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HomeMy WebLinkAbout2017-033-03/21/2017-ADOPTING THE DOWNTOWN PLAN AS AN ELEMENT OF THE COMPREHENSIVE PLAN (CITY PLAN) AND REPEALING THE 198 RESOLUTION 2017-033 OF THE COUNCIL OF THE CITY OF FORT COLLINS J ADOPTING THE DOWNTOWN PLAN AS AN ELEMENT OF THE COMPREHENSIVE PLAN (CITY PLAN) AND REPEALING THE 1989 DOWNTOWN PLAN WHEREAS, by Resolution i989-145, the Council of the City of Fort Collins adopted the 1989 Downtown Plan as an element of the Comprehensive Plan of the City of Fort Collins; and WHEREAS, an updated Downtown Plan ("Downtown Plan") has been prepared by City staff with the assistance of outside consultants and representatives from the community including outside agencies and community members; and WHEREAS, the Downtown Plan .includes .a summary of community engagement, important issues and opportunities to be addressed, a long-range vision, principles, policies, and immediate, short-term, mid-term, and continuing implementation strategies; and WHEREAS, City staff and its consultants conducted extensive public outreach over the course of creating the Downtown Plan including open houses, workshops, and tours involving a broad range of citizens, an emailed newsletter, and outreach to the Downtown Development Authority, Downtown Business Association, and seventeen City boards and commissions; and WHEREAS, on March 16, 2017, the Planning and Zoning Board recommended that Council adopt the Downtown Plan as part of the Comprehensive Plan of the City; and . WHEREAS, the City Council has determined that it is in the best interests of the City that the Downtown Plan be adopted as an element of the Comprehensive Plan of the City and that the 1989 Downtown Plan previously adopted be repealed. NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF FORT COLLINS, as follows: Section 1. That the City Council hereby makes and adopts the determinations and findings contained in the recitals set forth above. Section 2. That the Downtown Plan, a copy of which is attached hereto as Exhibit "A", be adopted as an element of the Comprehensive Plan of the City. Section 3. That the 1989 Downtown Plan previously adopted by Resolution 1989- 145 be repealed as an element of the Comprehensive Plan of the City. Passed and adopted at a regular meeting of the Council of the City of Fort Collins this 21st day of March, A.D. 2017. c -1- Passed and adopted at a regular meeting of the Council of the City of Fort Collins this 21st day of March, A.D. 2017. yor FO! Mayor ATTEST: // )`/ J OR Do Doo v Vv City Clerk 1 -2- •�1 c sr `s 1 -d. r �_ .r f . I • ,�•ry �t� �' _ �. • .. ``` • • ' � +• air 1 r ON LL 00 • ��. � � � _ �_ � � +v � . ice NOY Jr lid 44 64 ` �Y�9 '�• i _3T'� .• Sri �Y ~ 4ft pool v . ro 44 PO • BVSIHE55 RSSOCIRTIOH 'I hid 'S y 1 f • l j f v - aq This plan is an inspirational guide for budgets, projects, programs, investments, regulations and other related efforts to keep Downtown - vibrant and successful as the vital heart of Fort Collins . It replaces the ~'T previous Downtown Plan , which was adopted in 1989 to spur on the dramatic turnaround and revitalization that shaped Downtown as it exists today. The City of Fort Collins collaborated with the Downtown Development Authority, the Downtown Business Association and the general public to engage everyone with a stake in Downtown in an �r open exploration of all issues and opportunities . a This plan describes a renewed vision , policy directions for achieving ' the vision , and action items for the next 5. 10 and in some cases up to 20• years to continue success . For more information or to share questions, or comments, please contact us . This plan will serve as a forum for ideas as Downtown continues to evolve . Fort Collins Planning Services : 970 . 221 . 