANSPORTATION MASTER PLAN CDOT Bustang CDOT operates daily Bustang service (the North Line) between Denver and Fort Collins, with stops at Loveland-Greeley Park & Ride in Loveland, and the Harmony Road and Downtown Transit Centers in Fort Collins. Bustang service began in July 2015. Due to high demand, additional Saturday and Sunday service was added to the route. Bustang has proven to be a resounding success with monthly ridership increasing from about 3,000 riders per month in 2015 to 8,000 riders per month in 2018.3 The high ridership growth rate suggests healthy demand for transit service between Fort Collins and Denver and supports additional intercity transit studies by CDOT. Connection to Greeley The NFRMPO, as a part of the 2045 Regional Transit Element (RTE) recommended the region carry out a study to connect Fort Collins, Greeley, and Windsor with transit service. They called this route the Poudre Express. The 2045 RTE, adopted in November 2018, lists supporting the funding and development of the Poudre Express route as an action plan item. The 2045 RTE sets 2021 as the target year for starting service. Transfort is currently working with Greely- Evans Transit (GET) on a funding agreement that would provide this connection. Regional Trails Connections There are several existing trails that connect Fort Collins to other nearby regional destinations, serving as valuable facilities for transportation and recreation. These trail connections serve to extend Fort Collins’ layered network well beyond the city limit and provide regional benefits. The Spring Creek Trail traverses Fort Collins from east to west, providing connections between Fossil Creek Trail and the Mason Trail. The Mason Trail starts at the CSU campus and connects to the commercial portion of Fort Collins. The Fossil Creek Trail forms a connection between the southern end of the Mason Trail and the southeastern edge of the city. Since the 2011 TMP, additional regional bicycle and pedestrian connections have been implemented. This includes the completion of the Front Range Trail West segment in 2017 that connects destinations in Larimer County including Fort Collins and Loveland as well as an additional trail segment opened connecting the Cathy Fromme Prairie Natural Area in Fort Collins with the Loveland Recreation Trail in August 2018. The North Front Range MPO Active Transportation Plan (2011) identifies twelve proposed regional trail connections that provide extensions to existing trails through Fort Collins as shown in Figure 5-7. Future trail extensions will extend multimodal transportation options into the northeast, which is currently underserved, as well as to the south to Loveland. The Poudre Trail provides a twelve-mile shared use path that connects Bellvue and the CSU FORT COLLINS CITY PLAN 193 Figure 5-7: NFRMPO Non-Motorized Corridors DRAFT 3.15.19 194 05 | TRANSPORTATION MASTER PLAN HEALTH & EQUITY VISION STATEMENT The transportation system in Fort Collins will foster a community that is healthy, environmentally sustainable, and which promotes social equity through an inclusive transportation planning process that seeks to empower vulnerable communities and the equitable implementation of multimodal transportation enhancements. SUPPORTING PRINCIPLE PRINCIPLE T9 Transportation systems support a healthy and equitable community. Where We Are Today Promoting community health and equity is a core value for the City, as seen in targeted efforts like the Climate Action Plan, the Neighborhood Traffic Mitigation Program, and the work of the Fort Collins Social Sustainability Department. The transportation system plays a major role in the health of Fort Collins’ residents and visitors since it influences activity levels and air pollution emissions. Opportunities for the Road Ahead Efforts to reduce greenhouse gas emissions, especially from transportation sources, must be accelerated to meet the City’s Climate Action Plan goals. Improving multimodal transportation options and connectivity, particularly in lower income neighborhoods and areas with poor access, will improve environmental outcomes while better connecting all residents to the City’s economic, recreational, and social resources. A transportation system with more active travel will also improve the health outcomes of people through greater physical activity. Introduction The quality and performance of the transportation system can be measured in many ways: roadway capacity, travel times, or transit ridership; but assessing network impact on quality of life is an equally important consideration. Transportation investments should not be made with simple goals for just improving person throughput. Instead, planning efforts unlock opportunities to help people access healthier travel modes, create cleaner air, and diminish the negative impacts current transportation infrastructure has on community life. In addition to HEALTH & EQUITY DRAFT 3.15.19 FORT COLLINS CITY PLAN 195 outlining strategies for improving public health outcomes through transportation, the Transportation Master Plan has a particular focus on planning with the community instead of for the community. Transportation provides access, which in turn can empower vulnerable populations. Planning in collaboration with all Fort Collins residents will ensure the resulting layered network represents a transportation system that fosters a healthy and equitable city. Health Impacts Lack of Access Lack of access to transportation options disproportionately affects people with disabilities. Without access to public transit and/or Dial-a-Ride, many people with disabilities have no way to get to work, church, school, shopping, friends, etc. Additionally a missing sidewalk gap could result in someone with disabilities traveling much further than necessary to reach a destination that is physically very close. The City should focus on breaking these access barriers by ensuring sidewalk gaps in the pedestrian network are filled and prioritizing the implementation of bicycle facilities in areas with poor connectivity. The layered network approach to placing appropriate travel facilities to match the community context will ensure connectivity for all modes is improved. 20% BELOW 2005 LEVELS BY 2020 80% BELOW 2005 LEVELS BY 2030 ACHIEVING CARBON NEUTRALITY BY 2050 Air Quality Vehicle emissions have a direct negative impact on air quality. Low air quality can result in respiratory illnesses, particularly among vulnerable populations like children and older adults. Air pollutant and GHG emissions are closely related, as reductions in greenhouse gases also result in air pollutants such as ozone causing emissions and particulate matter. Through the Climate Action Plan (CAP), Fort Collins is committed to reducing greenhouse gas emissions: Fort Collins uses a Transportation Air Quality Impacts Guidance manual to consistently evaluate, analyze, and document the benefits and tradeoffs of transportation investments as they relate to air quality. This Guidance Manual was developed to clarify and standardize the process for analyzing air quality impacts of City-initiated transportation planning and construction projects, and to incorporate emissions reductions into the planning process. Using the manual, Fort Collins can continue to: » Differentiate air quality impacts of various alternatives » Determine better and more consistent information to support triple bottom line decision-making » Optimize projects from an air quality perspective and to mitigate air pollution increases from certain projects » Meet requirements for air quality analysis associated with City requests to the Federal Transit Administration (FTA) for funding » Be more competitive on City grant applications when seeking funding from sources like the Congestion Management and Air Quality Improvement Program Relative to the region, Fort Collins is making active strides in achieving better air quality but continued efforts to reduce emissions from transportation sources are needed to substantially improve air quality, and subsequently reduce rates of chronic obstructive pulmonary disease and asthma. DRAFT 3.15.19 196 05 | TRANSPORTATION MASTER PLAN Congestion Vehicle emissions are the primary contributor to PM2.5 levels in the air. A Harvard School of Public Health study found that increased levels of PM2.5 contributed to 4,000 premature deaths in 83 U.S. cities in 2000 alone.4 In addition, congestion carries high monetary costs through loss of work time and excess fuel consumption. Perceptions of congestion vary significantly. The ability to easily and reliably move around town is often a significant concern for residents. Congestion also impacts emissions and economic health. There are two basic types of congestion. » Travel time – this is the experience of motorists » Delay – travel time in excess of ‘free flow’ travel time. This is calculated by multiplying the individual travel time by the traffic volume which equals the total delay of the roadway segment. This measure correlates with fuel consumption, vehicle emissions, and greenhouse gases. It is important to acknowledge, recognize and work towards addressing both types of congestion. Historically traffic volumes in Fort Collins have increased, but at a slower rate than population growth. Impacts of congestion include: » Driver Frustration – as reflected in the annual citizen survey » Vehicle Emissions – single most impactful element of Transportation related impact on CAP goals » Quality of Life – including neighborhood cut- through traffic if we can’t keep people moving on the arterials » Economic – the travel time reliability has specific impact on economic health and business es » Safety – increased crash risk with congestion Measuring Congestion The City utilizes a bluetooth data system located along all major arterials in the city that collects constant, anonymous travel time data. It is used to provide accurate, comprehensive metrics for congestion, can be used for real time management, and historical evaluation. The system can be used to develop average travel time by corridor, or total delay by corridor (to reflect both types of congestions discussed above). Noise and Rail Quiet Zones The connection between noise and human health is not an extensively studied field. However, recent studies suggest transportation noise can negatively impact health by modestly elevating the risk of hypertension and cardiovascular disease.5 The more prevalent impact of noise is an increase in annoyance, which can cause stress reactions. In addition, transportation noise exposure can lead to loss of sleep, which in turn can lead to negative health outcomes and have harmful consequences for cognitive development in children, including diminished memory and reading comprehension FORT COLLINS CITY PLAN 197 Federal Railroad Administration’s (FRA) Train Horn Rule, which details requirements railroad operators must follow to alert motorists and pedestrians at railroad crossings that a train is approaching. In order to establish a quiet zone, each crossing in the zone must have a quadrant gate system or gates with raised medians. The City completed a Quiet Zone Study that took place in two phases. Phase 1 of the Quiet Zone Study was conducted in 2011 with the support of the Downtown Development Authority. The study identified the necessary improvements to meet federal railroad quiet zone regulations in the Downtown area. Phase 2 of the Quiet Zone Study was completed in 2013 and includes the Burlington Northern Santa Fe (BNSF) crossings from south of Laurel Street to Trilby Road. Fort Collins also submitted a request to the FRA in 2015 for a waiver to the train horn rule for freight crossings near the CSU campus. The waiver included a set of possible improvements the City would make to the proposed zone that would ensure safety in the absence of a train horn. FRA denied the waiver, but instead established a working group for Fort Collins representatives to work with the Federal Highway Administration and the Federal Transit Administration to determine strategies for addressing the quality of life problems train horns pose for Fort Collins residents. Fort Collins should continue to explore opportunities to work with the FRA and other stakeholders to create a healthy community that mitigates the impacts of freight noise as much as possible. Lack of Exercise Active transportation fulfills the dual purpose of connecting people with their community via non-driving modes while also increasing physical activity, which leads to positive health outcomes for individuals and the broader community. The 2011 City Plan envisions health and wellness as key aspects of a sustainable community. Transportation has proven central to helping more Fort Collins residents achieve an active lifestyle through biking and walking. Bicycling is a core component of active transportation in Fort Collins, which was designated as a platinum-level bicycle friendly community by the League of American Bicyclists and ranked as the one of the best cities for riding by People for Bikes. Organizations like FC Bikes promote active living through initiatives like Bike to Work Days and bicycle safety education programs. The local Safe Routes to School program also promotes active transportation among Fort Collins youth who live close to their school. Fort Collins promotes active transportation through both programming and policies promoting development and maintenance of walking and biking facilities in part to also promote community wellness.7 Fort Collins City Government is a previous 198 05 | TRANSPORTATION MASTER PLAN Equity in Transportation The Planning Process The location of transportation investments impacts not only the recipients of investments but also the communities that do not receive new infrastructure or service. Communities that witness lower levels of public investment have historically also reported worse air quality, lower access to community resources, and less inclusion in the planning process. The impacts of marginalization are compounding, so it is important to bring in all members of the community early on the process. Recognizing the role of transportation in advancing social outcomes, equity must be a core consideration when deciding where to make investments in transportation assets and what form those investments should take. A 2014 Social Sustainability Gaps Analysis identified the need for more transportation options as a common theme when evaluating the needs of vulnerable populations in Fort Collins. Lack of weekday evening and Sunday transit service was cited as a common barrier to community access. Transfort has since addressed the problem, demonstrating the need for engaging a wide range of stakeholders. Additionally, while driving alone is the predominant mode in Fort Collins, nearly 2% of households in the City do not own a vehicle. Having both a substantial portion of the population living under the poverty line, as well as inequality in wages, signals that Fort Collins must focus on transportation as a key resource for accessing employment, education, and other resources for economic mobility. The TMP presents an opportunity to address inequity by incorporating under resourced communities into the planning process, starting with the visioning and prioritization as a part of this Plan. Fort Collins has demonstrated a commitment to advancing social equity and the TMP outlines the role transportation planning plays in promoting equal access to opportunity in the City. The introduction to City Plan outlines the thorough public outreach process used to develop this Plan. The recommendation and prioritization of transportation investments identified in this Plan considers geographic and social equity. Unequal access to transportation infrastructure can also translate to inequity in access to educational, professional, and social opportunities. Communities that are underserved by transit, sidewalk infrastructure, or safe biking facilities have reduced access to employment centers and other tools for economic mobility. Low income residents may not have access to a private vehicle and rely heavily on reliable transit, biking, and walking services and infrastructure. Inequity can also manifest itself in infrastructure quality. Lower income neighborhoods may have sidewalks, but if those sidewalks are narrow, uneven, FORT COLLINS CITY PLAN 199 Efforts to improve access to transportation can run in parallel with planning efforts to improve environmental sustainability through transportation. For example, while planning for electric vehicles, the City can make concurrent plans to site charging stations in lower-income neighborhoods. To ensure new transportation investments can further equity outcomes, Fort Collins can develop an equity index that applies a scoring process that includes criteria such as median household income, average percentage of household income spent on housing, percent of the population that is non-ambulatory, percent of local population that is a minority, and local level of educational attainment. When determining where to prioritize investments, the scoring process can guide the City in making more equitable decisions that promote economic well-being within its communities. Neighborhood Night Out DRAFT 3.15.19 200 05 | TRANSPORTATION MASTER PLAN INNOVATION INNOVATION VISION STATEMENT Fort Collins will be proactive in welcoming new travel options that offer the opportunity of traveling more efficiently while reducing negative environmental, infrastructure, and social impacts of travel. SUPPORTING PRINCIPLE PRINCIPLE T3 Lead transportation innovation by exploring and utilizing emerging and transformative systems and technologies. Where We Are Today New technologies are emerging daily that are fundamentally changing the way people think about moving around the community. Some of the emerging technologies can have positive impacts in contributing to meeting Fort Collins’ vision and goals: vehicles that are far less likely to crash and injure others, shared mobility options, signal systems that adapt to changing traffic patterns, and transportation modes that are more affordable and accessible to people who can’t walk or drive themselves. At the same time, some of these technologies could threaten the quality of life in the City if not managed well, such as congestion from induced demand with driverless cars or drones making same-day deliveries. Opportunities for the Road Ahead At this pivotal point in transportation, Fort Collins will be proactive in welcoming new travel options that offer the opportunity of traveling more efficiently while reducing negative environmental, infrastructure, and social impacts of travel. At the same time, the City will be vigilant in establishing regulations and incentives to ensure that these new transportation technologies do not degrade the quality of life or erode the City’s vision for sustainable and equitable mobility. Fort Collins should use emerging modes to facilitate transit use by encouraging first/last mile solutions through means such as bike share and scooter parking at Mobility Hubs and right sizing transit through ride-hailing in Mobility Innovation Zones, as identified in the Transit Master Plan. DRAFT 3.15.19 FORT COLLINS CITY PLAN 201 Introduction The potential impact of evolving technologies on vehicle miles traveled and travel preferences is important to understand. In order to assess the impact such trends may have in Fort Collins, a workshop on the future of transportation was held with City staff in January 2017. Figure 5-8 shows the results of a polling exercise with workshop attendees on the direction of potential trends and their implication on VMT in 2040. More details on these projections and results are located in Appendix E7. Based on staff projections on trends, VMT will be about 9,600 VMT per capita, while the Climate Action Plan goal is 6,300 VMT per capita. A significant amount of the growth in VMT can be attributed to increased ride-hailing, increased deliveries of goods/services, and decreases in housing affordability (which pushes some people further from job centers and lengthens their commutes). Results of this Plan support the City’s priority to be more proactive in funding transit and regulating/encouraging more sustainable travel behavior in order to meet climate goals. Shared Mobility Shared mobility—the shared use of a vehicle, bicycle, or other low-speed travel mode—is an innovative transportation strategy that enables users to have short-term access to a mode of transportation on an as-needed basis. It will be important for Fort Collins to prioritize shared mobility through programs and infrastructure in order to optimize the transportation system in consideration of environmental sustainability and limited space and resources. Shared mobility also provides a broader set of transportation options for users that reduces reliance on the private automobile, therefore mitigating congestion and carbon emissions. Shared mobility is a key component of a future transportation innovation, MaaS, which is beginning to emerge in Europe, and which has the potential to fundamentally change how people pay for and access travel. MaaS is described in a later section of this chapter. Bike Share On April 1, 2016 the Fort Collins Bike Library evolved into Fort Collins Bike Share provided by Zagster, a private bike share operator. This Bike Share system is a collaboration of Zagster, the City of Fort Collins, and Bike Fort Collins along with the sponsorship of numerous local businesses. In June 2018 the Fort Collins Bike Share became Pace Fort Collins. Pace Fort Collins is a product of Zagster, and is a modern, dockless bike share system that allows riders to dock their bikes at any local bike rack to end a ride. The City-wide fleet has 250 bicycles with 42 dedicated docks. Each 30-minute ride costs $1, while a yearly membership costs $29 monthly. Since debuting two years ago, the program has provided over 22,000 rides. Pace bikes can be locked either to dedicated bike share racks or mid-trip at 202 05 | TRANSPORTATION MASTER PLAN Shared E-scooters Shard e-scooters are a system where scooters with electric motors are available for rental and short transportation trips. They are generally operated and maintained by private providers. They do not require memberships but have a small flat fee as well as a per-minute rate. This new shared-use mobility option has become popular around the country and is available in cities around the country and in Colorado, including Denver. Shared e-scooters are expected to launch in Fort Collins in mid 2019. In anticipation of the potential arrival of e-scooters, the City is updating local regulations. This includes e-scooter parking and inclusion of e-scooters in downtown dismount regulations. Additionally the City is preparing a Request for Proposal (RFP) to manage e-scooter activity by selecting a company (or companies) to operate in Fort Collins. This will allow the City to work with e-scooter companies on details of operations and to help mitigate potential issues. Early anecdotal data suggest that scooter share gets more usage than similar bike share systems. For some people, e-scooters are easier to ride and are less cumbersome to park than bikes. Cities that have planned for scooters by updating municipal codes to incorporate scooters and coordinated with scooter providers to negotiate the number of devices deployed onto city roadways have witnessed less disruption to their transportation networks than cities that had not prepared for the arrival of scooters. Fort Collins is also reviewing its vehicle and bicycle codes, in anticipation of changes at the State level, to make sure it is clear where and how people should ride scooters (shared or not). E-bikes In addition to electric scooters, the use of electric bikes is also on the rise, in the form of privately owned and shared e-bikes. Fort Collins current has regulations in place that prohibit riders from using e-bikes while the motor is engaged on city trails. Because of new state laws and the popularity of e-bikes, the City is currently proposing a one-year pilot to allow Class 1 and 2 e-bikes traveling 20 mph or lower on city paved trails. It is important to facilitate the safe use of e-bikes on Fort Collins streets and trails through policy, regulation, education and evaluation. E-bikes make biking accessible to many who otherwise would not feel comfortable biking while also expanding the range of how far some will bike to reach their destination. In a study at the University of Tennessee-Knoxville of their e-bike share system data revealed that “with few exceptions, riders of e-bike behave very similarly to riders of bicycles.” However, it is also important that the City educate users and collect and analyze data to protect the real and perceived safety of other trail users. DRAFT 3.15.19 FORT COLLINS CITY PLAN 203 Car Share Car sharing is a model for car rental that allows users to pay for access to vehicles for limited periods of time. Car sharing can come in many forms such as publicly or privately provided, gig economy based, and app-based. Rental periods for car share are typically in minute or hour-long increments, filling a temporary need for a vehicle and offering an alternative to the traditional car rental model, which requires a rental period of at least one day. In addition, car sharing systems tend to have vehicles dispersed throughout a service area, making the vehicles easier to access than traditional car rental companies. Access to a car share vehicle is also much quicker than a traditional rental - either walk up to a car and get in via an access card or smart phone or reserve a car with a few clicks on a web page or smartphone app. At the time of this Plan, there are three primary models for car sharing: » Point to Point - This model consists of a fleet of vehicles that can be dropped off at any location within a designated service area. Point to point systems are designed for users traveling in one direction, do not require advance registrations, and incentivize shorter trips by charging per minute of use. » Fixed Parking - The most well-known Fixed Parking car sharing company is Zipcar. The Fixed Parking model requires an advance registration and for the vehicle to be returned back to its origin point. Fixed Parking requires coordination with private landowners and municipalities as the vehicles require a permanent location in either a privately-owned lot or in the public right of way. In Fort Collins, Zipcar has several locations on and near the Colorado State University campus. » Peer to Peer - The newest entrant in car sharing, peer to peer services provide a platform for people to rent their private vehicles out during times they are not in use. Rentals can be by the hour or by the day. Turo is an example of a popular peer to peer provider that currently operates in Fort Collins. Fort Collins should continue to facilitate and support opportunities for car share. This may be in the form of public private partnerships, providing parking spaces or electric vehicle charging stations, or incentives and discounts as a part of Transportation Demand Management strategies. The City should formalize a permitting process that allows car share operator to apply for a dedicated parking space or vehicle area permit through a streamlined process. The permitting process will clearly define the requirements that all vendors must meet including required business licenses, insurance and operating permits. Unique permitting requirements should be identified for point to point and fixed parking models. Car sharing provides opportunities for people 204 05 | TRANSPORTATION MASTER PLAN Ride-hailing Ride-hailing, provided primarily by Transportation Network Companies (TNC), is a newer mobility service that has exploded in popularity over the last few years. At its most basic level, ride-hailing is simply the modern version of a taxi using a web- based platform that matches passengers with drivers in a simpler and more intuitive way. Drivers opt in to provide this service, and fees and wait time are determined based on supply and demand, as moderated by the platform owners. Uber and Lyft are currently the TNCs operating within Fort Collins and the surrounding region. Nationally, TNCs/ride-hailing represent the fastest growing transportation mode. Multiple studies have shown that people choose ride-hailing for many reasons, and as a result, ride-hailing has the potential to reduce the mode share for all modes, from walking, driving, biking, and transit. Recent data also show that ride-hailing has the potential to increase overall VMT because of mode shifts from walking, biking, and transit and because of the amount of deadhead travel (travel with no passengers) required to pick up new passengers. On the other hand, a key market for ride-hailing vehicles is transit hubs where they serve as a first and last mile connection to transit, where they have the potential to increase transit ridership by expanding access to stops and stations. Overall, ride-hailing presents some mixed opportunities for Fort Collins. Ride-hailing provides a niche in the travel market for many trips: late evenings when transit is less frequent, travel with bulky items, social travel, etc. Ride-hailing also can help to reduce the risk of impaired driving by providing an easy way home for people who shouldn’t be driving. On the other hand, excessive use of ride-hailing can lead to increased VMT, energy use/greenhouse gas emissions, traffic congestion, and crowded curb spaces and loading zones. Fort Collins should work with TNCs to ensure that ride-hailing is part of the mobility environment, but not at the expense of traffic congestion and negative environmental outcomes. Some potential strategies to balance the pros and cons of ride-hailing include: » Open data requirements - provide the city with more information to be able to more effectively regulate and create public private partnerships with TNCs; require that TNCs provide open access to real-time travel costs and travel times so that cost/travel time information for multiple modes can be aggregated into a single source. » Fees in highly congested areas and times - while the TNCs incorporate surge pricing to entice more drivers when demand is high, Fort Collins should consider congestion pricing ride-hailing vehicles when congestion threatens the reliability of transit operation. » Vehicle standards - requiring ride-hailing vehicles FORT COLLINS CITY PLAN 205 8 ITE, Curbside Management Practitioners Guide Curbside Management In addition to TNCs’ potential impact on congestion and roadways, this type of travel also increases the demand for curbspace through pick-ups and drop- offs. Without designated curbspace and enforcement of pick-up and drop-off zones, TNC vehicles often block travel lanes, conflict with bicyclists and pedestrians, double park, obstruct loading zones, or block bus stops when picking up or dropping off passengers. This can result in safety conflicts and operational inefficiencies for private autos, freight, and transit. In order to mitigate these impacts, the City should manage the curb. “Curbside Management seeks to inventory, optimize, allocate, and manage curbspace to maximize mobility and access for the wide variety of curb demands.”8 In the short-term (one to three years), Fort Collins will perform a curbside management study that examines how well locations accommodate moderate-to- high-volumes of passenger loading activity amidst other uses. As a part of this study, the City should collect, observe, and analyze video and traffic data, including activity data from Transportation Network Companies to quantify loading demand. These results will help better understand curbspace demand and the efficiency with which different users use the curb, evaluate interactions between roadway users, and understand other behaviors and trends at and around the curb. In the short and medium-term (three to five years), Fort Collins will implement strategies to improve curb productivity based on the results of this study. These include creating designated pick-up and drop- off zones, especially focused in Mobility Innovation Zones where ride-hailing is encouraged as a form of public transit. Mobility Hubs should all contain pick- up and drop-off zones to facilitate multimodal travel and first and last mile connections to high frequency transit. Three additional strategies that may be implemented include: Relocating curb space along a block Converting the amount of curbspace dedicated to various uses Implementing flexible curb space that applies technology and infrastructure to change the curb use as demand for that space fluctuates throughout the course of a day or week Electric Vehicles The City of Fort Collins has an Electric Vehicles Readiness Roadmap that was completed in October 2018 and serves as a strategic plan for supporting the increased use of plug-in electric vehicles (EV) in the City. The Roadmap establishes a vision and a set of goals, and clearly defined roles for City of Fort Collins Departments, the private sector, and the Fort Collins community. EVs are a cornerstone to the City’s climate action plan because a large proportion of future travel will still be carried out in smaller vehicles 206 05 | TRANSPORTATION MASTER PLAN Autonomous and Connected Vehicles Autonomous and Connected Vehicles (AV/CV), are two vehicle technologies that are rapidly evolving with the potential to impact travel patterns and trips choices in the future. AVs are capable of sensing the environment and moving through the street network with little or no human input. CVs are vehicles that communicate with other vehicles on the road as well as connected infrastructure to improve roadway use and safety. AVs may increase the demand for travel due to the decreased opportunity costs for travel and decrease the demand for parking. In addition, research on travel behaviors suggests that AVs may decrease transit usage except for high-frequency transit services that operate in a separate guideway (e.g., BRT or rail). Some travel related to AVs have potential good outcomes by providing elderly and youth populations more mobility options and expected improvements in traffic safety. Connected vehicles and connected infrastructure is currently in development and includes various levels of connectivity, including: » Vehicle to Infrastructure » Vehicle to Vehicle » Vehicle to Cloud » Vehicle to Pedestrian » Vehicle to Everything Figure 5-9: Fort Collins Electric Vehicle Readiness Roadmap DRAFT 3.15.19 FORT COLLINS CITY PLAN 207 There are a number of strategies to address potential impacts of AVs and CVs, including: » Curbside management (as discussed in the TNC section) - AVs could cause curbside congestion that impacts many other users and modes » Equity implications - AVs may be more accessible to people with high incomes and the added congestion could negatively impact lower income populations » Land use impacts and policies to restrict potential sprawl - when people don’t have to drive, they might be interested in living further away from work » Opportunities for transit hubs and first and last mile connections - AVs can serve as great connections to core transit services; Denver is about to get its first autonomous shuttle to connect a light rail station to an employment area » Transit implications - autonomous buses could improve the safety and reliability of the transit system and reduce operating costs » Support of Complete Streets principles and ”Moving Towards Zero Deaths” goals - AVs should not compete for space devoted to other modes (notably transit), but can help achieve the ”Moving Towards Zero Deaths” goals » Site planning and parking design that accommodates AVs and changes in demand - Fort Collins should consider reducing minimum parking requirements in anticipation that AVs (and better transit service) will reduce the need for people to park at their final destination » Investing in smart infrastructure (e.g. dynamic traffic control signals and multimodal sensor technology) - AVs can operate more efficiently and cities can better manage AV usage (through pricing, metering when trips can occur, etc.) if there is connected vehicle infrastructure. The City should monitor changes in connected vehicle technology » Developing data management capabilities - Fort Collins should work with state and federal legislators to ensure that the City can access relevant and anonymous data from AVs to help in understanding travel patterns and managing the traffic and curb congestion that could be caused by AVs Drones Delivery drones are unmanned vehicles that can deliver lightweight packages; they are currently in the development and testing phase. In several examples across the world, drones are being used for delivering time-sensitive items, such as medicine, or deliveries that would be difficult with traditional vehicle-based services. Delivery drones have the potential to change last- mile delivery economics for smaller and lighter packages as they could replace many deliveries currently made by traditional delivery vehicles. The 208 05 | TRANSPORTATION MASTER PLAN Mobility as a Service MaaS describes the shift away from privately-owned automobiles and towards transportation that is offered as a service. This includes both public and private providers that can work together to provide a holistic landscape of transportation options. MaaS provides reliable and comprehensive transportation options and information that can reduce the reliance on or eliminates the need for private automobiles. Given that the average car costs more than $8,800 per year to own and operate9, MaaS reduces costs for the user, decreases congestion, reduces emissions, and provides transportation providers with the data they need to be more cost-effective. MaaS can become increasingly appealing and viable through an integration of modes include payment integration, a trip planning app, and Mobility Hubs. Fort Collins can encourage and facilitate MaaS by: » Requiring open data from private providers to facilitate trip planning; this includes providing trip planning information and trip costs in a way that can be easily aggregated by a third party » Creating a platform for integrated payment starting with Transfort and bike share and expanding to private providers; ultimately Fort Collins may seek to require that third parties participate in an integrated payment system as a condition of operating in the City » Creating public private partnerships that use private providers to complement and supplement public transit, particularly in the Mobility Innovation Zones identified in the Transit Master Plan DRAFT 3.15.19 FORT COLLINS CITY PLAN 209 DRAFT 3.15.19 210 05 | TRANSPORTATION MASTER PLAN SAFETY SAFETY VISION STATEMENT Safety is a key priority when planning, implementing, and operating transportation elements in the City, as exemplified through the City’s Towards Vision Zero commitment to reduce / eliminate serious injury and fatal crashes. SUPPORTING PRINCIPLE PRINCIPLE T10 Support and enhance safety for all modes. Where We Are Today The Traffic Operations Department enters every reported crash into a database and uses that information in a detailed review of the City’s roadway safety. The review includes basic crash information and trends as well as overall data, analyzes specific types of crashes, looks for trends, involves a statistical review, undertakes pattern recognition, and evaluates locations for higher than expected crashes, trends and specific patterns that can lead to mitigation strategies. The information is summarized in the Annual Safety Report. The information is used in an overall safety program, informs numerous City projects (from planning through construction), supports enforcement efforts, and identifies specific safety related projects. The safety program also evaluates and monitors the efforts to continuously improve safety for all modes of travel. Typically, during an average year, there are about 4,000 reported crashes in the City, including 260 significant injury crashes and anywhere from 5-10 fatalities per year. The societal cost of crashes is more than $150 million per year. Opportunities for the Road Ahead The City of Fort Collins strives to provides a safe and efficient transportation system for people using all modes of travel. Safety for roadway users is a top priority and in 2016 the City became the first public local entity to join the Colorado Department of Transportation (CDOT) Moving Towards Zero Deaths initiative. DRAFT 3.15.19 FORT COLLINS CITY PLAN 211 Trends In the past three years (2016-2018), the number of transportation related crashes in the public right of way that are reported to City Police Services have been on a slight downward trend. The total number of crashes as well as the number of severe crashes are similar to the number of crashes five years ago (2014) despite the growth in the City in both population and vehicle miles travelled. When comparing to peer cities of a similar population size throughout the country, Fort Collins has a fatal crash rate about 50% lower than the average. Crashes involving cyclists and pedestrians are also on a downward trend. Over the past five years (2014- 2018) total crashes are down 23% for cyclists and 5% for pedestrians. Severe crashes for these vulnerable road users are down 35% for cyclists and about the same for pedestrians. Despite the downward trend, the reality is that vulnerable road users are overrepresented in severe crashes (for instance bike crashes make up 3% of all crashes, but 20% of severe crashes) because when crashes do occur, they tend to be more severe. A significant concern involves motorcycles. In a crash, motorcyclists are more than three times as likely to be injured and 11 times as likely to be killed than people in vehicles. Fatalities involving motorcyclists exceed those involving pedestrians and cyclists combined. A number of factors can be reviewed for safety trends. Examples include time of year (most bike crashes occur in September), day of the week (Fridays are over represented), and time of day (3 to 5 pm). Trends in road users also provides guidance for targeting safety concerns: Drivers under the age of 25 represent about 25% of licensed drivers but are involved in almost 40% of DUI crashes. Crash locations are an important component of safety reviews. More than 70% of all crashes and 90% of bike crashes occur at an intersection or driveway. The City is using the AASTHO Highway Safety Manual to complete statistical reviews of intersections to identify locations where more crashes are occurring than would be expected. Pattern recognition can further detail potential safety concerns. All this information and more is used in all aspects of transportation in the City, from operations, to planning, maintenance, construction, enforcement, outreach, programs, education, etc. Towards Vision Zero In 2016, Fort Collins was the first public local entity to join the Colorado Department of Transportation (CDOT) Moving Towards Zero Deaths initiative. The proclamation reflects the City’s commitment to the vision of zero traffic-related deaths. Making progress towards Vision Zero requires a multifaceted, collaborative and focused effort. This 212 05 | TRANSPORTATION MASTER PLAN The City is working on an official Vision Zero Action Plan which will outline a set of actions that are comprehensive, multi-departmental, and community based for supporting safety for the traveling public. The Action Plan is based on a data-driven approach and supports efforts that demonstrate improved safety outcomes. Many efforts have been ongoing for years which reflected in the strong safety record and trends for the City, but the Action Plan will compile the efforts and provide a single source of safety review. The City is also involved with the Federal Highway Administration (FHWA) and CDOT in their update of the Colorado Strategic State Highway Safety Plan (SHSP) and is a contributing partner in Toward Zero Deaths workshops. There are also a number of other transportation related improvements that are important and enjoy significant community interest and support (such as improving pedestrian curb ramps and making cycling infrastructure more comfortable) that may not specifically ‘move the needle’ on numbers of crashes. These priority improvements will be tracked and reported through the City’s Annual Mobility Report. The Mobility Report is a companion document to the Annual Safety Report and reflects the critical importance of improving accessibility and mobility for roadway users of all ages and travel modes in addition to the focus on safety. DRAFT 3.15.19 Law enforcment is a key stakeholder in traffic safety. FORT COLLINS CITY PLAN 213 DRAFT 3.15.19 214 05 | TRANSPORTATION MASTER PLAN SUSTAINABILITY & RESILIENCY SAFETY VISION STATEMENT Fort Collins will be a leader in achieving environmental sustainability outcomes by pursuing a transportation system that reduces greenhouse gas emissions and air pollutants. The transportation network will display resiliency by continuing to effectively serve the community in the face of a changing climate. SUPPORTING PRINCIPLE AND POLICIES PRINCIPLE T9 Transportation systems support a healthy and equitable community. Where We Are Today Fort Collins has set aggressive goals for reducing greenhouse gas emissions and improving citywide sustainability outcomes in the face of a changing climate. However, at 24%, the share of emissions generated by transportation remains considerable, creating a need for more targeted intervention. Opportunities for the Road Ahead New technologies provide a clear avenue for making transportation more sustainable. Whether by supporting more electric vehicle travel or making bikeshare and transit more accessible through enhanced smartphone applications, Fort Collins can facilitate travel solutions that will improve environmental outcomes while helping residents and visitors enjoy enhanced mobility. Alignment with the Climate Action Plan Recognizing the relationship between GHG emissions and climate change, in 2015 Fort Collins developed a CAP to help reduce community GHG emissions. As of development of the CAP, Fort Collins had lowered emissions 5% below 2005 levels.9 The CAP outlines strategies for achieving the goal of further reducing emissions to 20% below 2005 levels by 2020, 80% below 2005 levels by 2030, and to achieve carbon neutrality by 2050. While overall emissions have been reduced, the share of emissions generated by ground travel in Fort Collins has risen from 24% in 2005 to 25% in 2013 . Moreover, while total emissions are down, total metric tons of CO2 emissions from transportation sources in Fort Collins are at the 9 Fort Collins 2015 Climate Action Plan Framework DRAFT 3.15.19 FORT COLLINS CITY PLAN 215 highest levels since 2010. The Transportation Master Plan provides a roadmap for ensuring ground travel represents a shrinking share of emissions in the City. Lowering emissions from the transportation system will be critical to achieving the overall CAP goals. For example, a full bus emits just 0.18 pounds of CO2 per passenger mile versus 0.96 pounds for each mile a SOV travels. Any strategies that replace SOV trips help lower overall emissions. CAP includes three strategies for lowering emissions from transportation: 1. Shift land use patterns to shorten trips or reduce the need to drive; 2. Increase use of multimodal options; and 3. Increase adoption of fuel efficient and electric vehicles. The vision and action items in the Transportation Master Plan align with the CAP strategy of lowering emissions by increasing the comfort, convenience and reliability of multimodal travel options, including biking, walking, and transit. CAP outlines the following strategies for reducing driving, which closely align with the Transportation Master Plan action plan items: » Coordinating and expanding local and regional mass transit commuting options » Allowing third-party developers access to transit data so they can make travel tools for transit riders » Facilitating car share and ride share growth » Expanding bike share » Working with corporations to develop incentives for commuting by transit, walking, and biking » Increasing awareness of the environmental costs of driving Fort Collins recognizes that planning for sustainability must be coordinated with planning for other aspects of community life like housing, public health, and transportation. Preparing the community for electric vehicles, for example, is a planning effort that combines transportation, land use, livability, and environmental concerns. By taking on initiatives like hiring a TDM coordinator, Fort Collins can ensure sustainability remains a constant consideration. Resiliency in Transportation Fort Collins is a nationally recognized leader in planning for climate adaptation. As an early adopter of the National Institute of Standards and Technology’s resiliency planning process and one of the 30 local communities that participates in the Colorado Local Resilience Project, Fort Collins understands the need to effectively prepare for hazards posed by a changing climate. While potential climate hazards like increased storm severity or extreme temperatures do not have a direct link to transportation, resiliency planning considers the role transportation networks play in climate adaptation and considers the secondary impacts of climate events on things like mobility. CAP Dashboard 216 05 | TRANSPORTATION MASTER PLAN Flooding can disrupt a road network, extreme heat can pose travel hazards to older populations, and wildfires can reduce air quality to the point where pedestrians and cyclists face major health risks. Planning for climate adaptation also requires developing strategic approaches to ensuring people in Fort Collins have continued access to mobility during disruptive climate events. Additionally, resiliency planning also requires stipulating a role for the transportation network in mobilizing people, goods, and services during times of climate emergency. A high-capacity, well- maintained transportation network that is redundant in the necessary places is the crucial tool for safely evacuating a community during a major storm, for example. Resiliency planning requires assessing not just how proposed infrastructure serves daily community needs, but also its ability to function during a times of hazard. » To ensure the transportation network is fully prepared for a changing climate, Fort Collins can track the following climate impacts on transportation infrastructure and operations: » Factoring weather into Travel Time Index (TTI) tracking and assessing whether extreme heat, severe storms, and other discontinuous weather events impact TTI » Monitoring the impact of extreme heat days on transit vehicles and determining whether heat causes above average maintenance issues » Tracking road closures due to flooding or downed trees from severe storms » Monitoring pavement quality and assessing whether unusual fluctuations in temperature negatively impact road surfaces Knowing when severe weather is most likely to impact transportation operations, the City can be prepared to implement mitigation strategies when forecasted weather suggests there will be negative impacts on the transportation network. For example, if a severe storm is forecasted and data shows the storm is likely to result in road closures, increased rates of vehicle crashes, and other travel disruptions then the City can preemptively take measures like offering free transit rides or coordinating with local employers to institute flexible work arrangements whereby roadway demand will be reduced. Using a data-driven approach to understand how a shifting climate impacts transportation will enable Fort Collins to have a resilient framework. 2013 Fort Collins Flood DRAFT 3.15.19 FORT COLLINS CITY PLAN 217 DRAFT 3.15.19 214 06 | IMPLEMENTATION AND MONITORING IMPLEMENTATION & MONITORING 06 This chapter contains strategies to help support the implementation of the Plan through 2040. It should be used as a tool to guide the City Council Strategic Plan, department-level strategic plans and work programs, capital improvement planning, the Budgeting for Outcomes process, and the allocation of staff time and other City resources. Strategies are organized by the seven outcome areas that serve as a framework for the Plan and the principles and policies listed under each: » Community & Neighborhood Livability & Social Health » Culture and Recreation » Economic Health » Environmental Health » Safe Community » Transportation » High Performing Community For each of the implementation strategies listed, anticipated responsibilities, timing, and resources required are defined. DRAFT 3.15.19 FORT COLLINS CITY PLAN 215 DRAFT 3.15.19 216 06 | IMPLEMENTATION AND MONITORING Roles and Responsibilities City of Fort Collins staff plays a critical role in helping to implement City Plan strategies in the course of carrying out their regular duties. For each strategy the City service area responsible for leading the effort and any supporting partners are listed. Supporting partners may include other City service areas or departments, as well as local, regional, and state partners outside the organization. Anticipated timeframes for completion of the implementation strategies are as follows: » Near-term: already underway/to be initiated within 6 months to a year of plan adoption. » Short-term: to be initiated within 1-3 years of plan adoption » Long-term: to be initiated within 3+ years of plan adoption » Ongoing: actions to be implemented by City staff as part of their routine job duties Actions may be implemented sooner than the timeframes identified here if the opportunity to do so arises (e.g., staffing or grant funding becomes available) or as community priorities change. Resources Required The types of resources needed to implement each of the strategies in this chapter are noted to inform the planning, and budgeting. Types of required resources include: » Staff time. Many strategies will require City staff time for completion or ongoing administration. Some build upon existing City initiatives and efforts currently underway, while others will require staff to allocate time in addition to their current work plans. Where existing hours are not available to be allocated toward implementation of City Plan, additional staff may be needed. » Regional Collaboration. Some of the strategies will be implemented in partnership with others in the region, such as Larimer County, surrounding cities, the Regional Air Quality Council, Platte River Power Authority, or others. In some cases, strategies will be initiated by the City. In other cases, strategies reflect ongoing partnerships or initiatives that the City is already engaged in. » General Fund. General Fund expenditures help to fund many of the programs and services typically associated with local government. The General Fund is also used to pay employee salaries, wages, and benefits. Generally, revenue that is not required to be accounted for in another fund contributes to the General Fund. » Capital Improvement Plan. Revenues from all of the City’s funds are used to support capital projects and the implementation of the City’s Capital Improvement Plan (CIP). » Outside Support/Funding. Some strategies will require outside support or other specialized services to supplement staff time and expertise. This could be achieved either through outside FORT COLLINS CITY PLAN 217 Amendments and Updates Revisions to City Plan and elements thereof shall be conducted according to two distinct procedures: Comprehensive Updates and Minor Amendments. Comprehensive Updates A Comprehensive Update of City Plan will generally take place every seven to ten years, unless otherwise directed by City Council. A prime consideration in whether a Comprehensive Update is warranted is the degree to which significant changes—in the economy, environment, housing affordability, local priorities or issues, projected growth, or other factors—have occurred since the Plan was adopted. The results of City Plan monitoring will provide a good indication of these changes. A Comprehensive Update will include a thorough re-evaluation of the community’s vision and values, as well as updates to principles, policies, and actions, noting those that should be changed, those that should be removed, and whether additions are necessary to make sure that the Plan is being effective. A Comprehensive Update of City Plan will include extensive opportunities for involvement by the public, boards and commissions, City Council, City staff and other affected interests. The City Council will then approve, approve with conditions, or deny the update based on its consideration of the recommendations from the Planning and Zoning Board, City staff, boards and commissions, and evidence from public hearings. Minor Amendments Minor Amendments may include: » Corrections to text or map errors; » Revisions to one or a few sections of the Plan as a result of the adoption of subarea plans or a specific issue, policy, or directive from City Council; and/or » Changes to the Structure Plan Map, including map designations and GMA amendments. Minor Amendments will be considered by the City Council after recommendation by the Planning and Zoning Board, City staff, and any boards and commissions that may have a legitimate interest in the proposed amendment, provided that such board or commission is duly authorized pursuant to Chapter 2 of the City Code to function in such advisory capacity. Notice of such Council action will be given as required for resolutions pursuant to the City Charter. The City Council will then approve, approve with conditions, or deny the amendment based on its consideration of the recommendations from the Planning and Zoning Board, City staff, and boards and commissions and evidence from the public hearings. Approval of the amendments will be by resolution. Requests for a Minor Amendment will be considered by the City Council no more frequently than twice per calendar year unless directed by City Council upon receipt of a recommendation from the Planning 218 06 | IMPLEMENTATION AND MONITORING If adopted by the City Council, City Plan will be revised to include the changes resulting from the amendment. A letter of notification will be forwarded to the appropriate boards and commissions when the revision(s) have been finalized. Plan Monitoring City Plan is intended to be a living document. Progress that is made toward achieving the community’s vision is monitored using a series of performance measures. Performance measures for each of the seven outcome areas are tracked using the City’s Community Performance Measurement Dashboard. The Dashboard is updated quarterly to provide a snapshot of the community’s progress in attaining key outcomes. Monitoring changes in chosen performance measures provides a clear understanding of where progress is being made, and highlights areas where changes may need to occur in order to achieve desired results. This process reinforces the City’s steadfast commitment to accountability and continuous improvement. Additional performance measures and indicators beyond those included in the Dashboard will continue to be tracked by City staff, as applicable, at a department level. DRAFT 3.15.19 FORT COLLINS CITY PLAN 219 Strategy Responsibility Timing Resource Principle LIV 1: Maintain a compact pattern of growth that is well-served by public facilities and encourages the efficient use of land. Strategy LIV-1a. Work with Larimer County to update and align Structure Plan place types in unincorporated areas of the Growth Management Area (GMA) with the County’s updated Comprehensive Plan. Lead: Planning, Development & Transportation Partners: Larimer County Near-term Staff time Strategy LIV-1b. Plan for potential redevelopment of the Hughes Stadium site consistent with City Plan principles and policies. Lead: Planning, Development & Transportation Partners: City Council Near-term Staff time Strategy LIV-1c. Collaborate with Larimer County to adopt Fort Collins design and development standards within the GMA. Lead: Planning, Development & Transportation Partners: Larimer County Short-term Staff time Strategy LIV-1d. Update the East Mulberry Corridor Plan to reflect land use and policy directions established as part of City Plan. Include a full assessment of annexation impacts as part of the plan update, or as a standalone effort, to help inform the annexation process and long-term service provision. Lead: Planning, Development & Transportation Partners: City Council, Larimer County Short-term Staff time General Fund Strategy LIV-1e. Continue to purchase open lands and conservation easements, and use other tools such as development regulations, transfer of development rights, and GMA planning for the purposes of defining and protecting community edges, establishing community separators, mitigating flood hazards, and increasing access to nature in underserved areas. Lead: Community Services Partners: Planning, Development & Transportation Ongoing Staff time Principle LIV 2: Promote infill and redevelopment. Strategy LIV-2a. Review and update the Land Use Code as needed to align with the place types established in the Structure Plan. Lead: Planning, Development & Transportation Partners: Sustainability Services Near-term Staff time Strategy LIV-2b. Update the Transit-Oriented Development 220 06 | IMPLEMENTATION AND MONITORING Strategy Responsibility Timing Resource Principle LIV 3: Maintain and enhance our unique character and sense of place as the community grows. Strategy LIV-3a. Update open space and amenity requirements for urban and mixed-use development to support Nature in the City objectives and provide relief from higher densities supported in these locations. Lead: Planning, Development & Transportation Partners: Community Services, Sustainability Services Short-term Staff time Strategy LIV-3b. Update and refine the vision for I-25 gateways. Lead: Planning, Development & Transportation Partners: CDOT, Larimer County, area municipalities Short-term Staff time Strategy LIV-3c. Identify locations within the community in need of neighborhood or subarea planning to address area specific issues and opportunities. Lead: Planning, Development & Transportation Partners: Sustainability Services Ongoing Staff time Principle LIV 4: Enhance neighborhood livability. Strategy LIV-4a. Develop and adopt updated design standards to address transitions between areas desired for intensification and existing neighborhoods. Lead: Planning, Development & Transportation Partners: Sustainability Services Short-term Staff time Strategy LIV-4b. Evaluate the implementation of the Planned Unit Development process and determine if its use should be broadened to include smaller sites, especially for affordable housing developments. Lead: Planning, Development & Transportation Partners: Sustainability Services Short-term Staff time Strategy LIV-4c. Review and update allowable zoning districts for Mixed-Use Neighborhood Centers as necessary to support the revitalization of older centers and the diversification of services and amenities available. Lead: Planning, Development & Transportation Partners: Sustainability Services Short-term Staff time Strategy LIC-4d. Explore developing a conditional use permit process to allow a greater range of compatible uses. Lead: Planning, Development & Transportation Short-term Staff time Principle LIV 5: Create more opportunities for diverse housing choices. FORT COLLINS CITY PLAN 221 Strategy Responsibility Timing Resource Strategy LIV-5g. Identify and secure a permanent funding source(s) for the Affordable Housing Land Bank Program. Lead: Sustainability Services Long-term Outside support/ funding Principle LIV 6: Improve access and reduce barriers to housing that meets the needs of residents regardless of their race, ethnicity, age, ability, lifestyle, or income. Strategy LIV-6a. Continue to update the Affordable Housing Strategic Plan every five years. Lead: Sustainability Services Partners: Planning, Development & Transportation, City Council Short-term Staff time, General Fund Strategy LIV-6b. Develop a menu of incentives available to affordable housing developments that can be utilized without special or additional approval. Lead: Sustainability Services Partners: Planning, Development & Transportation Short-term Staff time Strategy LIV-6c. Establish flexible development standards for affordable housing projects. Lead: Planning, Development, & Transportation Partners: Sustainability Services Short-term Staff time Strategy LIV-6d. Identify and secure dedicated, permanent funding sources for affordable housing programs. Consider impact fees or other similar mechanisms. Lead: Sustainability Services Partners: City Council, Financial Services Long-term Outside support/ funding Strategy LIV-6e. Continue to monitor housing affordability and provide public reporting of tracking data. Lead: Sustainability Services Partners: Planning, Development & Transportation Ongoing Staff time Strategy LIV-6f. Update the City’s Redevelopment and Displacement Mitigation Strategy, especially as it relates to mobile home parks in the GMA. Lead: Planning, Development & Transportation, Sustainability Services Partners: Larimer County, Mobile Home Park owners, managers, and residents Short-term Staff time & General Fund or Outside 222 06 | IMPLEMENTATION AND MONITORING Strategy Responsibility Timing Resource Principle LIV 8: Develop an equitable, comprehensive, coordinated, and efficient system of health and human services that is accessible to all residents in need of assistance. Strategy LIV-8a. Expand Community Performance Measurement Dashboard metrics to include health and wellness considerations, building on those established as part of the Social Sustainability Plan. Lead: Sustainability Services Partners: Financial Services; Planning, Development & Transportation; Larimer County Short-term Staff time Strategy LIV-8b. Continue to grow the availability of resources to support charitable Nonprofit Organizations that provide services to low-income and special needs populations. Lead: Sustainability Services Partners: City Council, NPOs Ongoing General Fund, Outside Support Funding, HUD Strategy LIV-8c. Develop/create a strategic plan to identify and prioritize community-wide human service needs in order to make a larger impact in these specific areas. Lead: Sustainability Services Partners: All departments, NPOs Short-term General Fund Strategy LIV-8d. Continue to collaborate with partner organizations on the implementation of Fort Collins’ Plan to Make Homelessness Rare, Short-Lived, and Non-Recurring. Lead: Sustainability Services Partners: City Council, partner agencies, area businesses, volunteers, CSU social work department, and others Ongoing General Fund, Outside Support Funding Strategy LIV-8e. Continue to fund, participate in, and coordinate long-term solutions to homelessness including Coordinated Assessment & Housing Placement System (CAHPS), housing navigation, supportive services, and other identified strategies. Lead: Sustainability Services Partners: City Council, partner agencies, area businesses, volunteers, CSU social work department, and others Ongoing General Fund, Outside FORT COLLINS CITY PLAN 223 Strategy Responsibility Timing Resource Principle LIV 10: Recognize, protect and enhance historic resources. Strategy LIV-10a. Complete a Historic Preservation Building Survey to document the range of historic resources present in Fort Collins. Lead: Planning, Development & Transportation Partners: Building Services Near-term Staff time Strategy LIV-10b. Reevaluate the landmark designation process and associated designation criteria. Lead: Planning, Development & Transportation Partners: Building Services Near-term Staff time Strategy LIV-10c. Consider historic overlay zoning and/ or conservation districts as a way to better integrate preservation and zoning. Lead: Planning, Development & Transportation Partners: Building Services Near-term Staff time Strategy LIV-10d. Reevaluate the design, development, and demolition review processes to increase consistency and predictability. Lead: Planning, Development & Transportation Partners: Building Services Near-term Staff time Strategy LIV-10e. Consider codifying general compatibility standards for new construction. Clarify the role of the adopted design guidelines and standards and develop guidelines for additional districts or general guidelines. Lead: Planning, Development & Transportation Partners: Building Services Near-term Staff time DRAFT 3.15.19 224 06 | IMPLEMENTATION AND MONITORING Strategy Responsibility Timing Resource Principle CR 1: Build Fort Collins’ identity as a thriving cultural and creative destination by supporting an inclusive and equitable arts, culture, and creative community. Strategy CR-1a. Continue to provide support for Art in Public Places. Lead: Community Services Partners: Utility Services, City Council Ongoing General Fund Strategy CR-1b. Continue to seek opportunities to expand visitation and support for cultural venues and activities throughout the city. Lead: Community Services Partners: City Council Ongoing General Fund Principle CR 2: Provide a variety of high quality outdoor and indoor recreational opportunities that are accessible to all residents. Strategy CR-2a. Continue the design and construction of new paved recreational trails throughout the city in accordance with the 2013 Paved Recreational Trail Master Plan. Lead: Community Services Partners: Planning, Development & Transportation Near-term Staff time; General Fund Strategy CR-2b. Increase support for the maintenance and rehabilitation of existing parks and recreation facilities in accordance with increasing demand. Lead: Community Services Partners: Planning, Development & Transportation Ongoing General Fund Strategy CR-2c. Collaborate with partner agencies and organizations within the region, as well as at the state and federal level to continue to implement segments of the Colorado Front Range Trail located within the GMA. Lead: Community Services Partners: Colorado Division of Wildlife, adjacent municipalities, Larimer County Ongoing Staff time; outside resources Principle CR 3: Adapt and expand parks and recreation facilities and programs to meet the needs of a changing community. Strategy CR-3a. Update the Parks and Recreation Policy Plan. Lead: Community Services Partners: Planning, Development & Transportation Near-term Staff time; General Fund Strategy CR-3b. Periodically survey residents regarding FORT COLLINS CITY PLAN 225 Strategy Responsibility Timing Resource Principle EH 1: Foster a vibrant, resilient, and inclusive economy. Strategy EH-1a. Update the Economic Health Strategic Plan. Lead: Sustainability Services Near-term Staff time; General Fund Principle EH 2: Support entrepreneurship and innovation. Strategy EH-2a. Develop a strategy to market and connect businesses to the new high-speed internet network. Lead: Utility Services Partners: Sustainability Services, Financial Services Short-term Staff time Strategy EH-2b. Continue to support partnerships working on innovative efforts related to energy and water systems. Lead: Sustainability Services Partners: Utility Services Ongoing Staff time Strategy EH-2c. Support development of business resilience to climate impacts through the climate economy. Lead: Sustainability Services Partners: Utility Services Ongoing Staff time Strategy EH-2d. Continue to support and fund programs and events support that foster entrepreneurship. Lead: Sustainability Services Partners: Innosphere, CSU Ongoing Staff time Strategy EH-2e. Continue implementation of Smart Cities and City as a Platform initiatives to support the innovation ecosystem. Lead: Sustainability Services Partners: Utility Services, Information & Employee Services Ongoing Staff time Principle EH 3: Support local, unique, and creative businesses. Strategy EH-3a. Expand outreach and services for supporting local business growing and expanding in Fort Collins. Lead: Sustainability Services Partners: Innosphere, Launch NoCo, Fort Collins Chamber, Small Business Development Center Long-term Staff time; General Fund Principle EH 4: Ensure an adequate and competitive supply of space and/or land is available to support the needs of businesses and employers of all sizes. Strategy EH-4a. Utilize public financing tools to spur redevelopment and infill in priority infill employment areas including: » Downtown » Midtown » Mulberry Corridor 226 06 | IMPLEMENTATION AND MONITORING Strategy Responsibility Timing Resource Principle EH 5: Engage and help shape regional economic development efforts. Strategy EH-5a. Work with regional partners to develop a regional economic development strategy that identifies objectives, common actions and roles for regional entities and roles for municipal partners. Lead: Sustainability Services Partners: Larimer County, Weld County, Upstate Colorado, cities of Loveland and Greeley Short-term Staff time, Regional collaboration/ resources Strategy EH-5b. Support the implementation and updating of the Northern Colorado Regional Airport Master Plan. Lead: Financial Services Partners: Sustainability Services Ongoing Staff time Strategy EH-5c. Work with regional partners to identify regional transportation management solutions to address commute issues for workers and residents Lead: Sustainability Services Partners: Larimer County, City of Loveland Long-term Staff time, Regional collaboration/ resources collaboration/ resources Principle EH 6: Support the development of a skilled and qualified workforce that is well-connected to employment opportunities in the city and region. Strategy EH-6a. Continue to implement and update the Regional Workforce Strategy – Talent 2.0 Lead: Sustainability Services Partners: Larimer County, City of Loveland, Fort Collins Chamber of Commerce Ongoing Staff time Strategy EH-6b. Continue to regularly engage the business community in identifying and addressing workforce gaps and issues Lead: Sustainability Services Ongoing Staff time DRAFT 3.15.19 FORT COLLINS CITY PLAN 227 Strategy Responsibility Timing Resource Principle ENV 1: Conserve, preserve, protect, create, and enhance ecosystems and natural spaces within Fort Collins, the Growth Management Area, and the region. Strategy ENV-1a. Update the City’s Land Use and Building Codes to encourage new development to incorporate Nature in the City goals and concepts. Lead: Planning, Development & Transportation Partners: Community Services Near-term Staff time Strategy ENV-1b. Continue funding and other resources to resources to help homeowners, homeowner associations, community groups, and contractors implement Nature in the City on their properties. Lead: Planning, Development & Transportation Partners: Community Services Near-term Staff time Strategy ENV-1c. Promote understanding and enjoyment of local and regional open lands, natural systems, and urban wildlife through context sensitive and ecologically appropriate recreational activities, formal and non-formal education, and interpretive programs. Lead: Community Services Partners: Planning, Development & Transportation Ongoing Staff time Strategy ENV-1d. Monitor and periodically update maps and connectivity analysis of a ten-minute walk to nature and wildlife connectivity within the GMA. Lead: Community Services Partners: Planning, Development & Transportation Ongoing Staff time Strategy ENV-1e. Explore opportunities to partner on acquiring and managing various open lands for multiple uses (e.g., Community Services, recreation, stormwater, trails, agriculture/food production, etc.). Lead: Community Services Partners: Planning, Development & Transportation Ongoing Staff time Strategy ENV-1f. Manage Natural Areas to conserve and enhance natural resources using best available data and relevant literature. Involve citizens in planning the management of public open lands, and collect, maintain, and distribute up-to-date information about publicly owned open lands including maps, and reports on conservation values, current resource conditions, and the management needs of local and regional open lands. Lead: Community Services Partners: Planning, Development & Transportation Ongoing Staff time Strategy ENV-1g. Seek supplemental funding sources to further implement open lands and natural area policies and programs including private, State, and Federal grants and donations of money, property, and in-kind services. Lead: Community Services 228 06 | IMPLEMENTATION AND MONITORING Strategy Responsibility Timing Resource Principle ENV 2: Become a carbon neutral community by 2050 and improve the community’s resilience by preparing for and adapting to the impacts of climate change. Strategy ENV-2a. Develop and implement an updated and comprehensive Climate Action Plan and Energy Policy to support policies adopted as part of City Plan. Develop a strategy to reach the 2030 climate action goals that integrates mitigation, resilience, and equity.1 Lead: Sustainability Services Partners: Utility Services, Planning, Development & Transportation City Council, Various City Departments Near-term Staff time, General Fund and Light and Power Fund Strategy ENV-2b. Continue to implement and develop new, innovative approaches to community engagement to achieve the climate action goals that allow for all community members to participate and have impact on the goals. Lead: Sustainability Services, Information & Employee Services, Utility Services Partners: City Council, All Departments Near- term and ongoing Staff time, General Fund, Public- Private Partnerships Strategy ENV-2c. Develop and integrate strategies to improve the community’s resilience to climate change, including community engagement and outreach, regional partnerships, city planning, e.g., capital planning, policy development, etc. Lead: Sustainability Services Partners: All departments, community, Larimer County Near- term and ongoing Staff time Strategy ENV-2d. Incentivize and support policies and programs that advance the adoption of low-carbon intensity vehicles (more fuel efficient, alternative and electric vehicles) in the community. Lead: Sustainability Services Partners: All departments, community, Larimer County Ongoing General Fund, FORT COLLINS CITY PLAN 229 Strategy Responsibility Timing Resource Strategy ENV-3d. Continue to provide a comprehensive portfolio of efficiency, conservation, demand response and distributed generation programs serving all customer segments. Lead: Utility Services Partners: Platte River Power Authority, Sustainability Services Ongoing Staff time Strategy ENV-3e. Develop pilot initiatives, e.g., battery storage, to ensure the successful widespread deployment of renewable energy throughout the community. Lead: Utility Services Partners: Platte River Power Authority, Sustainability Services Ongoing Staff time Strategy ENV-3f. Incentivize the installation of electric heating, ventilation, and air conditioning (HVAC), domestic hot water heating equipment, and home electric vehicle charging. Lead: Utility Services Partners: Platte River Power Authority, Sustainability Services Ongoing Staff time Strategy ENV-3g. For homes and existing buildings, conduct targeted education campaigns on electrification, home energy improvement programs, and solar installation opportunities, including financing and incentive opportunities. Lead: Utility Services Partners: Sustainability Services Ongoing Staff time Strategy ENV-3h. Support new and existing buildings with publicly available performance information to prioritize energy and water efficiency improvements. Lead: Utility Services Partners: Sustainability Services Ongoing Staff time Principle ENV 4: Protect human health and the environment by continually improving air quality. Strategy ENV-4a. Update the Air Quality Plan, including identification of priority air pollutants and sources. Lead: Sustainability Services Near-term Staff time Strategy ENV-4b. Promote lower emission vehicles, reduce vehicle miles traveled and idling time, and collaborate regionally on strategies to reduce vehicle emissions. Lead: Planning, Development & Transportation Partners: Sustainability Services Ongoing Staff time Strategy ENV-4c. Incentivize and promote use of electric or low emission alternatives to non-road gas and diesel engines such as lawn and garden maintenance equipment, for residential, municipal and commercial use. Lead: Sustainability Services Partners: Community Services, Regional Air Quality Council 230 06 | IMPLEMENTATION AND MONITORING Strategy Responsibility Timing Resource Strategy ENV-4i. Implement municipal policies to lead by example in efforts to reduce and mitigate emissions associated with City operations, such as energy efficiently programs, anti-idling, and low emission fleet and lawn and garden equipment purchasing policies. Lead: Sustainability Services Partners: All departments Ongoing Staff time, General Fund, Outside Support/ Funding Strategy ENV-4j. Continue implementation of the Night Sky Initiative for outdoor lighting best practices that protects public safety, eliminates light glare, reduces light trespass and conserves energy and protects the natural environment. Lead: City Manager’s Office, Planning Development & Transportation, Partners: CSU, Northern Colorado Astrological Society, Community Services Ongoing Staff time Principle ENV 5: Create a zero waste system. Strategy ENV-5a. Expand education campaigns about the City’s goals and objectives for reducing waste at the source and diverting material from landfill disposal in collaboration with area partners. Strive for inclusivity and an engagement program that involves all sectors of the community. Lead: Sustainability Services Partners: Other City departments and Regional Wasteshed partners Ongoing Staff time Strategy ENV-5b. Use regionally generated compost in City applications and require its use in new construction and other activities. Lead: Sustainability Services Partners: Other City departments and Regional Wasteshed partners Ongoing Staff time Strategy ENV-5c. Create for the City and share with local businesses new purchasing policies that support sustainable materials management. Lead: Sustainability Services Ongoing Staff time Strategy ENV-5d. Support economic incentives (e.g., tax increment financing system or enterprise zones for resource recovery industries) to help create local end- markets and support sustainable repurposing, recycling, or composting business enterprises that provide an economic alternative to Colorado’s low-cost landfills. Lead: Sustainability Services Partners: Sustainability Services, Regional Wasteshed partners Ongoing Staff time FORT COLLINS CITY PLAN 231 Strategy Responsibility Timing Resource Principle ENV 6: Manage water resources in a manner that enhances and protects water quality, supply, and reliability. Strategy ENV-6a. Continue to monitor the Water Supply and Demand Management Policy, as adopted, and update as needed to respond to drought conditions and other impacts of a changing climate. Lead: Utility Services Partners: City Council Ongoing Staff time Strategy ENV-6b. Employ best management water treatment and discharge practices and procedures that provide the highest level of health protection that can be realistically achieved. Lead: Utility Services Partners: Utility Services Ongoing Staff time Strategy ENV-6c. Explore and pursue new opportunities to partner on watershed protection, stream restoration, enhancement, and water quality projects. Lead: Utility Services Partners: Planning, Development & Transportation; Sustainability Services Ongoing Staff time Strategy ENV-6d. Continue to seek out state and federal funding support for critical infrastructure improvements, such as water distribution, wastewater collection, and stormwater facilities. Lead: Utility Services Partners: Sustainability Services, Planning, Development & Transportation; Ongoing Staff time Strategy ENV-6f. Develop master plans for future stormwater projects to consider the naturalization of stream corridors, piped conveyance, and other methods to provide a balanced benefit to the citizens of Fort Collins and minimize the impacts of urbanization. Lead: Utility Services Partners: Planning, Development & Transportation; Sustainability Services Ongoing Staff time Strategy ENV-6g. Employ public/private partnerships to optimize the balance between stormwater management and compact development. Take advantage of opportunities to combine stormwater management needs from both public and private lands. Lead: Sustainability Services Partners: Planning, Development & Transportation Ongoing Staff time Strategy ENV-6h. Implement the Water Efficiency Plan addressing indoor and outdoor water use for residential and commercial users through incentives, reporting requirements and codes. Coordinate with adjacent water districts to promote the availability of water efficiency services to all Fort Collins residents. 232 06 | IMPLEMENTATION AND MONITORING Strategy Responsibility Timing Resource Principle ENV 8: Create and maintain a safe, healthy, and resilient urban forest. Strategy ENV-8a. Develop a Fort Collins Urban Forest Strategic Plan to help plan for impacts and effects on the community’s tree canopy related to climate change, pests and disease, and to guide ongoing educational campaigns and programs. Lead: Community Services Partners: Utility Services; Planning, Development & Transportation Short- term Staff time Strategy ENV-8b. Identify gaps in the urban forest and expand the urban canopy equitably throughout the community. Lead: Community Services Partners: Utility Services Ongoing Staff time; General Fund Strategy ENV-8c. Expand public outreach on the effects of and mitigation alternatives for Emerald Ash Borer or other future invasive/epidemic insects or diseases. Lead: Community Services Partners: Information and Employee Services Ongoing Staff time Strategy ENV-8d. Continue to participate in Arbor Day celebrations that educate school groups on the importance of the Urban Forest, and contribute to the distribution and planting of seedlings on school campuses. Lead: Community Services Partners: Platte River Power Authority, Poudre School District Ongoing Staff time DRAFT 3.15.19 FORT COLLINS CITY PLAN 233 Strategy Responsibility Timing Resource Principle SC 1: Create public spaces that are safe and welcoming to all users. Strategy SC-1a. Continue to support and evolve programs— such as Neighborhood Connections, Sustainable Neighborhoods, and others—that are designed to educate, connect, and empower residents within individual neighborhoods and citywide. Lead: Planning, Development & Transportation Partners: Police Services, City Council Ongoing Staff time; General Fund; Outside Support/ Funding Strategy SC-1b. Support code enforcement efforts citywide and work with property owners to address blighted properties and improvements that are not being properly maintained. Place a particular emphasis on addressing repeat offenders. Lead: Planning, Development & Transportation Partners: Police Services, City Council Ongoing Staff time; General Fund Strategy SC-1c. Actively work with Colorado State University to reduce the number of noise and party complaints associated with the off-campus student population. Lead: Police Services Partners: Colorado State University, Neighborhood Services Ongoing Staff time Strategy SC-1d. Continue to work toward the implementation of quiet zones at rail crossings in Fort Collins. Lead: Planning, Development & Transportation Partners: Federal Highway and Transit Administration staff Ongoing Staff time Principle SC 2: Provide high-quality public safety and emergency response services. Strategy SC-2a. Evaluate the need for, and plan for adjustments to public safety and emergency response services associated with the future annexation of the East Mulberry Corridor. Lead: Planning, Development & Transportation Partners: Poudre Fire Authority Staff, Police Services, Office of Emergency Management Near-term Staff time General fund 234 06 | IMPLEMENTATION AND MONITORING Strategy Responsibility Timing Resource Principle SC 3: Minimize risks to life, infrastructure, and property from natural hazards or exposure to hazardous materials. Strategy SC-3a. Update Stormwater Basin Master Plans to manage flood potential, improve stormwater quality, and promote stormwater as a resource for the City of Fort Collins. Lead: Utility Services Partners: Sustainability Services Near-term Staff time; General Fund Strategy SC-3b. Integrate updated 100-year flood plain mapping into day-to-day decision-making and planning efforts. Lead: Utility Services Partners: All departments Near-term Staff time Strategy SC-3c. Continue to monitor and fund developer repayments program as a way to leverage available resources for regional stormwater projects. Lead: Utility Services Partners: City Council Ongoing Staff time Strategy SC-3d. Continue to plan for and invest in capital improvements designed to improve safety and reduce the vulnerability of existing resources, infrastructure and development within the City’s source watersheds and throughout the city. Lead: Utility Services Partners: Sustainability Services, City Council Ongoing Staff time Strategy SC-3e. Continue outreach efforts designed to increase awareness and preparedness in the community. Lead: Information & Employee Services Partners: Poudre Fire Authority Staff, Police Services, Office of Emergency Management Ongoing Staff time Principle SC 4: Provide opportunities for residents to lead healthy and active lifestyles and access to local food Strategy SC-4a. Strengthen Community Performance Measurement Dashboard metrics related to parks and recreation access and availability. Lead: Community Services Partners: Sustainability, Services, Financial Services Near-term Staff time Strategy SC-4b. Continue to support the implementation of key policies identified in the Nature in the City Strategic Plan. Lead: Community Services Partners: Utility Services, Parks, Sustainability Services, Planning, Development, & FORT COLLINS CITY PLAN 235 Strategy Responsibility Timing Resource Principle T 1: Transportation plans, management and investments support and are impacted by land use plans and decisions. Strategy T-1a. Update the Pedestrian Plan based on the updated Structure Plan map. Lead: Planning, Development & Transportation Near-term Staff time Strategy T-1b. Update the Master Street Plan. Lead: Planning, Development & Transportation Near-term Staff time Strategy T-1c. Adopt a system completeness approach for multi-modal level of service (MMLOS). Lead: Planning, Development & Transportation Near-term Staff time Strategy T-1d. Update LCUASS Chapter 4 to incorporate MMLOS guidelines. Lead: Planning, Development & Transportation Partners: Larimer County Near-term Staff time Strategy T-1e. Develop a web-based dashboard that publicly displays multimodal transportation metrics. Lead: Planning, Development & Transportation Partners: Information & Employee Services Near-term Staff time, outside support Strategy T-1f. Update the street design standards so they are sensitive to land use, environmental, scenic, aesthetic, historic values and equity considerations. Lead: Planning, Development & Transportation Partners: Sustainability Services, Cultural Services Long- term Staff time Principle T 2: Build and maintain high quality infrastructure supporting all modes of travel. Strategy T-2a. Update bicycle facility maintenance policies to include protected bike lanes and low-stress bikeways. Lead: Planning, Development & Transportation Near-term Staff time Strategy T-2b. Update the citywide CIP. Lead: Planning, Development & Transportation Near-term Staff time Strategy T-2c. Identify priority modal corridors in the layered network and incorporate into the MSP and CIP. Lead: Planning, Development & Transportation Near-term Staff time Strategy T-2d. Continue to seek out state and federal funding for infrastructure improvements for all modes of transportation. Lead: Planning, Development 236 06 | IMPLEMENTATION AND MONITORING Strategy Responsibility Timing Resource Strategy T-3b. Develop drone regulations that address hours of operation, size and noise. Lead: Planning, Development & Transportation Partners: Sustainability Services Near-term Staff time Strategy T-3c. Facilitate Mobility as a Service (MaaS) with partnerships between Transfort and private providers that include integrated payment and require open data for all transportation providers. Lead: Planning, Development & Transportation Partners: Private transportation service providers Near-term Staff time, outside support Strategy T-3d. Develop public private partnerships that increase sustainable and active transportation options for residents and visitors. Lead: Planning, Development & Transportation Partners: Sustainability Services Near-term Staff time, outside support, regional collaboration Strategy T-3e. Enhance the bike share system including full integration with Transfort trip planning, smartphone applications and fare integration. Lead: Planning, Development & Transportation Partners: Information & Employee Services Near-term Staff time, outside support Strategy T-3f. Perform a curbside management study in areas with high passenger pick-up and drop-off activity to develop strategies for improved curb productivity. Lead: Planning, Development & Transportation Near-term Staff time, general funding, outside support Strategy T-3g. Support the use of electric vehicles by identifying locations and incentivizing electric vehicle (EV) charging. Continue the transition of city fleet vehicles to electric. Lead: Planning, Development & Transportation Partners: Sustainability FORT COLLINS CITY PLAN 237 Strategy Responsibility Timing Resource Principle T 4: Pursue regional transportation solutions. Strategy T-4a. Update the Bicycle Plan with opportunities for additional regional bicycle connections. Lead: Planning, Development & Transportation Partners: North Front Range Metropolitan Planning Organization (NFRMPO) Near-term Staff time, regional collaboration Strategy T-4b. Work with Greeley, Windsor, Colorado State University (CSU) and University of Northern Colorado (UNC) to add new regional transit service between Greeley and Fort Collins. Lead: Planning, Development & Transportation Partners: Greeley, Windsor, CSU, UNC Near-term Staff time, general fund, regional collaboration Strategy T-4c. Work with Wellington and Larimer County to explore new regional transit service to Laporte and Wellington. Lead: Planning, Development & Transportation Partners: Wellington County, Larimer County Long- term Staff time, general fund, CIP, outside funds, regional collaboration Strategy T-4d. Support the NFRMPO in the development of regional multi-use trails as identified in the Non-Motorized Plan. Lead: Planning, Development & Transportation Partners: NFRMPO Ongoing Staff time, regional collaboration Strategy T-4e. Continue to improve service along FLEX route in collaboration with Loveland, Berthoud, Longmont and Boulder. Lead: Planning, Development & Transportation Partners: Loveland, Berthoud, Longmont, Boulder Ongoing Staff time, general fund, regional collaboration 238 06 | IMPLEMENTATION AND MONITORING Strategy Responsibility Timing Resource Strategy T-5f. Add BRT/Rapid Bus service to the Harmony Road Corridor as land use densifies along the corridor. Lead: Planning, Development & Transportation Long- term Staff time, general fund, CIP, outside funds Strategy T-5g. Gradually restructure the transit system to provide a better balance between coverage and productivity, while responding to changing land use; include introducing new BRT and high-frequency bus service and innovative mobility services for lower density areas. Lead: Planning, Development & Transportation Partners: Private transportation service providers Ongoing Staff time, general fund, outside funds Strategy T-5h. Evaluate and identify future capital needs including bus fleet, maintenance facilities, bus stops, multimodal mobility hubs, park-and-ride facilities, and on- street speed and reliability capital improvements. Lead: Planning, Development & Transportation Ongoing Staff time, CIP, outside funds, general fund Strategy T-5i. Explore and gradually integrate new technology and other supportive services, including integrated fare payment, autonomous and electric vehicles, integrated mobility information, connected vehicle infrastructure, mobility as a service and travel demand management. Lead: Planning, Development & Transportation Partners: Information & Employee Services Ongoing Staff time, general fund, CIP, outside funds, outside support Principle T 6: Bicycling is a safe and convenient travel option supported by a connected network of facilities. Strategy T-6a. Update the 2014 Bicycle Plan in 2020 or 2021. Lead: Planning, Development & Transportation FORT COLLINS CITY PLAN 239 Strategy Responsibility Timing Resource Strategy T-7d. Develop a walking program that educates, encourages and promotes walking as a primary mode of transportation. Lead: Planning, Development & Transportation Near-term Staff time, CIP, general fund Strategy T-7e. Implement additional pedestrian safety education programs for people of all ages with an emphasis on Safe Routes to School programs. Lead: Planning, Development & Transportation Partners: Sustainability Services, Information & Employee Services, Police Services Ongoing Staff time Strategy T-7f. Enforce sidewalk maintenance and snow removal to ensure residents and business owners maintain a safe and accessible pedestrian space for all users. Lead: Planning, Development & Transportation Partners: Sustainability Services, Information & Employee Services, Police Services Ongoing Staff time Principle T 8: Manage use of the transportation system to ensure reliable traffic and transit flow through travel demand management and transportation system optimization. Strategy T-8a. Identify potential partnerships between transit and other mobility providers to pilot mobility innovation zones. Lead: Planning, Development & Transportation Partners: Private transportation service providers Near-term Staff time, general fund, outside funding Strategy T-8b. Develop a plan and seek funding for increased deployment of intelligent transportation systems (ITS), connected vehicle infrastructure, and transit signal priority. Lead: Planning, Development & Transportation Partners: Information & Employee Services Near-term Staff time, CIP, regional resources Strategy T-8c. Seek funding to provide City support of local and regional employer commute trip reduction programs. Lead: Planning, Development 240 06 | IMPLEMENTATION AND MONITORING Strategy Responsibility Timing Resource Strategy T-8k. Develop Access Management Plans for arterial roadways, prioritizing Major arterials such as Harmony Road, Timberline Road, and College Avenue. Lead: Planning, Development & Transportation Long- term Staff time, CIP, regional resources Strategy T-8l. Adopt a policy to discourage zero occupant vehicle trips generated by autonomous vehicles. Lead: Planning, Development & Transportation Partners: Sustainability Services Long- term Staff time Strategy T-8m. Develop a TDM Program for new development. Lead: Planning, Development & Transportation Partners: Sustainability Services Long- term Staff time, general fund, outside funding, outside support Strategy T-8n. Seek funding to launch a City TDM program. Lead: Planning, Development & Transportation Partners: Sustainability Services Long- term Staff time, general fund Strategy T-8o. Enhance the existing web-based dashboard with key transportation metrics. Lead: Planning, Development & Transportation Partners: Information & Employee Services Ongoing Staff time, CIP, general fund Strategy T-8p. Require multimodal level of service (MMLOS) analysis around new development and redevelopment. Lead: Planning, Development & Transportation Ongoing Staff time FORT COLLINS CITY PLAN 241 Strategy Responsibility Timing Resource Strategy T-9h. Identify communities with lower rates of opportunity access (e.g. fewer jobs per capita, fewer neighborhood amenities, less access to schools) and give those communities priority for receiving transportation investments. Lead: Planning, Development & Transportation Partners: Sustainability Services Ongoing Staff time, general fund Principle T 10: Support and snhance safety for all modes. Strategy T-10a. Formalize a Vision Zero Action Plan to be incorporated into annual Safety Report. Lead: Planning, Development & Transportation Partners: Police Services, Information & Employee Services Near-term Staff time Strategy T-10b. Completion of an Annual Mobility Report to capture other important transportation related improvements such as accessibility. Lead: Planning, Development & Transportation Partners: Police Services, Information & Employee Services Near-term Staff time, outside support Strategy T-10c. Completion of the update to the Arterial Intersection Prioritization Study (AIPS) that identifies intersections for safety improvements. Lead: Planning, Development & Transportation Near-term Staff time, general fund, outside support Strategy T-10d. Continue safety education programs focusing on respect for traffic laws by all road users. Lead: Planning, Development & Transportation Partners: Police Services, Information & Employee Services Near-term Staff time, general fund, outside support Strategy T-10e. Continue the Safe Routes to School program in coordination with Poudre School District to promote safe walking and bicycling for school children. Lead: Planning, Development 242 06 | IMPLEMENTATION AND MONITORING Strategy Responsibility Timing Resource Principle HI 1: Be a model for equitable, effective, and transparent local governance. Strategy HI-1b. Update the City’s Strategic Planning Outcome areas to reflect adjustments to City Plan’s seven Outcome Areas as part of the 2020 Strategic Plan Update process. Lead: City Manager’s Office Partners: City Council Near-term Staff time Strategy HI-1c. Update the City’s Community Performance Measurement Dashboard to reflect adjustments to City Plan’s seven Outcome Areas. Evaluate the need for updates to existing outcomes and measures and/or the addition of new outcomes and measures to help monitor progress in other key focus areas identified as part of the City Plan update process. Lead: Financial Services Partners: All departments Near-term Staff time Strategy HI-1e. Conduct a biennial review of progress made on implementation strategies outlined in City Plan, documenting the current status of each action and making targeted updates, as needed. Lead: Planning, Development & Transportation Partners: All departments Near- term; ongoing Staff time Strategy HI-1f. Explore creation of a Technology advisory group so that the City and its residents will be aware of, pursue, and implement technological solutions that will ensure that technology in the City of Fort Collins is accessible, transparent, and efficient. Lead: City Manager’s Office Partners: City Clerk’s Office, Information & Employee Services Near-term Staff time Strategy HI-1g. Develop/expand organizational capacity for triple bottom line decision-making and implement the Triple Bottom Line Scan tool for major City projects. Lead: Sustainability Services Partners: All departments Near-term Staff time Strategy HI-1a. Continue to align Citywide budget priorities with the seven Outcome Areas that serve as a foundation for City Plan. Lead: City Manager’s Office Partners: Finance, City Council Ongoing Staff time Strategy HI-1d. Continue to monitor and refine existing tools designed to promote transparency to ensure they are achieving intended outcomes and are accessible to a broader cross-section of the community. Lead: Financial Services Partners: All departments Ongoing Staff time FORT COLLINS CITY PLAN 243 Strategy Responsibility Timing Resource Strategy HI-2b. Explore the use of crowd-funding, crowd- sourcing, and other tools or approaches to empower residents to brainstorm, organize, and complete community projects or address community issues. Lead: Information & Employee Services Partners: All departments Ongoing Staff time Strategy HI-2c. Continue partnering with local organizations to identify strategies to improve the accessibility and affordability of childcare and early learning opportunities. Lead: Information & Employee Services Partners: Sustainability Services Ongoing Staff time Principle HI 3: Provide opportunities for meaningful and inclusive community involvement in governance and decision-making. Strategy HI-3a. Continue to coordinate community engagement events among departments to improve efficiency and reduce citizen fatigue. Lead: Information & Employee Services Partners: All departments Ongoing Staff time Strategy HI-3b. Maintain City staff levels needed to effectively engage with the community and promote a culture of inclusive engagement across all City departments. Lead: All departments Partners: City Council Ongoing General Fund Strategy HI-3c. Implement updated hiring practices across the organization and monitor their effectiveness over time. Lead: Information & Employee Services Partners: All departments Ongoing Staff time Strategy HI-3d. Investigate hiring a Spanish-speaking bilingual and bicultural staff member to enhance City engagement of the Hispanic/Latinx community, serve as a liaison between Hispanic/Latinx residents and the City organization, and improve the cultural competency of the City organization. Lead: Information & Employee Services, Planning, Development & Transportation Short- Term General Fund Strategy HI-3e. Translate key City resources and publications into Spanish and update these documents as needed. Conduct a needs assessment in consultation with Spanish-speaking residents and business owners to determine which documents should be translated. Lead: Information & Employee Services 244 07 | APPENDIX 07 APPENDIX DRAFT 3.15.19 FORT COLLINS CITY PLAN 245 Appendix A: Acknowledgments Appendix B: Trends and Forces Report Appendix C: Housing Trends and Demand Forecast Assessment Appendix D: Employment Land Demand Analysis Appendix E: Employment Land Suitability Analysis Appendix F: Transportation Master Plan Resources E1 - NFRMPO Model Outputs VMT E2- Multimodal LOS Best Practices E3- Multimodal LOS Reccomended Approach E4- NFRMPO Model Outputs VC Ratios E5 - Fort Collins Bicycle Plan (2014) E6 - Fort Collins Pedestrian Plan (2011) E7 - Fort Collins TrendLab + Layered Networks Appendix G: Transit Master Plan DRAFT 3.15.19 Acknowledgments The update to City Plan would not have been possible without the work and ideas from thousands of individuals – community members, elected officials, City staff, consultants, and many more. While we recognize the special efforts of the individuals and groups below, we wish to thank everyone who participated and contributed to this effort. City Council 2019 Mayor Wade Troxell Susan Gutowsky, District 1 Ray Martinez, District 2 Ken Summers, District 3 Kristin Stephens, District 4 Ross Cunniff, District 5 Gerry Horak, Mayor Pro Tem, District 6 Planning and Zoning Board Jeff Hansen Michael Hobbs Per Hogestad Christine Pardee Ruth Rollins Jeff Schneider William Whitley Transportation Board Valerie Arnold Karl Ayers Ellen Boeke Cari Brown Jerry Gavaldon Indy Hart Nathalie Rachline Eric Shenk York Core Staff Team Melina Dempsey Lindsay Ex Cameron Gloss Aaron Iverson Tom Leeson Seth Lorson Amanda Mansfield Ryan Mounce Meaghan Overton Paul Sizemore Kelly Smith Timothy Wilder Working Groups Climate Action Plan Community Advisory Committee Housing & Economy Land Use & Utilities Outreach & Engagement Public Lands & Water Transportation & Mobility Community Partner Organization Members Arc of Larimer County Bike Fort Collins CSU Center for the Built Environment Family Leadership Training Institute Partnership for Age Friendly Communities The Family Center La Familia Wolverine Farm FORT COLLINS TRANSIT MASTER PLAN Draft - March 1, 2019 PLANNING OUR FUTURE. TOGETHER. DRAFT 3.15.19 Acknowledgments CITY COUNCIL 2019 Wade Troxell, Mayor Susan Gutowsky, District 1 Ray Martinez, District 2 Ken Summers, District 3 Kristin Stephens, District 4 Ross Cunniff, District 5 Gerry Horak, Mayor Pro Tem, District 6 PLANNING AND ZONING BOARD Jeff Hansen Michael Hobbs Per Hogestad Christine Pardee Ruth Rollins Jeff Schneider William Whitley TRANSPORTATION BOARD Valerie Arnold Karl Ayers Ellen Boeke Cari Brown Jerry Gavaldon Indy Hart Nathalie Rachline Eric Shenk York CORE STAFF TEAM Melina Dempsey Lindsay Ex Cameron Gloss Aaron Iverson Tom Leeson Seth Lorson Amanda Mansfield Ryan Mounce Meaghan Overton Paul Sizemore Kelly Smith Timothy Wilder WORKING GROUPS Climate Action Plan Community Advisory Committee Housing & Economy Land Use & Utilities Outreach & Engagement Public Lands & Water Transportation & Mobility COMMUNITY PARTNER ORGANIZATION MEMBERS Arc of Larimer County Bike Fort Collins CSU Center for the Built Environment Family Leadership Training Institute Partnership for Age Friendly Communities The Family Center La Familia Wolverine Farm OTHER PARTNERS City Plan Ambassadors City of Fort Collins Board & Commissions Contents EXECUTIVE SUMMARY 01 INTRODUCTION 02 EXISTING SERVICE 03 COMMUNITY INPUT 04 FORT COLLINS 2040 05 2040 TRANSIT PLAN 06 IMPLEMENTATION STRATEGY 07 PERFORMANCE MEASURES AND MONITORING 01 03 09 19 25 53 85 103 DRAFT 3.15.19 AUTONOMOUS VEHICLES EXECUTIVE SUMMARY We are living in a time of unprecedented change. Rapid growth, an explosion of new mobility options, and new people moving into our city. Along with these changes come great opportunities to transform our community in positive ways by making it more livable, sustainable, and welcoming. It is with these changes in mind that Fort Collins has drafted a new vision for transit in the City—the Transit Master Plan. This plan is deeply rooted in City Plan, the community’s long range vision for land use and transportation, and is based on extensive community outreach. The predominant message from the community supported expanding the transit system with a combination of fixed-route and on-demand-type service. The key goal of the Transit Master Plan is to provide exceptional, equitable, customer-focused service that meets the community’s present and future transit needs. THE NUMBERS By 2040, Fort Collins will: Without a strong land use and coordinated transportation plan, these new residents and workers would generate more than 300,000 new daily vehicle trips that would result in additional traffic congestion, air pollution, and greenhouse gas emissions. In addition to the mobility pressures caused by growth, new technologies and changing transportation trends could put even more vehicles on the road. SEE A POPULATION THAT WILL INCREASE 40% FROM 170,000 TO 240,000 SEE JOBS GROW BY 43% FROM 102,000 TO 146,000 RIDEHAILING ONLINE SHOPPING AND RAPID DELIVERY DRAFT 3.15.19 City Plan defines a strong land use vision for the future to ensure that Fort Collins in 2040 remains an attractive and thriving place to live, study, work, and visit. This land use vision will concentrate much of the City’s population and employment growth along key transportation corridors, while still providing for a mix of different development types across Fort Collins. In support of City Plan, the Transit Master Plan will evolve the transit system as follows: » Expand Bus Rapid Transit in locations with transit-supportive land uses » Increase Frequencies to keep up with increasing demand as land use becomes more dense » Expand Coverage of the transit network to lower density areas through mobility innovation zones1 » Add Regional Routes to connect Fort Collins to more surrounding communities and provide options for commuters » Improve Connections to transit by leveraging the layered network from the Transportation Master Plan and developing strategic mobility hubs on the core transit network » Modernize Transfort’s operations by adopting new autonomous and electric vehicle technologies, partnerships with mobility providers, and the latest information sharing platforms These transit investments, along with complimentary transportation improvements outlined in the Transportation Master Plan, will result in transit trips going up by nearly 120% compared to today and a tripling of the transit mode share. However, perhaps even more significantly, more people in Fort Collins will have access to frequent, reliable, and low-cost transportation that supports the City’s vision for an economically thriving and environmentally sustainable city. 1 Mobility innovation zones will capitalize on new mobility technologies and service may include on-demand, microtransit, or other emerging technologies that allow for more flexible routing than fixed-route transit and may be provided through partnerships with the private sector. DRAFT 3.15.19 INTRODUCTION 01 The Fort Collins Transit Master Plan provides a vision, guidance and strategic actions to improve and expand transit service in Fort Collins between now and 2040. This Plan serves as a resource to City staff, the public, and the development community on how transit service should expand and what transit in Fort Collins will look like in 2040. DRAFT 3.15.19 4 “Use our limited space for people, not cars. ” - Community Member DRAFT 3.15.19 5 DRAFT Fort Collins Transit Master Plan TRANSIT VISION In alignment with changing land uses and technologies, Fort Collins will provide safe, attractive, efficient, equitable, modern, and innovative mobility for people to live, work and play in the City. » Strategies to improve equity, first/last mile access, and integration with other modes. » A phased action plan with options to fund future expansion and improvements. » Performance monitoring and reporting. Why this Transit Plan is Needed? Over the last several years Fort Collins has successfully grown transit ridership despite a national trend of declining ridership. Recent ridership growth can be attributed in part to the implementation of the highly successful MAX bus rapid transit (BRT) line along the Mason Street corridor in 2014 and strategic investments in services catered to Colorado State University (CSU) students and staff. However, the way people use transit and to some extent the role of transit as a mobility provider in the community is rapidly changing. This change can be attributed to both local trends, including changing land use and demographics, as well as national trends, including new technology and changing travel behavior. In order for transit to continue to provide value to the community and for the City to grow ridership in the future, transit service in Fort Collins will need to adapt given the dynamic influences affecting mobility. Key elements this Plan addresses include: » How the system can strategically expand and adapt to changing land use and increasing demand for transit. » Innovative strategies to capitalize on emerging technologies and shifting travel behavior. » Integration with other Plans including the City Plan, Transportation Master Plan, Corridor Plans, Sub Area Plans, and Regional Plans. » Capital and operating improvements to speed, reliability, comfort, safety and frequency of service. INTRODUCTION PURPOSE OF THE TRANSIT PLAN The purpose of this Plan is to provide guidance on how Fort Collins will gradually grow and improve transit service over time in order to achieve the City’s vision for transit in 2040. AFTER MAX WAS IMPLEMENTED ANNUAL RIDERSHIP GREW FROM ABOUT 2.5 MILLION IN 2014 TO 4.4 MILLION Introduction 6 » Land Use – As land use changes, including densification of certain corridors and regions of the City, it will be important for the City to add or modify transit service to respond to those changes. » Demographics – The City’s population is expected to grow an additional 40 percent by 2040. The senior population, those 75 years of age and older, is expected to triple by 2040. Students, young people, families, seniors, and people of various incomes tend to use transit service differently, thus where and how the City’s population grows will impact demand for transit. » Technology – The emergence of transportation network companies (TNC’s), such as Uber and Lyft, car share (e.g., Zipcar), bikeshare, electric scooters, microtransit, smartphones and mobility applications, and electric and autonomous vehicle technology is rapidly changing service options available to transit agencies and demand for different types of transit service. Some of these technologies will also emerge as important connections to transit. » Travel Behavior – Technological advances in mobility, online shopping, telecommuting, smartphone use and lifestyle choices are contributing toward a shift in travel behavior. As a result, when and how people use transit is changing and it will be important for transit service to adapt to these changes. Implementation of this plan will result in improved transit service and continued growth in ridership in Fort Collins, which will provide numerous benefits to the community, including: » Traffic Congestion Management - Reduce growth in vehicle miles traveled (VMT) and single-occupant vehicle travel, keeping traffic congestion from growing as quickly as it otherwise would. » Sustainable Development - Support the Structure Plan in the City Plan document by funneling growth to walkable urban neighborhoods along key transit corridors and activity nodes served by high-frequency transit. » Equity – Support affordability and expand mobility options for the community, region, and visitors including walking and biking. Ensure bilingual communications about service changes and how to ride transit. » Environmental - Advance Fort Collins toward achieving its Climate Action Plan and Air Quality Plan goals. » Economic – Support and grow the Fort Collins economy by providing affordable and viable transportation to jobs and reducing household expenses. » Health – Support active transportation and healthy lifestyles. Instill the benefits of transit 7 DRAFT Fort Collins Transit Master Plan CITY PLAN The Transit Master Plan directly aligns with the land use plan identified within City Plan. Service improvements will be focused on areas of the City where existing and future densities and development types support transit. SHORT RANGE AND TRANSIT OPERATIONS PLANS The Transit Master Plan provides high-level guidance and an aspirational vision for improving transit system operations. Elements of this Plan were informed in part from findings of the recently developed Transfort Route Improvement Project (TRIP). The Transit Master Plan can also be used as a framework for developing future short-range and more detailed operations plans, BRT plans, and detailed capital improvement plans. CORRIDOR & SUB AREA PLANS The Transit Master Plan builds off of recently completed corridor plans, including the West Elizabeth Corridor Plan and Harmony Road ETC Alternatives Analysis. This Plan provides a framework for the City to develop future corridor plans and sub-area plans with key transit elements. REGIONAL TRANSIT PLANS Existing regional transit planning efforts (such as the NFRMPO Transit Element) were used to inform the future regional transit network. Guidance is provided on several corridors from which the City is or will be seeking partnerships with neighboring communities to expand regional transit. TRANSPORTATION MASTER PLAN The Transit Master Plan identifies transit priority corridors as part of the layered transportation network in the Transportation Master Plan. In addition, operations and capital improvements identified in this Plan support pedestrian, bicycle, and vehicle mobility goals identified in the layered network. Lastly, the layered network was used to strategically locate multimodal transfer points (mobility hubs) along the future transit network to facilitate seamless travel between multiple modes. TRANSIT Introduction 8 Transit Specific Principles and Policies This section summarizes the primary transit principle and related policies from City Plan. The Transit Master Plan articulates the strategies and actions necessary to advance the principle and implement the policies. Principle T 5: Transit is a safe, affordable, effecient, and convenient travel option for people of all ages and abilities. » T 5.1. The City’s public transit system will be expanded and evolved in phases to provide integrated, high-frequency, productivity-based transit service along major transportation corridors. This will be accomplished with a combination of feeder transit lines, on-demand transit and other mobility as a service (MaaS) technology to connect major destinations. » T 5.2. Implement BRT and high frequency transit service as shown in this document along major transportation corridors as land use densifies and mobility demands increase, providing links between major activity centers. » T 5.3. Integrate fixed-route transit service with mobility innovation zones to serve lower density areas of the City with non-traditional transit service. Focusing on expanding mobility in a cost-effective way, the City will use existing and new technologies, including micro-transit, partnerships with transportation network companies, other mobility-as-a-service technologies and other innovations. » T 5.4. Provide fast and reliable transit service throughout the transit system, but with an additional emphasis on high-frequency routes through the use of various design and operating strategies including bus stop bulb outs, transit signal priority, bus-only lanes, streamlining of route patterns to minimize deviations, and appropriately spaced bus stops. » T 5.5. Transit infrastructure will be expanded and modernized with the customer’s mobility, comfort, and security first in mind. This includes improvements to bus stops/shelters, expanded and upgraded transit centers with elements such as adequate lighting, ADA accessibility, protection from the elements, on- and off-board security, and cameras. Maintain per the Transfort Bus Stop Design Guidelines and update the document as needed. » T 5.6. The City will continue to be a leader for transit services in the region by efficiently operating transit services in smaller communities, leading the development of new regional transit connections, and looking for opportunities to provide expanded and cost-effective regional mobility in the greater North Front Range Region. » T 5.7. Safe, modern, and cost-effective transit service are top priorities with the City aggressively pursuing technology such as pedestrian blind spot detection and autonomous vehicles (buses and on-demand vehicles). » T 5.8. Connect public transit to other modes of travel through strategically located mobility hubs, to be located near activity centers, where one or more transit routes and bicycle facilities intersect. These hubs will provide shared multimodal facilities and may include elements like bicycle parking, bike-, scooter-, and car-share, multimodal information, park-n-rides and curb-space for shuttles and drop-off vehicles. » T 5.9. Transit service shall be provided in accordance with the Transfort Service Standards. » T 5.10. Paratransit will be provided in accordance with Federal requirements and the City will look for ways to improve customer service, ensure cost-effective coverage, and to improve outreach and education for paratransit customers who would receive better mobility services on the fixed route network. » T 5.11. To support the additional transit service identified in this plan, the City will expand the Transit Maintenance Facility to store and maintain a larger fleet of busses and support vehicles. DRAFT 3.15.19 EXISTING SERVICE 02 Transfort is the City’s transit operator, operating 22 fixed routes across the City, including one bus rapid transit (BRT) route, the MAX, that offers 10 minute frequencies throughout much of the day. Historically, Transfort has operated a coverage- based transit system with most routes operating at 30-60 minute frequencies. Recent investments have been geared toward a productivity-based system, with the introduction of the MAX in 2014 and restructuring of routes around the CSU campus. Those investments have resulted in a significant ridership growth since 2013. DRAFT 3.15.19 10 “The bus goes where I want, but not when I want. ” - Future of Transit Panel Survey Results DRAFT 3.15.19 11 DRAFT Fort Collins Transit Master Plan Existing fixed-route service can be divided into four service types: BRT, high-frequency, Local with 30 minute frequency, and Local with 60 minute frequency, illustrated in the table below. Transfort also provides several other services, including regional service on the FLEX to Loveland, Longmont, and Boulder, and special event and paratransit service. EXISTING SERVICE SERVICE TYPE CHARACTERISTICS ROUTES PERCENT 2018 SYSTEM SERVICE HOURS1 PERCENT 2018 SYSTEM RIDERSHIP1 BRT » 10-15 minute weekday daytime frequency » Dedicated bus-only, BAT (business access and transit only), or queue jump lanes » Off-board fare payment » Unique branding MAX 27% 36% High Frequency » 15 minute or better daytime weekday frequency 3, 31, Horn 19% 28% Local (30 min Frequency) » 30 minute daytime weekday frequency 2, 7, 8, 16, 32, 81 29% 23% Local (60 min Frequency) » 60 minute daytime weekday frequency 5, 6, 9, 10, 12, 14, 18, 192, 33 26% 13% Other Services » Regional » Late night » School trippper » Special event » Dial-A-Ride FLEX (regional), GOLD (late night), 92 (school tripper), special event, on- demand (DAR) n/a n/a 1 Excludes regional, special late night, event and paratransit service. 2Route 19 operates 30 minute peak and 60 minute off-peak service. DRAFT 3.15.19 !b !b !b!( !( !( !( !( ¤£287 ¤£287 «¬14 «¬1 «¬392 Terry Lake Richard's Lake Horsetooth Reservoir Long Pond Claymore Lake Harmony Reservoir Sheldon Lake College Lake Lindenmeier Lake Larimer and Weld Canal Lee Lake Robert Benson Lake Warren Lake Duck Lake Portner Reservoir Parkwood Dixon Lake Reservoir Lake Sherwood Fossil Creek Reservoir Fossil Creek Reservoir Outlet Rigden Reservoir North Gray Reservoir South Gray Reservoir Trappers Lake Baker Lake Nelson Reservoir 13 DRAFT Fort Collins Transit Master Plan Paratransit In addition to fixed route service, Transfort operates its Dial-a-Ride service, which provides transit access to people who otherwise cannot take fixed route transit (because of a physical or mental impairment). Dial-a-ride is a type of transit service more generally known as paratransit that is required by the Americans with Disabilities Act (ADA). While there are numerous ADA requirements for paratransit, the most fundamental requirement is that all public transit operators must provide paratransit to any qualifying person that lives within ¾ of a mile of the fixed route system for no greater than twice the fixed-route fare. Paratransit must operate during the same time period as the fixed route system and must generally provide door-to-door service and some sort of reservation system. Transfort meets all these basic requirements and goes beyond federal requirements in the following ways: » The Dial-a-Taxi program provides an on-demand paratransit service that allows for one end of the trip to be outside of the typical Dial-a-Ride boundary. Long trips are subsidized up to $20 by Transfort » Foothills Gateway Shuttle provides four trips per weekday to the Foothills Gateway facility, which is outside of the fixed route service area » 42 clients have “grandfathered” access to the Dial-a-Ride program even though they do not live within the service area. These are the clients that were impacted by a 1997 service change. While Dial-a-Ride provides an important connection for those who depend on the service, it is one of the highest-cost per ride (lowest productivity) services that Transfort provides. The high cost is related to the fact that one or more vehicles must be on-call when the fixed route service is operating, in case there is a request for service. Additionally, the door-to-door service provided by (and often required by the riders) takes time, which limits how many rides per hour can be offered by the Dial-a-Ride system. Currently, Dial- a-Ride averages about 130 rides per hour at a cost of about $34.58 per ride. This compares with a cost of $2.12 per trip on MAX. Ridership Transit ridership in Fort Collins has grown by about 160% since 2007, and by 87% between 2013 to 2017. Ridership has significantly outpaced population growth, which has grown by about 20% since 2007 and 7.5% since 2013. The recent rapid increase in ridership directly coincides with a 65% increase in revenue service hours3 since 2013. Revenue service hours were added primarily through several specific improvements: » The opening of MAX in 2014 » Route restructuring and additional frequencies related to partnership with CSU, which improved reliability for CSU students, faculty, and staff » Increased service on CSU game-days Existing Service 14 Who Rides Transit? CSU students, faculty, and staff accounted for over half of Transfort ridership in 2018. Transit Productivity Productivity is a measure of ridership divided by service hours and is a good indicator of the cost efficiency achieved. In 2018 Transfort averaged about 35 riders per bus revenue hour which was a 20% increase since 2013. This increase in productivity over time is particularly remarkable when considering the major expansion of service hours in 2014. Again, with MAX and the CSU service revisions, ridership has grown faster than service hours which shows that people are strongly attracted to frequent, reliable transit service. Transfort’s three high-frequency routes (3, 31, HORN) and one BRT route (MAX) account for four of the six most productive routes in the system. The routes account for about 46% of the weekday bus revenue service hours within the City, and 64% of ridership. Additionally, five of the six least productive routes in the system are routes that operate at 60 minute frequencies. These routes account for 26% of the transit system’s revenue service hours, but only account for 13% of system ridership. In summary, high-frequency routes have exponentially greater ridership and are thus more productive. Implementation of high-frequency routes has a better return on investment in terms of ridership per revenue service hour. 57% 24% 11% 4% 4% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Transfort Ridership by Fare Class Fort Collins, 2018 CSU Students/Faculty/Sta General Public Disabled Youth Seniors 0 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Year 5 10 15 20 25 30 35 Passengers per Revenue Hour Transit Productivity Fort Collins, 2018 0 20 40 60 80 100 120 Passengers per Revenue Hour Transfort Productivity by Route Fort Collins, 2016 15 DRAFT Fort Collins Transit Master Plan Case Studies: Where is Transit Ridership Growing? Over the past several years, there have been numerous reports of declining transit ridership across the United States. As shown in the chart below, national transit ridership peaked in 2014 and has been declining for the past four years, despite population and employment growth. There are a number of reasons that have been cited for the national decrease in transit ridership including competition from ridehailing services, an improving economy that allows more people to be able to afford a car, and relatively stable and low fuel costs. While transit ridership is decreasing for most agencies across the country, there are a few notable exceptions, such as Transfort. This section highlights some of the strategies that these agencies that are seeing growth in ridership are using. DRAFT 3.15.19 Existing Service 16 Sound Transit – Seattle, WA: Sound Transit has seen rapid ridership growth over the past several years. This ridership growth has generally been fueled by voter-approved tax increases to build out the regional transit system, largely focused on new rail lines that serve the densest portions of the region. King County Metro – Seattle, WA: King County Metro is the largest transit agency in Washington State (moving nearly 3 times as many passengers as Sound Transit). While not as dramatic as Sound Transit, Metro’s ridership has also been increasing steadily for the past several years. This increase in ridership is not fueled by major system expansion, but rather improvements to transit frequency, speed, and reliability. Given the Seattle region’s rapid growth over the past decade, Metro has focused its additional resources on the denser areas of the region and along key commuter routes to major employment centers. DRAFT 3.15.19 17 DRAFT Fort Collins Transit Master Plan Houston Metro – Houston, TX: Houston Metro has seen steady ridership increases over the past eight years during a period when nearly every other sunbelt city has seen ridership declines. The ridership increases are due to a mix of additional build out of the light rail system, but also a major bus restructure in 2016 that focused on a grid of high- frequency routes rather than a hub-and-spoke model. The grid pattern allowed Houston Metro to redeploy its resources to the densest areas with the highest transit propensity, which boosted ridership. The take-away from the three examples above is that transit systems that focus on providing reliable, frequent service to the denser areas of the region are seeing ridership increases. Agencies with more sprawling networks that focus on coverage are seeing ridership decrease as other modes are more attractive than transit for some riders. Transfort’s ridership increases over the past few years follow the model described above—new MAX service through the densest corridor in the city and additional CSU-focused service on other high-demand routes. The future transit network proposed in this plan would keep this focus moving forward. DRAFT 3.15.19 18 Peer City Comparison The table and chart below provide a comparison of ridership per capita in Fort Collins as compared to several peer cities of similar size with major universities. All of the peer cities have city-run transit agencies, with the exception of Davis, CA and Missoula, MT which are operated (either fully or in part) by the local university. Data shows that while Fort Collins has made tremendous progress in growing ridership over the last several years, it is on the low end of the spectrum as compared to many peer cities and there is opportunity for future growth. In general, communities that have invested more in transit per capita also have proportionally higher ridership per capita. REGION SERVICE AREA (SQ MI) SERVICE AREA POPULATION DENSITY (SQ MI) RIDERSHIP PER CAPITA INVESTMENT PER CAPITA Champaign-Urbana, IL 40 137,000 3,100 84 $244 Chapel Hill, NC 62 80,000 1,900 79 $221 Ann Arbor, MI 110 225,000 1,900 58 $194 Gainesville, FL 76 164,000 2,200 57 $147 Davis, CA 13 73,000 5,200 56 $69 Madison, WI 72 256,000 2,700 52 $210 Lawrence, KS 29 92,000 2,900 37 $79 Eugene, OR 482 302,000 2,900 34 $172 Fort Collins, CO 54 144,000 2,400 30 $106 Missoula, MT 70 72,000 1,800 26 $85 Asheville, NC 45 89,000 1,100 23 $99 BEST PRACTICES Fort Collins currently applies several transit best practices either system-wide or on particular routes that have contributed to recent growth in ridership: » Operate in rights-of-way that minimize delay (example: MAX) » Off-board fare payment (example: MAX) » Level boarding (example: MAX) » Partnerships: with CSU and neighboring jurisdictions (example: CSU routes, FLEX) » Easy-to-remember schedules (example: most routes operate at consistent frequencies – 10, 15, 30, or 60 - throughout the day) DRAFT 3.15.19 19 COMMUNITY INPUT 03 Community input for the Transit Master Plan was gathered as part of the community outreach process of City Plan through several community workshops, in person and online surveys, and numerous other events. DRAFT 3.15.19 20 “Increase public transportation.” - Community Member DRAFT 3.15.19 21 DRAFT Fort Collins Transit Master Plan COMMUNITY INPUT KICKOFF EVENT Over 500 community members attended the City Plan kickoff event to learn about the Plan process and provide initial input on their experiences and priorities. Key transit takeaway: Desire for more high- frequency transit services like MAX and improved regional transit FUTURE OF TRANSIT PANEL About 120 attendees participated in a Future of Transit panel discussion to provide direction on the preferred transit scenario and how the transit network should respond to new technologies and mobility services. Panelists included representatives from the project transit consulting team, Chariot (microtransit), Easymile (autonomous transit), and Lyft (ride hail). Key transit takeaway: Strong support for the preferred transit scenario, including high investment in high-frequency service on major corridors and piloting innovative mobility services in low-demand areas. VISIONING WORKSHOP About 150 community members attended four visioning workshops held throughout the City. Participants prioritized their community values and provided guidance on the Plan’s vision and objectives. Key transit takeaway: Investment in public transit consistently rose to the top of the list, with desires for more non-driving transportation options, improved transit infrastructure/amenities, new regional transit connections, high-frequency transit, and increased east-west connections. SCENARIO REFINEMENT WORKSHOP Nearly 1,300 participants provided feedback in-person or online on three different future land use and transportation scenarios, with the majority preferring the scenario with the greatest concentrations of corridor infill development, high-frequency transit service, and mobility options. Key transit takeaway: Enhancing transportation & mobility received the greatest support of all scenario elements, with the majority of people wanting the greatest transportation investments to be toward transit. DRAFT 3.15.19 Community Input 22 What the Community Expressed About Transit Hundreds of participants participated in surveys and workshops throughout the planning process to express their desires related to transit. The following high-level themes summarize the transit elements that received strong and consistent support from the public: » Faster and More Frequent Service, including expanded BRT and high-frequency service on major corridors paired with innovative mobility services in lower density areas. » Better Multimodal Connections, including pedestrian amenities, bicycling supportive infrastructure, and emerging mobility services (on-demand, microtransit, car share, etc.). » More Regional Service to neighboring communities. » Willingness to Invest in Transit through taxes and other fees. No change (3%) Small changes (10%) Moderate changes (26%) Big changes (59%) How do you perceive public transit in Fort Collins? (source: Future of Transit Panel) Considering impacts and tradeoffs how much change do you support for enhancing transportation & mobility to meet Fort Collins goals & priorities? (source: Scenario Questionnaire) 1% 3% No opinion (1%) It goes where I want AND when I want (18%) It goes where I want BUT not when I want (42%) It goes when I want BUT not where I want (11%) It does not go where nor when I want (26%) DRAFT 3.15.19 23 DRAFT Fort Collins Transit Master Plan Where would you prioritize additional transportation funding for the future? (pick top two) (source: Scenario Questionnaire) What is the right balance between fixed-route service (traditional bus) and on-demand service? (source: Future of Transit Panel) 5% 3% All bus service, no public on-demand (3%) Expand system with buses and on-demand (as shown in preferred scenario) (58%) High frequency buses on major corridors, other areas on-demand (32%) Replace most of bus system with on-demand (5%) Roads/Cars (29%) Bikes (52%) Sidewalks/Trails (49%) Transit (60%) 29% 52% 49% 60% What is the right level of investment you would support for increased transit service? (source: Future of Transit Panel) None ($0 mo.) no expansion (8%) Low ($5/mo.) +1 BRT, 1 frequent route (12%) Medium ($10/mo.) +2 BRT, 2 frequent routes (34%) High ($15+/mo.) +3 BRT, 3+ frequent routes (45%) DRAFT 3.15.19 Community Input 24 DRAFT 3.15.19 25 FORT COLLINS 2040 04 Over the past 20 years, Fort Collins’ has transformed from a college town of about 100,000 people to a small city of approximately 171,000. The next 20 years will continue to see growth and development in Fort Collins, and the character of that growth will be different. City Plan will facilitate denser development concentrated along major transportation corridors and new technologies and demographics will influence both where people live and how they travel. This chapter explores how land use is expected to change over the next 20 years, and how that land use change could influence demand for transit. DRAFT 3.15.19 26 “ “Growth demographics will need to be represented in our plans and characteristics of future populations considered.” - Community Member DRAFT 3.15.19 27 DRAFT Fort Collins Transit Master Plan FORT COLLINS IN 2040 CITY PLAN City Plan is the comprehensive plan for the City of Fort Collins. It articulates the community’s vision and core values, and establishes the overall policy foundation that will be used by the City of Fort Collins organization, its many local and regional partners, and the community at large to work toward that vision over the next 10 to 20 years. City Plan includes a section specifically dedicated to transportation and the Plan is supported by a number of more detailed functional plans and department-level strategic plans, including this Transit Master Plan. A core element of the City Plan is the Structure Plan map, shown in Figure 2, which illustrates how the community will grow and change over time, serving as a blueprint for the community’s desired future. It focuses on the physical form and development pattern of the community, illustrating areas where new greenfield development, infill, and redevelopment is likely to occur, as well as the types of land uses and intensities to encourage. The Structure Plan: • Guides future growth and reinvestment and serves as official Land Use Plan for the City; • Informs planning for infrastructure and services; • Fosters coordinated land use and transportation decisions within the city and region; and • Helps implement principles and policies. The Structure Plan, in conjunction with the Transportation Plan and other supporting elements, will be used to guide future development decisions, infrastructure improvements, and public and private investment and reinvestment in Fort Collins. Fundamentally, the Structure Plan supports compact development that is more amenable to transit, walking, and bicycling, while recognizing the need for a variety of different development forms in the City. Much of the new development will occur in Mixed Neighborhoods and Mixed-Use Districts focused along the City’s major transportation corridors. In turn, these transportation corridors form the backbone of the transit network. In this way, City Plan and the Transit Master Plans are reflections of each other and support a sustainable development pattern and transportation network. DRAFT 3.15.19 RICHARDS LAKE PARK GREENBRIAR PARK SOFT GOLD PARK RABBIT BRUSH PARK LEGACY PARK LEE MARTINEZ COMMUNITY PARK ALTA VISTA FREEDOM PARK SQUARE PARK GRANDVIEW CEMETERY CITY PARK NINE GOLF COURSE CITY PARK ROSELAWN CEMETERY ROGERS PARK EASTSIDE PARK OVERLAND PARK AVERY PARK EDORA COMMUNITY PARK INDIAN LILAC HILLS PARK PARK SPRING PARK BLEVINS PARK ROLLAND MOORE COMMUNITY PARK WOODWEST PARK LEISURE PARK BEATTIE PARK SPENCER ROSSBOROUGH PARK PARK SPRING CANYON COMMUNITY PARK COLLINDALE GOLF COURSE WARREN 29 DRAFT Fort Collins Transit Master Plan Population Growth As noted earlier, Fort Collins is expected to grow steadily into the future, with population increasing by about 40% to 240,000 by 2040. Figure 3 shows the change in population density between 2012 (the most recent year the regional travel demand forecasting model was updated) and 2040.1 Consistent with City Plan, much of the growth is expected to take place in Downtown, and mixed- use districts along N. College Ave., the Mason Corridor, Harmony Road, and S. College Ave. In addition, proposed development in the northeast, continued growth in the West Central Area, and the Hughes Stadium redevelopment are all evident on the map. *Population density is emphasized in this section because transit does best at serving relatively dense concentrations of people—high population growth spread out across a large area is not necessarily consistent with strong demand for transit. DRAFT 3.15.19 L ¦¨§25 ¦¨§25 ¦¨§25 ¤£287 ¤£287 «¬14 «¬1 «¬392 Terry Lake Richard's Lake Horsetooth Reservoir Long Pond Claymore Lake Harmony Reservoir Sheldon Lake College Lake Lindenmeier Lake Larimer and Weld Canal Lee Lake Robert Benson Lake Warren Lake Duck Lake Portner Reservoir Parkwood Dixon Lake Reservoir Lake Sherwood Fossil Creek Reservoir Kitchel Lake Fossil Creek Reservoir Outlet Rigden Reservoir North Gray Reservoir South Gray Reservoir Watson Lake Trappers Lake Baker Lake Nelson 31 DRAFT Fort Collins Transit Master Plan Employment Growth Employment growth is also expected to be significant in the future, with the number of jobs increasing by about 43% between 2012 and 2040. Figure 4 shows the change in employment density between 2012 and 2040. Overall, the pattern of where employment growth is expected is similar to population growth. Namely, Downtown and the mixed-use districts along College Ave. (north and south), the Mason Corridor, and Harmony Road. Strong growth is also expected in the northwest and the West Central Area Plan (east of Shields St.). In addition, there is substantial employment growth anticipated along Timberline Road and near I-25 at Vine Drive and Prospect Road. DRAFT 3.15.19 L ¦¨§25 ¦¨§25 ¦¨§25 ¤£287 ¤£287 «¬14 «¬1 «¬392 Terry Lake Richard's Lake Horsetooth Reservoir Long Pond Claymore Lake Harmony Reservoir Sheldon Lake College Lake Lindenmeier Lake Larimer and Weld Canal Lee Lake Robert Benson Lake Warren Lake Duck Lake Portner Reservoir Parkwood Dixon Lake Reservoir Lake Sherwood Fossil Creek Reservoir Kitchel Lake Fossil Creek Reservoir Outlet Rigden Reservoir North Gray Reservoir South Gray Reservoir Watson Lake Trappers Lake Baker Lake Nelson 33 DRAFT Fort Collins Transit Master Plan Transit Propensity in Fort Collins Understanding the existing and future dispersion and density of population and employment in Fort Collins is a fundamental component of designing the city’s transit service so it best meets the evolving needs of the community. When considering how the transit system could change to meet new demand for service, population and employment density will determine the underlying demand for transit more than any other factor. This is because: » In the absence of facilities like park-and-ride lots or connecting shuttles, the reach of transit is generally limited to the distance from a bus stop that people are willing to walk, typically about one-quarter to one-half mile. As a result, the size of the travel market (the number of people that can access transit) is directly related to the density of development in that area. » Transit service frequencies, in turn, are closely related to market size. Bigger markets support more frequent service, while smaller markets can support only less frequent service. » To attract travelers who have other options, such as private automobiles or access to ride- hailing services, transit service must be relatively frequent and direct to get riders to their destination in a time and at a cost competitive with other modes. However, density alone does not determine demand for public transit. Certain groups of the population, particularly households with zero-vehicles available, people with lower incomes, persons with disabilities, students, and youth, tend to use transit to a greater degree than other groups. In contrast, populations with higher incomes and access to two or more cars tend to use transit less than the underlying population and employment density would suggest. To account for these differences, a measure called the transit propensity adjustment factor was developed to measure relative demand for transit in different areas as compared to the region. These factors measure the likelihood of certain demographic groups to use transit to commute to work relative to the study area’s general population and are based on national surveys of transit usage. In simple terms, the transit propensity adjustment factor scales the underlying population density up or down based on the socioeconomic and demographic characteristics of the area. In Fort Collins, like many smaller cities in the United States, the transit propensity adjustment factor tends to adjust population and employment densities up in downtown areas, areas with a large amount of college student housing, lower income areas, and areas with older populations. While areas with larger, newer single family homes (which tend to be near the edge of town) tend to have a downward adjustment from the transit propensity Fort Collins in 2040 34 KEY ELEMENTS THAT INFLUENCE TRANSIT PROPENSITY POPULATION DENSITY EMPLOYEE DENSITY VEHICLE OWNERSHIP RATES STUDENT POPULATION INCOME AGE DRAFT 3.15.19 L ¦¨§25 ¦¨§25 ¦¨§25 ¤£287 ¤£287 «¬14 «¬1 «¬392 Terry Lake Richard's Lake Horsetooth Reservoir Long Pond Claymore Lake Harmony Reservoir Sheldon Lake College Lake Lindenmeier Lake Larimer and Weld Canal Lee Lake Robert Benson Lake Warren Lake Duck Lake Portner Reservoir Parkwood Dixon Lake Reservoir Lake Sherwood Fossil Creek Reservoir Kitchel Lake Fossil Creek Reservoir Outlet Rigden Reservoir North Gray Reservoir South Gray Reservoir Watson Lake Trappers Lake Baker Lake Nelson L ¦¨§25 ¦¨§25 ¦¨§25 ¤£287 ¤£287 «¬14 «¬1 «¬392 Terry Lake Richard's Lake Horsetooth Reservoir Long Pond Claymore Lake Harmony Reservoir Sheldon Lake College Lake Lindenmeier Lake Larimer and Weld Canal Lee Lake Robert Benson Lake Warren Lake Duck Lake Portner Reservoir Parkwood Dixon Lake Reservoir Lake Sherwood Fossil Creek Reservoir Kitchel Lake Fossil Creek Reservoir Outlet Rigden Reservoir North Gray Reservoir South Gray Reservoir Watson Lake Trappers Lake Baker Lake Nelson 37 DRAFT Fort Collins Transit Master Plan Matching Transit Services to Transit Demand The preceding analysis of existing and forecasted transit demand is the foundation for how to plan a successful and sustainable transit system. As a fundamental rule, when densities (and thus transit demand) increase, more transit service can be supported in terms of higher frequencies and longer spans of service. To show how land uses are linked with service, see Figure 7 on the following page. This relationship is the foundation for the Transit Master Plan. DRAFT 3.15.19 Land Use Type Example Downtowns & High Density Corridors >45 >25 30-45 15-25 15-30 10-15 5-10 <10 <5 10-15 Urban Mixed-Use Neighborhood & Surburban Mixed-Use Mixed Neighborhoods Single Family Neighborhoods Residents per Acre Jobs per Acre On demand 10 minutes or better 10-15 minutes 15-30 minutes 30 minutes On demand Land Use Transit Appropriate Types of Transit Frequency of Service BRT High Frequency Bus Local Bus BRT High Frequency Bus Local Bus Local Bus Local Bus Micro-Transit Rideshare Micro-Transit or or or or or Figure 7 – Land Use Densities and Supported Transit Service Fort Collins in 2040 38 As shown in Figure 7, to support 30-minute service, there generally must be at least 15 residents per acre or more than 10 jobs per acre, or a combination thereof. However, these densities broadly indicate demand across contiguous and nearby areas. Clusters of density throughout an area or along a corridor are strong indicators of transit demand, while a dense but small block in an isolated area would not produce sufficient demand in and by itself. Demand can also accumulate along corridors to produce demand for more frequent service than the densities alone would indicate. For example, long corridors where most blocks have the density to support 15- to 30-minute service will often produce accumulated demand for 15-minute or better service. This pattern emerges because demand from other corridors tends to coalesce along these higher density areas. For example, the Harmony Road Corridor is expected to have enough blocks of high-density population and employment in 2040 to warrant high-frequency or better transit service. It is important to recognize that areas that do not have at least 10 residents or five jobs per acre or a combination thereof—generally lower density communities made up of single-family neighborhoods—do not provide an environment where fixed-route transit can generate enough ridership to succeed. At these low densities, only infrequent transit service can be sustained, which is so uncompetitive with other forms of transportation that it is not practical to operate. In these instances, this Transit Master Plan is calling for new, emerging types of transit—specifically microtransit, rideshare, and shared mobility solutions—to connect low density areas to the core transit network. These emerging technologies and services are being tested across the country and will be described in more detail in the next chapter. 39 DRAFT Fort Collins Transit Master Plan Providing appropriate levels of transit service that match demand in different density environments is more efficient, cost effective and results in better service for residents. DRAFT 3.15.19 Fort Collins in 2040 40 The Future of Transit - How will Transit Look in 2040? We live in a time in which transportation is rapidly evolving. From emerging mobility solutions such as ridesharing, bike and scooter sharing, and microtransit, to new technologies such as autonomous vehicles, battery technology, intelligent transportation systems, expanding access to live/real time information, and the technology and services that the public and private sector employ to provide mobility are rapidly changing. This Transit Master Plan is a forward-looking vision of how to provide integrated, innovative, and sustainable transit for Fort Collins in 2040, therefore it is important to consider the features of transit that will be critical to success. This chapter outlines key features that are critical to consider when planning for future transit and focuses on the following topics: » Ride-hailing and autonomous vehicles » Transit service design and supportive street networks and technologies » Integrated mobility platforms and Mobility as a Service (MaaS) Ride-hailing, Microtransit, and Autonomous Vehicles The rise of the Transportation Network Companies (TNC)—notably Uber and Lyft—have ushered in a discussion of “the end of transit” by some people who see these ride-hailing companies as a more convenient and less-expensive way to provide transit services in cities like Fort Collins. *https://www.bloomberg.com/news/articles/2016-08-15/uber-and-lyft-want-to-replace-public-buses Uber and Lyft want to replace public buses Joshua Brustein Pinellas Park, Fla., isn't the kind of place you'd expect to gain insight about the future of mass transit. The suburb of Tampa is as car-crazy as your average stretch of Floridian sprawl — the local landmarks include the Tampa Bay Automobile Museum and a drag racing strip — and anyone who can avoid the bus does. But recently the agency responsible for the area's public transportation began a novel experiment: It stopped running two bus lines and started paying for a portion of Uber rides instead. In Uber's early days, it said it wanted to be "everyone's private driver." Now the company and its main U.S. competitor, Lyft, are playing around with the idea of becoming the bus driver, too. Uber has partnered with a handful of local public transportation agencies to strike deals like the one in Pinellas Park, which it expanded earlier this month. Later this month Lyft plans to DRAFT 3.15.19 Figure 8 – Space Used by Cars versus a Bus 4Microtransit is a concept similar to ride-hailing except that instead of hailing a dedicated vehicle, you request a ride in a shared vehicle, typically a van or small shuttle bus. Microtransit providers sometimes run on a schedule, but with a flexible route based on who is requesting the ride, and sometimes offer on-demand pickups. Several companies, including Bridj, Chariot, Lyft Shuttle, and EasyMile (which has an autonomous shuttle) are all microtransit providers. 41 DRAFT Fort Collins Transit Master Plan The idea is that with ubiquitous ride-hailing and microtransit4 services or (in the future) fleets of shared autonomous vehicles, traditional fixed-route transit will not be necessary. People can simply request or schedule a point-to-point trip and a car will come and take them to their final destination. Anyone who has used Uber or Lyft can understand the appeal of the service – no need to wait outside at a bus stop, no need to wait for a transfer, no need to walk to your final destination. However, as discussed at Fort Collins’s Future of Transit: Panel Discussion held on November 28, 2018, a future without fixed-route transit is not feasible or efficient due to several challenges: 1. Cars use more space than buses to move people - Figure 8 below shows the amount of space used by cars to carry a busload of people. Whether the cars are privately owned or part of a ride-hailing or autonomous vehicle fleet, they still take up more space. This additional space results in traffic congestion and crowding of the curb in front of destinations. Without a significant number of people taking buses, there would be substantially more traffic congestion in areas like Downtown, around the CSU campus, and some key corridors like College or Prospect. As the city becomes denser over time, this problem would grow worse. DRAFT 3.15.19 5https://www.transit.dot.gov/sites/fta.dot.gov/files/transit_agency_profile_doc/2017/80011.pdf 6http://uberestimate.com/prices/Fort-Collins/ 7Note that taxi rates are more than twice as high as TNC rates in Fort Collins - $2.25 per mile for a taxi and $1.10 for an UberX Fort Collins in 2040 42 2. Individual cars cost more to own and operate than an efficiently utilized bus – Today, the average cost per passenger trip across all of Transfort’s fixed-route bus services is $3.99, and $2.12 for MAX.5 Taking a TNC for a similar-length trip would cost the passenger $7.65 in fares and service fees.6 It is worth noting that both Uber and Lyft currently operate their services as a loss and that there is an additional company subsidy that should be added to the TNC costs. While the value of this subsidy is not reported by either company and the data in the literature varies widely, it is reasonable to assume that it is at least 30% based on a comparison of TNC rates to taxi rates7 and published financial data from Uber and Lyft. This would mean that the actual cost for a comparable TNC ride would be about $9.95. In the future, the costs for ride-hailing services could decrease as autonomous vehicles replace the expense of the driver. However, Transfort could also benefit from reduced labor costs as the agency transitions to an autonomous bus fleet. Ultimately, it is unlikely that core transit service could be replaced in a cost-effective manner with ride-hailing or microtransit services. Moreover, these services certainly cannot match the space efficiency of buses. Therefore, while ride-hailing services and autonomous vehicles will have a strong role in future mobility in Fort Collins, they cannot, by themselves, replace fixed route transit. In a future with autonomous vehicles and ride-hailing, high-capacity and high- frequency transit service will be more important than ever to move people where they want to go without widespread traffic congestion and over- crowded drop-off areas. DRAFT 3.15.19 43 DRAFT Fort Collins Transit Master Plan MAKING TRANSIT MORE USER FRIENDLY While fixed route transit will continue to fill a strong role in the the mobility ecosystem, there are lessons that can be learned from the success of TNCs. Below are a few key areas where many fixed-route providers can improve to better match the convenience and rider experience of TNCs: i $ INFORMATION While transit agencies are providing better real-time transit information, the ability to track the location of a TNC in real-time and in an intuitive smartphone platform helps to reduce the stress of travel. Accurate and reliable time of arrival estimates is another area that transit agencies can improve on. The current Transfort smartphone app and web portal are better than most transit agencies with real time tracking available on the Transfort app, its, but not as intuitive or feature-rich as what people have become accustomed to from TNCs. PAYMENT Transit agencies like Transfort typically have easy to use monthly or annual passes, which are convenient if you have them. However, for the occasional rider (particularly if they do not carry much cash), transit fareboxes can seem like something from another era. Some transit agencies have built smartphone payment apps (that are sometimes integrated with trip planning and real-time bus information - Transfort is rolling out and e-fare option in 2019), but they still tend to be less intuitive than paying for a TNC. WAITING TIMES Research has consistently shown that more frequent transit service has a strong influence on growing ridership, particularly where land use is relatively dense. Increased transit frequencies is a core element of the 2040 Transit Master Plan. There are a few areas where TNCs and ride-hailing are more convenient compared to typical bus service will have a hard time matching. Transit agencies should regularly evaluate if they can modify service, vehicles, or performance to better accommodate these needs, but in some instances, they are a different market that TNCs or private autos are better at matching. Some of the areas where TNCs and ridehailing are strong include: transporting bulky items (it is hard to move lumber or boxes on the bus), moving large groups of people (it can be less expensive for a group to share a TNC compared to the total bus fare), and connecting two low-density areas where transit would require a transfer and significantly longer travel times. DRAFT 3.15.19 8 https://www.apta.com/resources/mobility/Pages/Transit-and-TNC-Partnerships-.aspx Community Input 44 Leveraging On-Demand Services and Partnerships While ride-hailing services and similar on- demand types of transit (which can be operated by private partners or the transit agency) may not be cost competitive for higher-demand transit routes, they can be a cost-effective way to connect lower density areas to the core transit service network. This is because the cost per rider for low ridership, long headway fixed route services begins to increase to the point where it can exceed the cost of on-demand transit service. Partnership opportunities are evolving and can be guided by lessons learned from TNCs and other “first generation” partnerships with private mobility service providers. The first microtransit and on-demand pilots operated by transit services are under way, and autonomous shuttles that connect transit hubs to employment and residential centers are starting to be introduced. These offer higher potential efficiency than TNC partnerships — but must be assessed carefully. Key partnership opportunities include: » Extending the reach and duration of transit service – providing transit service to low-density areas or low-demand (late evening, early morning) periods can be more efficient through partnerships » Faster response times compared to infrequent fixed-route or traditional paratransit services » Operating cost savings compared to the least productive fixed-route and paratransit services Several agencies and cities (including the nearby City of Centennial) have tested the first generation of partnerships, typically with TNCs,8 and the industry is now better positioned to analyze the many partnership pitches they receive from private mobility operators each year. Moving forward, Transfort will work to pilot on-demand services and potential partnerships with private mobility providers in an effort to expand transit coverage while also investing in more productive core transit routes. Ride-hailing and microtransit partnerships cannot replace core transit services to date, but can effectively provide paratransit and on-demand services in low-density 45 DRAFT Fort Collins Transit Master Plan Transit Service Design While there is interest in on-demand transit services, for the foreseeable future most transit service will continue to be provided along a fixed-route with published schedules. This type of transit service is simply more efficient and has higher ridership and lower costs for most areas, particularly as density of population and employment increases in the future. With this in mind, there are several strategies that have been proven to maximize the performance of fixed route transit systems. These best practices are summarized below. Best Practices in Transit Service Design BE DIRECT Ideally, transit routes should avoid time-consuming turns and deviations and go in straight lines, making them both faster and easier to understand and remember. SERVE A VARIETY OF DESTINATIONS The most efficient and cost- effective routes are useful to a variety of people at different times of day. TERMINATE AT STRONG ANCHORS When there are major demand generators at both ends of the route, buses or trains are rarely empty. AVOID DUPLICATION Rather than having routes operate on parallel streets less than a half -mile apart, have them overlap so that more frequent service can be provided in the combined segment. AVOID ROUTES THAT ARE TOO LONG The longer the route, the more prone it is to delay; reliability may suffer. BALANCE DEMAND IN EACH DIRECTION Routes are also more cost- effective when they carry roughly the same number of passengers each way rather than, for example, carrying a full load of commuters in one direction and running empty in the other. OPERATING FEATURES This could include transit-only lanes, streets with transit signal priority, or simply streets on which there are few conflicts with other modes. It also includes elements that reduce dwell time, such as level boarding, multiple doors, and off-board fare payment, and elements that reduce ingress and egress into stations such as bus stop bulb-outs. 9Transit Cooperative Research Program, Transportation Research Board, and National Academies of Sciences, Engineering, and Medicine. 2010. TCRP Synthesis 83: Bus and Rail Transit Preferential Treatments in Mixed Traffic. Washington, D.C.: Transportation Research Board. http://www.nap.edu/catalog/13614. Fort Collins in 2040 46 In addition to the basics of the transit service design, there are several key roadway and technological investments that can be made to leverage the inherent efficiency benefits of transit. 1. DEDICATED RIGHT-OF-WAY Transit-only lanes — but ideally physically separated rights-of-way — will become more important to the success of transit as congestion associated with urban growth and ease of vehicle use increases. A hybrid of dedicated right-of-way is the business access and transit (BAT) lane used on several corridors in the Puget Sound region of Washington. The BAT lane allows right turns to businesses and other streets, but only transit vehicles are allowed to travel through major intersections. Repurposing a general-purpose travel lane to a dedicated transit right-of-way is justified where it increases the person carrying capacity of the roadway and improves the average person travel time in the corridor. Some autonomous vehicle and TNC lobbyists are trying to gain access to separate transit lanes. Allowing this could set a poor precedent that ultimately degrades transit performance. Creating and preserving dedicated travel lanes for high capacity transit is one of the most important ways to leverage city and agency strengths in an autonomous future. Fort Collins already has one of the best-performing dedicated transit facilities in the country with its MAX line and has proven the success of preserving key transportation infrastructure for high-frequency transit. There may be additional opportunity to provide dedicated right-of-way on Harmony road or other future BRT corridors. Travel time savings: 34-43%.9 Shared Roadway Dedicated Transit Lanes DRAFT 3.15.19 10Transit Cooperative Research Program, Transportation Research Board, and National Academies of Sciences, Engineering, and Medicine. 2007. TCRP Report 110: Bus Rapid Transit Practitioner’s Guide. Washington, D.C.: Transportation Research Board. https://www.nap.edu/catalog/23172. Figure 9 – Queue Jump Lanes 47 DRAFT Fort Collins Transit Master Plan 2. QUEUE JUMP LANES Queue jump lanes are short, dedicated transit facilities with either a leading bus interval or transit signal priority (TSP) to allow buses to easily enter traffic flow in a priority position. Sometimes queue jump lanes allow right turns for cars, but buses are allowed to travel through. Applied thoughtfully, queue jump treatments can reduce delay considerably, resulting in time savings and increased reliability. Two existing examples of transit queue jump lanes are currently used along the MAX route on Mason Street at West Laurel Street and on McLelland Drive at West Drake Road. In addition, both the West Elizabeth Enhanced Travel Corridor Plan and Harmony Road Enhanced Travel Corridor Master Plan identify transit queue jump lanes to enhance bus travel speeds. Travel time savings: 5%-15% at intersections.10 DRAFT 3.15.19 11 Zhou, Guangwei, and Albert Gan. 2009. “Design of Transit Signal Priority at Signalized Intersections with Queue Jumper Lanes.” Journal of Public Transportation 12 (4). https://doi.org/http://doi.org/10.5038/2375-0901.12.4.7. 12 Transit Cooperative Research Program, Transportation Research Board, and National Academies of Sciences, Engineering, and Medicine. 2010. TCRP Synthesis 83: Bus and Rail Transit Preferential Treatments in Mixed Traffic. Washington, D.C.: Transportation Research Board. http://www.nap.edu/catalog/13614. 13 Transit Cooperative Research Program, Transportation Research Board, and National Academies of Sciences, Engineering, and Medicine. 2007. TCRP Report 110: Bus Rapid Transit Practitioner’s Guide. Washington, D.C.: Transportation Research Board. https://www.nap.edu/catalog/23172. Figure 10 – Transit Signal Priority Fort Collins in 2040 48 3. TRANSIT SIGNAL PRIORITY TSP is an operational improvement that uses technology to reduce time at traffic signals for transit vehicles by holding green lights longer or shortening red lights. When a bus is approaching an intersection, the intersection can detect the bus and modify the traffic signal timing to reduce the delay for the bus. TSP is even more effective when combined with queue jump lanes.11 Travel time savings: 8%-18% is typical.12, 13 DRAFT 3.15.19 49 DRAFT Fort Collins Transit Master Plan Mobility as a Service (MaaS) and Integration of Transit with Other Modes As transportation has evolved over the past several years, ride-hailing companies and shared mobility companies including car sharing (Zipcar, Car2Go), bikesharing (Jump, Lime), scootersharing (Bird, Lime, Razor) have spread the idea that mobility (provided by public and private entities) could be packaged together and to provide a viable alternative to owning a car. The concept of combining the information, trip planning, and payment for mobility has been called Mobility as a Service (MaaS). Increasingly, most people do not make distinctions between public and private transportation options, rather assessing modes by cost, convenience, comfort, and travel time. Many people are comfortable taking a bus to work and then hailing a TNC to go to dinner. However, today, you might have to consult several different smartphone apps to compare different options and prices and it can be difficult to combine modes for a single trip. MaaS offers an opportunity to make the overall transportation network more efficient and user- friendly (see Figure 11). MaaS involves the ability to plan, book, and pay for trips on a variety of modes using a single interface – helping to improve access, convenience, and while providing cost-effective travel options . MaaS offers transit agencies the ability to create increasingly attractive incentives to take transit (for at least a portion of the trip) by providing more information on first/last mile access modes and more transparent information on things like traffic congestion, parking costs, and greenhouse gas emissions (which could discourage people from driving). One day it is possible public agencies can use MaaS to change fares/fees in real-time in response to traffic congestion, emergency access needs, or major travel demand changes. This would allow the transportation system to be used more efficiently by sending price signals for people who can to switch to modes that have less of an impact on the system’s capacity (e.g., taking transit or a bike rather than riding in a car). MaaS has the potential to fundamentally reshape how people travel, and in the long-run, Fort Collins should strive to bring MaaS to reality in the City. In the near-term, Fort Collins will work with all public and private mobility partners to freely share information on trip planning and fares/fees so that entities like Transfort or private app developers can begin to aggregate data and make travel more intuitive for the public. The city is currently working on a data sharing program encouraging all public and private mobility partners to participate. MaaS has the potential to significantly change how people travel, particularly in cities. However, there are some major technical and regulatory barriers that Fort Collins will work to address over time. DRAFT 3.15.19 Fort Collins in 2040 50 This type of data sharing may require new regulations that require private mobility providers to share data like wait times, fares, and trip planning details. The Colorado Public Utilities Commission regulates taxis and ride-hailing companies while the City of Fort Collins regulates bike sharing and car sharing companies. Current state and City regulations do not require the sharing of trip planning or fare details and private mobility companies have been resistant to sharing this type of information outside of their own platforms. In addition to these regulatory hurdles, there are technical challenges related to an integrated payment platform since it can add overhead to manage payments to many mobility partners. While these barriers currently exist, several communities, including Portland, Oregon and several European cities are working to implement part or entire MaaS solutions (see more detail in case study). This type of data sharing may require new regulations that require private mobility providers to share data like wait times, fares, and trip planning details. The Colorado Public Utilities Commission regulates taxis and ride-hailing companies while the City of Fort Collins regulates bike sharing and car sharing companies. Current state and City regulations do not require the sharing of trip planning or fare details and private mobility companies have been resistant to sharing this type of information outside of their own platforms. In addition to these regulatory hurdles, there are technical challenges related to an integrated payment platform since it can add overhead to manage payments to many mobility partners. While these barriers currently exist, several communities, including Portland, Oregon and several European cities are working to implement part or entire MaaS solutions (see more detail in case study). FUTURE NOW EVEN MORE OPTIONS Mobile Phone Helps make choices, but each tool has own app Ride-Hailing Car ownership separated from car use New Options Many people use just one or two new options (ride-hailing, bike share) in addition to their primary mode Perception of Limited Options Personally-owned car often the default option Loyal to Mode Tend to use just one option and rarely switch THEN MORE OPTIONS Mobility as a Service Use mobile device to select among many options and seemlessly book and pay for them Choose the Right Tool for the Right Trip Based on better information about cost, time, and comfort More New Options Including innovative new private sector mobility tools Figure 11 – Evolving Toward MaaS DRAFT 3.15.19 51 DRAFT Fort Collins Transit Master Plan Case Study: MaaS and Transit Integration There are currently no MaaS implementations in the United States although there have been earlier and ongoing applications that partially implement some elements of MaaS. Several examples are below. » GoDenver and GoLA: Xerox partnered with the cities of Denver and Los Angeles to develop and build an integrated trip planner for these regions. The trip planner had the ability to identify multiple mobility options between a user-specified origin and destination, including transit, bike share, and ridehailing services. While the application had many valuable components, it was criticized for having incomplete information (for example, Lyft was included, but not Uber; there was no information on car sharing or park-and-ride). Additionally, there was no ability to identify fares for all the modes nor pay for many of the modal options in the app. Ultimately, the app was terminated after Denver and Los Angeles decided not to pay the ongoing costs to maintain and update the apps. » TriMet in Portland, OR is building out an integrated trip planner that blends transit, driving, park-and- ride, scooter-share, bike-share, Uber, and Lyft into a single mobility planning and booking app. The app is still in development, but is scheduled for initial release in 2019. The app will show exact prices, calories burned, and greenhouse gas emissions of each option. While the app will facilitate booking and allow the purchase of a transit ticket, the integration with Uber and Lyft still requires you to go through their apps to complete the booking. » A private company, Whim (https://whimapp.com) has launched commercial MaaS in several Eurpoean cities including Helsinki, Finalnd, Amsterdam, Netherlands, and Birmingham, UK. The MaaS services in these cities have been in operation for about two years, so they seem to be relatively viable for the local governments and private operators, although the team preparing this Transit Master Plan could not find any studies about how these programs change how people travel or if they encourage non-auto travel. DRAFT 3.15.19 Fort Collins in 2040 52 DRAFT 3.15.19 53 2040 TRANSIT PLAN 05 The previous chapter described how Fort Collins and the overall transportation landscape is likely to change over the next 20 years. In order for transit to remain an important travel mode in Fort Collins, it must also evolve. This chapter outlines the vision for what transit will look like in Fort Collins in 2040. The vision responds to the future land use plan, feedback from the public and stakeholders, the influences of emerging technologies, shifting travel behaviors, funding opportunities, and transit best practices. DRAFT 3.15.19 54 “Ridership develops where service is dependable, reliable, and frequent.” - Community Member DRAFT 3.15.19 55 DRAFT Fort Collins Transit Master Plan The 2040 Transit Plan is organized into the following sections: » 2040 Transit Network Map » 2040 Transit Service Metrics » The 2040 Transit Fleet and Key Technologies » Major 2040 Transit Capital Projects » Access to Transit » Equitable Transit Service » Complementary Policies to Support Transit 2040 Transit Network The 2040 transit network is fundamentally driven by the anticipated 2040 land use densities and the transit service best practices described in the previous chapter. These best practices guide how to link different types of transit services to the underlying land use densities (see Figure 7). In addition, the transit network is informed by public feedback to achieve a balance of both expanded coverage and increased productivity. In general, areas of the community served by existing transit will continue to have transit service, albeit with potentially improved and/or different type of service in some cases. How the Plan will achieve productivity? Investments will be made to expand high-frequency transit service, BRT, and maybe even lightrail along key corridors throughout the City. This type of service will be spaced to operate along several trunk corridors connecting major activity centers and with higher population and employment densities. These BRT and high-frequency services will also operate over more hours of the day and on more days of the week compared to other services. Local routes will be realigned to provide more direct, reliable service with shorter end-to-end run times and fewer route deviations. Service will rely more heavily on transfers from local service or other modes to the high-frequency core network. Fixed-route service with 60-minute frequencies will be gradually phased-out, replaced by service with at least 30-minute frequency or on-demand-type services. How the Plan will achieve coverage? Areas of the city with smaller activity centers and more moderate densities will be served by local bus service with either frequent peak frequencies or 30-minute all-day frequencies. Lower density areas of the City will be served by mobility innovation zones, that will capitalize on new mobility technologies. Service may include on-demand, microtransit, private shuttles, or other emerging technologies that allow for more flexible routing than fixed-route transit and may be provided through partnerships with the private sector. Mobility innovation zones will be connected into the core transit network network at strategically spaced mobility hubs that will serve as multimodal transfer points between transit, bicycles, cars, scooters, shuttles, on-demand and other mobility services. See Figure 12 for a map of proposed locations for future mobility innovation zones and mobility hubs. 2040 TRANSIT PLAN DRAFT 3.15.19 2040 Transit Plan 56 SERVICE TYPE ALL-DAY FREQUENCY (6AM - 7PM) EVENING & WEEKEND SERVICE OTHER CHARACTERISTICS PLANNED 2040 CORRIDORS/ SUBAREAS BRT 10-minute Yes Uniquely branded service with speed & reliability improvements (queue jump lanes, off-board fare payment, level boarding, bus bulbs, transit signal priority, longer-spacing between stops) Mason Street (MAX), West Elizabeth Street, North College Avenue, Harmony Road High Frequency 15-minute or better Yes Local service that may include some speed & reliability improvements CSU campus (HORN), Drake Road, Lincoln Avenue Frequent Peak 15-minute peak/ 30-minute off-peak Routes that have higher densities or connect to key destinations Local service with direct route alignments and higher peak period frequencies Prospect Road, Timberline Road, Shields Street, northeast Fort Collins, CSU Foothills Campus Local 30-minute Routes that have higher densities or 57 DRAFT Fort Collins Transit Master Plan Regional Transit Services Community members voiced strong support for improved regional transit connections. Transfort is already working with Greeley-Evans Transit on providing new intercity transit service to Greeley and Windsor. There are also discussions underway to provide new intercity transit service to Wellington and fare integration/ reciprocity between Greeley, Loveland, and Boulder. Beyond these items are other regional transit issues that Transfort will consider over the next several years: » Potential to consolidate transit services in Fort Collins and Loveland (Transfort currently operates the Loveland transit system). Loveland is beginning a transit plan in 2019 that may help to resolve this question. » Cooperate with CDOT on more transit service to Denver, either through expanded Bustang service or future commuter rail. » Consider the viability and benefit to Fort Collins residents of a Regional Transportation Authority (see text box on page 102). Given the size of Fort Collins and Transfort’s high transit ridership, Fort Collins will serve as the leader in exploring future regional transit services in the North Front Range region. By working collaboratively with other cities, CDOT, and the NFRMPO, Fort Collins could work to not only improve regional transit connections but improve transit access across communities throughout the region. PASSENGER RAIL SERVICE The 2011 North I-25 Environmental Impact Statement (EIS) identified three potential short-range rail projects. One project is a $1.35 billion (estimated) commuter rail line between Fort Collins and Colorado Boulevard, with a connection to RTD’s light rail line at 162nd Avenue, once the North Line is complete. In 2017, a Senate Bill was passed in the state of Colorado to perform a feasibility study to implement passenger rail from Fort Collins south to Loveland, Longmont, Boulder, Denver, and onto Pueblo or Trinidad. This potential rail line would be contracted with Amtrak and use existing rail infrastructure. An initial feasibility study considered the technical, financial, and economic factors. Conclusions from this study, in addition to the work of designated committees, determined that high speed rail along the I-25 corridor is feasible, and further study should be conducted. Fort Collins is actively seeking opportunities to be directly involved in the efforts to bring rail to the North Front Range. Transfort and other City staff will be actively engaged in CDOTs Transit and Rail Advisory Committee and Southwest Chief and Front Range Passenger Rail Commission. DRAFT 3.15.19 2040 Transit Plan 58 DRAFT 3.15.19 !b !b !b!( !b !b !b !b!( !b !b !b!( !b !b !b !b!( !( !( !( !( ¤£287 ¤£287 «¬14 «¬1 «¬392 Terry Lake Richard's Lake Horsetooth Reservoir Long Pond Claymore Lake Harmony Reservoir Sheldon Lake College Lake Lindenmeier Lake Larimer and Weld Canal Lee Lake Robert Benson Lake Warren Lake Duck Lake Portner Reservoir Parkwood Dixon Lake Reservoir Lake Sherwood Fossil Creek Reservoir Fossil Creek Reservoir Outlet Rigden Reservoir North Gray Reservoir South Gray ¦¨§25 ¦¨§25 ¦¨§25 ¤£287 ¤£287 «¬14 «¬1 «¬392 Terry Lake Richard's Lake Horsetooth Reservoir Long Pond Claymore Lake Harmony Reservoir Sheldon Lake College Lake Lindenmeier Lake Larimer and Weld Canal Lee Lake Robert Benson Lake Warren Lake Duck Lake Portner Reservoir Parkwood Dixon Lake Reservoir Lake Sherwood Fossil Creek Reservoir Kitchel Lake Fossil Creek Reservoir Outlet Rigden Reservoir North Gray Reservoir South Gray Reservoir Watson Lake Trappers Lake Baker Lake Nelson Reservoir 61 DRAFT Fort Collins Transit Master Plan 2040 Service Metrics The charts on this page describe the projected outcomes in 2040 if the land use plan and transit network are implemented. Data shows that the 2040 Transit Plan would achieve a 120% increase in transit ridership including a 10% increase in productivity (passengers per service hour). 100% INCREASE IN REVENUE SERVICE HOURS* 430 Existing 2040 Transit Network 870 120% INCREASE IN TRANSIT RIDERSHIP 18,000 Existing 2040 Transit Network 40,000 Weekday Ridership Weekday Service Hours 10% INCREASE IN PRODUCTIVITY 42 1.8% 6.0% Existing 2040 Transit Network 46 Productivity (Ridership per Weekday Service Hour; 40,000/870=46) *Revenue service hours includes the numbers of hours every bus is operating in service. 230% INCREASE IN TRANSIT MODE SHARE Existing 2040 Transit Network DRAFT 3.15.19 2040 Transit Plan 62 Transit System Coverage Transit system coverage is a measure of residents and employees that are within close walking distance of transit service. Under the preferred scenario coverage for all types of transit would remain about the same as it is today. However, coverage of high-frequency transit would increase. The percent of employees and residents within a half mile of a BRT or high-frequency route, would increase by 90% for employees and 130% for residents. By 2040 about 76% of workers in Fort Collins would have BRT or high-frequency transit line within a half mile of their work and about 53% of residents would have a BRT or high-frequency transit line within a half mile of their home. PEOPLE WITHIN ½ MILE OF BRT OR HIGH FREQUENCY TRANSIT Residents Employees 40% Today 2040 76% 23% Today 2040 53% SYSTEM-WIDE COVERAGE 58% 87% 96% Today 2040 85% Within ¼ mile of Local Transit or ½ Mile of BRT/High Frequency Transit or within a Mobility Innovation Zone Today 2040 Residents Employees DRAFT 3.15.19 63 DRAFT Fort Collins Transit Master Plan !b !b !( !( !( !( !b !b !b!( !( !( !( !( ¤£287 ¤£287 «¬14 «¬1 «¬392 Terry Lake Richard's Lake Horsetooth Reservoir Long Pond Claymore Lake Harmony Reservoir Sheldon Lake College Lake Lindenmeier Lake Larimer and Weld Canal Lee Lake Robert Benson Lake Warren Lake Duck Lake Portner Reservoir Parkwood Dixon Lake Reservoir Lake Sherwood Fossil Creek Reservoir Fossil Creek Reservoir Outlet Rigden Reservoir North Gray Reservoir South 2040 Transit Plan 64 !b !b !b!( !b !b !b !b!( !b !b !b!( !b !b !b !b!( !( !( !( !( ¤£287 ¤£287 «¬14 «¬1 «¬392 Terry Lake Richard's Lake Horsetooth Reservoir Long Pond Claymore Lake Harmony Reservoir Sheldon Lake College Lake Lindenmeier Lake Larimer and Weld Canal Lee Lake Robert Benson Lake Warren Lake Duck Lake Portner Reservoir Parkwood Dixon Lake Reservoir Lake Sherwood Fossil Creek Reservoir Fossil Creek Reservoir Outlet Rigden Reservoir North Gray Reservoir South 65 DRAFT Fort Collins Transit Master Plan Future of Paratransit As noted earlier in this plan, Dial-a-Ride provides a critical mobility service to some members of the community who otherwise cannot ride on the fixed-route network. However, Dial-a-Ride is a relatively expensive and inefficient service. As technology improves, there is the potential for Transfort to provide Dial- a-Ride with a better customer interface and at a lower cost, either through new partnerships with service providers or better technology integration and fleet procurement by Transfort. Below are some key areas where Transfort can improve the Dial-a-Ride service: » Improved reservation system: Services like Uber and Lyft have set a new standard for how people request a door-to-door ride. While many current Dial-a-Ride patrons may be unwilling or unable to use a smartphone to hail a ride, this will change over time as the technology is more widely adopted. Transfort can work to build more modern technologies into its Dial-a-Ride reservation system to allow for spontaneous reservations, vehicle tracking, and other customer-friendly benefits. » New partnerships: While further exploration would be required, many transit agencies have successfully reduced their paratransit costs by partnering with a wider variety of service providers. For example, not all transit patrons require a wheelchair enabled vehicle or direct door-to-door services. In these cases, less costly services can be procured (through taxis or ridehailing services), reserving the more specialized services and vehicles for those who need a higher level of service. » Lower-cost services: An improved reservation system could increase the number of rides per day offered per Dial-a-Ride vehicle, which would reduce the cost per trip. Additionally, autonomous vehicles could also reduce cost of the service by allowing the use of a more general-purpose vehicle whose cost could be shared by a much larger user base. However, it is important to note that even with autonomous vehicles, there will still be a need to assist some Dial-a-Ride patrons from door-to-door. » Mobility Innovation Zones: While Federal guidance is unclear at this time, implementation of mobility innovation zones could expand the footprint where Dial-a-Ride operates. While this has benefits in terms of providing increased accessibility for more patrons, it also could potentially increase the cost to operate Dial-a-Ride services. Therefore, in conjunction with the mobility innovation zone implementation, Transfort should perform a study to confirm that Dial-a-Ride service need not extend beyond the boundary of the mobility innovation zone. Additionally, Transfort should explore if it has the existing capacity to expand Dial-a-Ride access and assess the potential for the mobility innovation zone operator to serve at least a portion of the Dial-a-Ride patrons (those who do not need as extensive escort services or a specialized vehicle). DRAFT 3.15.19 2040 Transit Plan 66 DRAFT 3.15.19 67 DRAFT Fort Collins Transit Master Plan The 2040 Transit Fleet and Key Technologies As noted in the previous section, by 2040 transit service is planned to double, as measured by the number of annual service hours.14 To accommodate this service expansion, Transfort will need to expand the number of buses it owns and operates, which is one of the most significant costs of transit service expansion. In addition, the current fleet of buses will need to be replaced over time to ensure reliable, modern, and attractive service for riders. This section describes how the fleet is likely to evolve over the next 20 years. In addition, this section summarizes some new technologies that Transfort will pursue to improve rider convenience. This new technology is a mix of equipment that would be needed in the vehicles (GPS, communications, fare payment) and other equipment and services at the Transfort offices. Fleet Size As of 2019, Transfort operates a fleet of 56 buses and Dial-a-Ride vehicles. To accommodate the planned 2040 service network, the fleet will need to expand to approximately 91 buses, Dial-a-Ride vehicles, and mobility innovation zone vehicles. Note that this number also includes roughly 13 buses needed to provide regional transit coverage as identified in the 2040 service map.15 As new BRT buses are added to the fleet to support expanded BRT service, standard buses previously dedicated to those routes could be used for expanded service on local routes. In terms of vehicles to serve the mobility innovation zones, there are many potential ways that this could be accommodated. Transfort could own and operate the vehicles (either small shuttles or vans), own but contract out operations and maintenance, or contract out ownership, maintenance, operations. These options would impact the ultimate fleet size, but for the purposes of this Plan, it is assumed that Transfort would own the vehicles. Today 2040 91 buses 56 buses 14 Revenue service hours includes the numbers of hours every bus is operating in service. 15As new regional services come online, Transfort will work with regional partners on who owns and maintains the regional buses, so this total could differ in the future. DRAFT 3.15.19 2040 Transit Plan 68 Fleet Characteristics Today, Transfort operates a mix of 30 to 60 foot standard and articulated buses on its routes. The higher capacity articulated buses operate on the MAX BRT line. Most of the current buses use compressed natural gas engines for reduced air pollution emissions. As with other vehicles, buses are seeing rapid change in both how they are powered and how they are operated. » Battery Electric Buses – Buses powered by batteries and electric motors have transitioned from pilot tests to mainstream use in many communities across the United States. Battery electric buses can match the range of fossil fuel buses but are significantly more energy efficient. A downside is that battery electric buses cost significantly (about 50 to 100%) more to purchase than natural gas or diesel buses, although operating costs are less. Transfort currently has funding for the purchase of one electric bus to be ordered in 2019/2020. Transfort has also applied for funding to purchase a second bus with the initial order and has also applied for $4.5 million in grant funding for five electric buses in 2022 and 2023. » Fuel Cell Buses – These buses are powered by hydrogen fuel cells and electric motors. Fuel cell buses are still in the testing phase, but may one day offer superior range and performance compared to battery electric buses. The cost to purchase and operate these buses is not yet known. » Autonomous Buses – Like other autonomous vehicles, an autonomous bus has the ability to drive itself, offering safety benefits and the ability to reduce operating costs and mitigate for labor shortages. Autonomous shuttle buses (smaller vehicles that typically travel less than 30 MPH) are already in limited service—Denver will have an autonomous shuttle in 2019— however, fully autonomous transit buses are still in the prototype and testing phase. As Transfort’s fleet is renewed and expanded over time, the agency will pursue electric and autonomous vehicles as soon as they are proven to be safe and reliable, with the goal to eventually transition the entire fleet to electric or other clean energy technology. These types of vehicles will improve the environmental and financial sustainability of Transfort moving forward. The total estimated cost to refresh and expand the Transfort fleet is between $85 and $95 million over the life of this Transit Master Plan (by 2040). Key Technologies to Make Transit Easier to Use As noted in the previous chapter, public expectations are driving technology companies to set an increasingly high bar related to information, 69 DRAFT Fort Collins Transit Master Plan use a smartphone or even a watch to pay for and access a wide variety of goods and services. However, to board transit you have to pay a cash fare, show a transit pass or a MAX ticket. Also, a rider from Boulder cannot use their MyRide card to pay for a trip on Transfort. Transfort is currently developing a fare reciprocity program with partners of the FLEX route. In the future, Transfort will work to improve its information technology systems to make it easier to pay for transit. This could include a mobile payment app (similar to an app used by RTD) or the ability to use contactless payment cards/ devices (ApplePay, Google Pay) to pay for fares. In addition, Transfort will explore a common fare payment system for the transit agencies in the North Front Range. Under a common fare payment platform, users could use a single transit pass or smartphone app to pay for and board multiple systems, making transit easier to use. » Information Sharing and Aggregation – As described in the Mobility as a Service (MaaS) section in the previous chapter, sharing and aggregating mobility information is helpful for people to make informed mobility decisions. Transfort already pushes information about bus routes, schedules, and vehicle locations to the public. A next step toward integrated mobility information would be for Fort Collins to either work with a partner (e.g., Pace, Google, or an independent app developer) to consolidate all the publicly available information on transit and bike share. In addition, Fort Collins should work with other private mobility providers like Zipcar, Uber, and Lyft to share their availability and pricing information to a common platform. Eventually, Fort Collins residents and visitors would benefit from integrated trip planning and ultimately a common payment platform. However, these outcomes will take time to negotiate and the roles of the public and private partners will need to be identified to ensure an efficient, intuitive, and user-friendly interface. Earlier attempts by the public sector to act as the aggregator of mobility information have stumbled because of lack of investment in the user interface and lack of data sharing agreements for mobility companies that operate within the city. A review of major technology upgrades pursued by other transit agencies as part of fare integration and data management projects indicates costs of $2-5 million every 5-7 years. This results in a total cost of major technology upgrades of $10-20 million over the life of the plan. Major Capital Investments In addition to the fleet and technology expansions identified in the previous section, Transfort will need 2040 Transit Plan 70 Transit Centers and Bus Stops/ Stations As the transit system grows, buses need places to stop and pick-up/drop-off passengers. While some types of bus stops can be added with minimal capital investments, others require substantial planning and investment. Below, several significant capital investments related to bus pick-up/drop-off are identified. » Transit Centers – Transfort currently operates three transit centers that have significant boarding and transfer activities: Downtown Transit Center, CSU Transit Center, and South Transit Center. The Downtown Transit Center currently operates at capacity and as service expands, more bus stops will be needed at this location. Transfort will prepare a study on how to expand or relocate the Downtown Transit Center since a simple expansion is difficult when considering the constrained site and the historic building that is part of the center. Determining a cost for this type of project is difficult at this stage since the need to purchase additional land or to substantially reconfigure the current site are not yet known. For the purposes of this plan, costs are estimated at $3-10 million. » Mobility Hubs – As the transit system expands mobility hubs will be a key focal point for access by a variety of modes. Mobility hubs are described further and mapped in the Access to Transit section. This plan identifies 14 mobility hubs, which also include the three existing transit centers (described above) and the Harmony Transfer Station. While future study will be necessary to more clearly define what is to be included in a mobility hub and each hub could have substantially different final costs due to land cost, utilities, and other factors, for the purposes of this plan, costs are estimated at $3 million16 for each hub. » Bus Stations – The new proposed BRT routes on North College Ave., West Elizabeth Street, and Harmony Road would be built with Bus Stations, as identified in Transfort’s Bus Stop Design Standards and Guidelines (July, 2015). Bus stations include more robust passenger amenities than other types of stops, including “unique shelter” designs, ticket vending machines, and next bus arrival information. While space constraints may dictate that not all stops along the new BRT routes meet the Bus Station design standard, it can be anticipated that at least 25 new bus stations will be built along the new BRT corridors. Based on analysis in the Harmony Road ETC Master Plan, costs for bus stations are estimated at $300,000 for each station. The future Foothills Station on West Elizabeth Street and Overland Trail is estimated to cost $4 million based on analysis complete Figure 18 – Recommended Intersection Design for W Elizabeth Corridor 71 DRAFT Fort Collins Transit Master Plan Bus Rapid Transit Corridors A major element of the 2040 Transit Master Plan is the expansion of BRT service on three new corridors: » North College Avenue between the Downtown Transit Center and Willox Lane » West Elizabeth Street between the CSU Transit Center and Overland Trail » Harmony Road between the South Transit Center and I-25 These new BRT corridors are strongly aligned with current land uses, high transit generators, and future growth as outlined in City Plan. Corridor studies have already been completed for the W. Elizabeth and Harmony Road corridors to identify the type of roadway, traffic signal, and transit stop/ station enhancements needed to make BRT work on those corridors. A similar corridor study will need to be prepared for North College Avenue to determine more specifics about the types of capital improvements and operational characteristics needed to implement BRT on this corridor. It should be noted that for the W. Elizabeth and Harmony Road corridors, BRT is not planned to travel in a separate guideway as MAX does along much of the Mason corridor. Rather the new BRT corridors would utilize features like queue jump lanes, transit signal priority, and bus bulbs to achieve reasonable travel times but at a much lower cost than widening the street. While not yet studied, the North College BRT would also likely use these types of features to implement BRT service. Even though the new BRT corridors are not expected to involve substantial street widening, they are still major capital projects. Based on studies prepared for Transfort, the estimated cost to implement the roadway, transit signal priority, pedestrian and bicycle access, queue jumps, etc. for these projects (excluding operations costs) is as follows: » North College Avenue - $10 million » West Elizabeth - $28 million » Harmony Road - $53 million The above costs do not include buses or bus stations as they are accounted for in other sections of this chapter. Key Design Elements for People Walking: » ADA Compliant Sidewalks » Highly visible crosswalks » Shorter crossing distance Key Design Elements for People Biking: » Protected or buffered bike lanes » Green colored paint in conflict zones » Pilot protected intersection Key Design Elements for 2040 Transit Plan 72 Figure 19 – Recommended Configuration for Harmony Rd Corridor Speed and Reliability Improvements for Non-BRT Corridors In addition to enhancements for the three BRT corridors, Transfort will invest in speed and reliability improvements on the high-frequency corridors as service levels grow into the future. Typical with other “rapid bus” corridors, most of the speed and reliability improvements on the high-frequency bus corridors will involve transit signal priority, strategic queue jump lanes, and refinement of stop locations to balance access to the route and overall travel times. Transfort will need to prepare a future study to more specifically identify speed and reliability improvement costs for non-BRT corridors. However, for the purposes of this plan, it is assumed that speed and reliability improvements will cost $10 million for all non-BRT corridors combined over the life of the plan. DRAFT 3.15.19 73 DRAFT Fort Collins Transit Master Plan DESCRIPTION FULL IMPLEMENTATION COST (2019 DOLLARS) POTENTIAL FUNDING SCORES Transit Fleet Expansion and Renewal $85-95 million Federal and state grants, local funds, resale of retired buses Information Technologies/Fare Integration Technologies/MaaS $10-20 million Federal and state grants, local funds, partner agency funds Operations and Maintenance Facility $20-30 million Federal and state grants, local funds, bonds Downtown Transit Center Upgrades $3-10 million Federal and state grants, local funds, bonds, transportation capital expansion fees Mobility Hubs $3 million each, $33 million for 11 new hubs Federal and state grants, local funds, transportation capital expansion fees Bus Stations $300k each, $9 million total (total can vary based on BRT corridor design) Federal and state grants, local funds, bonds, transportation capital expansion fees Bus Stop Enhancements $10 million (cost could be higher or lower depending on how quick- ly stops are upgraded) Advertising funds, federal and state grants, local funds, developer contributions, transportation capital expansion fees North College BRT Corridor $10 million Federal and state grants, local funds, bonds, transportation capital expansion fees West Elizabeth BRT Corridor $28 million Federal and state grants, local funds, bonds, transportation capital expansion fees Harmony Road BRT Corridor $53 million Federal and state grants, local funds, bonds, transportation capital expansion fees Speed and Reliability Improve- ments for High-Frequency Routes $10 million Federal and state grants, local funds, bonds, transportation capital expansion fees 2040 Transit Plan 74 Access to Transit Transit is only a successful mode when people can easily access the stops and feel safe while waiting for a bus. The Transportation Master Plan introduces the concept of a “layered transportation network” which is an extension of the idea of “complete streets.” The layered network recognizes that not all streets can safely and comfortably accommodate all modes. For example, a street that is great for cars and buses might be too busy and fast for comfortable bicycling. Similarly, pedestrian priority areas will typically have slower vehicle speeds, which could be frustrating for long-distance travel, but create a good environment for buses with high transit demand and a lot of visibility and security at bus stops. The layered network was carefully considered when identifying the transit network to ensure easy and safe access to transit. Mobility Hubs A key feature of the 2040 Transit Master Plan is the idea of a Mobility Hub. Mobility hubs seek a seamless connection between transit and all other modes of transportation and have been strategically located where the transit network intersects other major components of the layered transportation network. Mobility hubs have gained popularity in recent years as an increasing number of mobility options has emerged. Figure 20 shows an existing mobility hub in Germany. Figure 20 – Mobility hub in Hamburg, Germany (see Figure 21 for description) The key features of a mobility hub are summarized in Figure 21. Mobility hubs are best located along frequent transit routes, near activity nodes (mixed-use developments, employment centers, colleges, etc.), and in areas where there is a good opportunity to connect with other modes (e.g., near a major bicycle route, near a mobility innovation zone, at the terminus of a BRT or high-frequency route). In some, but not all locations mobility hubs may also include park-and-rides. To highlight the interplay between mobility hubs and other modal connections Figure 22 shows a map of the mobility hubs overlaid with the transit network and Figure 23 shows the mobility hubs overlaid with the bicycle network. Its important to note that the new mobility hubs identified in this plan are preliminary and are intended to be flexible depending on future land development, land availability and other criteria. The mobility hubs shown as part of this Plan were chosen as they are in locations that meet most of the following criteria: activity/employment centers, along a future high-frequency bus route or intersecting bus routes, at a future intersecting bike lane or path, well spaced, and serve as a focal point for one or more mobility innovation zones. DRAFT 3.15.19 Shared Mobility Hub Bus shelter TNC/microtransit drop-off/pick-up Bike parking Information and fare payment Intersecting bike lane or bike paths Scooter share & bike share (Zagster) 6 5 1 2 3 4 7 8 1 2 3 4 Car share 5 6 7 8 Car charging station Figure 21 – Features and Elements of a Mobility Hub 75 DRAFT Fort Collins Transit Master Plan DRAFT 3.15.19 !b !b !b!( !b !b !b !b!( !b !b !b!( !b !b !b !b!( !( !( !( !( ¤£287 ¤£287 «¬14 «¬1 «¬392 Terry Lake Richard's Lake Horsetooth Reservoir Long Pond Claymore Lake Harmony Reservoir Sheldon Lake College Lake Lindenmeier Lake Larimer and Weld Canal Lee Lake Robert Benson Lake Warren Lake Duck Lake Portner Reservoir Parkwood Dixon Lake Reservoir Lake Sherwood Fossil Creek Reservoir Fossil Creek Reservoir Outlet Rigden Reservoir North Gray Reservoir South Gray !b !b !b !b !b !b !b !b !b !b !b !b !b !b ¤£287 ¤£287 «¬14 «¬1 «¬392 Terry Lake Richard's Lake Horsetooth Reservoir Long Pond Claymore Lake Harmony Reservoir Sheldon Lake College Lake Lindenmeier Lake Larimer and Weld Canal Lee Lake Robert Benson Lake Warren Lake Duck Lake Portner Reservoir Parkwood Dixon Lake Reservoir Lake Sherwood Fossil Creek Reservoir Fossil Creek Reservoir Outlet Rigden Reservoir North Gray Reservoir South Gray Reservoir Trappers Lake Baker Lake 2040 Transit Plan 78 Park-and-Ride Park-and-rides extend the reach of transit for those who cannot or choose not to connect to the network via walking, biking, drop-off, or connecting transit. Park-and-ride facilities are particularly attractive to commuters (for work or school) who would otherwise have to pay a relatively high monthly cost to park at their destination or who have a long commute and can benefit from having someone else drive them to their destination. Currently there are several park-and-ride lots around the City, mostly oriented along the MAX line, (there is also parking at the Harmony Transfer Center near Harmony Road and I-25). While the future of transit parking is a bit uncertain when considering how autonomous vehicles could influence how people get to transit, there is still demand for park-and-rides in the near- to mid-term. Transfort recently completed a park-and-ride analysis for expanding parking along the MAX line, which recommends 300+ new parking spaces via a variety of strategies such as leases, easements, land purchases, shared parking, redevelopment, and marketplace pricing. Outside of MAX, this plan identifies four areas that should be considered for strategic park-and-rides. They include: » Terminus of the North College Ave BRT – This proposed mobility hub location would provide a strong anchor for the North College BRT line and would allow people from the north to access BRT and thus Downtown and the CSU campus. » I-25 & Prospect Road and I-25 & Mulberry Street - Park & rides at these locations would primarily serve regional Bustang service to Denver. They would also facilitate transfers between Bustang and local service such as a route serving East Mulberry Street. » Expand I-25 & Harmony Road Park-and-Ride - A future mobility hub will be located at what will be an important transfer point between regional buses to Greeley and Denver, the future Harmony Road BRT, and other local bus service. Future demand will likely necessitate expanding the existing park-n-ride to accommodative transit riders both heading into Fort Collins and as well as to Denver and Greeley. Private Shuttles Private shuttles currently operate in Fort Collins. One of the more common examples is a shuttle between an apartment complex that targets college students and CSU. Private shuttles can help to reduce auto use, auto ownership, and parking demand both at CSU and across Fort Collins, all of which are in line with City goals. Therefore, Transfort is generally supportive of shuttles when they provide services to areas without strong transit connections. As the transit network builds out with additional BRT and High-Frequency routes, the need for private shuttles to operate will decrease as these services are expensive to operate. One area where Transfort will work with private shuttle operators is related to curb space so they do not block buses or conflict with other public uses of the right-of-way. DRAFT 3.15.19 79 DRAFT Fort Collins Transit Master Plan PARK-AND-RIDE: WHAT TO CONSIDER IN AUTONOMOUS VEHICLE (AV) ERA? In the past, providing park-and-ride was fairly straightforward—identify a site and seek funding to build dedicated transit parking. Today, more thought should be given to park-and-ride because the demand for this type of transit access could radically decrease in an era where AVs are ubiquitous and are operated as shared fleets. Therefore, for any new potential park-and-ride facility, Transfort will consider one of these models: » Partnership with adjacent land use – by leveraging existing underutilized parking or by developing new parking in conjunction with a land owner and leasing the supply, park-and-ride can be developed without permanently locking up land into parking that might later have little value. » Land banking – If it makes sense for Transfort to own the parking facility, ensure that grants are written in such a way that the parking facility can be redeveloped in the future (some federal grants prohibit the conversion of transit parking to other uses, even if the parking is not utilized). In this way, a parking facility could generate ridership in the near-term and be redeveloped as transit-oriented development or affordable housing in the future. DRAFT 3.15.19 2040 Transit Plan 80 Equitable Transit Service Equitable access to City services and investments is a core goal of Fort Collins. To that end, the Fort Collins Social Sustainability Department hosts a Transportation Equity Subcommittee that ensures social equity is a key consideration in transportation planning efforts. Recognizing the role of transportation in advancing social outcomes, equity must be a core consideration when deciding where to make investments in transit and what form those investments should take. In 2014, Fort Collins conducted a Social Sustainability Gaps Analysis, which sought to understand where service gaps exist in the City, and how to address issues relating to housing, poverty, education, transportation and other needs of vulnerable communities. The analysis identified the need for more transportation options as a common theme when evaluating the needs of vulnerable populations in Fort Collins. During stakeholder interviews, lack of weekday evening and Sunday transit service was cited as a common barrier to community access. Transfort began providing transit service on Sundays and Holidays on core routes in the Fall of 2017 and evening service in Spring 2014 in response to this feedback. The 2040 Transit Master Plan seeks to further expand the span and frequency of transit to better meet the needs of all residents in the City. Additionally, Transfort is committed to ensuring that transit is easy and intuitive to use for all members of the community. Transfort will continue to add Spanish to signs, materials, outreach, and rider education. Additionally, Transfort will improve its outreach process on route changes to provide more time for people to prepare and to ensure that information is distributed in a bilingual format. The 2040 Transit Master Plan presents a strong opportunity to address inequity by incorporating vulnerable communities into the planning process, starting with the visioning and prioritization as a part of this Plan. Fort Collins has demonstrated a commitment to advancing social equity and Transfort is strongly committed to promoting equal access to transit throughout the City. This planning process included a thorough public outreach process as described in the Community and Stakeholder Input Chapter. The 2040 transit network identified in this Plan provides a significant increase in transit access to all demographic groups. DRAFT 3.15.19 81 Fort Collins City Plan DRAFT 3.15.19 Appendix 82 Complementary Policies City Plan and the Transportation Master Plan have several policies that are important to meeting the transit vision set forth in this Transit Master Plan. These policies are summarized in Appendix B. DRAFT 3.15.19 83 DRAFT Fort Collins Transit Master Plan IMPLEMENTATION STRATEGY 06 This section outlines the phasing strategy, specific actions and funding options the City will use to gradually implement the 2040 transit vision over time. DRAFT 3.15.19 Implementation Strategy 84 “We need to plan ahead and improve public transit now.” - Community Member DRAFT 3.15.19 85 DRAFT Fort Collins Transit Master Plan Phasing Strategy The Transit Plan will be implemented in phases overtime and provides for flexibility to deviate to some extent from what is shown in the 2040 Transit Network Map. The pace of implementation and potential to deviate from the Plan will depend in large part on major factors and how these three factors play out over the next 20 years. These include: » Land Use - Land use will be the primary driver in determining when and where new services are planned to be added. High-frequency and BRT service will be added to corridors as infill and new development occur on those corridors. The plan also allows flexibility in the transit network so that if the types and mixes of land use are different than anticipated, the level of transit service can be adjusted to be consistent with land use changes. For instance, if the Mulberry Corridor develops into a transit-supportive mixed-use corridor, transit service can be increased to meet additional demand. Likewise, planned service levels can be decreased if development is less than anticipated. » Funding - Implementation of the Transit Master Plan will require a doubling of revenue service hours as well as significant capital investments. When and how much additional funding will become available in the future will dictate the speed and extent to which improvements can be made. A comprehensive overview of existing and potential funding options and strategic opportunities to grow transit over time are presented later in this chapter. The plan includes a 5 year phasing strategy to address the potential for incremental increases in funding. » Technology - New transportation technologies introduced in the last several years (including ride-hailing services, car/bike-share, and electric scooters) have had a significant impact on mobility and travel behavior particularly in urban areas across the country - and Fort Collins is no exception. Advances in future technology could have significant influences on transit demand, mobility options and the cost of providing different transit services. How and when various elements of the Plan are implemented will depend in part on future technologies and how quickly they take hold. Implementation of the mobility innovation zones are likely to rely on emerging technology including on-demand type service and potentially autonomous vehicle technology. IMPLEMENTATION STRATEGY https://dpo.st/2U7bvX7 DRAFT 3.15.19 Implementation Strategy 86 Alternative Outcomes Alternatives Triggered by Technological Changes The Plan will adapt as needed to changes caused by advances in technology. As an example, if a new type of mobility option starts to shift riders away from less frequent service it may reduce the need for those routes. Alternatively, a mobile device platform that integrates trip planning and fare payment of multiple modes may increase ridership in lower density areas of the city triggering an increase in service provided to those areas. As a third example, advances in autonomous vehicle technology may reduce the cost of providing transit allowing for the Plan to be implemented more quickly and more services to be provided in lower demand areas for the same cost. On the other hand, single- or zero-occupant autonomous vehicles could lead to significant congestion on key transit corridors, leading to performance issues and the need for additional infrastructure investments to provide reliable service. Land Use Alternatives This map provides an example of a potential alternative transit service plan if land use developed differently than what is currently planned. In this future scenario example, higher-intensity development occurs along the East Mulberry Street corridor instead of the Harmony Road corridor. In response new BRT service would shift from being implemented along Harmony Road to instead be implemented along East Mulberry Street where demand for transit service will be higher. This example illustrates the flexible approach the Transit Plan will use to phase and potentially alter transit service if needed over time to match actual (instead of forecast) land use growth. 5-Year Plan The 5-Year Plan includes the addition of several new routes and the restructuring of some current routes to be implemented by 2024. The 5-Year Plan represents the first phase of service expansion that will set the City on a path to achieve the 2040 Plan. The list of projects in the 5-year Plan was developed based on existing transit needs, current land uses and community feedback and represents the first phase of the 2040 Plan. The primary constraint to implementing the 5-year Plan will be securing funding. A map of the 5-Year Plan is illustrated on the following page and includes these major elements: New BRT & High Frequency Service » New BRT route on the West Elizabeth Street Corridor » High-frequency service on Drake Road; restructure to a more direct route alignment » High-frequency service on North College Avenue Improvements to Local Service » New frequent peak service route connecting CSU with East Lincoln Avenue (15-minute peak/30- minute off peak frequencies) Figure 24 – 5-Year Transit Network 87 DRAFT Fort Collins Transit Master Plan !b !b !b!( !( !( !( !b !( ¤£287 ¤£287 «¬14 «¬1 «¬392 Terry Lake Richard's Lake Horsetooth Reservoir Long Pond Claymore Lake Harmony Reservoir Sheldon Lake College Lake Lindenmeier Lake Larimer and Weld Canal Lee Lake Robert Benson Lake Warren Lake Duck Lake Portner Reservoir Parkwood Dixon Lake Reservoir Lake Sherwood Fossil Creek Reservoir Fossil Creek Reservoir Outlet Rigden Reservoir North Gray Reservoir South Gray Reservoir Trappers Lake Baker Implementation Strategy 88 Actions Evolving Fort Collins’ transit network to meet the changing land use patterns and travel needs of the city cannot be completed overnight. This section provides a series of actions to implement the Transit Master Plan over time. The specific actions are all tied to achieving an outcome and are categorized by major topic areas. In addition, order of magnitude costs, approximate timing, and how success will be measured are all outlined. Since many of the action items are related to City Plan and Transportation Master Plan strategies, any relevant/related strategies are also listed so that there is a clear link between Transit Master Plan implementation and advancement of these other important city plans. The advancement of the actions listed below are contingent on funding, land use changes, and the development of partnerships with other organizations. Also, many of the projects have natural synergies with others such as piloting in Mobility Innovation Zone in Southeast Fort Collins, implementing a Mobility Hub, and introducing high-frequency service to East Harmony Road - projects like these should be implemented together. Transfort will continually review the actions in this list and revise priorities in response to opportunities that arise. This constant review and adaptation is consistent with the spirit of the Transit Master Plan as a living document. CATEGORY OUTCOME ACTION ITEMS COST PRIORITY/ TIMING MEASURE OF SUCCESS RELATED CITY PLAN OR TRANSPORTATION MASTER PLAN STRATEGY Regional Transit Connections Improve regional connections Improve FLEX service through collaborative planning with Loveland, Berthoud, Longmont and Boulder $ Ongoing Increased FLEX ridership T-4.8 Support CDOT in planning, development and implementation of other intercity transit services including Bustang expansion and intercity rail $ Ongoing; Long-term for intercity rail Increased Bustang ridership; future intercity transit between Fort Collins and other Front Range cities T-4.4, T-4.7 Provide regional transit service to Greeley, Windsor, 89 DRAFT Fort Collins Transit Master Plan CATEGORY OUTCOME ACTION ITEMS COST PRIORITY/ TIMING MEASURE OF SUCCESS RELATED CITY PLAN OR TRANSPORTATION MASTER PLAN STRATEGY Transit Service Evolution Leverage partnerships to grow transit ridership Continue collaboration with CSU on transit and mobility enhancements that can be implemented through a partnership $ Ongoing Optimized CSU transit service, increased CSU ridership T-4.5, T-4.8 Revise bus routes and services Gradually restructure the transit system to provide a better balance between coverage and productivity, while responding to changing land use; include introducing new BRT and high-frequency bus service, enhanced connections, and innovative mobility services for lower density areas. $-$$$ Ongoing As development occurs and new funding becomes available, routes are revised to reflect the future transit network T-5.1, T-5.2, T-5.3, T-5.4 Implement Innovative Transit Services Identify potential partnerships Implementation Strategy 90 CATEGORY OUTCOME ACTION ITEMS COST PRIORITY/ TIMING MEASURE OF SUCCESS RELATED CITY PLAN OR TRANSPORTATION MASTER PLAN STRATEGY Transit Service Evolution Update bus stop design standards and guidelines Update bus stop design standards and guidelines $ Short-term Updated service standards and regular updates T-5.5, T-9.11 Develop Transit Infrastructure Design Standards and Guidelines Develop a design guidelines document on transit infrastructure, including high- frequency routes and mobility hubs $ Short-term Document completed T-3.11, T-5.1, T-5.2, T-5.4 Expand Transit Facilities Prepare a study to expand capacity at or near the Downtown Transit Center and seek funding to implement $$-$$$ Short- to Medium- term Study complete, expanded Downtown Transit Center T-5.5, T-8.3 Expand Transit Facilities 91 DRAFT Fort Collins Transit Master Plan Promotion, Education, & Marketing Promoting transit is a key part of the City’s travel demand management strategy and is consistent with the City’s Climate Action Plan. In 2014, Transfort published its 2014-2016 Marketing Plan, updated annually, which summarized how the Transfort brand can be grown and managed to achieve the agency’s goal of modern and easy transit that is widely valued by the community. Within the Marketing Plan, target populations, specific strategies, and ways to track success are all highlighted—all of which represent best practices for any organization that needs to stay visible amidst a field of other options. The Marketing Plan is supported by the Transfort Brand Management Guidelines, which has resulted in a strong identification particularly with buses, stations and products related the MAX Bus Rapid Transit System. Moving forward, Transfort should continue to monitor the effectiveness of its marketing and promotions activities and regularly update the Marketing Plan. As mentioned elsewhere in this Transit Master Plan, the mobility environment is changing rapidly and the modes that compete with and complement transit are constantly shifting. Additionally, Transfort’s primary rider base and the most likely new riders are likely to shift over the years as there is more concentrated development along transit corridors and as more people begin to move away from cars as being the default choice for all trips. Thus, the marketing program needs to be flexible and nimble to adjust to changes in mobility needs. One area for potential improvement relates to the use of survey data. In 2017, Transfort completed a transit passenger survey for bus and Dial-a-Ride riders. This survey included several important questions about rider perceptions of the service ranging from safety, to cleanliness, to frequency and span of service. While some of these issues were identified in the Marketing Plan, a closer link could help make sure that Transfort’s messaging addresses negative perceptions while leveraging strengths of service. In addition to surveying transit passengers, Transfort should also consider surveying non-riders as people who do not use transit typically have a very different perception of transit service. The City’s Community Survey provides a high level citizen evaluation of public transportation, and customer satisfaction has been increasing steadily since 2006. A more in depth non-rider survey could help to identify misconceptions of non-riders to help improve the agency’s image and where there are overlapping perceptions (both positive and negative) from passengers and non-riders, this can be a particular focus for improvements marketing, and outreach. Another area of potential improvement involves Implementation Strategy 92 Funding To meet the transit vision outlined in this Plan, Fort Collins will need to expand the revenues dedicated to transit service in the City. This section summarizes Transfort’s current funding and highlights strategies that can be used to raise additional transit revenue - which will be explored in depth with a funding study (see Action Items). Given the need for voter and/or City Council approval for any revenue increases for transit, additional studies will be required to determine how to best fund future transit in Fort Collins. Existing Funding Sources The chart below provides a summary of the Transfort’s 2018 year operating budget. Nearly three quarters of Transfort’s budget is from local sources, including 45% originating from the General Fund (which is generated mostly from sales taxes, government fees, and property tax), 13% from partner contributions mostly with CSU, and 13% from the Keep Fort Collins Great (KFCG) sales tax, which sunsets in 2020 unless renewed. About 25% of Transfort’s budget is provided from state and federal sources (of which a substantial portion goes to capital costs, like purchasing buses). Fares and fees exclusive of CSU and business contracts account for less than 3% of the operating budget. General Fund (44.5%) Federal Operating (24.2%) Agreements & Partner Contributions (13.0%) KFCG (12.9%) Fares & Fees (2.6%) Advertising (1.7%) State Operating (1.1%) Miscellaneous (0.1%) SUM OF PERCENT OF REVENUE 1.7% 0.1% 1.1% 4 4 . 5 % 2 4 . 2 % 1 3 . 0 % 1 2 . 9 % 2.6% DRAFT 3.15.19 93 DRAFT Fort Collins Transit Master Plan PEER CITY ANNUAL TRANSIT INVESTMENT PER CAPITA (2016)* Champaign-Urbana, IL Chapel Hill, NC Madison, WI Ann Arbor, MI Eugene, OR Gainesville, FL Fort Collins, CO Asheville, NC Missoula, MT** Lawrence, KS Davis, CA** $244 $221 $210 $194 $172 $147 $106 $99 $85 $79 $69 Peer City Funding Comparison The chart below provide data on the annual funding peer cities expended per capita in 2016 to provide transit service to the community. Fort Collins falls on the lower half of the spectrum illustrating the opportunity to continue to increase investment in transit in the future. In general, the communities that have invested more in transit also see higher productivity. *Additional information on peer city performance can be found on page 18. **Transit agency is operated partially or entirely by the local university. Funding Strategies Achieving the transit vision and growing ridership will require a doubling of revenue service hours by 2040 as well as several major capital investments. This section will serve as an introduction to the Transit Funding Study which is a primary action item of this plan. The City’s portion of operating expenses to implement the 2040 Plan are expected to roughly double from $15.8 million per year in 2018 to $30.5 million per year in 2040 (both in 2018 dollars). This will require developing a strategy to increase funding for transit over time. In addition to the existing revenue sources, there are a number of additional sources Fort Collins could tap into in order to fund future services. It is unlikely that just one of these options would fully secure the necessary funds for this Transit Plan. Instead, it is more likely that several of the following strategies would be used, each providing incremental additional funding that, when added together, would result in a comprehensive funding package. OPERATING EXPENSES (CITY PORTION) 2018 5-Year Plan 2040 Plan $15.8M $21 M $30.5 M The annual per capita transit investment required to achieve the 2040 Transit Plan is about $133. DRAFT 3.15.19 Implementation Strategy 94 » Higher Sales Tax – Given the population and number of regional retailers in Fort Collins, a small increase to the sales tax has the ability to generate a large amount of revenue. This would require voter approval. A well-crafted transit tax that identifies specific projects and services and how the community will benefit typically stands a better chance at passing a public vote. Using just a sales tax increase and no additional funding sources beyond what is provided today, an additional sales tax of about 0.4-0.45 (40- 45 cents per $100) would be needed to fund the estimated operating costs (excluding capital costs) of the 2040 Transit Plan. » New Partner Agreements – Negotiating new agreements to provide bulk-rate discounted passes for apartment complexes, school districts, existing business districts (such as the Downtown Development Authority), business parks and other entities presents an opportunity for the City to both increase ridership and farebox recovery. Bulk pass programs are typically more successful at generating revenues than seeking to have all the bulk pass participants purchase a monthly/annual pass themselves. Transfort already has a bulk pass program in place with CSU and employee pass program called FortPass, which offers bulk passes at a 68% discount. Another successful example of this comes from RTD’s EcoPass, which is a bulk-rate discounted pass offered to hundreds of businesses and neighborhoods throughout the Denver Region, and accounts for a substantial portion of system ridership and about 4% of revenue (22% of fares). Transfort also uses partner agreements to fund special services and to enhance service frequencies on certain routes. » Transportation Utility Fee – A utility similar to those established fees for gas and electricity could be implemented to fund transit or transportation. Existing fees on the electric utility could also be increased. Utility fees can be established without a public vote, and can generate significant revenues, but at a higher cost burden per household than sales tax, which also generates revenue from non-residents - however because the fee is city-wide transit service would become fare-free. A major benefit of utility fees is stability. Sales tax can vary considerably due to economic cycles and even seasonal weather patterns. Utility fees tend to be very stable. » Transportation Capacity Expansion Fee (Street Oversizing Fund) – This is a one-time fee that is assessed on new development to support the construction of transportation infrastructure in Fort Collins. This fee cannot be used to support ongoing transit operations, but it can be used for fixed capital costs like BRT infrastructure, the maintenance facility expansion, mobility 95 DRAFT Fort Collins Transit Master Plan » Payroll or Business Head Tax – A substantial funding source for transit in the Portland area (and in Oregon in general) is a payroll tax deduction. This is in part because Oregon does not have a sales tax, which is a primary source of transit funding in most of the country. In addition, this type of tax is seen as a way for businesses to help pay for a share of transit since there are not many other transit taxes that are suited just for employers. Locally, Denver implements a similar business head tax on most employees to generate revenue for city facilities and services. This could be an option for Transfort to collect a portion of revenue from the employee market. » Additional Advertising – Transfort already contracts with a media advertisement agency, which generates slightly less than 2% of operating costs. Transfort will explore opportunities to expand advertising revenue as it is generally easy to administer, but it should be acknowledged that advertising will never be a major generator of transit revenue. » Increased Farebox Recovery – When combined with contracts with CSU and others, Transfort’s farebox recovery rate in 2018 was about 16% (only 3% if those contracts are excluded), which is lower than most transit agencies of this size. Setting a goal of increasing Transfort’s farebox recovery would generate additional revenue for expansion, however, higher fares tend to reduce ridership. Three primary strategies would help Transfort increase its farebox recovery over time: increasing the productivity of routes, expanding the bulk-rate pass program to additional partners, and increasing fares. While increased fares can help to quickly generate new revenues (fare increases can be quickly recovered where as some taxes like sales/utility can take many months to realize gains), the ridership impacts erode some of the benefit of the fare increase. Bulk rates (if negotiated well) can have stronger impact on revenues and less of an impact on ridership (assuming that many bulk pass buyers do not leave the system). Given impacts to ridership and equity, this plan warrants caution about increasing transit fares in general, but potential changes to bulk-rate pass prices or increases to regional services (such as the FLEX) could be explored. » Improvement Districts – An improvement district can be considered for generating revenue for capital improvements within a defined area. Increases to property taxes would need to be confirmed to be within the state’s maximum property tax levy. Improvement districts can generate substantial revenues, but property taxes are often difficult to win voter approval for. BUSINESS HEAD TAX CASE STUDY: Implementation Strategy 96 Fares Transfort’s standard fare is $1.25 per ride including transfers. Transfort also offers discounted passes to people that qualify as well as a variety of passes, including a deep-discounted bulk-purchase employees pass called PassFort. Combined, all of the revenue generated by fares and passes account for less that 3% of the annual operating budget. Through an agreement CSU funds about 13% of the annual operating budget for Transfort, which allows CSU students and staff to ride for free. When the contract with CSU is included Transfort’s farebox recovery (the portion of operations directly funded by riders) is about 16%. When comparing to other similar sized cities with a major university, Transfort’s farebox recovery is on the low end of the spectrum. The reasons for the higher farebox recovery in some of the other Cities are primarily because the universities in those communities fund a higher percent of the service. For example, The University of Florida funds over 50% of the Regional Transit System in Gainesville. To a lesser extent higher farebox recovery is achieved because more service is provided with higher productivity. Converting to a Fare-Free System Excluding the contracts with CSU (and others), fares only account for 3% of Transfort’s operating budget. Given this, as one of the action items under the Funding Strategy, Fort Collins will explore converting the transit system to fare-free. Research has shown there is a strong elasticity between fares and ridership. Fares can be a big barrier to potential riders, both from the financial burden and inconvenience (finding exact change, etc.). Converting to fare-free would likely lead to increased ridership and productivity across the system, which would help with Fort Collin’s mobility, climate action and environmental goals. Fare-free would also increase speed and reliability of service, save administrative costs and substantially increase equity of the system by providing greater access to the service for people with all levels of income. Some of the barriers to fare-free transit include the need to make up for the lost fare revenue (which might require cuts in service), the added cost of fully funding dial-a-ride services, and political sensitivities about transit riders getting an outsized subsidy from the public. There are several examples of fare-free system’s in the U.S., including Chapel Hill NC, Missoula MT, and Corvallis OR. Chapel Hill is the largest in the country with annual ridership over 6 million and annual operating expenses of about $18 million. Chapel Hill and Missoula still report a farebox recovery because the Universities still fund a portion of service. Fort Collins could convert to fare-free while still preserving much of its farebox recovery by utilizing a similar funding model. Following the model of other Cities its likely that Transfort would need CSU 97 DRAFT Fort Collins Transit Master Plan Fare Free Case Study: Chapel Hill, NC Chapel Hill operates the largest fare-free transit system in the country with over 6 million riders in 2017. The City decided to convert their system to fare free in 2002, based in part on their low farebox recovery (around 10%). Prior to converting to fare free is sizeable chunk of their funding was provided by the University of North Carolina. In order to convert to fare free they were able to negotiate with UNC to pay for a larger amount and received additional contributions from the public. Recent revenue show that close to 40% of operating costs are paid for by UNC, with about 25% funded by taxpayers through property tax and vehicle registration fees and another 25-30% coming from state and federal sources. Fare-free transit has been immensely popular among the community. However, converting to fare-free did not come without obstacles. First and foremost it required the support of the community and the University. Second, conversion to fare-free occurred during a 20% increase in transit service and would likely have not worked without increasing service. Lastly, extra-funding was also needed to support the City’s para-transit service. The benefits have been numerous, including a dramatic increase in ridership, increased access to jobs among the community, congestion mitigation and faster boarding. https://twitter.com/chtransit DRAFT 3.15.19 Implementation Strategy 98 Regional Transportation Authority / Regional Transportation Partnerships Fort Collins and the surrounding cities of Loveland, Greeley each operate their own transit systems. In addition, cities to the south like Longmont and Boulder are part of the Denver Regional Transportation District (RTD). The proximity between Fort Collins and the neighboring transit agencies, along with the trend in this plan for more regional service prompts the question of whether Transfort and neighboring transit providers should consolidate into a regional transportation service. Colorado law allows for the formation of a Regional Transportation Authority (RTA), of which there are five in the state. RTAs are allowed to collect fees, fares, and taxes to fund transportation capital and operations projects, including transit. In general, RTAs offer the benefit of consolidating separate transit operations into a single agency, with the potential for less overhead and a larger scale than can be beneficial for purchasing vehicles, attracting competitive bids, and securing grants. The downside is that the individual communities will have less control of local service than they did when they were independent. In 2013, Transfort led, along with neighboring communities, a North Front Range Transit Vision Feasibility Study. The purpose of the project was to explore and analyze the tools available for potential integrated regional transit services and operations, governance, and decision-making, with the aim of improving transit service, increasing ridership, and improving transit’s overall cost- effectiveness for the citizens of the North Front Range. The study evaluated a number of difference service options and governance options including Intergovernmental Agreements (IGA’s), Regional Service Authorities (RSA’s), Regional Transportation Authorities (RTA’s), Special Districts, and Special Statutory Districts. The study recommended moving forward with initial integration of fixed-route and paratransit operations of Transfort and COLT, resulting in a new regional transit service entity through the execution of an intergovernmental agreement between the Cities of Fort Collins and Loveland. At this point, with Transfort’s future vision largely focused on improving transit services within the City and supporting future City growth, consolidating into a larger RTA or annexing to RTD is may not be practical at this time. However, working with regional partners to increase efficiencies, expand regional transit service and grow regional ridership will be important. Some of the current regional partnerships Transfort has successfully engaged in to expand regional transit service and quality include: » Partnership formed to fund the planned Poudre Express regional bus service between Greeley and Fort Collins, with stops in Windsor (to be operated by Greeley-Evans Transit). » Integrated paratransit contract with Loveland through the IGA that was established with Loveland. » City of Loveland contracts with Fort Collins to provide Transit Management Services in the form of a Transit Manager that remains an employee of the City of Fort Collins. » Work is underway to begin limited fare integration, with a long-term goal of full fare integration after the Poudre Express becomes operational in 2020. » Existing partnership with CDOT’s regional Bustang service. Transfort provides a bus bay at the Downtown Transit Center for Bustang arrivals and departures. » Transit agencies have mutual aid agreements, and Greeley-Evans Transit supported Transfort’s CSU Game Day service in 2017 with vehicles and operators. As the communities of the North Front Range continue to expand regional transit service and coordinate or combine services, a thorough study of the feasibility of an integrated transit system should be conducted. DRAFT 3.15.19 99 DRAFT Fort Collins Transit Master Plan Alternative Transit Funding Strategies While not all of these ideas could work without legislative changes in Colorado or major changes in how Fort Collins manages and funds mobility, below are some ideas of how other agencies have funded transit service expansions. Keep in mind that most transit systems use a diverse blend of funding that mixes taxes, fares, fees, and grants to fund operations and capital expansion. » Tolls, Congestion Fees, Road User Charges – While local roadway tolls, congestion fees, or cordon charges may be a long time in coming to Fort Collins, areas that have such charges often dedicate a substantial amount of the revenues to transit in either the funding of new service or capital projects. Examples include express toll lanes in Northern Virginia and suburban Seattle and toll revenues in the Bay Area and New York City. » Vehicle License Fees – Sound Transit in the Seattle region recently funded a major transit expansion, in part through a significant increase in vehicle license fees. FASTER funds have been used for capital projects and operating transit service of statewide significance. » Ride Hailing Fee – The Chicago Transit Authority is charging a 20 cent fee on every ridehailing trip in the city to help fund maintenance projects on the transit system. Portland, OR is considering a similar fee to mitigate downtown traffic congestion and fund increased peak-period transit service. » Property Tax – AC Transit in the Bay Area, CA receives a substantial portion of its operational funding through a series of dedicated property tax levies. » Parking Fees – Parking fees, either through taxes on parking revenues or special property taxes on land devoted to parking is used in Europe and Australia to fund transit. The idea is that land/ income devoted or generated from parking should be used to fund mobility options for those who otherwise are not benefited by parking. » Gas Tax – Twelve US states and most Canadian provinces levy a portion of the gas tax to fund transit operations. Case Study – Sound Transit (and its sister agency King County Metro) have seen dramatic ridership increases over the last several years. During the same time, most transit agencies in the United States have seen declining ridership as incomes have risen, gas prices have been stable, and used car prices have fallen. In 2016, the voters in the Puget Sound Region of Washington voted for a major $54 billion expansion of regional rail and bus service that includes major capital projects and perpetual operational funding. The financing for the transit expansion was a combination of a new sales tax (which required state legislative approval), property taxes, and vehicle license fees. The most controversial portion of the tax was on vehicle license fees, which more than tripled in some cases. Overall, the tax proposal passed easily, 54% in favor to 46% opposed. Rapid growth, increasing traffic congestion, and topographical constraints that concentrate growth into dense areas helped to convince voters that transit expansion is required to accommodate future growth in the region. https://bit.ly/2Vr65GV DRAFT 3.15.19 Performance Measures and Monitoring 100 DRAFT 3.15.19 101 DRAFT Fort Collins Transit Master Plan PERFORMANCE MEASURES AND MONITORING 07 Transfort’s current Service Standards and Policies articulate the measures that are used to set service levels and evaluate proposals for new service. The standards are also used to regularly analyze and evaluate the performance of existing services and to determine whether it is appropriate to add new services. The proposed transit improvements in this plan will introduce new types of services, which in turn will require changes to the ways that Transfort measures and monitors performance and considers when to expand service. DRAFT 3.15.19 Performance Measures and Monitoring 102 “Increase service frequency (like the Max) especially from residential areas. ” - Community Member DRAFT 3.15.19 103 DRAFT Fort Collins Transit Master Plan Overview of Existing Service Standards At present, Transfort classifies its services into five types: » Rapid Transit Route - operates in a dedicated guideway through dense employment areas, at high frequencies. These routes make limited stops offering a direct non-stop service. Existing example: MAX. » Commercial Route - providing a basic level of transit access throughout the city, and operate in all periods. These routes operate primarily in arterial corridors. Commercial routes operate at a frequency of at least 60 minutes. Existing example: Route 16 - Harmony Road. » University Route - these routes service high demand, densely populated areas near Colorado State University, with direct service to campus. These routes are held to high standards to justify their limited market. University routes operate at a greater frequency when school is in session. Existing example: Route 31 - Plum Street. » Residential Route - these routes largely serve residential areas within the community. Existing example: Route 9 - Laporte Avenue. » Regional Route - operates primarily outside of the City of Fort Collins with limited stops to expedite commuting between communities. Existing example: FLEX For each type of service, Transfort defines service design standards, sets minimum service levels, and monitors performance based on the number of passengers per vehicle revenue hour and vehicle revenue mile. It also sets standards for on-time performance and defines the types of amenities that should be provided. Service Availability: Transfort currently determines where to provide service based on a number of factors. These include: » Population density (current and projected) » Employment density (current and projected) » Service area characteristics (age, income, vehicles per household) » Opportunity for timed transfers » Destinations: » Employers or groups of employers with 300 or more employees. » Hospitals/Nursing Homes, which typically do not attract a large number of trips but often serve those who depend on transit. » Colleges/Schools: Students comprise a major segment of Transfort’s ridership, and institutions with an enrollment of at least 1,000 students warrant consideration of service. » Shopping Centers with more than 100,000 square feet of leased retail space. Mixed- use retail and office complexes can also be included within this category. Performance Measures and Monitoring 104 » Deviations from a direct path from end-to-end of the route shall account for no more than one- quarter of the end-to-end travel time of the route. » For a specific deviation, the total additional travel time for all through passengers should not exceed three minutes for each rider boarding or alighting along the deviation. Productivity: Transfort measures productivity in two ways: passengers per revenue vehicle hour and passengers per revenue vehicle mile. “Satisfactory levels” range from 20 to over 40 passengers per hour and one to six passengers per mile: » Rapid routes: At least 41 passengers per vehicle hour and six passengers per mile. » Commercial, Residential, and Regional routes: At least 20 passengers per vehicle hour and three passengers per mile. » University routes: At least 30 passengers per vehicle hour and six passengers per mile. Transfort does not currently measure its FLEX regional service differently than local routes. However, given the long distances and limited stops, a better measure would be passenger miles per revenue hour. Vehicle Loads: Transfort sets loading standards to ensure that buses to not get overcrowded. For most service types, loads should not exceed 125% of seated capacity during peak periods (150% for Rapid Routes) and seating capacity during off-peak periods. When trips exceed these levels, additional service should be provided. For example, during peak times with bad weather, buses operating along West Elizabeth Avenue often warrant a trailer bus (an additional bus to provide capacity). Service Frequency:Transfort sets minimum service frequencies for each service type that is intended to balance convenience with productivity levels: » Rapid routes should operate at least every 15 minutes during peak periods and 30 minutes during off-peak periods. » University and Residential routes should operate at least every 30 minutes during peak periods and 60 minutes during off-peak periods. » Commercial routes should operate at least every 60 minutes during both peak and off-peak periods. » Regional routes at least two trips in both the AM and PM peak periods. On-Time Performance: Transfort defines on-time as ranging from one minute early to five minutes late, which is a common definition. Based on this definition, at least 90% of trips should operate on- time during peak periods and 95% during off-peak periods. While this metric was intended for transit center departures and arrivals, Transfort has been measuring this standard at bus stop timepoints. As a result, the standard is very difficult to meet and should be revisited and revised to a figure more in line with industry standards, which is typically 75- 105 DRAFT Fort Collins Transit Master Plan New service standards will need to be developed for the new service classifications. In most cases, these will be very similar to the existing standards, since Transfort’s existing service standards are state of the practice. Minimum service frequencies have been developed as part of this project and are shown in the table above. In general the new service standards should include annual tracking of at least three core metrics to monitor system performance over time. These include: ridership, productivity and coverage (both system-wide and of the high-frequency network). In most cases, the new service standards will be very similar to existing standards. Two major exceptions will be the elimination of 60-minute local service and the introduction of Mobility Innovation Zones. As described earlier in this report, this will be an entirely new type of service designed to serve lower volume areas with smaller vehicles that could be fixed-route or demand response, or a combination, and could use app-based reservations systems. The ways in which these services are provided are changing rapidly, and are likely to continue evolving. However, it is clear that the service standards for Mobility Innovation Zones will need to be significantly different: Service Availability: Mobility Innovation Zones will serve areas that have significantly lower population and employment densities than fixed-route services, and Transfort will need to determine acceptable minimum density levels for where the coverage extends. These may be based on a mix of population/ employment density and proximity to the mobility hub where the innovation zone will be focused on delivering people to transit. Directness of Service: Mobility Innovation Zone services can provide on-demand service or more circuitous neighborhood shuttles with flexible routing (microtransit), in which case directness standards may not be applicable. Productivity: Productivity levels for Mobility Innovation Zones will be significantly lower than for Transfort’s fixed-route services, most likely in the range of four to five passengers per vehicle hour. Vehicle Loads: For Mobility Innovation Zone services, typically all passengers are provided with a seat, although some of the newer autonomous shuttles can accommodate standing passengers. The load factor will need to be set in accordance with the type of service that is operated in each of the zones. Service Frequency: If Mobility Innovation Zones operate as neighborhood microtransit shuttles, frequency standards will be applicable, and for the purposes of this plan, minimum frequencies of every 30 minutes peak and every 60 minutes off- peak have been assumed. However, the Mobility Innovation Zone service could also be provided as an on-demand service (either all day or during off- peak hours). In this case, wait time standards are more appropriate than frequency. For on-demand ATTACHMENT 2 COMMENT OR IDEA ADDRESSED IN DOCUMENT DOCUMENT REFERENCE (PAGE #) Community evolution and strategies as Fort Collins approaches buildout (‘soft landing’) Added/clarified narratives and principles and policies to expand partnerships and collaborative efforts with other jurisdictions, service providers, and organizations on regional issues (e.g. economy, utilities, air quality, transit) City Plan: Infrastructure (38-39), Economy (57), Service Providers (64) Clarified policies supporting and recognizing redevelopment and infill in commercial/transit corridors as greenfield development opportunities decrease; emphasizing the need to update development standards to better address and mitigate impacts unique to infill development as the community experiences more of this style of development. City Plan: Infill (40), Strategy LIV2a-2c (219) Structure Plan section includes visuals and narratives describing priority place types, which are areas of the community, such as infill areas along commercial/transit corridors likely to greater redevelopment or infill as the community approaches buildout. City Plan: Mixed-use Place Types (99-104), Priority Place Types (118-157) Plan includes policies and actions to continue evaluating City revenue streams and costs for services and maintenance (e.g. park maintenance) City Plan: Policy HI 1.6 (88), Strategy CR-2b (224) Affordable childcare Added new language in the Economic Health section describing a need for continuing efforts to identify barriers for business and employee retention, including access to affordable child care and attainable housing. City Plan: Policy EH 3.1 (55) Added policy support for the continued competitive use of City real estate and facilities for service provision, including childcare. City Plan: Policy LIV 8.4 (45) ATTACHMENT 3 Draft City Plan & Transportation Master Plan - Document Change Log Changes resulting from Council input at February 12, 2019 Council Work Session & Leadership Planning Team Discussions COMMENT OR IDEA ADDRESSED IN DOCUMENT DOCUMENT REFERENCE (PAGE #) Land use or housing changes in existing neighborhoods Revised Structure Plan section to include additional narrative guidance on compatible development and potential changes in housing options in existing neighborhoods of the ‘mixed neighborhood’ place type. Changes articulate the different expectations for new development. In new development, significant changes to housing types and standards may be more appropriate than in existing neighborhoods. Within existing neighborhoods, compatible development is emphasized based on currently established zoning standards. Where there is potential for future change, such as the addition of accessory dwelling units, City Plan implementation emphasizes the need for continued dialogue on housing types prior to Land Use Code changes. On the Structure Plan map, a greater proportion of neighborhoods represented as rural or suburban reflecting expectations for existing development standards and housing types based on current zoning. City Plan: Mixed Neighborhood (98) Mixed Neighborhood (98) Strategy LIV-5a (220) Structure Plan & neighborhood maps (95 & 96) Displacement & mobile home parks Policies in the Neighborhood Livability and Social Health section emphasize the need to both help prevent displacement and mitigate its impacts if/when it occurs. The Plan also recommends as an implementation strategy an update to the City’s Affordable Housing and Displacement Mitigation Strategy. City Plan: Policy 6.9 & 6.10 (44), Strategy LIV-5f (220) Draft City Plan & Transportation Master Plan - Document Change Log Changes resulting from Council input at February 12, 2019 Council Work Session & Leadership Planning Team Discussions COMMENT OR IDEA ADDRESSED IN DOCUMENT DOCUMENT REFERENCE (PAGE #) Costs and funding options for transportation & transit enhancements Estimates of operational and capital costs for additional transit service included in the Transit Master Plan and its appendices. A more in-depth funding study, including funding mechanisms will be a post plan priority action item. Transit Master Plan: Funding Discussion (92- 96), Summary of Capital Project Costs (73) Actions tables revised and expanded to include organization by project/action category, outcomes, action items, cost range, priority/timing, measure of success, and relation to City Plan strategies. Transit Master Plan: Action Table (88-90) Autonomous Vehicles The Transportation Master Plan section of City Plan includes additional information about both the potential benefits and challenges related to autonomous vehicles (e.g. ‘zero occupant vehicles’) Transit Master Plan: Future of Transit (40-42) City Plan: Autonomous Vehicles (206-207) Regional Transportation Services / Rail Transit & State Funding Regional transit service and intraregional passenger rail service addressed further in the Transit Master Plan. Transfort and other City staff will be actively engaged in CDOTs Transit and Rail Advisory Committee and Southwest Chief and Front Range Passenger Rail Commission. Additionally, Transfort is already working with Greeley-Evans Transit on providing new intercity transit service to Greeley and Windsor. There are also discussions underway to provide new intercity transit service to Wellington and fare integration/reciprocity between Greeley, Loveland, and Boulder. Transit Master Plan: Regional Transportation/Rail (57) City Plan: Regional Transportation 1 City Plan Update – Draft Plans ATTACHMENT 4 2 Direction Sought 1. Response to recent changes to the draft City Plan and Transit Master Plan 2. Guidance to move forward with Council Adoption on April 16th 3 Plan Organization City Plan & Transportation Master Plan  Combined into one document  Highlights community approach to integrated land-use & transportation planning  High-level direction for the seven key outcome areas Transit Master Plan  Separate, companion document to City Plan  Previously called the Transfort Strategic Operating Plan  Modal plan similar to Bicycle Master Plan or Pedestrian Plan 4 Plan Hierarchy Community Engagement & Direction City Plan Strategic Plan Long-Term Short- & Mid-Term Climate Action Plan Nature in the City Transit Master Plan Natural Areas Master Plan FoCo Creates Etc. why what how / funding Budgeting for Outcomes Functional Plans 5 Maintaining Direction  Growth Management Area size  Natural Areas & Land Conservation Strategy  Parks, Recreation, Trails  Historic Preservation  Community Separators  Poudre River & sensitive natural features  Complete Streets  Arts & Culture  Bicycling and pedestrian investments  Congestion management  Balanced transportation system  Integrated land-use & transportation 6 Plan Content 2019 City Plan changes  Simplified principles and policies  Policy consolidation – articulate highest priorities at community-wide scale  Strategic Plan provides near & mid-term guidance  Utilize functional and neighborhood/corridor plans for more detailed policies and actions  Focus areas influencing new ideas / changes in 2019 City Plan update:  GMA Buildout  Employment lands  Housing choices & access  Expanded transportation options  Climate Action 7 Draft Plan Engagement Draft Plan Engagement (Jan-Mar):  Targeted outreach with Hispanic/Latinx & lower income residents  Three City-led open houses  Plan Ambassador meetings  Community Partner meetings  Board and Commission presentations and recommendations  Online and hard copy comment forms Overall, strong support for the policy direction in the draft Plans 8 Draft Plan Edits Draft Plan documents updated to incorporate:  Council direction/input  Over 1,200 internal & staff comments  Community feedback, including:  Over 500 responses to general direction of plan, and  Over 400 written comments 9 Adjustments based on Council Input  Refinement of language related to the community’s evolution as it nears buildout (‘soft landing’)  Additional information about partnerships/collaborative efforts regionally, and with other service providers  Ongoing evaluation of City revenue streams and cost of services  Recommended updates to development standards for infill/redevelopment as this type of development pattern increases  Additional detail throughout the document about the City’s triple-bottom- line and equity approaches 10 Adjustments based on Council Input  New language addressing affordable childcare in both Economic Health and Livability sections  Refinement of language to preserve existing neighborhood character, additional language describing types of changes within neighborhoods  Additional information in Structure Plan on compatible development in existing neighborhoods; greater distinction in changes between existing neighborhoods and development of new neighborhoods  Related action item: Community-wide dialogue about additional housing types, including Accessory Dwelling Units (ADUs) and other “missing middle” options 11 Adjustments based on Council Input  Enhancement of policies related to preserving mobile home parks and preventing displacement  Related action item: Update of the Affordable Housing and Displacement Mitigation Strategy (2013)  Policies and narratives on the benefits and consequences of autonomous vehicles and drone infrastructure  Conceptual costs for recommended future transportation and transit improvements in the Transit Master Plan  Regional transit and rail transit opportunities further addressed in the Transit Master Plan 12 Direction Sought 1. Response to recent changes to the draft City Plan and Transit Master Plan 2. Guidance to move forward with Council Adoption on April 16th 13 RESOURCE SLIDES 14 15 16 17 Growth Framework Commercial & Transit Corridors  Renewed focus as areas for infill & redevelopment  Require greater activity and intensity near transit investments Vacant Land / New Development  Growth shifting to N/NE Fort Collins  Infrastructure priorities and partnerships  Incorporate community goals in last growth areas of community (Nature in the City, Urban Agriculture, etc.) 18 Structure Plan Existing Structure Plan  Provides land-use guidance as to how the City will change over time  Primarily focused only on land-use; aligns almost one-to-one with zoning districts  Difficultly responding to changing conditions (ex: new transportation options added nearby) 19 Structure Plan Proposed Structure Plan  Provides land-use guidance as to how the City will change over time  Aligns with ‘place types’  Set of visual and narrative criteria that includes land-use AND transportation considerations  Place type criteria more restrictive for residential areas  Not designed to alter existing designations and overall vision  Commercial areas remain commercial, residential remains residential, etc. 20 Employment Lands Employment Zoning  Excess employment zoning – shift towards other uses in NE Fort Collins  Additional small user industrial space along E. Mulberry  Flexibility for secondary uses and amenities supporting employers and employees Gateways  Understand suitability and update vision for I-25 gateways 21 Housing Housing Options  Update standards to reduce barriers and incentivize a broader mix of housing in new development  Investigate the possibility of additional housing choices in neighborhoods, e.g.- accessory units  Clarify Land Use Code standards for infill & redevelopment projects – e.g. compatibility, green spaces/amenities, emergency access 22 Transportation Major Concepts  Transit expansion – additional high frequency transit routes supported by land- use and funding  Mobility as a service - embrace innovation as new technologies and travel options emerge  Mobility management – Reduce congestion with system upgrades and shifting trips to biking, walking and transit  Layered networks – defines a prioritized mode for each street Future Transit Network 23 Plan Highlights High frequency focus • 3 new Bus Rapid Transit routes • 30 minute service or better throughout the system (other than BRT routes)  Regional connections  Mobility Hubs  Innovation Zones (on- demand service) Transit Access 24 Future Transit Network Current Transit Network Access to high-frequency transit: 23% residents Access to all transit: 58% residents Access to high-frequency transit: 53% residents Access to all transit: 85% residents 25 Major Concepts  New road construction and widening will be limited to areas like NE Fort Collins  Ongoing targeted improvements (intersection upgrades) and signal optimization  Managing congestion will require managing travel demand and offering more efficient trip choices Transportation – Mobility Management 26 Climate Action Climate Action  First time climate action and City Plan have aligned at this level  Multi-modal investments balance out population-driven increases in Vehicle Miles Traveled (VMT)  Community-wide impacts were less than expected  CAP / Energy Policy update will identify pathway to 80x30 goal; and  Identify actions for climate adaptation and resilience planning 27 Highest Priority Action Items  Continue community & neighborhood outreach – housing choices in neighborhoods  Update East Mulberry Corridor Plan  Structure Plan & Land Use Code amendments to address place types and primary/secondary use provisions in employment zoning  W. Elizabeth Bus Rapid Transit  Transit Funding Study  Multi-Modal Level of Service Update  Master Street Plan Updates  Capital Improvement Plan Update (191-193) New multi-modal transportation options (scooters, long boards, etc.) New transportation modes such as e-scooters are addressed ii the Innovation section of the Transportation Master Plan. City Plan: E-Scooters & E-Bikes (202), Community and Stakeholder Engagement Updated photos, numbers of participants, meetings, to reflect final engagement numbers and clarified that “representativeness” was measured by collecting demographics and comparing to Census data. City Plan: Community & Stakeholder Engagement (11-13), Strategy T-3i (236) service, maximum wait times of 20 minutes should be identified, with 10 or 15 minutes being a higher- performance standard that some agencies are beginning to adopt. On-Time Performance: Depending upon how service is provided, on-time performance standards could be either the same as for other services or based on the timeliness of passenger pick-ups (see prior bullet related to on-demand service). Distribution of Transit Amenities: The types of facilities that will be needed will depend on how service is provided, however, typical microtransit and on-demand services only have amenities the mobility hub side of the trip (since the other end of the trip has flexible beginning and end points). SERVICE CLASSIFICATION PEAK* MIDDAY EVENINGS/WEEKENDS BRT 10 10 15 High-Frequency 15 15 30 Frequent Peak 15 30 30 Local 30 30 60 Regional 3 Morning and 3 Evening Trips N/A N/A Microtransit / Mobility Innovation Zones** 15-30 15-60 TBD *Peak periods cover the AM and PM commuting periods, midday is between the two commuting periods, evenings are after the PM commuting period and can also cover early morning service. Specific times of each period vary by route and will be determined through more specific route planning efforts. **Depending on the type of transit service provided in mobility innovation zones, the service frequency standards could vary. For on- demand services, frequency is replaced by wait time as the measure of transit availability. Typically, transit agencies seek to have on- demand wait times of 15-20 minutes or microtransit shuttle frequencies of 20-60 minutes. DRAFT 3.15.19 80% schedule adherence. In addition, trips are sometimes not run or completed for various reasons including mechanical problems, traffic problems, and other types of incidents. Transfort has a standard that 99% of buses should at least start service (i.e., “pull out of the garage”) and that 98% of total trips should be completed. Distribution of Transit Amenities: Transfort desires to provide shelters at as many bus stops as possible. In the short and medium term, priority is given based on the volume of usage by boarding passengers; and proximity to schools, seniors, person with disabilities, low income individuals and CSU students and staff. Changes to Reflect Proposed Services The proposed service improvements will result in changes to the types of services that Transfort operates. Future service types will include: » BRT, which will be similar to the current MAX route, but would also include BRT-like service but without exclusive bus lanes (proposed routes on North College, W. Elizabeth, Harmony). » High-Frequency, which would provide frequent service in other major corridors, including routes that are now classified as University routes. » Frequent Peak, which would provide frequent peak period service but less frequent off-peak service. » Local, which would be similar to today’s Commercial and Residential routes. » Regional, which would be the same as today’s regional routes » Mobility Innovation Zones, which would be a new type of lower volume service designed to serve lower density areas. DRAFT 3.15.19 » Social Service/Governmental Centers that serve at least 100 clients per day. Directness of Service: Transit riders want service to be relatively direct. Transfort has two standards designed to ensure that this will be the case: PERFORMANCE MEASURES AND MONITORING DRAFT 3.15.19 to be a strong partner and potentially contribute an even larger share to allow the system to operate fare-free. CSU would benefit from this partnership through increased investment in the transit system, particularly along corridors heavily used by CSU students and staff, such as the plan to add BRT to the West Elizabeth corridor. DRAFT 3.15.19 Through what is called the Occupational Privilege Tax Denver assesses about $9 per employee per month on all employees who earn at least $500 per month. The fee is partly paid by the employee and partly paid by the employer to fund city facilities and services. It was first enacted in 1969 and in 2015 this tax generated over $50 million in revenue for the city. DRAFT 3.15.19 hubs, and speed and reliability improvements. The Transportation Capacity Expansion Fee also has to be allocated to implement capital improvements for other modes (roads, sidewalks, bike facilities) and therefore, its ability to raise substantial transit capital revenue is somewhat limited. However, many communities use similar “impact fees” as effective ways to leverage state and federal grants, thus multiplying the benefit of this type of fee. Currently, this fee is not used for transit capital projects, but it could be expanded to do so. Note that impact fees are highly volatile and can be high during strong economic times and very low during recessions. » Public-Private Partnerships – Fort Collins already established itself as an innovator in this respect through a recently established partnership with a private sector taxi company to supplement its on-demand and Dial-a-Ride service. This partnership allowed Transfort to offer a better service at a lower cost. Public- private partnerships with new mobility services, including microtransit providers, TNCs, and autonomous vehicle transit services would be a great opportunity to pilot new service as part of future mobility innovation zones. There may also be opportunities to partner with the private sector to integrate fare payment, trip planning and other mobile device technologies with other agencies and modes. TRANSPORTATION UTILITY FEE CASE STUDY: Transportation utility fees are commonly used in communities across the county. Corvallis, OR uses a transportation utility fee to fund its transit system and operates fare-free. The City charges on a per month bases just over $2 for multi-family customers, just over $3 for single-family customers and varying amounts for commercial entities. The fee system is mostly on trip generation estimates and fees are updated annually to meet revenue needs. DRAFT 3.15.19 educating the community at large about transit: service changes, how to ride, its environmental benefits, health benefits, and ability to work or relax while traveling. Education should start in schools, potentially integrated with the City’s existing Safe Routes to Schools Program. Educational material should also be bilingual to reach the Latinx community. Lastly, special transit service to events like CSU games provides a great opportunity to showcase Transfort to people who might not otherwise ride transit. Looking for more opportunities to introduce transit to people is something that transit agencies are increasingly looking to do. For example, King County Metro recently took one of its new battery electric buses to a technology conference in suburban Seattle. As part of the conference, people had the opportunity to ride on the bus between the conference location and the rapid charging station at one of the region’s major transit centers. Given the location of the conference, many attendees had not ridden on a bus in a long time and they were exposed to how transit is modernizing and how extensive transit is even in a suburban setting. DRAFT 3.15.19 Identify and implement a pilot mobility hub that can support a pilot mobility innovation zone $-$$ Short-term Pilot innovation zone and mobility hub implemented T-2.1, T-3.11, T-5.3, T-5.8, T-8.3 Maintenance and Operations Expand Maintenance Base Seek funding and develop a plan to expand and potentially relocate the maintenance facility to accommodate a larger transit fleet. $$$ Short-term Expanded maintenance base T-5.11 Expand Fleet Seek funding to expand the fleet to support expanded transit services $$$ Ongoing Expanded Fleet T-2.1, T-5.1, T-5.2, T-5.3, T-8.3 Funding Identify Funding for the Future Transit Network Develop a study that identifies funding strategies, mechanisms, and recommendations to implement the Future Transit Network $ Short-term Study with recommendations completed T-2.1, T-5.1, T-8.3 Increase operating funding to support expanded service Develop a funding strategy as recommended by the funding study noted above $ Short-term New funding secured T-2.1, T-5.1, T-8.3 Secure capital funding for major infrastructure needs Identify grants and develop a funding strategy as recommended by the funding study noted above $ Short-term New funding secured; implement new major capital projects T-2.1, T-5.1, T-8.3 Supportive Strategies Boost transit ridership through transportation demand management Seek funding to provide City support of local and regional employer commute trip reduction programs $ Short-term Expanded commute trip reduction programs T-4.5, T-8.1 DRAFT 3.15.19 between transit and other mobility providers to pilot on-demand options (such as microtransit) in mobility innovation zones; this would be completed in conjunction with the implementation of new mobility hub(s) $-$$ Short-term Mobility innovation zone pilot launched (in conjunction with a mobility hub) T-5.1, T-5.3, T-5.7, T-8.1 Explore new partnerships for Dial-a-Ride services; study a new real-time reservation system $ Short-term Study complete T-5.3, T-5.10 Develop a plan and seek funding for increased deployment of intelligent transportation systems (ITS), connected vehicle infrastructure, and transit signal priority $$ Short-term Plan complete and deployment of ITS and other infrastructure T-3.7, T-5.7, T-8.2 Pilot a transit signal priority system to evaluate benefit to riders and transit operations $$ Short- to Medium- term TSP pilot complete T-5.7, T-8.2 Develop a fleet replacement and technology plan to identify when to replace vehicles and the technologies to be considered in new fleet procurements $ Short-term Plan complete T-5.3, T-5.7, T-9.3 Develop MaaS roadmap once the types of services, technologies, and use cases stabilize $ Long-term MaaS roadmap complete T-3.1, T-3.2, T-8.8 Revise transit service performance metrics to track progress Update transit service standards, metrics and performance criteria to match the new services outlined in the Transit Master Plan; regularly evaluate progress and inform future actions $ Short-term Updated service standards and regular updates T-5.9 DRAFT 3.15.19 Laporte, Wellington, and other communities $$ Ongoing/ Short-term New regional transit connections T-4.4, T-4.8 Explore more extensive regional transit integration Work with neighboring transit agencies on regional fare integration and reciprocity $ Short-term New regional fare policies and cross-agency fare reciprocity T-4.4, T-4.8, T-5.6 Study potential benefits of consolidating transit ser-vice or establishing an RTA $ Short- to Medium- term Study complete; recommendations for next steps T-4.8, T-5.6 BRT West Elizabth Corridor Develop a funding plan to build improvements and implement BRT on West Elizabeth $$$ Short-term Funding secured, service operational T-5.2 North College Corridor Prepare a detailed BRT corridor study to identify specific capital needs and operational characteristics S Short-term Study complete T-5.2 Develop a funding plan to design, build improvements, and implement BRT on North College as transit-supportive uses develop $$$ Medium- to Long-term Funding secured, service operational T-5.2 Harmony Corridor Develop a funding plan to design, build improvements, and implement BRT on Harmony as transit- supportive uses develop $$$ Medium- term Funding secured, service operational T-5.2 DRAFT 3.15.19 Lake Nelson Reservoir COLORADO STATE UNIVERSITY COLORADO STATE UNIVERSITY FOOTHILLS CAMPUS 25 25 25 MAX GUIDEWAY W T R O UT M A N P K W Y W SWALLOW RD E STUART ST E LAUREL ST C O N S T I T U T I O N A V E J E R O M E S T T I L D E N S T E ELIZABETH ST MCMURRY AVE S E N E C A S T E P IT K I N S T MORNINGSTAR WAY Y O R K S H I R E S T F O S S I L C R E E K P K W Y CARRIAGE PKWY M E A D O W L A R K A V E T H O R E A U R D RIGDEN PKWY CHERRY ST NANCY GRAY AVE L I N D E N S T SOUTHRIDGE GREENS BLVD C O L U M B I A R D C E N T E N N I A L R D W P L U M S T S LOOMIS AVE W A B A S H S T WILLIAM NEAL PKWY MATHEWS ST D U N B A R A V E P R O VI N C E R D Z E P H Y R R D HI C K O R Y ST A V O N D A L E R D H A M P S H I R E R D STOVER ST INTERNATIONAL BLVD C O N I F E R S T MILES HOUSE AVE S T A N F O R D R D BRITTANY ST ABBOTSFORD ST NASSAU WAY W LAKE ST W S T U A R T S T PADDINGTON RD R E D W O O D S T E SWALLOW RD CENTER AVE TECHNOLOGY PKWY C E N T R E A V E W I L L O W S T WELCH ST RESEARCH BLVD INVERNESS RD W HORSETOOTH RD N TAFT HILL RD S TIMBERLINE RD ST RA US S CA BI N RD E PROSPECT RD N HOWES ST W LAUREL ST W DRAKE RD KECHTER RD COUNTRY CLUB RD R E M I N G T O N S T W MOUNTAIN AVE E M U L B E R R Y S T W PROSPECT RD LAPORTE AVE J E F F E R S O N S T T U R N B E R R Y R D S TAFT HILL RD N LEMAY AVE W ELIZABETH ST N TIMBERLINE RD N COLLEGE AVE S COLLEGE AVE T E R R Y L A K E R D GREGORY RD N SHIELDS ST S HOWES ST W HARMONY RD W MULBERRY ST 9TH ST E HORSETOOTH RD W TRILBY RD E S U N I G A R D E LINCOLN AVE S SHIELDS ST E DOUGLAS RD J O H N F K E N N E D Y P K W Y E HARMONY RD S LEMAY AVE E T R I L B Y R D S MASON ST E DRAKE RD ZIEGLER RD CARPENTER RD RIVERSIDE AVE RICHARDS LAKE RD GIDDINGS RD Regional Service Bus Rapid Transit High Frequency Service (15 min all day) Frequent Peak Service (15 min peak/30 min off peak) Local Service (30 min all day) Local Service (60 min all day) Mobility Innovation Zone !b Transit Center/ Mobility Hub !( Park-and-Ride City Limit Growth Management Area Park 2024 Transit Network (5-Year Plan) Source: 0 0.75 1.5 3 Miles DRAFT 3.15.19 » New frequent peak service on West Prospect Road » Frequency on Shields increased to 15-minute peak, 30-minute off-peak » New local southeast route with 30-minute all day frequencies on South College Avenue and South Lemay Avenue south of Harmony Road » Service to CSU Foothills Campus realigned to connect with the West Elizabeth BRT; frequencies increased to 30-minute all day service Mobility Innovation Zones » Transfort will work with the private sector to pilot microtransit or on-demand service in the southeast area of the City as the first phase of implementing the mobility innovation zones Mobility Hubs » A new mobility hub will be added at the western terminus of the West Elizabeth BRT Regional Transit » Service increased on the FLEX » New regional route to Windsor and Greeley (operated by GET) » New regional route to Wellington Accomplishing the 5-Year Plan will require a financial commitment from the City and public. It will require a 33% increase in operating budget (from $15.8 million annually in 2018 to $21 million by 2024, excluding inflation) in order to achieve a 34% increase in bus service hours. It will also require capital investments to expand the fleet, expand the maintenance facility, improve bus stops and make speed and reliability improvements to add new BRT service along West Elizabeth Street. Potential strategies to increase funding to support the 5-Year Plan are identified later in this Chapter. DRAFT 3.15.19 Nelson Reservoir COLORADO STATE UNIVERSITY COLORADO STATE UNIVERSITY FOOTHILLS CAMPUS 25 25 25 MAX GUIDEWAY W T R O U T M A N P K W Y W SWALLOW RD E STUART ST E LAUREL ST C O N S T I T U T I O N A V E J E R O M E S T T I L D E N S T E ELIZABETH ST MCMURRY AVE S E N E C A S T E P IT K I N S T MORNINGSTAR WAY Y O R K S H I R E S T F O S S I L C R E E K P K W Y CARRIAGE PKWY M E A D O W L A R K A V E T H O R E A U R D RIGDEN PKWY CHERRY ST NANCY GRAY AVE L I N D E N S T SOUTHRIDGE GREENS BLVD C O L U M B I A R D C E N T E N N I A L R D W P L U M S T S LOOMIS AVE W A B A S H S T WILLIAM NEAL PKWY MATHEWS ST D U N B A R A V E P R O VI N C E R D Z E P H Y R R D HI C K O R Y ST A V O N D A L E R D H A M P S H I R E R D STOVER ST INTERNATIONAL BLVD C O N I F E R S T MILES HOUSE AVE S T A N F O R D R D BRITTANY ST ABBOTSFORD ST NASSAU WAY W LAKE ST W S T U A R T S T PADDINGTON RD R E D W O O D S T E SWALLOW RD CENTER AVE TECHNOLOGY PKWY C E N T R E A V E W I L L O W S T WELCH ST RESEARCH BLVD INVERNESS RD W HORSETOOTH RD N TAFT HILL RD S TIMBERLINE RD ST RA US S CA BI N RD E P R O S P E CT R D N HOWES ST W LAUREL ST W DRAKE RD KECHTER RD COUNTRY CLUB RD R E M I N G T O N S T W MOUNTAIN AVE E M U L B E R R Y S T W PROSPECT RD LAPORTE AVE J E F F E R S O N S T T U R N B E R R Y R D S TAFT HILL RD N LEMAY AVE W ELIZABETH ST N TIMBERLINE RD N COLLEGE AVE S COLLEGE AVE T E R R Y L A K E R D GREGORY RD N SHIELDS ST S HOWES ST W HARMONY RD W MULBERRY ST 9TH ST E HORSETOOTH RD W TRILBY RD E S U N I G A R D E LINCOLN AVE S SHIELDS ST E DOUGLAS RD J O H N F K E N N E D Y P K W Y E HARMONY RD S LEMAY AVE E T R I L B Y R D S MASON ST E DRAKE RD ZIEGLER RD CARPENTER RD RIVERSIDE AVE RICHARDS LAKE RD GIDDINGS RD Buffered Bicycle Lane Bicycle Lane Neighborhood Greenway Protected Bicycle Lane !b Transit Center/ Mobility Hub Existing Bicycle Trail City Limit Growth Management Area Park Mobility Hubs and Future Bicycle Network Source: 0 0.75 1.5 3 Miles Figure 23 – Map of Mobility Hubs and Bike Network 77 DRAFT Fort Collins Transit Master Plan DRAFT 3.15.19 Reservoir Trappers Lake Baker Lake Nelson Reservoir COLORADO STATE UNIVERSITY COLORADO STATE UNIVERSITY FOOTHILLS CAMPUS 25 25 25 Preferred Transit Scenario Source: 0 0.75 1.5 3 Miles Regional Service Bus Rapid Transit High Frequency Service (15 min all day) Frequent Peak Service (15 min peak/30 min off peak) Local Service (30 min all day) !b Transit Center/ Mobility Hub !( Park-and-Ride Mobility Innovation Zone City Limit Growth Management Area Park Figure 22 – Map of Perferred Transit Scenario 2040 Transit Plan 76 DRAFT 3.15.19 Total Costs of Items Above $271-308 million More detail on local funding options are provided in Chapter 6: Implementation Strategies. Summary of Major Capital Projects The table on the next page summarizes the major capital projects that will be required to implement the Transit Master Plan. In addition, notes on potential funding sources are listed for each cost item. DRAFT 3.15.19 People Riding Transit: » Transit Signal Priority (TSP) » Bus stop islands Key Design Elements for People Driving: » Traffic calming features » Four through travel lanes DRAFT 3.15.19 as part of the West Elizabeth Enhanced Travel Corridor Plan. Actual costs per station will vary depending on site specific factors like land availability and design choices for the stations. » Enhancing Existing Bus Stops – The Bus Stop Design Standards and Guidelines document provides guidance on what type of bus stop is appropriate given the adjacent land uses and ridership characteristics of a stop. The objective of the Bus Stop Improvements Program is to bring all Transfort bus stops into Americans with Disabilities Act (ADA) compliance so that transit is accessible and comfortable to people of all abilities and ages. Transfort’s Bus Stop Design Standards and Guidelines, adopted by City Council in 2015, is the guiding document for establishing ADA bus stops and accessible connections. Dedicated funding for ADA upgrades became available starting in 2016. The goal is for all Transfort bus stops to be ADA compliant by 2026. Transfort will periodically review the usage and surrounding land uses of its existing bus stops to determine if upgrades (or downgrades) are warranted. As the transit system expands, it is also important to keep in mind that more elaborate bus stops require increased maintenance, which should be accounted for when considering whether it is appropriate to upgrade a bus stop. This item could have a wide range of costs, but for the purposes of this plan, an estimate of $5 million over the life of the plan is assumed. 16Mobility hub cost estimate is based on land cost (assumed at one acre for each hub) and site improvements including bike parking areas, curb improvements, carshare parking, kiosks and other amenities. DRAFT 3.15.19 to make other substantial capital investments to implement the 2040 Transit Network. This section outlines several other major fixed-cost items. Operations and Maintenance Facility Transfort currently owns and operates a bus maintenance facility located off Trilby Road. As of 2019, the facility is operating at-capacity with 51 buses stored on site and several others stored off- site at a contractor facility. Any significant expansion of transit service would require a larger maintenance facility. Based on projected fleet needs by 2040, a facility roughly double the size of the current facility would be needed, although it could be phased in over time. Based on discussions with maintenance staff, the following items would be needed as part of the maintenance facility expansion: » Covered area for bus storage to reduce wear and tear from hot and cold weather » Need for two to four additional stalls for maintenance » Expansion of fueling area » Expansion of administration space » Expansion for staff parking The current facility has room to expand, but a full site assessment will need to be prepared to determine if the existing parcel is of adequate size or if additional land is required. Based on a review of similar maintenance facility expansions, this cost of this expansion is expected to be about $20-30 million, which could be phased in over time. With expansion there would also be an opportunity to consolidate Transfort staff into one location. Another potential option to consider instead of expanding the existing maintenance facility is adding a second maintenance facility in North Fort Collins to augment the existing one on the south side. The capital cost is likely to be higher than expanding the existing facility, but would allow for operational efficiencies that may reduce operations costs. DRAFT 3.15.19 data availability, and payment. In order to keep pace, Transfort will continually review its information technology (IT) systems and make regular, but financially prudent upgrades to its IT infrastructure. While there are numerous IT systems that are integral to Transfort, this plan focuses on two that have a very visible public face and need to be considered in conjunction with fleet expansion and renewal. » Fare Automation & Integration – Today, you can DRAFT 3.15.19 Gray Reservoir Trappers Lake Baker Lake Nelson Reservoir COLORADO STATE UNIVERSITY COLORADO STATE UNIVERSITY FOOTHILLS CAMPUS 25 25 25 MAX GUIDEWAY W T R O UT M A N P K W Y W SWALLOW RD E STUART ST E LAUREL ST C O N S T I T U T I O N A V E J E R O M E S T T I L D E N S T E ELIZABETH ST MCMURRY AVE S E N E C A S T E P IT K I N S T MORNINGSTAR WAY Y O R K S H I R E S T F O S S I L C R E E K P K W Y CARRIAGE PKWY M E A D O W L A R K A V E T H O R E A U R D RIGDEN PKWY CHERRY ST NANCY GRAY AVE L I N D E N S T SOUTHRIDGE GREENS BLVD C O L U M B I A R D C E N T E N N I A L R D W P L U M S T S LOOMIS AVE W A B A S H S T WILLIAM NEAL PKWY MATHEWS ST D U N B A R A V E P R O VI N C E R D Z E P H Y R R D HI C K O R Y ST A V O N D A L E R D H A M P S H I R E R D STOVER ST INTERNATIONAL BLVD C O N I F E R S T MILES HOUSE AVE S T A N F O R D R D BRITTANY ST ABBOTSFORD ST NASSAU WAY W LAKE ST W S T U A R T S T PADDINGTON RD R E D W O O D S T E SWALLOW RD CENTER AVE TECHNOLOGY PKWY C E N T R E A V E W I L L O W S T WELCH ST RESEARCH BLVD INVERNESS RD W HORSETOOTH RD N TAFT HILL RD S TIMBERLINE RD ST RA US S CA BI N RD E P R O S P E CT R D N HOWES ST W LAUREL ST W DRAKE RD KECHTER RD COUNTRY CLUB RD R E M I N G T O N S T W MOUNTAIN AVE E M U L B E R R Y S T W PROSPECT RD LAPORTE AVE J E F F E R S O N S T T U R N B E R R Y R D S TAFT HILL RD N LEMAY AVE W ELIZABETH ST N TIMBERLINE RD N COLLEGE AVE S COLLEGE AVE T E R R Y L A K E R D GREGORY RD N SHIELDS ST S HOWES ST W HARMONY RD W MULBERRY ST 9TH ST E HORSETOOTH RD W TRILBY RD E S U N I G A R D E LINCOLN AVE S SHIELDS ST E DOUGLAS RD J O H N F K E N N E D Y P K W Y E HARMONY RD S LEMAY AVE E T R I L B Y R D S MASON ST E DRAKE RD ZIEGLER RD CARPENTER RD RIVERSIDE AVE RICHARDS LAKE RD GIDDINGS RD 2040 Transit Coverage Source: 0 0.75 1.5 3 Miles Bus Rapid Transit High Frequency Service (15 min all day) Frequent Peak Service (15 min peak/30 min off peak) Local Service (30 min all day) !b Transit Center/ Mobility Hub !( Park-and-Ride Mobility Innovation Zone High Frequency Transit Coverage Local Transit Coverage City Limit Growth Management Area Park Figure 15 – 2040 Transit Coverage DRAFT 3.15.19 Gray Reservoir Trappers Lake Baker Lake Nelson Reservoir COLORADO STATE UNIVERSITY COLORADO STATE UNIVERSITY FOOTHILLS CAMPUS 25 25 25 MAX GUIDEWAY W T R O UT M A N P K W Y W SWALLOW RD E STUART ST E LAUREL ST C O N S T I T U T I O N A V E J E R O M E S T T I L D E N S T E ELIZABETH ST MCMURRY AVE S E N E C A S T E P IT K I N S T MORNINGSTAR WAY Y O R K S H I R E S T F O S S I L C R E E K P K W Y CARRIAGE PKWY M E A D O W L A R K A V E T H O R E A U R D RIGDEN PKWY CHERRY ST NANCY GRAY AVE L I N D E N S T SOUTHRIDGE GREENS BLVD C O L U M B I A R D C E N T E N N I A L R D W P L U M S T S LOOMIS AVE W A B A S H S T WILLIAM NEAL PKWY MATHEWS ST D U N B A R A V E P R O VI N C E R D Z E P H Y R R D HI C K O R Y ST A V O N D A L E R D H A M P S H I R E R D STOVER ST INTERNATIONAL BLVD C O N I F E R S T MILES HOUSE AVE S T A N F O R D R D BRITTANY ST ABBOTSFORD ST NASSAU WAY W LAKE ST W S T U A R T S T PADDINGTON RD R E D W O O D S T E SWALLOW RD CENTER AVE TECHNOLOGY PKWY C E N T R E A V E W I L L O W S T WELCH ST RESEARCH BLVD INVERNESS RD W HORSETOOTH RD N TAFT HILL RD S TIMBERLINE RD ST RA US S CA BI N RD E P R O S P E CT R D N HOWES ST W LAUREL ST W DRAKE RD KECHTER RD COUNTRY CLUB RD R E M I N G T O N S T W MOUNTAIN AVE E M U L B E R R Y S T W PROSPECT RD LAPORTE AVE J E F F E R S O N S T T U R N B E R R Y R D S TAFT HILL RD N LEMAY AVE W ELIZABETH ST N TIMBERLINE RD N COLLEGE AVE S COLLEGE AVE T E R R Y L A K E R D GREGORY RD N SHIELDS ST S HOWES ST W HARMONY RD W MULBERRY ST 9TH ST E HORSETOOTH RD W TRILBY RD E S U N I G A R D E LINCOLN AVE S SHIELDS ST E DOUGLAS RD J O H N F K E N N E D Y P K W Y E HARMONY RD S LEMAY AVE E T R I L B Y R D S MASON ST E DRAKE RD ZIEGLER RD CARPENTER RD RIVERSIDE AVE RICHARDS LAKE RD GIDDINGS RD Existing Transit Coverage Source: 0 0.75 1.5 3 Miles Regional Service Bus Rapid Transit High Frequency Service (15 min all day) Local Service (30 min all day) Local Service (30 min peak/ 60 min off peak) Local Service (60 min all day) !b Transit Center !( Park-and-Ride High Frequency Transit Coverage Local Transit Coverage City Limit Growth Management Area Park Figure 14 – Existing Transit Coverage DRAFT 3.15.19 COLORADO STATE UNIVERSITY COLORADO STATE UNIVERSITY FOOTHILLS CAMPUS MAX GUIDEWAY WALNUT ST W SWALLOW RD C O N S T I T U T I O N A V E W H A L E R S W A Y E ELIZABETH ST JEROME ST BUCKINGHAM ST MCMURRY AVE S E N E C A S T M O R N I N G S T A R W A Y Y O R K S H I R E S T F O S S I L C R E E K P K W Y CARRIAGE PKWY MEADOWLARK AVE T H O R E A U R D CHERRY ST S O U T H R I D G E G R E E N S B L V D COLUMBIA RD W TROUTMAN PKWY MANHATTAN AVE E LAUREL ST LINDEN ST C E N T E N N I A L R D W P L U M S T H A M P S H I R E R D W L A K E S T S LOOMIS AVE W A B A S H S T WILLIAM NEAL PKWY MATHEWS ST W S T U A R T S T D U N B A R A V E P R O V I N C E R D Z E P H Y R R D HICKORY ST A V O N D A L E R D S T O V E R S T INTERNATIONAL BLVD C O N I F E R S T MILES HOUSE AVE S T A N F O R D R D BRITTANY ST E P I T K I N S T ABBOTSFORD ST NASSAU WAY PADDINGTON RD T I L D E N S T R E D W O O D S T E SWALLOW RD CENTER AVE TECHNOLOGY PKWY C E N T R E A V E E STUART ST WELCH ST RESEARCH BLVD INVERNESS RD N TAFT HILL RD W MULBERRY ST S COLLEGE AVE E PROSPECT RD N HOWES ST W DRAKE RD KECHTER RD C O U N T R Y C L U B R D LAPORTE AVE REMINGTON ST W PROSPECT RD W MOUNTAIN AVE W LAUREL ST N LEMAY AVE W E L I Z A B E T H S T E MULBERRY ST N COLLEGE AVE TURNBERRY RD T E R R Y L A K E R D GREGORY RD N SHIELDS ST E HORSETOOTH RD S HOWES ST LINCOLN AVE N TIMBERLINE RD 9TH ST W TRILBY RD E DRAKE RD E S U N I G A R D ZIEGLER RD W HORSETOOTH RD E LINCOLN AVE S LEMAY AVE S MASON ST S SHIELDS ST E DOUGLAS RD CARPENTER RD JOHN F KENNEDY PKWY W HARMONY RD S TAFT HILL RD S TIMBERLINE RD E T R I L B Y R D R I V E R S I D E A V E STRAUSS CABIN RD E HARMONY RD RICHARDS LAKE RD GIDDINGS RD 0 1 2 4 Miles Source: City of Fort Collins; Larimer County; TransFort; US Census; NFRMPO City Limit Growth Management Area LEGEND Park Very Low Low Medium High This map illustrates transit propensity based on adjusted population and employment density. Future (2040) Composite Demand & Future Transit Network 2040 Transit Plan 60 Figure 13 – Furture (2040) Composite Demand & Preferred Transit Scenario DRAFT 3.15.19 Reservoir Trappers Lake Baker Lake Nelson Reservoir COLORADO STATE UNIVERSITY COLORADO STATE UNIVERSITY FOOTHILLS CAMPUS 25 25 25 MAX GUIDEWAY W T R O UT M A N P K W Y W SWALLOW RD E STUART ST E LAUREL ST C O N S T I T U T I O N A V E J E R O M E S T T I L D E N S T E ELIZABETH ST MCMURRY AVE S E N E C A S T E P IT K I N S T MORNINGSTAR WAY Y O R K S H I R E S T F O S S I L C R E E K P K W Y CARRIAGE PKWY M E A D O W L A R K A V E T H O R E A U R D RIGDEN PKWY CHERRY ST NANCY GRAY AVE L I N D E N S T SOUTHRIDGE GREENS BLVD C O L U M B I A R D C E N T E N N I A L R D W P L U M S T S LOOMIS AVE W A B A S H S T WILLIAM NEAL PKWY MATHEWS ST D U N B A R A V E P R O VI N C E R D Z E P H Y R R D HI C K O R Y ST A V O N D A L E R D H A M P S H I R E R D STOVER ST INTERNATIONAL BLVD C O N I F E R S T MILES HOUSE AVE S T A N F O R D R D BRITTANY ST ABBOTSFORD ST NASSAU WAY W LAKE ST W S T U A R T S T PADDINGTON RD R E D W O O D S T E SWALLOW RD CENTER AVE TECHNOLOGY PKWY C E N T R E A V E W I L L O W S T WELCH ST RESEARCH BLVD INVERNESS RD W HORSETOOTH RD N TAFT HILL RD S TIMBERLINE RD ST RA US S CA BI N RD E P R O S P E CT R D N HOWES ST W LAUREL ST W DRAKE RD KECHTER RD COUNTRY CLUB RD R E M I N G T O N S T W MOUNTAIN AVE E M U L B E R R Y S T W PROSPECT RD LAPORTE AVE J E F F E R S O N S T T U R N B E R R Y R D S TAFT HILL RD N LEMAY AVE W ELIZABETH ST N TIMBERLINE RD N COLLEGE AVE S COLLEGE AVE T E R R Y L A K E R D GREGORY RD N SHIELDS ST S HOWES ST W HARMONY RD W MULBERRY ST 9TH ST E HORSETOOTH RD W TRILBY RD E S U N I G A R D E LINCOLN AVE S SHIELDS ST E DOUGLAS RD J O H N F K E N N E D Y P K W Y E HARMONY RD S LEMAY AVE E T R I L B Y R D S MASON ST E DRAKE RD ZIEGLER RD CARPENTER RD RIVERSIDE AVE RICHARDS LAKE RD GIDDINGS RD Future Transit Network Source: 0 0.75 1.5 3 Miles Regional Service Bus Rapid Transit High Frequency Service (15 min all day) Frequent Peak Service (15 min peak/30 min off peak) Local Service (30 min all day) !b Transit Center/ Mobility Hub !( Park-and-Ride Mobility Innovation Zone City Limit Growth Management Area Park 59 DRAFT Fort Collins Transit Master Plan Figure 12 – Preferred Transit Scenario DRAFT 3.15.19 connect to key destinations Local service with direct route alignments East Mulberry Street, Laporte Avenue, Taft Hill Road, Horsetooth Road, Lemay Avenue, JFK Parkway, South College Avenue, Redwood Street Mobility Innovation Zones On-demand To be determined May include on-demand, microtransit or other services with flex routes and partnerships with the private sector Northwest, Northeast, Southwest and Southeast Regional Service Varies Varies Longer distance routes connecting to other jurisdictions and primarily serving commuters – to be implemented in partnership with outside agencies. US 287 South (FLEX), Denver (Bustang), Greeley/Windsor, Laporte, Wellington DRAFT 3.15.19 MINIMIZE TRANSFER PENALTIES Transfers are sometimes necessary and even desirable from a network design perspective; however, they should be made as seamless as possible, spatially, time waiting, and payment mechanism. BALANCE SPEED AND ACCESS WHEN LOCATING STOPS Stops should be far enough apart to minimize delay but close enough to provide reasonable access for those with limited mobility. They should also be close to destinations, connecting routes and access points—such as crosswalks, bike lanes, and park- and-ride lots. Customers will walk further to better transit, and the stop spacing can be longer on these services. PROVIDE A HIGH-QUALITY WALKING AND WAITING ENVIRONMENT Stops should be comfortable, safe, dignified, provide important information, and located near safe pedestrian crossing and be connected into the sidewalk network. MATCH SERVICE LEVELS TO DEMAND While comfortable stops and stations are important, providing “walk-up” frequencies of 15 minutes or less enables people to avoid consulting a schedule and supports spontaneous trips. Very frequent service should be provided where demand supports the investment. MAKE SCHEDULES EASY TO REMEMBER Ideally, routes should operate on “clockface” headways, such as every 10, 15, or 30 minutes. DRAFT 3.15.19 areas. DRAFT 3.15.19 DRAFT 3.15.19 Reservoir COLORADO STATE UNIVERSITY COLORADO STATE UNIVERSITY FOOTHILLS CAMPUS MAX GUIDEWAY WALNUT ST W SWALLOW RD C O N S T I T U T I O N A V E W H A L E R S W A Y E ELIZABETH ST JEROME ST BUCKINGHAM ST MCMURRY AVE S E N E C A S T M O R N I N G S T A R W A Y Y O R K S H I R E S T F O S S I L C R E E K P K W Y CARRIAGE PKWY MEADOWLARK AVE T H O R E A U R D CHERRY ST S O U T H R I D G E G R E E N S B L V D COLUMBIA RD W TROUTMAN PKWY MANHATTAN AVE E LAUREL ST LINDEN ST C E N T E N N I A L R D W P L U M S T H A M P S H I R E R D W L A K E S T S LOOMIS AVE W A B A S H S T WILLIAM NEAL PKWY MATHEWS ST W S T U A R T S T D U N B A R A V E P R O V I N C E R D Z E P H Y R R D HICKORY ST A V O N D A L E R D S T O V E R S T INTERNATIONAL BLVD C O N I F E R S T MILES HOUSE AVE S T A N F O R D R D BRITTANY ST E P I T K I N S T ABBOTSFORD ST NASSAU WAY PADDINGTON RD T I L D E N S T R E D W O O D S T E SWALLOW RD CENTER AVE TECHNOLOGY PKWY C E N T R E A V E E STUART ST WELCH ST RESEARCH BLVD INVERNESS RD N TAFT HILL RD W MULBERRY ST S COLLEGE AVE E PROSPECT RD N HOWES ST W DRAKE RD KECHTER RD C O U N T R Y C L U B R D LAPORTE AVE REMINGTON ST W PROSPECT RD W MOUNTAIN AVE W LAUREL ST N LEMAY AVE W E L I Z A B E T H S T E MULBERRY ST N COLLEGE AVE TURNBERRY RD T E R R Y L A K E R D GREGORY RD N SHIELDS ST E HORSETOOTH RD S HOWES ST LINCOLN AVE N TIMBERLINE RD 9TH ST W TRILBY RD E DRAKE RD E S U N I G A R D ZIEGLER RD W HORSETOOTH RD E LINCOLN AVE S LEMAY AVE S MASON ST S SHIELDS ST E DOUGLAS RD CARPENTER RD JOHN F KENNEDY PKWY W HARMONY RD S TAFT HILL RD S TIMBERLINE RD E T R I L B Y R D R I V E R S I D E A V E STRAUSS CABIN RD E HARMONY RD RICHARDS LAKE RD GIDDINGS RD 0 1 2 4 Miles Source: City of Fort Collins; Larimer County; TransFort; US Census; NFRMPO City Limit Growth Management Area LEGEND Park Very Low Low Medium High This map illustrates transit propensity based on adjusted population and employment density. Composite Transit Demand 2040 Figure 6 – Composite Transit Demand 2040 Fort Collins in 2040 36 DRAFT 3.15.19 Reservoir COLORADO STATE UNIVERSITY COLORADO STATE UNIVERSITY FOOTHILLS CAMPUS MAX GUIDEWAY WALNUT ST W SWALLOW RD C O N S T I T U T I O N A V E W H A L E R S W A Y E ELIZABETH ST JEROME ST BUCKINGHAM ST MCMURRY AVE S E N E C A S T M O R N I N G S T A R W A Y Y O R K S H I R E S T F O S S I L C R E E K P K W Y CARRIAGE PKWY MEADOWLARK AVE T H O R E A U R D CHERRY ST S O U T H R I D G E G R E E N S B L V D COLUMBIA RD W TROUTMAN PKWY MANHATTAN AVE E LAUREL ST LINDEN ST C E N T E N N I A L R D W P L U M S T H A M P S H I R E R D W L A K E S T S LOOMIS AVE W A B A S H S T WILLIAM NEAL PKWY MATHEWS ST W S T U A R T S T D U N B A R A V E P R O V I N C E R D Z E P H Y R R D HICKORY ST A V O N D A L E R D S T O V E R S T INTERNATIONAL BLVD C O N I F E R S T MILES HOUSE AVE S T A N F O R D R D BRITTANY ST E P I T K I N S T ABBOTSFORD ST NASSAU WAY PADDINGTON RD T I L D E N S T R E D W O O D S T E SWALLOW RD CENTER AVE TECHNOLOGY PKWY C E N T R E A V E E STUART ST WELCH ST RESEARCH BLVD INVERNESS RD N TAFT HILL RD W MULBERRY ST S COLLEGE AVE E PROSPECT RD N HOWES ST W DRAKE RD KECHTER RD C O U N T R Y C L U B R D LAPORTE AVE REMINGTON ST W PROSPECT RD W MOUNTAIN AVE W LAUREL ST N LEMAY AVE W E L I Z A B E T H S T E MULBERRY ST N COLLEGE AVE TURNBERRY RD T E R R Y L A K E R D GREGORY RD N SHIELDS ST E HORSETOOTH RD S HOWES ST LINCOLN AVE N TIMBERLINE RD 9TH ST W TRILBY RD E DRAKE RD E S U N I G A R D ZIEGLER RD W HORSETOOTH RD E LINCOLN AVE S LEMAY AVE S MASON ST S SHIELDS ST E DOUGLAS RD CARPENTER RD JOHN F KENNEDY PKWY W HARMONY RD S TAFT HILL RD S TIMBERLINE RD E T R I L B Y R D R I V E R S I D E A V E STRAUSS CABIN RD E HARMONY RD RICHARDS LAKE RD GIDDINGS RD 0 1 2 4 Miles Source: City of Fort Collins; Larimer County; TransFort; US Census; NFRMPO City Limit Growth Management Area LEGEND Park Very Low Low Medium High This map illustrates transit propensity based on adjusted population and employment density. Composite Transit Demand 2012 Figure 5 – Composite Transit Demand 2012 35 DRAFT Fort Collins Transit Master Plan DRAFT 3.15.19 adjustment index. Appendix A provides additional details on the transit propensity adjustment factor. Figure 5 shows the existing transit demand, when considering transit propensity. Figure 6 shows the forecasted 2040 transit demand, when accounting for transit propensity. DRAFT 3.15.19 Reservoir COLORADO STATE UNIVERSITY COLORADO STATE UNIVERSITY FOOTHILLS CAMPUS MAX GUIDEWAY WALNUT ST W SWALLOW RD C O N S T I T U T I O N A V E W H A L E R S W A Y E ELIZABETH ST JEROME ST BUCKINGHAM ST MCMURRY AVE S E N E C A S T M O R N I N G S T A R W A Y Y O R K S H I R E S T F O S S I L C R E E K P K W Y CARRIAGE PKWY MEADOWLARK AVE T H O R E A U R D CHERRY ST S O U T H R I D G E G R E E N S B L V D COLUMBIA RD W TROUTMAN PKWY MANHATTAN AVE E LAUREL ST LINDEN ST C E N T E N N I A L R D W P L U M S T H A M P S H I R E R D W L A K E S T S LOOMIS AVE W A B A S H S T WILLIAM NEAL PKWY MATHEWS ST W S T U A R T S T D U N B A R A V E P R O V I N C E R D Z E P H Y R R D HICKORY ST A V O N D A L E R D S T O V E R S T INTERNATIONAL BLVD C O N I F E R S T MILES HOUSE AVE S T A N F O R D R D BRITTANY ST E P I T K I N S T ABBOTSFORD ST NASSAU WAY PADDINGTON RD T I L D E N S T R E D W O O D S T E SWALLOW RD CENTER AVE TECHNOLOGY PKWY C E N T R E A V E E STUART ST WELCH ST RESEARCH BLVD INVERNESS RD N TAFT HILL RD W MULBERRY ST S COLLEGE AVE E PROSPECT RD N HOWES ST W DRAKE RD KECHTER RD C O U N T R Y C L U B R D LAPORTE AVE REMINGTON ST W PROSPECT RD W MOUNTAIN AVE W LAUREL ST N LEMAY AVE W E L I Z A B E T H S T E MULBERRY ST N COLLEGE AVE TURNBERRY RD T E R R Y L A K E R D GREGORY RD N SHIELDS ST E HORSETOOTH RD S HOWES ST LINCOLN AVE N TIMBERLINE RD 9TH ST W TRILBY RD E DRAKE RD E S U N I G A R D ZIEGLER RD W HORSETOOTH RD E LINCOLN AVE S LEMAY AVE S MASON ST S SHIELDS ST E DOUGLAS RD CARPENTER RD JOHN F KENNEDY PKWY W HARMONY RD S TAFT HILL RD S TIMBERLINE RD E T R I L B Y R D R I V E R S I D E A V E STRAUSS CABIN RD E HARMONY RD RICHARDS LAKE RD GIDDINGS RD 0 1 2 4 Miles Source: City of Fort Collins; Larimer County; TransFort; US Census; NFRMPO City Limit Growth Management Area LEGEND Park Change in employment density from 2012-2040 (Jobs per acre) Change in Job Density 2012 - 2040 0 to 0.25 0.25 to 0.5 0.5 to 1.0 1.0 to 2.0 2.0 or more Figure 4 – Change in Employment Density Fort Collins in 2040 32 DRAFT 3.15.19 Reservoir COLORADO STATE UNIVERSITY COLORADO STATE UNIVERSITY FOOTHILLS CAMPUS MAX GUIDEWAY WALNUT ST W SWALLOW RD C O N S T I T U T I O N A V E W H A L E R S W A Y E ELIZABETH ST JEROME ST BUCKINGHAM ST MCMURRY AVE S E N E C A S T M O R N I N G S T A R W A Y Y O R K S H I R E S T F O S S I L C R E E K P K W Y CARRIAGE PKWY MEADOWLARK AVE T H O R E A U R D CHERRY ST S O U T H R I D G E G R E E N S B L V D COLUMBIA RD W TROUTMAN PKWY MANHATTAN AVE E LAUREL ST LINDEN ST C E N T E N N I A L R D W P L U M S T H A M P S H I R E R D W L A K E S T S LOOMIS AVE W A B A S H S T WILLIAM NEAL PKWY MATHEWS ST W S T U A R T S T D U N B A R A V E P R O V I N C E R D Z E P H Y R R D HICKORY ST A V O N D A L E R D S T O V E R S T INTERNATIONAL BLVD C O N I F E R S T MILES HOUSE AVE S T A N F O R D R D BRITTANY ST E P I T K I N S T ABBOTSFORD ST NASSAU WAY PADDINGTON RD T I L D E N S T R E D W O O D S T E SWALLOW RD CENTER AVE TECHNOLOGY PKWY C E N T R E A V E E STUART ST WELCH ST RESEARCH BLVD INVERNESS RD N TAFT HILL RD W MULBERRY ST S COLLEGE AVE E PROSPECT RD N HOWES ST W DRAKE RD KECHTER RD C O U N T R Y C L U B R D LAPORTE AVE REMINGTON ST W PROSPECT RD W MOUNTAIN AVE W LAUREL ST N LEMAY AVE W E L I Z A B E T H S T E MULBERRY ST N COLLEGE AVE TURNBERRY RD T E R R Y L A K E R D GREGORY RD N SHIELDS ST E HORSETOOTH RD S HOWES ST LINCOLN AVE N TIMBERLINE RD 9TH ST W TRILBY RD E DRAKE RD E S U N I G A R D ZIEGLER RD W HORSETOOTH RD E LINCOLN AVE S LEMAY AVE S MASON ST S SHIELDS ST E DOUGLAS RD CARPENTER RD JOHN F KENNEDY PKWY W HARMONY RD S TAFT HILL RD S TIMBERLINE RD E T R I L B Y R D R I V E R S I D E A V E STRAUSS CABIN RD E HARMONY RD RICHARDS LAKE RD GIDDINGS RD 0 1 2 4 Miles Source: City of Fort Collins; Larimer County; TransFort; US Census; NFRMPO City Limit Growth Management Area LEGEND Park Change in population density from 2012-2040 (Residents per acre) Change in Pop. Density 2012 - 2040 0 to 0.25 0.25 to 0.5 0.5 to 1.0 1.0 to 2.0 2.0 or more Figure 3 – Change in Population Density Fort Collins in 2040 30 DRAFT 3.15.19 PARK ENGLISH RANCH WESTFIELD PARK PARK TROUTMAN PARK GOLDEN MEADOWS PARK LANDINGS PARK RIDGEVIEW PARK HARMONY PARK MIRAMONT PARK TWIN SILO COMMUNITY PARK FOSSIL CREEK COMMUNITY PARK SOUTHRIDGE GOLF COURSE RADIANT PARK REGISTRY PARK HOMESTEAD PARK COTTONWOOD GLEN PARK WATER'S WAY PARK CRESCENT PARK ARCHERY RANGE ¦¨§25 ¦¨§25 ¦¨§25 ¦¨§25 ¦¨§25 ¤£287 ¤£287 «¬14 «¬1 «¬392 W HORSETOOTH RD V E RM O NT DR S LINK LN S SUMMIT VIE W DR W H E AT O N DR S T I MBE R LI N E RD C O R B E TT D R W T ROUTMA N PKWY LA D Y M O O N DR S N O W M ES A DR E STUART ST N HOWES ST W LAUREL ST A UT U M N R I D G E D R TI C O N D ER O G A D R E LAUREL ST C O N S T I T UTIO N A V E W H A L E R S W A Y T RI A N G L E D R C ARIBO U D R W WILLOX LN LITTLE JOHN LN JE R O M E ST P O NDE R O SA DR W VINE DR BUCKINGHAM ST COUNTRY CLUB RD MAPLE HILL DR T I L D E N S T E SW A LLOW R D E ELIZABETH ST G RE E NFIE LDS D R S EN E C A S T C O L O N Y D R E PITKIN ST CINQUEFOIL LN H I G H C A S T LE D R MORNINGSTAR WAY CUSTER DR Y O R K S H I R E S T RICHARDS LAKE RD REMI NGTO N ST W MOUNTAIN AVE E WILLOX L N BAR HARBOR DR FO S S I L CREE K PKWY C A RRI A G E P K W Y K EEN L AND D R S T ETS O N C RE E K D R ME A D O W L A R K AVE TRUXTUN DR THORE A U RD R IG D EN P K W Y N MASON ST CHERRY ST RE D M O U NTAIN D R B R I TT A N Y D R NA N CY G R A Y A V E MCHUGH ST S O U T H R I D GE G REE N S B L V D COLUMBIA R D W P R O S PEC T RD H INSD A LE D R LAPORTE AVE MA NH A TT A N A V E L OC H W O O D D R C E N TE N N I A L R D W PLUM ST GARGANEY DR ST A R F L O W ER D R S LOOMIS AVE WABAS H S T W I L LI A M N E AL PKWY B R IGH T W ATER DR B OA R DWALK DR PROVI N CE R D D U N B A R A V E N LEMAY AVE W SWALLOW RD ZEP H YR RD W ELIZA B ETH ST HICKORY ST ROC K CREEK D R B O N H O M M E R I C H AR D DR KI N G S L E Y D R STOVE R S T E COUNTY ROAD 50 MOUNTAIN VISTA DR AVO N D A L E R D OA K RI D G E D R H A M P S HI R E R D W A T E R GL EN D R SYKES DR I N TE R N A TI O NA L B LVD CONIFER ST MILES H OUSE A V E ST A NF O RD RD W DRA K E RD SPRING PARK DR ABBOTSF O RD ST T IMB E R CR EE K D R E COUNTY ROAD 38 RIV E RSID E A V E M C CLELLAN D DR W LAKE ST W S T UAR T S T GREG O RY R D E HORSETOOTH RD E SKYWAY DR E MULBERRY ST N SHIELDS ST P A DD I NGTON RD N TIMBERLINE RD ZIEGLER RD COUNTY ROAD 54G W HARMONY RD W DOUGLAS RD S HOWES ST KECHTER RD R E D W O O D ST S COLLEGE AVE THOREAU DR W MULBERRY ST LINDEN ST S O V ERLAND TRL 9TH ST MID P OINT D R DO N ELLA C T CENTER AVE MAIN ST E PROSPECT RD W TRIL BY RD PARK W O O D DR E LI N COLN A VE TECHNOLOGY PKWY S MA S O N S T CE N TR E AV E PROSPECT PARK WAY E HARMO N Y RD TIMBERWOOD DR E MO N R O E DR S COU N TY R O A D 1 3 TER R Y L A K E RD S L EM A Y AV E E T ROUTMAN PKWY E DRAKE RD JO HN F K E NNEDY PK W Y N COLLEGE AVE E S U NIGA RD BUSC H D R S COUNTY ROAD 11 E VINE DR COUNTY ROAD 42C CARPENTER RD S COU N TY ROAD 5 S COUNTY ROAD 7 E TRILBY RD RE S EARC H B LVD N COUNTY ROAD 17 E COUNTY ROAD 48 N COUNTY ROAD 19 INVERNESS RD STR A USS CAB I N RD S TAFT HILL RD E COUNTY ROA D 30 N US HIGHWAY 287 N TAFT HILL R D E COUNTY ROAD 52 E COUNTY ROAD 54 E DOUGLAS RD S COUNTY ROAD 19 N COUNTY ROAD 5 GIDDINGS RD N COUNTY ROAD 9 S COUNTY ROAD 9 STATE HIGHWAY 392 S SHIELDS ST N OVER LAND T R L W COU N T Y ROA D 3 8 E S C E N T EN N I A L D R E MOUNTAIN AVE Muskrat D i tch Lindenm e ier O utlet Richar d s Lake Inlet B u r n s T r i b u t a r y Coll e ge Lak e Inlet Jackson Di t c h Smith Cr e ek D ixon C reek Sta n ton C reek Stone C reek M ail Cre e k Trilby Lateral L a n g G u l c h F oothills Ch ann e l Coy D itch Coo p er Slo u gh Terry Lake Inle t F o ssil Creek Spring Cr e ek A rthur Di t ch Little C ache la P o u d r e Dit c h Cache la Poudr e Re s Inl e t Di x o n Cana l Boxelder Ditch F o s sil Creek Re s ervoir Outlet She r wood Later a l M cClellands Cre e k N o 8 Outl e t D ix on Canyon Lateral Fossil Creek Reserv o ir Inlet N ew M ercer D itch Mail Creek Ditch New Mercer Ca n al Pl e asant V alley and Lake Canal Larime r Cou n ty C a nal No 2 Terry Lake Richard's Lake Horsetooth Reservoir Long Pond Claymore Lake Harmony Reservoir Sheldon Lake College Lake Lindenmeier Lake Larimer and Weld Canal Lee Lake Robert Benson Lake Warren Lake Duck Lake Portner Reservoir Parkwood Lake Dixon Reservoir Lake Sherwood Fossil Creek Reservoir Kitchel Lake Donath Lake Fossil Creek Reservoir Outlet Rigden Reservoir North Gray Reservoir South Gray Reservoir Trappers Lake Baker Lake Nelson Reservoir COLORADO STATE UNIVERSITY COLORADO STATE UNIVERSITY FOOTHILLS CAMPUS TIMNATH LOVELAND WINDSOR CITY FORT COLLINS PLAN Structure Plan Map PLANNING OUR FUTURE. TOGETHER. Source: City of Fort Collins; Larimer County Map Prepared: November 2018 0 1.25 2.5 5 N Miles RAFT: 2/12/ PLACE TYPES Districts Neighborhoods Other BOUNDARIES Downtown District Urban Mixed-Use District Suburban Mixed-Use District Rural Neighborhood Suburban Neighborhood Mixed Neighborhood Parks and Natural/Protected Lands Community Separator Campus District Neighborhood Mixed-Use District Mixed Employment District Research & Development/Flex District Industrial District City Limits Growth Management Area (GMA) Adjacent Planning Areas Figure 2 – Structure Plan Map from City Plan DRAFT 3.15.19 0 20 40 60 80 100 120 Passengers per Revenue Hour Transfort Productivity by Route Fort Collins, 2016 Fort Collins, 2018 DRAFT 3.15.19 » Sunday/holiday service expansion in 2017 1,545,670 4,600,000 0 500,000 2017 2018 1,000,000 1,500,000 2,000,000 2,500,000 3,000,000 3,500,000 4,000,000 4,500,000 Transfort Annual Ridership Fort Collins, 2000-2018 MAX Began IMPACT OF MAX The addition of MAX, which was Fort Collins’s first BRT route, was a main driver in the rapid increase in ridership from 2013- 2017. The frequency and reliability of the service, achieved through a primarily dedicated right-of- way, as well as its route alignment serving key activity centers (including downtown, CSU, South Fort Collins, and the College Avenue corridor) has attracted many new transit riders and positively changed the perception of transit for many residents of Fort Collins. 3Revenue service hours includes the numbers of hours every bus is operating in service. DRAFT 3.15.19 COLORADO STATE UNIVERSITY COLORADO STATE UNIVERSITY FOOTHILLS CAMPUS 25 25 25 MAX GUIDEWAY W T R O UT M A N P K W Y W SWALLOW RD E STUART ST E LAUREL ST C O N S T I T U T I O N A V E J E R O M E S T T I L D E N S T E ELIZABETH ST MCMURRY AVE S E N E C A S T E P IT K I N S T MORNINGSTAR WAY Y O R K S H I R E S T F O S S I L C R E E K P K W Y CARRIAGE PKWY M E A D O W L A R K A V E T H O R E A U R D RIGDEN PKWY CHERRY ST NANCY GRAY AVE L I N D E N S T SOUTHRIDGE GREENS BLVD C O L U M B I A R D C E N T E N N I A L R D W P L U M S T S LOOMIS AVE W A B A S H S T WILLIAM NEAL PKWY MATHEWS ST D U N B A R A V E P R O VI N C E R D Z E P H Y R R D HI C K O R Y ST A V O N D A L E R D H A M P S H I R E R D STOVER ST INTERNATIONAL BLVD C O N I F E R S T MILES HOUSE AVE S T A N F O R D R D BRITTANY ST ABBOTSFORD ST NASSAU WAY W LAKE ST W S T U A R T S T PADDINGTON RD R E D W O O D S T E SWALLOW RD CENTER AVE TECHNOLOGY PKWY C E N T R E A V E W I L L O W S T WELCH ST RESEARCH BLVD INVERNESS RD W HORSETOOTH RD N TAFT HILL RD S TIMBERLINE RD ST RA US S CA BI N RD E PROSPECT RD N HOWES ST W LAUREL ST W DRAKE RD KECHTER RD COUNTRY CLUB RD R E M I N G T O N S T W MOUNTAIN AVE E M U L B E R R Y S T W PROSPECT RD LAPORTE AVE J E F F E R S O N S T T U R N B E R R Y R D S TAFT HILL RD N LEMAY AVE W ELIZABETH ST N TIMBERLINE RD N COLLEGE AVE S COLLEGE AVE T E R R Y L A K E R D GREGORY RD N SHIELDS ST S HOWES ST W HARMONY RD W MULBERRY ST 9TH ST E HORSETOOTH RD W TRILBY RD E S U N I G A R D E LINCOLN AVE S SHIELDS ST E DOUGLAS RD J O H N F K E N N E D Y P K W Y E HARMONY RD S LEMAY AVE E T R I L B Y R D S MASON ST E DRAKE RD ZIEGLER RD CARPENTER RD RIVERSIDE AVE RICHARDS LAKE RD GIDDINGS RD Existing Transit Source: 0 0.75 1.5 3 Miles Regional Service Bus Rapid Transit High Frequency Service (15 min all day) Local Service (30 min all day) Local Service (30 min peak/ 60 min off peak) Local Service (60 min all day) !b Transit Center/ Mobility Hub !( Park-and-Ride City Limit Growth Management Area Park Figure 1 – Existing Transit Existing Service 12 DRAFT 3.15.19 MASTER PLAN Relation to Other Plans The Fort Collins Transit Master Plan was developed in close coordination with City Plan and the Transportation Master Plan. The Transit Master Plan supports and advances the City’s larger land use, transportation, economic development, environmental, and equity goals. The chart on the following page shows the relationship of the Transit Master Plan to other major plans in Fort Collins. DRAFT 3.15.19 at a early age through Safe Routes to Schools programs. DRAFT 3.15.19 IN 2018. DRAFT 3.15.19 City of Fort Collins Communications & Public Involvement Office City Manager & Executive Lead Team Colorado State University CSU - Center for Public Deliberation Haley Blonsley Fort Collins Chamber of Commerce Front Range Community College L’Ancla Larimer County Planning Department Larimer County Built Environment Team Maura Velazquez-Castillo (Translation) Poudre School District CONSULTANT TEAM Fehr & Peers Nelson\Nygaard Consulting Associates Clarion Associates Economic & Planning Systems The development of this Transit Master Plan would not have been possible without the work and ideas from thousands of individuals – community members, elected officials, City staff, consultants, and many more. While we recognize the special efforts of the individuals and groups below, we wish to thank everyone who participated and contributed to this effort. DRAFT 3.15.19 Other Partners City Plan Ambassadors City of Fort Collins Board & Commissions City of Fort Collins Communications & Public Involvement Office City Manager & Executive Lead Team Colorado State University CSU - Center for Public Deliberation Haley Blonsley Fort Collins Chamber of Commerce Front Range Community College L’Ancla Larimer County Planning Department Larimer County Built Environment Team Maura Velazquez-Castillo (Translation) Poudre School District Consultant Team Clarion Associates Fehr & Peers Nelson\Nygaard Economic & Planning Systems MIG, Inc. WSP 246 07 | APPENDIX - ACKNOWLEDGMENTS DRAFT 3.15.19 Short- Term Staff time DRAFT 3.15.19 Strategy HI-1e. Lead by example through implementation of the 2019 Municipal Sustainability and Adaptation Plan. Update every five years. Lead: Sustainability Services Partners: All departments Ongoing Staff time Principle HI 2: Support an active, educated, and engaged community. Strategy HI-2a. Incorporate a stronger focus on social equity and underserved populations as part of outreach and volunteer initiatives. Lead: Sustainability Services Partners: Planning, Development & Transportation; Community Services Ongoing Staff time HIGH PERFORMING COMMUNITY DRAFT 3.15.19 & Transportation Partners: Police Services, Information & Employee Services Near-term Staff time, general fund, outside support Strategy T-10f. Strengthen partnership with Police Services for data sharing, incident management, enforcement, etc. Lead: Planning, Development & Transportation Partners: Police Services, Information & Employee Services Near-term Staff time, general fund, outside support Strategy T-10g. Identify a High Injury Network and prioritize investments along this network and at high crash/injury intersections. Lead: Planning, Development & Transportation Partners: Police Services Long- term; ongoing Staff time, outside support Strategy T-10h. Continued implementation of intersection improvement projects. Lead: Planning, Development & Transportation Long- term; ongoing Staff time, general fund, outside support Strategy T-10i. Continue to contribute towards state and federal safety efforts Lead: Planning, Development & Transportation Long- term; ongoing Staff time, outside support Strategy T-10j. Develop a series of safety related policies within the City to help consistently guide project selection, design, implementation, operations and maintenance. Lead: Planning, Development & Transportation Partners: Long- term; ongoing Staff time, outside support, outside funding DRAFT 3.15.19 Principle T 9: Transportation systems support a healthy and equitable community. Strategy T-9a. Develop an equity scoring process to proposed transportation projects in order to prioritize projects in disadvantaged communities and for individuals with disabilities. Lead: Planning, Development & Transportation Partners: Sustainability Services Near-term Staff time, general fund Strategy T-9b. Prepare a strategic plan for ensuring zero- vehicle households have access to reliable and comfortable multimodal transportation options. Lead: Planning, Development & Transportation Partners: Sustainability Services Near-term Staff time, general fund Strategy T-9c. Deploy new transportation infrastructure (like shared-use electric vehicles) in historically marginalized and under-resourced communities. Lead: Planning, Development & Transportation Partners: Sustainability Services Near-term Staff time, general fund Strategy T 9d. Coordinate with the Social Sustainability Department to identify issues discussed in the 2014 Fort Collins Social Sustainability Gaps Analysis that could be addressed through improvements to the transportation network. Lead: Planning, Development & Transportation Partners: Sustainability Services Near-term Staff time, general fund Strategy T 9e. Adopt utilization of the Transportation Air Quality Tool for city planning projects to quantify GHG. Lead: Planning, Development & Transportation Partners: Sustainability Services Near-term Staff time Strategy T-9f. Continue to explore opportunities to work with the Federal Railroad Administration (FRA) and other stakeholders to create a healthy community that mitigates the impacts of freight noise as much as possible. Lead: Planning, Development & Transportation Partners: Sustainability Services, FRA Near-term Staff time Strategy T-9g. Prioritize bicycle and pedestrian safety infrastructure investments in historically marginalized and under-resourced communities and for individuals with disabilities. Lead: Planning, Development & Transportation Partners: Sustainability Services Ongoing Staff time, general fund DRAFT 3.15.19 & Transportation Partners: Sustainability Services Near-term Staff time, general fund, regional resources Strategy T-8d. Prepare a road diet strategic plan. Lead: Planning, Development & Transportation Near-term Staff time Strategy T-8f. Update performance measures, expanding beyond travel time. Instead of travel time, consider using travel delay, also measuring the duration of the peak period of delay. Lead: Planning, Development & Transportation Near-term Staff time Strategy T-8g. Put in place a Work Area Traffic Control plan to ensure safe travel conditions for the public during emergencies when unexpected occurrences cause roadway safety hazards. Lead: Planning, Development & Transportation Partners: Sustainability Services Near-term Staff time Strategy T-8h. Implement a Transportation Demand Management evaluation and monitoring program that is tied to adoption of transportation demand management (TDM) strategies; use this program to track how effective the use of TDM strategies is on shifting travel behavior (measured in the form of vehicle miles traveled (VMT), single occupant vehicles (SOV) or average daily traffic (ADT). Lead: Planning, Development & Transportation Partners: Sustainability Services Near- term; ongoing Staff time, outside support Strategy T-8i. Expand travel time tracking to additional arterials or city wide. Consider complementing or replacing the Bluetooth data collection technology with big data sources. Lead: Planning, Development & Transportation Partners: Sustainability Services Near- term; ongoing Staff time, general funding, outside support Strategy T-8j. Establish policies and seek authority to develop and implement congestion pricing. Lead: Planning, Development & Transportation Partners: Sustainability Services, Financial Services Long- term Staff time, regional collaboration DRAFT 3.15.19 Near-term Staff time, outside support, CIP, general fund Strategy T-6b. Implement the Bicycle Network Vision, prioritizing key gaps in the low stress network. Lead: Planning, Development & Transportation Near-term to Long- term Staff time, CIP, general fund Strategy T-6c. Prioritize the implementation of bicycle facilities around high frequency transit stops, stations and Mobility Hubs. Lead: Planning, Development & Transportation Near-term to Long- term Staff time, CIP, general fund Strategy T-6d. Implement additional bicycle safety education and enforcement programs for people of all ages, including expanding Safe Routes to School, awareness of traffic laws and share the road campaigns. Lead: Planning, Development & Transportation Partners: Sustainability Services, Information & Employee Services, Police Services Ongoing Staff time Strategy T-6e. Implement the 2015 Bicycle Wayfinding Master Plan. Lead: Planning, Development & Transportation Ongoing Staff time Principle T 7: Walking is a safe, easy, and convenient travel option supported by a connected network of sidewalks, paths, and trails. Strategy T-7a. Update the 2011 Pedestrian Plan in 2020 or 2021. Lead: Planning, Development & Transportation Near-term Staff time, outside support, CIP, general fund Strategy T-7b. Maintain a GIS inventory of pedestrian facilities including: sidewalk presence, width and condition; buffer presence, width and type and ADA compliance. Lead: Planning, Development & Transportation Partners: Information & Employee Services Near- term, Ongoing Staff time, outside support Strategy T-7c. Implement and upgrade sidewalks to meet design standards to address missing gaps in the pedestrian network; prioritize locations that provide connections between cul-de-sacs, to transit stops, schools, other key destinations and key areas that serve the disability community. Lead: Planning, Development & Transportation Long- term Staff time, CIP, general fund DRAFT 3.15.19 Strategy T 4f. Support the Colorado Department of Transportation (CDOT) in planning, development and implementation of intercity transit service, including intercity passenger rail to Fort Collins and expansion of Bustang. Lead: Planning, Development & Transportation Partners: CDOT Ongoing Staff time, outside funds, regional collaboration Strategy T 4g. Continue collaboration with CSU to implement transit and mobility enhancements. Lead: Planning, Development & Transportation Partners: CSU Ongoing Staff time, regional collaboration, general fund Principle T 5: Transit is a safe, affordable, and convenient travel option for people of all ages and abilities Strategy T-5a. Add BRT/Rapid Bus service to the West Elizabeth Street Corridor. Lead: Planning, Development & Transportation Near-term Staff time, general fund, CIP, outside funds Strategy T-5b. Conduct a funding study to identify long term, dedicated funds to grow and improve the transit system in phases over time. Lead: Planning, Development & Transportation Partners: Financial Services Near-term Staff time Strategy T-5c. Update service standards, metrics and performance criteria to match the new services outlined in the Transit Master Plan. Regularly evaluate progress and inform future actions. Lead: Planning, Development & Transportation Near-term Staff time Strategy T-5d. Seek funding and develop a plan to expand the maintenance facility to accommodate a larger transit fleet. Lead: Planning, Development & Transportation Partners: Financial Services Near-term Staff time, CIP, general fund, outside funds Strategy T-5e. Add BRT/Rapid Bus service to the North College Corridor as land use densifies along the corridor. Lead: Planning, Development & Transportation Long- term Staff time, general fund, CIP, outside funds DRAFT 3.15.19 Services Near-term Staff time Strategy T-3h. Continue to facilitate and support opportunities for car share and electric vehicles through incentives such as priority parking and EV charging stations. Lead: Planning, Development & Transportation Partners: Sustainability Services Near- term; ongoing Staff time, outside support Strategy T-3i. Support the purchase of electric vehicles by revising building codes to incorporate EV charging, adjusting utility rate structures and increasing access to renewable electricity. Lead: Planning, Development & Transportation Partners: Sustainability Services Near-term to Long- term Staff time Strategy T-3j. Regulate autonomous vehicles to ensure they are in line with the City’s vision and goals stated in the Climate Action Plan. Prioritize autonomous vehicles (AVs) that are electricity-powered, shared or operated as a fleet. Lead: Planning, Development & Transportation Partners: Sustainability Services Long- term Staff time, outside support, regional collaboration Strategy T-3k. Update design standards, municipal codes and operational strategies to support and manage new and emerging transportation options (i.e. vehicles, neighborhood electric vehicles, electric assist bicycles, e-scooters, longboard, etc.). Lead: Planning, Development & Transportation Partners: Sustainability Services Long- term Staff time, outside support Strategy T-3l. Support the use of electric vehicles by encouraging use of EVs for ride-hailing and carsharing, upgrading electricity distribution infrastructure to accommodate increased demand from EVs, and pursuing emerging technologies that will further support the adoption of EVs like wireless charging and battery recycling. Lead: Planning, Development & Transportation Partners: Sustainability Services Long- term Staff time Strategy T-3n. Invest in technological improvements and investment in traffic operations such as connected infrastructure, coordinated signals, etc. Lead: Planning, Development & Transportation Ongoing Staff time, general fund, CIP, outside funds DRAFT 3.15.19 & Transportation Partners: Financial Services Ongoing Staff time Principle T 3: Lead transportation innovation by exploring and utilizing emerging and transformative systems and technologies. Strategy T-3a. Form a committee that ensures regulation and infrastructure associated with autonomous and connected vehicles considers safety, equity, land use impacts, transit access and fleets, Complete Streets, and data management. Lead: Planning, Development & Transportation Partners: Sustainability Services Near-term Staff time TRANSPORTATION DRAFT 3.15.19 Transportation Ongoing Staff time; General Fund Strategy SC-4c. Integrate access to nature considerations into the development review process for both greenfield and infill/redevelopment. Lead: Community Services Partners: Utility Services; Sustainability Services; Planning, Development, & Transportation Ongoing Staff time Strategy SC-4d. Partner with local and regional agencies and organizations to support community gardens, food processing and distribution centers, and farmers markets. Lead: Community Services Partners: Larimer County, CSU, local food producers Ongoing Staff time Strategy SC-4e. Continue to explore new opportunities to partner on acquiring and managing various open lands for multiple uses (e.g., natural areas, recreation, stormwater, trails, agriculture/food production, etc.). Lead: Community Services Partners: Utility Services; Sustainability Services; Planning, Development & Transportation Ongoing Staff time Strategy SC-4f. Support the development of a year-round community marketplace to increase access to healthy foods and expand opportunities for local food growers. Lead: Planning, Development & Transportation, Sustainability Services Partners: Local and regional producers & organizations Ongoing Staff Time, USDA Local Food Program Grants Strategy SC-4g. Consider new incentives, programs, or positions to help facilitate and monitor urban agriculture and access to local food within the broader region, such as partnering with Larimer County, Colorado State University, and other stakeholders to fund and create a regional food coordinator position. Lead: Sustainability Services, Larimer County, CSU Partners: Local food producers and distributors Ongoing Staff time; State & Federal Local Food Grants; General Fund DRAFT 3.15.19 Regional collaboration/ resources Strategy SC-2b. Complete a Wireless Communications Plan and implement targeted Land Use Code amendments that address the design, location, and required process for constructing for wireless telecommunication facilities. Lead: Planning, Development & Transportation Partners: Poudre Fire Authority Staff, Police Services, Office of Emergency Management Near-term Staff time Strategy SC-2c. Continue to explore long-term funding options to maintain the levels of service expected for police, fire, and emergency management services and to implement the recommendations of the Police Executive Research Forum (PERF) regarding staffing levels needed to maintain current levels of service. Lead: Police Services Partners: Poudre Fire Authority Staff Ongoing Staff time SAFE COMMUNITY DRAFT 3.15.19 Lead: Community Services, Sustainability Services Partners: Planning, Development & Transportation Ongoing Staff time, General Fund, Water Fund Principle ENV 7: Manage the Poudre River’s diverse resources and functions to create a sustainable river ecosystem. Strategy ENV-7a. Update the 2016 State of the Poudre River Assessment to assess progress toward a “B” grade for river health and identify specific opportunities to preserve or enhance the river’s health. Lead: Community Services Partners: Utility Services Near-term Staff time Strategy ENV-7b. Maintain a natural area protection buffer along both banks of the Poudre River to protect natural features and scenic qualities and to account for the natural instability of the River channel. Lead: Community Services Partners: Sustainability Services Ongoing Staff time Strategy ENV-7c. Seek opportunities to perform restoration and enhancement projects to reconnect the river to its floodplain, reduce fragmentation of habitat, protect instream flows, and create/restore/maintain wetlands. Lead: Community Services Partners: Engineering, Planning, Stormwater, Parks Ongoing Staff time Strategy ENV-7d. Engage in regional projects and collaborative initiatives to positively influence watershed and river health and sustain critical ecological services provided by the Poudre River. Lead: Community Services, Sustainability Services Partners: Utility Services Ongoing Staff time, General Fund, Water Fund DRAFT 3.15.19 Strategy ENV-5e. Update City building, municipal, and land use codes to include effective environmental and resource conservation provisions that help promote waste reduction, recycling, efficient resource use, and the application of compost to soils. Lead: Sustainability Services Partners: Planning, Development & Transportation, Utility Services, Customer Connections Department, Regional Wasteshed partners Ongoing Staff time Strategy ENV-5f. Explore opportunities for deriving energy from waste using low-emissions technology, after recyclable, compostable and reusable materials have been recovered. Lead: Sustainability Services Partners: City Council, Platte River Power Authority, Utility Services Water Reclamation and Biosolids Division, Regional Wasteshed partners Ongoing Staff time Strategy ENV-5g. Continue to coordinate with regional partners to increase local infrastructure and improve market conditions for recycling, composting and reuse industries. Lead: Sustainability Services Partners: Private businesses, non-profit groups, CSU, Poudre School District, and Regional Wasteshed partners. Ongoing Staff time Strategy ENV-5h. Support state and federal efforts to establish producer responsibility systems that encourage manufacturers to invest in ways to reduce the lifecycle impacts of their products or to create options for “taking back” items such as electronics and household cleaning items that impact public health and the environment. Lead: Sustainability Services Partners: Larimer County, State of Colorado Ongoing Staff time Strategy ENV-5i. Expand efforts to consider impacts of goods and food on the climate and human health through lifecycle assessment of materials handling decisions and processes, including upstream impacts, intergenerational and international effects. Lead: Sustainability Services Partners: Larimer County, State of Colorado Ongoing Staff time Strategy ENV-5j. Update the Road to Zero Waste Plan. Lead: Sustainability Services Partners: Various City Departments, City Council Near Term Staff time, General Fund DRAFT 3.15.19 Ongoing General Fund, Outside Support/ Funding Strategy ENV-4d. Support reductions in oil and gas production and development related emissions, update the local Operator’s Agreement, and collaborate regionally on strategies to reduce emissions. Lead: Sustainability Services Partners: Colorado Oil and Gas Conservation Commission, Colorado Department of Public Health and Environment, local oil and gas operators Near- term and ongoing Staff time Strategy ENV-4e. Implement programs designed to inform residents about potential indoor air quality concerns and mitigation opportunities, through programs such as the volunteer based Healthy Homes Indoor air quality assessments, radon awareness, testing and mitigation, and energy efficiency programs. Lead: Sustainability Services Partners: Utility Services, Colorado Department of Public Health and the Environment, Larimer County Public Health, Colorado State University Ongoing Staff and volunteer time, General Fund, Outside Support/ Funding Strategy ENV-4f. Develop and implement effective, enforceable air quality policies and regulations at the local level, where local regulations make sense to augment any Federal, State or County regulations. Lead: Sustainability Services Partners: Planning, Development & Transportation Services Ongoing Staff time Strategy ENV-4g. Support implementation and expansion of the air quality monitoring network to track and report on air quality indicators. Lead: Sustainability Services Partners: Environmental Protection Agency, Colorado Department of Public Health and Environment, Colorado State University Near- term, long- term, and ongoing Staff time, CDPHE monitoring network, equipment procurement and maintenance Strategy ENV-4h. Implement programs for adaption to potential air quality impacts from climate change impacts, such as increased risk of smoke from wildland fires. Lead: Sustainability Services Partners: Utility Services, Colorado Department of Public Health and the Environment, Larimer County Public Health Near-term Staff time, General Fund DRAFT 3.15.19 Outside Support/ Funding Strategy ENV-2e. Support the development and implementation of advanced building and zoning codes with special emphasis on energy efficiency in existing building stock, and transit supportive densities in priority locations. Lead: Planning, Development & Transportation, Utility Services Partners: Sustainability Services Near-term Staff time, Public- Private Partnerships Strategy ENV-2f. Collaborate with regional, state, and national peers and partners to advance carbon reduction and preparedness initiatives. Lead: Sustainability Services Partners: City Council, Various City Departments Ongoing Staff time Strategy ENV-2g. Continue to implement programs that reduce community and municipal greenhouse gas emissions. Lead: Sustainability Services Partners: All departments Ongoing Staff time Strategy ENV-2h. Continue responsible climate planning and progress reporting across City departments, reporting annually on community’s progress toward adopted community carbon and 100% renewable electricity goals. Lead: Sustainability Services, Utility Services Partners: City Council, Platte River Power Authority, Various City Departments Ongoing Staff time Strategy ENV-2i. Update the Environmental Services Strategic Plan Lead: Sustainability Services, Utility Services Partners: Utility Services, Planning, Development & Transportation Short- term Staff Time Principle ENV 3: Transition from fossil to renewable energy systems. Strategy ENV-3a. Establish and incentivize a long-term financing mechanism, such as or utility on-bill financing to enable Colorado C-PACE , solar, storage and energy efficiency projects. Lead: Sustainability Services, Utility Services Partners: Financial Services, Sustainability Services, City Council Near-term Staff time Strategy ENV-3b. Consider updates to the City’s building energy codes to transition toward zero energy ready and subsequently zero net carbon requirements. Lead: Planning, Development & Transportation, Utility Services Partners: Sustainability Services Near-term Staff time Strategy ENV-3c. Develop and provide options for buildings to access off-site renewable energy. Lead: Sustainability Services Partners: Planning, Development & Transportation Near-term Staff time 1 Colorado C-PACE is a financing tool that allows commercial and multifamily property owners to finance qualifying energy efficiency, water conservation, and other clean energy improvements on existing and newly constructed properties, with repayment of the financing through a voluntary assessment on their property tax bill. DRAFT 3.15.19 Partners: Planning, Development & Transportation Ongoing Staff time Strategy ENV-1h. Actively work with partners at all levels to acquire open lands, natural areas, and conservation easements create community separators, and/or help connect fragmented natural systems in the City. Lead: Community Services Partners: Local, regional, state, and federal agencies, as well as private entities Ongoing Staff time Strategy ENV-1i. Manage natural areas and suitable open lands for biological diversity. Restore degraded lands and manage habitat to support native vegetation and wildlife. Lead: Community Services Partners: Sustainability, Services, Planning, Development & Transportation Ongoing Staff time ENVIRONMENTAL HEALTH DRAFT 3.15.19 » Old Fort Collins Airport Lead: Sustainability Services Partners: Planning, Development & Transportation Ongoing Outside Support/ Funding Strategy EH-4b. Update subarea plans and/or develop strategic investment plans in priority employment areas including; » Harmony Corridor » Mulberry Corridor » I-25 Interchange area Lead: Sustainability Services Partners: Planning, Development & Transportation Long-term Staff time ECONOMIC HEALTH DRAFT 3.15.19 parks and recreational facility programs and priorities. Lead: Community Services Partners: Planning, Development & Transportation Ongoing Staff time Strategy CR-3c. Continue to expand the number playground facilities that are ADA compliant. Lead: Community Services Partners: City Council Ongoing General Fund Strategy CR-3d. Continue to support the development of community and neighborhood parks in accordance with the Parks and Recreation Policy Plan, as adopted. Lead: Community Services Partners: City Council Ongoing General Fund CULTURE AND RECREATION DRAFT 3.15.19 Support Funding Strategy LIV-8f. Continue to fund and lead coordination of seasonal overflow shelter, emergency shelter activation services, connection to and services for people experiencing homelessness. Lead: Sustainability Services Partners: City Council, partner agencies, area businesses, volunteers, CSU social work department, and others Ongoing General Fund, Outside Support Funding Strategy LIV-8g. Continue to fund and collaborate with community partners to provide outreach and connection to supportive services and pathways to long-term housing solutions. Lead: Sustainability Services Partners: City Council, partner agencies, area businesses, volunteers, CSU social work department, and others Ongoing General Fund, Outside Support Funding Strategy LIV-8h. Continue to build internal capacity and partnerships to support Restorative Justice and Mediation programs. Lead: Planning, Development & Transportation Partners: Police Services, Larimer County Ongoing Staff time Strategy LIV-8i. Support or collaborate with Larimer County on Mental Health Matters Initiative in order to better address mental health and substance use disorders in our community Lead: Larimer County Partners: Sustainability Services, Police, PFA, Municipal Court Ongoing Staff time Principle LIV 9: Encourage development that reduces impacts on natural ecosystems and promotes sustainability and resilience. Strategy LIV-9a. Continue to advance 2018-2022 Green Building Program Priorities. Lead: Planning, Development & Transportation Partners: Utility Services, Information & Employee Services, Sustainability Services Ongoing Staff time Strategy LIV-9b. Maintain and continue to expand Green Building resources that can help building owners, facility managers, tenants, and others building green and improve their buildings. Lead: Planning, Development & Transportation Partners: Utility Services, Information & Employee Services, Sustainability Services Ongoing Staff time Strategy LIV-9c. Monitor and periodically update building codes to advance sustainability in the built environment, focusing on the steady progression of standards and best practices, as well as an emphasis on addressing future risks and conditions, not present conditions. Lead: Planning, Development & Transportation Partners: Utility Services, Sustainability Services Ongoing Staff time DRAFT 3.15.19 Support/ Funding Principle LIV 7: Promote a more inclusive and equitable community that encourages and celebrates diversity. Strategy LIV-7a. Continue to use and update the Social Sustainability Strategic Plan as a way to prioritize available resources and advance specific initiatives. Review and update the plan as needed. Lead: Sustainability Services Partners: All departments Ongoing Staff time Strategy LIV-7b. Create an Equity Report and Strategic Plan to guide and support the City’s efforts around diversity, equity, and inclusion. Lead: Sustainability Services Partners: All departments Near-term Staff time Strategy LIV-7c. Continue to cultivate relationships with and build trust among Fort Collins’ immigrant communities through the implementation of recommendations outlined in the 2018 Community Trust Report. Lead: Sustainability Services & City Manager’s Office Partners: Police Services, Information & Employee Services Ongoing Staff time Strategy LIV-7d. Continue to expand language resources throughout the City organization through training, interpretation, and certified translation services. Lead: Sustainability Services, Information & Employee Services Partners: All departments Ongoing Staff time Strategy LIV-7e. Continue to offer staff trainings on unconscious bias, privilege, being an ally, and other applicable equity trainings. Lead: Sustainability Services, Information & Employee Services Partners: All departments Ongoing Staff time Strategy LIV-7f. Continue to support the efforts of the City of Fort Collins Equity and Inclusion Team and established subcommittees as a resource within the City organization on issues related to equity and inclusion. Lead: Sustainability Services Partners: All departments Ongoing Staff time, General Fund Strategy LIV-7g. Develop updated metrics for monitoring equity and inclusion in the City organization and community wide. Lead: Sustainability Services Partners: All departments Near-term Staff time, General Fund DRAFT 3.15.19 Strategy LIV-5a. Conduct an evaluation and community dialogue with existing neighborhoods to determine the feasibility of expanding allowances for attached/ detached accessory dwelling units, duplexes, or other housing options. Consider factors such as lot size, age and condition of existing housing stock, proximity to services and amenities, and level of community support. Lead: Planning, Development & Transportation Partners: Sustainability Services Near-term Staff time Strategy LIV-5b. Update development standards to require or encourage the inclusion of a greater diversity of housing product types. Lead: Planning, Development & Transportation Partners: Sustainability Services Short-term Staff time Strategy LIV-5c. Update acquisition and disposition strategies for the Affordable Housing Land Bank Program and incorporate into the next update of the Affordable Housing Strategic Plan. Lead: Sustainability Services, Planning, Development & Transportation Short-term Staff time Strategy LIV-5d. Develop parameters for the expanded use of public financing tools (specifically metro districts) for residential projects that provide a greater diversity of housing and affordable housing. Lead: Planning, Development & Transportation Partners: Sustainability Services Short-term Staff time Strategy LIV-5e. Review and update density requirements in residential zoning districts to encourage additional housing options in new development. Lead: Planning, Development & Transportation Partners: Sustainability Services Short-term Staff time Strategy LIV-5f. Complete a study of involuntary displacement within Fort Collins to understand driving forces and identify strategies for addressing displacement including addressing the role of manufactured housing. Develop tracking measures for involuntary displacement within the study. Lead: Sustainability Services Partners: Planning, Development & Transportation Short-term Staff time, General Fund DRAFT 3.15.19 overlay to align with the updated Structure Plan, Transportation Master Plan and Transit Master Plan. As part of that effort, recalibrate existing regulatory incentives to reflect current market conditions. Lead: Planning, Development & Transportation Partners: Sustainability Services Short-term Staff time Strategy LIV-2c. Adopt minimum density and/or intensity requirements in areas that are served by or will be served by Bus Rapid Transit (BRT) in accordance with the Transit Master Plan. Lead: Planning, Development & Transportation Partners: Sustainability Services Short-term Staff time NEIGHBORHOOD LIVABILITY AND SOCIAL HEALTH DRAFT 3.15.19 and Zoning Board. Amendment requests based on proposed development projects that involve re-zonings may be processed concurrently with re- zoning applications. Amendments initiated by City Council, City staff, boards and commissions, and annexations and initial zoning may be processed at any time. All requests for City Plan amendments shall be submitted to the City’s Planning, Development, and Transportation Service Area at least 60 days prior to the hearing date for the Planning and Zoning Board. The 60-day submittal requirement is necessary in order to permit adequate public notice to be given and to allow adequate time to complete the background work for considering a plan amendment. A plan amendment will be approved if the City Council makes specific findings that: » The existing City Plan and/or any related element thereof is in need of the proposed amendment; and » The proposed amendment will promote the public welfare and will be consistent with the vision, goals, principles and policies of City Plan and the elements thereof. DRAFT 3.15.19 grants or other sources of funding, or through the dedication of City resources. DRAFT 3.15.19 DRAFT 3.15.19 includes ensuring that crash information and trends are understood and inform mitigation strategies as well as policies, standards, design, and projects. The analysis is then applied to the various “E”s of roadway safety: » Engineering: Physical changes such as signs, striping, signal timing, and geometric changes » Education/Encouragement: Programs and outreach efforts for all road users to teach and support safer behaviors. » Enforcement: Collaboration with police services and justice system to conduct targeted education and enforcement and provide alternative sentencing that is focused on changing behavior. » Evaluation: Continue monitoring and evaluating all aspects of roadway safety in order to inform upcoming work and next year’s report. DRAFT 3.15.19 FAA issued regulations in 2016 that limit but allow the use of commercial aerial drones for deliveries. Current regulations require a licensed pilot keep the drone within sight, the flight cannot be conducted from a moving vehicle, and the weight of the drone and package must be under 55 pounds. Potential limitations include limited package weights, constrained operating times due to limited battery capacity, interfering with other sidewalk and pathway users (for ground-based drones), difficulty in determining designated drop off locations in dense urban areas, subjection to irregular or unpredictable events such as weather, wildlife, or vandalism, and the need for airspace control regulation. In addition, aerial drones are a new source of noise pollution that is currently outside the scope of most city noise ordinances. Given the explosive growth of “instant delivery” services and the impacts of traditional vehicle-based delivery. Drones can cause concerns regarding privacy, noise, safety, and vandalism, they have the potential to reduce the impact of delivery services. Key actions related to both aerial and land- based drones that Fort Collins may want to consider include: » Size limits for land-based drones to ensure that sidewalk users can navigate around the vehicles » Updates to the vehicle code to accommodate land-based drones » Noise limits for aerial drones » Operating hours to manage noise Flickr, Sam Churchill - DHL Delivery Drone DRAFT 3.15.19 (either as privately-owned autos or ride-hailing-type services) that are inherently more energy-intensive to operate than public transit, walking, or biking. The EV Readiness Roadmap includes short, medium, long- term, and ongoing action items and strategies to achieve these goals (Figure 5-9). In the short-term (one to two years), Fort Collins will identify locations for EV charging stations in the public right-of-way, encourage installation of the stations, and continue transitioning the City fleet vehicles to electric. In the medium-term (three to five years), Fort Collins will revise building codes to incorporate EV charging into new developments, incentivize local residents to purchase EVs, and support EV drivers by adjusting their utility rate structures and increasing their access to renewable electricity for EVs. Over the long-term (within ten years), the City will encourage use of EVs for ride-hailing and carsharing, upgrade electricity distribution infrastructure to accommodate increased demand from EVs and pursue emerging technologies that will further support the adoption of EVs like wireless charging and battery recycling. On an on-going basis, Fort Collins will provide resources for promoting public awareness on EV benefits, incorporate EVs into local planning efforts, and advocate for EV adoption regionally. To build on what is in the EV Readiness Roadmap, Fort Collins should work with state and federal legislators on further incentives for EVs or disincentives for traditional internal combustion engines. These state and federal efforts, in conjunction with the strong local actions outlined in the EV Readiness Roadmap will help to speed the transition to a more efficient electric vehicle fleet. DRAFT 3.15.19 to meet safety and fuel economy requirements (or paying a surcharge if they do not) will help to advance the City’s safety and sustainability goals. » Mandating passenger occupancy levels or taxing low occupancy vehicles or deadhead time - particularly during congested times, requiring higher vehicle occupancies or charging a fee for low occupancies will help mitigate the curb and roadway congestion caused by ride- hailing vehicles. » Operational improvements that prioritize transit such as transit signal priority or BRT service - the popularity of ride-hailing has shown that people highly value short travel times and the ability to quickly access a vehicle. Improving the speed and reliability of transit will make this mode more attractive than ride-hailing when considering the cost differential. » Formalizing ride-hailing as a part of the transit system - the Transit Master Plan identified areas where ride-hailing can provide transit access in areas with minimal fixed route transit service, identified as Mobility Innovation Zones, or to serve as first last mile connections at Mobility Hubs. Uber - a popular TNC DRAFT 3.15.19 without access to a vehicle to enjoy the increased connectivity when their travel needs cannot easily be met by walking, biking, or riding transit. Car share also tends to reduce overall vehicle use because the cost of operating a vehicle is no longer a hidden, sunk cost (as is the case with a privately-owned car) and overall car ownership tends to decrease with car share membership. There is a well-established relationship between reduced driving and reduced car ownership. The availability of car share creates a more holistic landscape of transportation options and supports residents and employees who are unable or choose not to own a vehicle. Zipcar: Fixed Parking Car Share DRAFT 3.15.19 any public rack. This flexibility expands the destinations users can travel to on bike share. In addition, the system provides equitable access by accepting ride/ membership purchases using EBT cards preloaded with public assistance funds. Further enhancements to the bike share system should include full integration of the Transfort trip planning web and smartphone applications along with Pace. This integration with transit would also be facilitated by incorporating bike share stations at Mobility Hubs to ensure bike share serves as a first last mile solution for transit users. Figure 5-8: Results of Effects of Projected Future Trends on VMT Fort Collins Bike Share DRAFT 3.15.19 inconsistent, lacking curb cuts, and without frequent and safe crossings, then they do not provide equal mobility opportunities for active living and accessing basic resources. Investment Choices Larimer County and Fort Collins have a growing older adult population that faces additional travel vulnerabilities. Fort Collins does not currently offer older residents a dedicated transportation alternative to driving. Transfort offers discount passes for seniors over 60 years old. Senior Alternatives in Transportation (SAINT), a non-profit human service provider, administers a volunteer driver program that transports adults 60 and over around the Fort Collins area. The City should consider investing in a publicly-run program for providing older adults with community access through a reliable transportation option that can supplement SAINT. One potential opportunity for targeting the senior population could be through pilot projects and partnerships in the “mobility innovation zones” identified in the Transit Master Plan. These mobility innovation zones have a primary focus on connecting lower-density areas to the core transit network through on-demand, microtransit, and micromobility options that could be implemented through public-private partnerships. As these partnerships are tested, they could be expanded to larger geographic areas for seniors in general or for low-income seniors to expand the ability to move across the City. The Larimer County Senior Transportation Needs Assessment (2017) provides additional recommendations for providing transportation options to seniors in the region; these recommendations include shuttles, and public-private partnerships. DRAFT 3.15.19 winner of the Wellness Council of America Gold Well Workplace Award in recognition of the investment Fort Collins makes in its employees’ health and wellness. Fort Collins should continue to promote active and healthy living through infrastructure, education and encouragement programs and policies that make biking and walking a comfortable, convenient, and safe option for all ages and abilities. The modal plan updates described in the Mobility Section of the Transportation Master Plan outline the ways Fort Collins will make the biking and walking layers more user-friendly, and thus present opportunities for more active travel. 7 Plan Fort Collins: Health, Wellness, and Safety (May 2010) DRAFT 3.15.19 skills. Increased adoption of electric vehicles in Fort Collins can help address noise impacts on local streets. However, freight rail activity still presents a quality of life issue due to its high level of sound emissions. The City has worked to address noise from freight rail by studying where quiet zones could be implemented.6 A rail quiet zone designates sections of track with consecutive crossings where train horns may only be sounded at the beginning of a zone, rather than at each crossing. The quiet zone must comply with the 4 Public Health Costs of Traffic Congestion: A Health Risk Assessment 5 The Effect of Transportation Noise on Health and Cognitive Development 6 Fort Collins Quiet Zone Study DRAFT 3.15.19 Environmental Center. A future section is planned to connect to the Poudre River Trail, forming a non- motorized option between Larimer County and Weld County. 3 CDOT Bustang Ridership Report DRAFT 3.15.19 at Kendall Parkway and Connect the Cache la Poudre River Regional Trail under I-25. This project is an important interim step to provide more reliable transit connections between Fort Collins and Denver, and the City strongly supports this project. Flex Regional Bus stopped in Fort Collins DRAFT 3.15.19 TDM strategies can be focused to encourage lower VMT, reduce greenhouse gas emissions (GHG), lower rates of SOVs, and reduce parking demand. Fort Collins should consider developing a formal TDM monitoring and evaluation program. This will allow the City to determine how well implemented TDM strategies are working, how effective TDM strategies are at impacting mode splits for new developments and modify strategies accordingly. An effective monitoring program can track a number of different metrics, based on the City’s goals. These metrics may include: » Additional transit trips taken over baseline ridership as a result of TDM incentives » Parking occupancy in public parking facilities » Rate of commute trips taken by SOV (can be established using employer surveys) » New bicycle trips taken as a result of TDM » Mode split of trips taken as a result of new development » Annual average daily traffic (AADT) at specific cordon points or screenlines DRAFT 3.15.19 and travelers are provided with the tools they need to believe a vehicle trip should be replaced with another mode. TDM is also most effective when multiple strategies are implemented together as part of a package of transportation options for end users. Broadly, TDM strategies fall into five categories: DRAFT 3.15.19 with a specific focus on bicycle and pedestrian safety. 4. Increase travel time reliability. Regional corridors are evaluated based on targets for six performance measures on factors like travel time, vehicle miles growth, and transit ridership. Fort Collins leads the region on meeting certain goals. For example, Transfort achieved a 37.4% increase in revenue hours and had a 30% increase in per capita ridership between 2012 and 2015. This plan supports Fort Collins leading the mitigation of regional impacts from congestion like increased travel times, air quality degradation, and lack of access to multimodal transportation. Travel Times The city has in the last four years implemented a city-wide blue tooth system that gathers travel time data (which is used to calculate vehicle speeds) by direction on all major arterials in the city. The system is anonymous and provides constant, current, and historical data 24-hours a day, 7 days a week and 365 days per year. It is connected to the traffic operations center, can send alerts to staff when speeds are reduced beyond a certain threshold, and is interconnected to the signal system to automatically implement special timing plans when appropriate. The system is used to actively manage traffic, to evaluate roadway projects, and provides overall travel time dashboard metrics to the community and city leadership on a quarterly and annual basis. Overall travel times in the city have remained largely constant in the past few years, despite significant growth in the population and vehicle miles traveled. Since the capability to track travel reliability is recent, Fort Collins can continue to refine how the metric informs transportation policy in the city. DRAFT 3.15.19 implementation of pedestrian projects based on the following project type categories: » Sidewalk and ramp improvements to meet ADA standards. » Proposed pedestrian priority project list consisting of items identified by citizens through a pedestrian survey, public comments, and remaining Capital Improvement Program projects from 2004. » Pedestrian projects as identified in the most recent CIP. The 2011 Pedestrian Plan recommends a combination of funding mechanisms to better leverage outside revenue sources such as state and federal grants funding sources. This will help supplement on-going CIP revenues and help fund the implementation of larger projects and maximize money spent. Funding sources include money from developers, Urban Renewal Authority Tax Increment Financing, State and Federal Transportation Grants such as from DRAFT 3.15.19 Mixed Neighborhoods Single Family Neighborhoods Residents per Acre Jobs per Acre On demand 10 minutes or better 10-15 minutes 15-30 minutes 30 minutes On demand Land Use Transit Appropriate Types of Transit Frequency of Service BRT High Frequency Bus Local Bus BRT High Frequency Bus Local Bus Local Bus Local Bus Micro-Transit Rideshare Micro-Transit or or or or or Figure 5-3: Level of Transit Service Need by Land Use Context DRAFT 3.15.19 enhancements to the pedestrian and bicycle system into the overall structure of the transit network. More frequency is proposed in the denser areas that correspond with Pedestrian Priority Areas, mobility hubs are proposed near major intersections of the bike network and the transit network, and new mobility hubs with the potential for park-and-ride are identified where major regional roadways meet the transit system. » Equity. Transfort will ensure that transit meets the needs of the most vulnerable users of the system while also growing in a way that makes transit a default choice of mobility where the system is the most robust. Disability rights experts will help to guide transit project selection and program implementation. More information about the role disability stakeholders will play in the transit planning process can be found in the Transit Master Plan. » Complementary policies. Transit will grow and thrive as the City implements complementary policies, most notably related to land use density, transportation demand management, and sustainable transportation outcomes. Transit is in a strong position to help meet the City’s overall land use, transportation, and sustainability goals. DRAFT 3.15.19 DRAFT 3.15.19 streamline the outreach process and result in increased coordination between biking and walking infrastructure. Infrastructure Maintenance The City of Fort Collins is committed to maintaining the City’s transportation infrastructure. Operation and maintenance cost should be integrated into planning efforts for all modes. The City’s annual Street Maintenance Program (SMP) is designed to prolong the life of streets through preventative maintenance. The program improves concrete curb, gutter and sidewalk; constructs handicap access ramps; repairs deteriorating asphalt; and reconstructs, overlays or slurry seals existing streets. Additionally the City maintains bridges, traffic signals, street lights, and more through constant monitoring and programmed upgrades and improvements. Not only does the City repair and upgrade the streets but also ensures the system functions through timely snow removal and coordinated incident management. DRAFT 3.15.19 MMLOS analysis requirements for development review. As described in Appendix E3, the proposed changes would have developers include a MMLOS analysis as part of their standard Traffic Impact Study to identify needed improvements. Identified projects could be either built directly by the developer or potentially mitigated through a fee. One concept considers expanding the Transportation Capital Expansion Fee to include additional multimodal improvement projects. This recommendation will be further developed as an early action item, and will include a diverse set of stakeholders to ensure that the key details are discussed and well defined. Updates to the Larimer County Urban Area One part of this update process will be revisions to Chapter 4 of the Larimer County Urban Area Street Standards (LCUASS). This includes changing the title to “Multimodal Transportation Impact Study”, to reflect the intent of the studies to be multimodal. This keeps the Transportation Impact Study process intact for vehicle level of service, but integrates the multimodal considerations into the process, revising DRAFT 3.15.19 ranking of the city’s entire pedestrian network, based on results from the City’s Prioritization Model. This approach to the pedestrian component of the layered network acknowledges that comfortable pedestrian facilities will be present on all streets, not just certain corridors. Bicycle Network Layer While bicycles are welcomed and permitted on all streets in Fort Collins, the bicycle network layer identifies corridors with dedicated bicycle facilities, consisting of protected bike lanes, buffered bike lanes, standard bike lanes, or neighborhood greenways. The 2014 Bicycle Plan states a key outcome of ensuring that “80 percent of residents will live within one quarter mile of a low-stress bicycle facility” and “all neighborhoods will have access to a low-stress bicycle route.” In line with the layered network concept, not every street needs to, or should have a low-stress bicycle facility, but most residents should be reasonably close to a facility. For example, on streets with high DRAFT 3.15.19 C A B A B C DRAFT 3.15.19 DRAFT 3.15.19 B C DRAFT 3.15.19 approach 20 dwelling units per acre, fixed-route service at frequencies of between 30-60 minutes becomes viable. DRAFT 3.15.19 WARREN PARK ENGLISH RANCH WESTFIELD PARK PARK TROUTMAN PARK GOLDEN MEADOWS PARK LANDINGS PARK RIDGEVIEW PARK HARMONY PARK MIRAMONT PARK TWIN SILO COMMUNITY PARK FOSSIL CREEK COMMUNITY PARK SOUTHRIDGE GOLF COURSE RADIANT PARK REGISTRY PARK HOMESTEAD PARK COTTONWOOD GLEN PARK WATER'S WAY PARK CRESCENT PARK ARCHERY RANGE ¦¨§25 ¦¨§25 ¦¨§25 ¦¨§25 ¦¨§25 ¤£287 ¤£287 «¬14 «¬1 «¬392 W HORSETOOTH RD V E RM O NT DR S LINK LN S SUMMIT VIE W DR W H E AT O N DR S T I MBE R LI N E RD C O R B E TT D R W T ROUTMA N PKWY LA D Y M O O N DR S N O W M ES A DR E STUART ST N HOWES ST W LAUREL ST A UT U M N R I D G E D R TI C O N D ER O G A D R E LAUREL ST C O N S T I T UTIO N A V E W H A L E R S W A Y T RI A N G L E D R C ARIBO U D R W WILLOX LN LITTLE JOHN LN JE R O M E ST P O NDE R O SA DR W VINE DR BUCKINGHAM ST COUNTRY CLUB RD MAPLE HILL DR T I L D E N S T E SW A LLOW R D E ELIZABETH ST G RE E NFIE LDS D R S EN E C A S T C O L O N Y D R E PITKIN ST CINQUEFOIL LN H I G H C A S T LE D R MORNINGSTAR WAY CUSTER DR Y O R K S H I R E S T RICHARDS LAKE RD REMI NGTO N ST W MOUNTAIN AVE E WILLOX L N BAR HARBOR DR FO S S I L CREE K PKWY C A RRI A G E P K W Y K EEN L AND D R S T ETS O N C RE E K D R ME A D O W L A R K AVE TRUXTUN DR THORE A U RD R IG D EN P K W Y N MASON ST CHERRY ST RE D M O U NTAIN D R B R I TT A N Y D R NA N CY G R A Y A V E MCHUGH ST S O U T H R I D GE G REE N S B L V D COLUMBIA R D W P R O S PEC T RD H INSD A LE D R LAPORTE AVE MA NH A TT A N A V E L OC H W O O D D R C E N TE N N I A L R D W PLUM ST GARGANEY DR ST A R F L O W ER D R S LOOMIS AVE WABAS H S T W I L LI A M N E AL PKWY B R IGH T W ATER DR B OA R DWALK DR PROVI N CE R D D U N B A R A V E N LEMAY AVE W SWALLOW RD ZEP H YR RD W ELIZA B ETH ST HICKORY ST ROC K CREEK D R B O N H O M M E R I C H AR D DR KI N G S L E Y D R STOVE R S T E COUNTY ROAD 50 MOUNTAIN VISTA DR AVO N D A L E R D OA K RI D G E D R H A M P S HI R E R D W A T E R GL EN D R SYKES DR I N TE R N A TI O NA L B LVD CONIFER ST MILES H OUSE A V E ST A NF O RD RD W DRA K E RD SPRING PARK DR ABBOTSF O RD ST T IMB E R CR EE K D R E COUNTY ROAD 38 RIV E RSID E A V E M C CLELLAN D DR W LAKE ST W S T UAR T S T GREG O RY R D E HORSETOOTH RD E SKYWAY DR E MULBERRY ST N SHIELDS ST P A DD I NGTON RD N TIMBERLINE RD ZIEGLER RD COUNTY ROAD 54G W HARMONY RD W DOUGLAS RD S HOWES ST KECHTER RD R E D W O O D ST S COLLEGE AVE THOREAU DR W MULBERRY ST LINDEN ST S O V ERLAND TRL 9TH ST MID P OINT D R DO N ELLA C T CENTER AVE MAIN ST E PROSPECT RD W TRIL BY RD PARK W O O D DR E LI N COLN A VE TECHNOLOGY PKWY S MA S O N S T CE N TR E AV E PROSPECT PARK WAY E HARMO N Y RD TIMBERWOOD DR E MO N R O E DR S COU N TY R O A D 1 3 TER R Y L A K E RD S L EM A Y AV E E T ROUTMAN PKWY E DRAKE RD JO HN F K E NNEDY PK W Y N COLLEGE AVE E S U NIGA RD BUSC H D R S COUNTY ROAD 11 E VINE DR COUNTY ROAD 42C CARPENTER RD S COU N TY ROAD 5 S COUNTY ROAD 7 E TRILBY RD RE S EARC H B LVD N COUNTY ROAD 17 E COUNTY ROAD 48 N COUNTY ROAD 19 INVERNESS RD STR A USS CAB I N RD S TAFT HILL RD E COUNTY ROA D 30 N US HIGHWAY 287 N TAFT HILL R D E COUNTY ROAD 52 E COUNTY ROAD 54 E DOUGLAS RD S COUNTY ROAD 19 N COUNTY ROAD 5 GIDDINGS RD N COUNTY ROAD 9 S COUNTY ROAD 9 STATE HIGHWAY 392 S SHIELDS ST N OVER LAND T R L W COU N T Y ROA D 3 8 E S C E N T EN N I A L D R E MOUNTAIN AVE Muskrat D i tch Lindenm e ier O utlet Richar d s Lake Inlet B u r n s T r i b u t a r y Coll e ge Lak e Inlet JacksonDi t c h Smith Cr e ek D ixon C reek Sta n ton C reek Stone C reek M ail Cre e k Trilby Lateral L a n g G u l c h F oot hills Chann e l Coy D itch Coo p er Slo u gh Terry Lake Inle t F o ssil Creek Spring Cr e ek A rthur Di t ch Little C ache la P o u d r e Dit c h Cache la Poudr e Re s Inl e t Di x o n Cana l Boxelder Ditch F o s sil Creek Re s ervoir Outlet She r wood L ater a l M cClellands Cre e k N o 8 Outl e t D ixon Canyon Lateral Fossil Creek Reserv o ir Inlet N ew M ercer D itch Mail Creek Ditch New Mercer Ca n al Pl e asant V alley and Lake Canal Larime r Cou n ty C a nal No 2 Terry Lake Richard's Lake Horsetooth Reservoir Long Pond Claymore Lake Harmony Reservoir Sheldon Lake College Lake Lindenmeier Lake Larimer and Weld Canal Lee Lake Robert Benson Lake Warren Lake Duck Lake Portner Reservoir Parkwood Lake Dixon Reservoir Lake Sherwood Fossil Creek Reservoir Kitchel Lake Donath Lake Fossil Creek Reservoir Outlet Rigden Reservoir North Gray Reservoir South Gray Reservoir Trappers Lake Baker Lake Nelson Reservoir COLORADO STATE UNIVERSITY COLORADO STATE UNIVERSITY FOOTHILLS CAMPUS TIMNATH WINDSOR LOVELAND FORT COLLINS CITY PLAN Structure Plan Map PLANNING OUR FUTURE. TOGETHER. Source: City of Fort Collins; Larimer County Map Prepared: November 2018 0 1.25 2.5 5 NMiles Structure Plan Map DRAFT 3.15.19 STRUCTURE PLAN The Structure Plan establishes a broad vision for future land uses in Fort Collins. In most cases, land use categories generally follow existing parcel lines, roadways, and other geographic boundaries. If the place type boundary shown on the Structure Plan map does not follow an existing parcel line, the actual delineation of place types will be established at the time of a proposed re- zoning and development submittal. Underlying zoning was reviewed and considered as updates to the Structure Plan were made to ensure that consistency between planned land uses and zoning could be maintained to the maximum extent feasible. However, in some instances, place type categories do differ from underlying zoning, as was necessary to meet the broader objectives of the Plan. To fully achieve the Plan’s objectives, re-zoning may be required when some properties develop or redevelop in the future. Future zone changes should generally adhere to the place type boundaries depicted on the Structure Plan, but flexibility in interpretation of the boundary may be granted provided the proposed change is consistent with the principles, goals, and policies contained in this Plan. Density ranges outlined for each place type category are based on gross acreage, and are intended to address overall densities for a particular area rather than for individual parcels. The Structure Plan is not intended to be used as a standalone tool; rather, it should be considered in conjunction with the Transportation Plan, and the accompanying principles, goals, and policies contained in this Plan. P DRAFT 3.15.19 residents. DRAFT 3.15.19 disability rights organizations to determine best practice solutions. Bike Commuters DRAFT 3.15.19 POLICY T 7.5 - INFRASTRUCTURE FOR DISABLED COMMUNITY Increase programming and infrastructure focus on providing the best environment to accommodate the needs of the City’s disability community. Safe Routes to School Class DRAFT 3.15.19 1.  Expand Bus Rapid Transit along North College, West Elizabeth, and Harmony Road 2.  Increase Frequencies for most of the transit network as land use becomes more dense 3.  Expand Coverage of the transit network to lower density areas through mobility innovation zones 4.  Add Regional Routes to connect Fort Collins to more surrounding communities 5.  Improve Connections to transit by leveraging the layered network from the Transportation Master Plan and developing strategic mobility hubs on the core transit network 6.  Modernize Transfort’s operations by adopting new autonomous and electric vehicle technologies, partnerships with mobility providers, and the latest information sharing platforms. MAX Transit Station DRAFT 3.15.19 with community values, new modes of travel, Americans with Disabilities Act (ADA) guidelines, and new technical and safety standards. Principles and Policies Learning about bike safety DRAFT 3.15.19 high-frequency routes where riders can show up and go without having to worry about a schedule. As the City evolves in the future, Transfort is committed to refining its service through new routes that will increase frequency in high density corridors, innovative new services to connect people to transit, and new partnerships to provide regional connections. DRAFT 3.15.19 to guide the City’s response to disasters and other emergency events. Ensure the plan outlines roles and responsibilities of City departments and staff during such events, as well as the continuity of government to ensure the City can continue to operate during and immediately following a disaster. Principles and Policies Fire ladder on Bring Your Child to Work Day DRAFT 3.15.19 to live healthy, active lives is an important way to prevent emergencies in the first place. People who have access to active modes of transportation, opportunities for physical activity, and access to healthy foods enjoy a higher quality of life and improved health outcomes. Policies in this section work alongside policies throughout City Plan to encourage programs and initiatives that enhance overall community health and resilience. DRAFT 3.15.19 health of the Poudre River from Gateway Natural Area to Interstate 25. This initiative provides the City with a tool to benchmark progress towards its vision of sustaining a healthy and resilient Poudre River by identifying risks, evaluating project impacts, measuring progress, and communicating results. The initiative will continue through repeated assessments on a periodic basis to ensure that the vision and goals are being achieved. Poudre River DRAFT 3.15.19 Low Impact Development is a comprehensive land planning and engineering design approach with a goal of minimizing the impact of development on urban watersheds through the use of various techniques aimed at mimicking pre-development hydrology. POLICY ENV 6.7 - BEST MANAGEMENT PRACTICES Utilize stormwater facility design criteria that follow national Best Management Practices (BMPs). POLICY ENV 6.8 - PUBLIC LANDS Utilize public lands such as street right of way, for the design of multi-functional stormwater facilities by maximizing the carrying capacity of streets with curb and gutter, and by modifying design standards to promote infiltration or detention where appropriate depending on area specifics. Emphasize the development of a linked surface stormwater system that reinforces the City’s open lands policy and reduces the need for large stormwater pipes. Water service providers in the GMA DRAFT 3.15.19 plan include culture change, reduce and reuse, composting organic material and addressing construction and demolition debris through recycling and deconstruction. Waste Audit to determine how much waste could be diverted from the landfill and recycled or composted instead. DRAFT 3.15.19 several City departments 5.  Ongoing implementation of the Air Quality Plan plays a critical role in supporting the City’s climate, health, and equity goals. Ongoing implementation of the Air Quality Plan plays a critical role in supporting the City’s climate, health, and equity goals. Electrify Your Summer event recycling gas lawn mowers and replacing with electric lawn mowers. DRAFT 3.15.19 reporting requirements, and energy codes. POLICY ENV 3.3 - ELECTRIFICATION Support a systems approach to electrifying building natural gas uses and transportation. Fort Collins Light & Power Service Area DRAFT 3.15.19 priority goals: 1. Easy access to nature. Ensure every resident is within a short walk to nature from their home or workplace. 2.  High quality natural spaces. Conserve, create, and enhance natural spaces to provide diverse social and ecological opportunities. 3.  Land stewardship. Shift the landscape aesthetic to more diverse forms that support healthy environments for people and wildlife. Ongoing implementation of Nature in the City plays a critical role in linking the City’s climate, health, and equity goals. Youth hiking in a Natural Area DRAFT 3.15.19 the waste stream as efficiently as possible and are put to beneficial secondary use as locally as possible. The principles of creating a zero waste system are key to supporting community goals for reducing waste and increasing the recycling and recovery of material resources. DRAFT 3.15.19 Summer in the City summer camp teaching students about how their city works and the many career paths available DRAFT 3.15.19 Support and invest in the expansion of research and development institutions, business incubators, entrepreneurial networks, business development programs, and other physical assets necessary to support entrepreneurship. These assets should also include financial tools and capital to support innovation and entrepreneurship by leveraging local, state, and national grants, programs, and lending tools. Continue and grow partnerships with Colorado State University (CSU) and other institutions to identify research activities and associated needs that can be leveraged into business creation. POLICY EH 2.3 - CLIMATE ECONOMY Support local and regional efforts to help attract, support or develop businesses that are adapting to and/or developing profitable solutions for a lower carbon future economy. POLICY EH 2.4 - NORTHERN COLORADO INNOVATION HUB Work with regional partners to collectively market Northern Colorado as a center for innovation and highlight the diversity of strengths to bring investment and employers to the region. Identify ways the City can serve as a platform for testing of new Smart Cities research and idea development. Principles and Policies DRAFT 3.15.19 development partners to connect workers to potential employers, provide retraining opportunities, and to align education and training programs to the needs of employers. The on- going market transition to a low-carbon economy presents an opportunity to develop new employment opportunities in the energy, finance and transportation industries (i.e., the “Climate Economy”). DRAFT 3.15.19 The Trails Master Plan sets forth the vision on how the trail system will develop as the community continues to grow. The master plan focuses primarily on the recreational uses and design of the trail system; however, the City’s paved trail system supports a wide range of users and trip purposes. The trail system serves an important function in encouraging people to walk and bike for both utilitarian and recreational purposes. Gardening event at community park DRAFT 3.15.19 and private stakeholders, plays an important role addressing the root causes of homelessness, creating stable housing opportunities, providing homebuyer assistance, allocating resources for affordable housing, and ensuring equal housing access through the National Fair Housing Act. Bucking Horse apartments DRAFT 3.15.19 mobile homes and manufactured housing, and other ‘missing middle’ housing types. POLICY LIV 5.3 - LAND FOR RESIDENTIAL DEVELOPMENT Use density requirements to maximize the use of land for residential development to positively influence housing supply. POLICY LIV 5.4 - LAND SUPPLY FOR AFFORDABLE HOUSING Continue to grow and utilize the Affordable Housing Land Bank Program and other programs to create permanently affordable housing units. POLICY LIV 5.5 - INTEGRATE AND DISTRIBUTE AFFORDABLE HOUSING Integrate the distribution of affordable housing as part of individual neighborhoods and the larger community rather than creating larger concentrations of affordable units in isolated areas. POLICY LIV 5.6 - EXISTING NEIGHBORHOODS Expand housing options in existing neighborhoods (where permitted by underlying zoning) by encouraging: » Infill development on vacant lots and other undeveloped parcels surrounded by, or adjacent to existing homes; » Internal accessory dwelling units such as basement or upstairs apartments; » Detached accessory dwelling units on lots of sufficient size; and » Duplexes, townhomes, or other alternatives to detached single-family homes that are compatible with the scale and mass of adjacent properties. DRAFT 3.15.19 centers, or other public facilities within the district. Jessup Farm DRAFT 3.15.19 LOVELAND FORT COLLINS WELLINGTON LAPORTE Neighboring jurisdiction planning areas DRAFT 3.15.19 encouraged in the future in order to help us reach our climate action goals. DRAFT 3.15.19 2.3 million 2.1 million 1.8 million 460k Metric Tons (CO2e) 0 What are GHGs? GHG Emission Reduction Progress & Targets GHGs are gases in the atmosphere that can absorb and emit heat. Scientists attribute a warming of the Earth’s atmosphere to an increase in GHGs. What is CO2e? Carbon dioxide (CO2) is a GHG emitted naturally and from fossil fuel combustion for energy and heat (e.g., coal, natural gas, gasoline and diesel). Global warming contributions from other greenhouse gases (such as methane) are referred to in terms of “carbon dioxide equivalent” or CO2e, which represents the amount of CO2 that would have the same global warming potential as other GHGs. Community carbon inventory goals are tracked in terms of tons of CO2e. Current Fort Collins’ emissions come from... 51% - Electricity 24% - Ground Travel 21% - Natural Gas 4% - Solid Waste 0.3% - Water-related TRANSITION TO RENEWABLE ELECTRICITY DECREASE GROUND TRAVEL EXPAND MOBILITY INNOVATIONS DECREASE NATURAL GAS USAGE DECREASE SOLID WASTE INCREASE SUSTAINABLE BUILDING PRACTICES WHAT WILL IT TAKE? DRAFT 3.15.19 Despite these challenges, analyses show Fort Collins’ emissions are forecast to decrease somewhere between 25% and 30% below 2005 levels in 2030 and hold fast at 20% below 2005 levels in 2040. DRAFT 3.15.19 them More New Options Including innovative new private sector mobility tools Choose the Right Tool for the Right Trip Based on better information about cost, time, and comfort New Options Many people use just one or two new options (ride-hailing, bike share) in addition to their primary mode Perception of Limited Options Personally-owned car often the default option Loyal to Mode Tend to use just one option and rarely switch THEN More Options Even More Oprtions DRAFT 3.15.19 shifts away from employment Stronger focus on industrial along Mulberry Corridor More intensification along S. College Avenue. DRAFT 3.15.19 This diagram illustrates—at a conceptual level—where the most significant changes in density, intensity, and overall mix of uses are likely to occur over the next ten to twenty years. It also identifies areas that we will need to protect as future development occurs. Because our land supply is finite, we must focus our efforts on: LEGEND Downtown Activity Center Community Activity Center Neighborhood Activity Center Bus Rapid Transit High Frequency Service (15-min all day) Frequent Peak Service (15-min peak/30-min off-peak) Local service (30-min service all day) Remaining Greenfield Opportunity Areas Infill/Redevelopment Opportunity Areas Parks and Natural/Protected Lands Flood Hazard Areas DRAFT 3.15.19 index, made up of two calculated scores to determine geographic areas of highest needs. The first component includes an Equity Score, comprised of socioeconomic factors using the most recent American Community Survey (U.S. Census) estimates. The second component, the Health Score, is comprised of health indicators from 500 Cities Data (Centers for Disease Control). See the City Plan Trends and Forces Report (Appendix) for more information. DRAFT 3.15.19 WARREN PARK ENGLISH RANCH WESTFIELD PARK PARK TROUTMAN PARK GOLDEN MEADOWS PARK LANDINGS PARK RIDGEVIEW PARK HARMONY PARK MIRAMONT PARK TWIN SILO COMMUNITY PARK FOSSIL CREEK COMMUNITY PARK SOUTHRIDGE GOLF COURSE RADIANT PARK REGISTRY PARK HOMESTEAD PARK COTTONWOOD GLEN PARK WATER'S WAY PARK CRESCENT PARK ARCHERY RANGE ¦¨§25 ¦¨§25 ¦¨§25 ¦¨§25 ¦¨§25 ¤£287 ¤£287 «¬14 «¬1 «¬392 W HORSETOOTH RD V E RM O NT DR S LINK LN S SUMMIT VIE W DR W H E AT O N DR S T I MBE R LI N E RD C O R B E TT D R W T ROUTMA N PKWY LA D Y M O O N DR S N O W M ES A DR E STUART ST N HOWES ST W LAUREL ST A UT U M N R I D G E D R TI C O N D ER O G A D R E LAUREL ST C O N S T I T UTIO N A V E W H A L E R S W A Y T RI A N G L E D R C ARIBO U D R W WILLOX LN LITTLE JOHN LN JE R O M E ST P O NDE R O SA DR W VINE DR BUCKINGHAM ST COUNTRY CLUB RD MAPLE HILL DR T I L D E N S T E SW A LLOW R D E ELIZABETH ST G RE E NFIE LDS D R S EN E C A S T C O L O N Y D R E PITKIN ST CINQUEFOIL LN H I G H C A S T LE D R MORNINGSTAR WAY CUSTER DR Y O R K S H I R E S T RICHARDS LAKE RD REMI NGTO N ST W MOUNTAIN AVE E WILLOX L N BAR HARBOR DR FO S S I L CREE K PKWY C A RRI A G E P K W Y K EEN L AND D R S T ETS O N C RE E K D R ME A D O W L A R K AVE TRUXTUN DR THORE A U RD R IG D EN P K W Y N MASON ST CHERRY ST RE D M O U NTAIN D R B R I TT A N Y D R NA N CY G R A Y A V E MCHUGH ST S O U T H R I D GE G REE N S B L V D COLUMBIA R D W P R O S PEC T RD H INSD A LE D R LAPORTE AVE MA NH A TT A N A V E L OC H W O O D D R C E N TE N N I A L R D W PLUM ST GARGANEY DR ST A R F L O W ER D R S LOOMIS AVE WABAS H S T W I L LI A M N E AL PKWY B R IGH T W ATER DR B OA R DWALK DR PROVI N CE R D D U N B A R A V E N LEMAY AVE W SWALLOW RD ZEP H YR RD W ELIZA B ETH ST HICKORY ST ROC K CREEK D R B O N H O M M E R I C H AR D DR KI N G S L E Y D R STOVE R S T E COUNTY ROAD 50 MOUNTAIN VISTA DR AVO N D A L E R D OA K RI D G E D R H A M P S HI R E R D W A T E R GL EN D R SYKES DR I N TE R N A TI O NA L B LVD CONIFER ST MILES H OUSE A V E ST A NF O RD RD W DRA K E RD SPRING PARK DR ABBOTSF O RD ST T IMB E R CR EE K D R E COUNTY ROAD 38 RIV E RSID E A V E M C CLELLAN D DR W LAKE ST W S T UAR T S T GREG O RY R D E HORSETOOTH RD E SKYWAY DR E MULBERRY ST N SHIELDS ST P A DD I NGTON RD N TIMBERLINE RD ZIEGLER RD COUNTY ROAD 54G W HARMONY RD W DOUGLAS RD S HOWES ST KECHTER RD R E D W O O D ST S COLLEGE AVE THOREAU DR W MULBERRY ST LINDEN ST S O V ERLAND TRL 9TH ST MID P OINT D R DO N ELLA C T CENTER AVE MAIN ST E PROSPECT RD W TRIL BY RD PARK W O O D DR E LI N COLN A VE TECHNOLOGY PKWY S MA S O N S T CE N TR E AV E PROSPECT PARK WAY E HARMO N Y RD TIMBERWOOD DR E MO N R O E DR S COU N TY R O A D 1 3 TER R Y L A K E RD S L EM A Y AV E E T ROUTMAN PKWY E DRAKE RD JO HN F K E NNEDY PK W Y N COLLEGE AVE E S U NIGA RD BUSC H D R S COUNTY ROAD 11 E VINE DR COUNTY ROAD 42C CARPENTER RD S COU N TY ROAD 5 S COUNTY ROAD 7 E TRILBY RD RE S EARC H B LVD N COUNTY ROAD 17 E COUNTY ROAD 48 N COUNTY ROAD 19 INVERNESS RD STR A USS CAB I N RD S TAFT HILL RD E COUNTY ROA D 30 N US HIGHWAY 287 N TAFT HILL R D E COUNTY ROAD 52 E COUNTY ROAD 54 E DOUGLAS RD S COUNTY ROAD 19 N COUNTY ROAD 5 GIDDINGS RD N COUNTY ROAD 9 S COUNTY ROAD 9 STATE HIGHWAY 392 S SHIELDS ST N OVER LAND T R L W COU N T Y ROA D 3 8 E S C E N T EN N I A L D R E MOUNTAIN AVE Muskrat D i tch Lindenm e ier O utlet Richar d s Lake Inlet B u r n s T r i b u t a r y Coll e ge Lak e Inlet JacksonDi t c h Smith Cr e ek D ixon C reek Sta n ton C reek Stone C reek M ail Cre e k Trilby Lateral L a n g G u l c h F o othills Chann e l Coy D itch Coo p er Slo u gh Terry Lake Inle t F o ssil Creek Spring Cr e ek A rthur Di t ch Little C ache la P o u d r e Dit c h Cache la Poudr e Re s Inl e t Di x o n Cana l Boxelder Ditch F o s sil Creek Re s ervoir Outlet She r woo d Later a l M cClellands Cre e k N o 8 Outl e t D ixon Canyon Lateral Fossil Creek Reserv o ir Inlet N ew M ercer D itch Mail Creek Ditch New Mercer Ca n al Pl e asant V alley and Lake Canal Larime r Cou n ty C a nal No 2 Terry Lake Richard's Lake Horsetooth Reservoir Long Pond Claymore Lake Harmony Reservoir Sheldon Lake College Lake Lindenmeier Lake Larimer and Weld Canal Lee Lake Robert Benson Lake Warren Lake Duck Lake Portner Reservoir Parkwood Lake Dixon Reservoir Lake Sherwood Fossil Creek Reservoir Kitchel Lake Donath Lake Fossil Creek Reservoir Outlet Rigden Reservoir North Gray Reservoir South Gray Reservoir Trappers Lake Baker Lake Nelson Reservoir COLORADO STATE UNIVERSITY COLORADO STATE UNIVERSITY FOOTHILLS CAMPUS TIMNATH WINDSOR LOVELAND FORT COLLINS CITY PLAN Structure Plan Map PLANNING OUR FUTURE. TOGETHER. Source: City of Fort Collins; Larimer County Map Prepared: November 2018 0 1.25 2.5 5 NMiles Mixed-Use Districts Downtown District Urban Mixed-Use District Suburban Mixed-Use District Neighborhood Mixed-Use District Mixed Employment District Research & Development/Flex District Industrial District Campus District City Limits Growth Management Area (GMA) Adjacent Planning Areas Rural Neighborhood Suburban Neighborhood Mixed Neighborhood Parks and Natural/Protected Lands Community Separator STRUCTURE PLAN MAP Neighborhoods Corridors and Edges Boundaries Employment Districts DRAFT 3.15.19 FORWARD THINKING Our actions equitably address the triple bottom line of sustainability: our economic, social, and environmental resources. We create opportunities for all to participate in the success of our economy, act to address the needs of our most vulnerable community members, prepare for disruptive events, and mitigate our impacts on the environment. Sustainability means: A clear path toward clean energy, waste reduction, and carbon neutrality A strong and diverse economy Close coordination with cities and partners in Northern Colorado Efficient management of our community’s financial position and stability Protection of the natural environment Careful management of growth to avoid overreach of our resources Managing our water resources for a changing future climate SUSTAINABILITY CORE VALUES DRAFT 3.15.19 planning outreach processes. DRAFT 3.15.19 FORT COLLINS THEN, NOW Fort Collins has a long track record of carefully planning for and managing change in the community. Some of the major milestones in the last fifty years that have, and will continue to, shape the City of Fort Collins include: DRAFT 3.15.19 Appendix C: Housing Trends and Demand Forecast Assessment Appendix D: Employment Land Demand Analysis Appendix E: Employment Land Suitability Analysis Appendix F: Transportation Maser Plan Resources Appendix G: Transit Master Plan DRAFT 3.15.19