6750 fcgov. com / planning Downtown Development Authority : downtownfortcollins . org Downtown Business Association : downtownfortcolli ns . com This Plan online : fcgov. com /downtownplan r ` ,4 v � J Y t - - . - ,\ - - ice - � • • `_ ` � 1~ � ice - • � . Arc 1 r ISO � t • 1 i � i � 1 b � ., � - 91'' � 1 �'1 � ... v► • ' z�'tii�-' ' "+fit. r �� � t �� ✓ . . ice � 5 : Air Imo ' �• 1 0 . �,✓ 1 tl- t 7 ; t�r • w• , � � . }' . _ i •%��, ; '�=•�'► ^ ; �� •sue 17i`1i ��_, f 1 + Mrs•.. — � �- q � �'� A Commitment to Our Shared Vision Since Fort Collins' earliest days, the area we call Downtown has been the heart of the community. With its distinctive historic buildings, unique shopping and dining , and beautiful Old Town Square, Downtown is Fort Collins at its finest. } �— This hasn 't happened by accident. The Downtown that we enjoy today is the _ a legacy of community leaders who, in the 1970s, began developing a vision for a revitalized Downtown . They saw Downtown ' s amazing potential, took risks, and committed their time, talent and treasure to bringing their vision to life . In 1989 the City of Fort Collins created the first Downtown Plan to continue building this momentum . Through thoughtful planning and diligent work to implement those plans, Downtown has seen transformative change and enjoyed long- term success . Vision . Ideas. Initiative. Risks . Relentless efforts . Complex partnerships for complex challenges . These are the things I want to recognize as we publish this latest plan about how to continue Downtown 's success over the coming years. The 2017 Downtown Plan reflects the input of engaged residents, businesses and community partners . And this time, unlike in the 1980s when the first Downtown Plan was created , individuals and groups are already expending effort on almost every issue and idea that has come up . It's exciting to see so much positive momentum ! I want to express my deep appreciation to all of the community members who participated in this process, the Mayor and City Council for their support of these efforts, and City, DDA and DBA staff for their hard work . Our commitment to Downtown Fort Collins remains — to sustain its unique character and authentic sense of place; to create an inclusive and welcoming environment for all residents, businesses, organizations and visitors, and to embrace new opportunities. Sincerely, v.:: A,�Z Darin Atteberry City Manager 4 The Downtown Plan DRAFT - _ - - �. •. . . - .:� �'�"•. +fir; M1 f 14 Ai s r .N .. �• O •/� DRAFT The Downtown Plan 5 Acknowledgments City Council Topic Area Working Groups Wade Troxell, Mayor Urban Design Gerry Horak, Mayor Pro Tem, District 6 Cameron Gloss - Staff Facilitator Bob Overbeck, District 1 Spencer Branson Ray Martinez, District 2 Todd Dangerfield Gino Campana , District 3 Collin Day Kristin Stephens, District 4 Dave Derbes Ross Cunniff, District 5 Meg Dunn Planning and Zoning Board Fred Haberecht Kristin Kirkpatrick, Chairperson Bruce Hendee Jennifer Carpenter Per Hogestad Jeff Hansen Bob Hosanna Gerald Hart Brian Majeski Emily Heinz Karen McWilliams Michael Hobbs Roger Sherman Jeffrey Schneider Mark Williams Project Management Team Transportation and Parking Cameron Gloss, Project Manager Amy Lewin - Staff Facilitator Spencer Branson Seth Lorson - Parking Dialogue Coordinator Rebecca Everette Belinda Barnes Lance Gloss Emma Belmont Amy Lewin Jason Dennison Seth Lorson Aaron Fodge Kai Kleer Tessa Greegor Clark Mapes Bruce Henderson Jill Marx Susan Kirkpatrick Meaghan Overton Noah Kroencke Downtown Development Authority ( DDA) Kurt Ravenschlag Matt Robenalt, Executive Director Justine Reed Todd Dangerfield Ryan Sand Derek Getto Timothy Wilder Downtown Business Association ( DBA) Martina Wilkinson Jason Dennison , Executive Director James Yearling 6 The Downtown Plan DRAFT Market and Economy Management and Maintenance Meaghan Overton — Staff Facilitator Clark Mapes — Staff Facilitator Richard Alper Mike Brunkhardt Josh Birks Cheryl Distaso Mike Freeman Vanessa Fenley Troy Hiebsch Derek Getto Ryan Houdek Tim Kenney Ann Hutchison Steve Lukowski Les Kaplan Peggy Lyle Stu MacMillan Kent Robinson Steve Schroyer Nick Rogers Patty Spencer Beth Sowder Steve Stiesmeyer Ed Stoner Arts and Culture James Yearling Seth Lorson — Staff Facilitator Consultant Team Chris Bates Progressive Urban Management Associates Jesse Elliot Brad Segal Hamidah Glasgow JJ Folsom William Knudsen Erika Heller Amanda Miller Russell + Mills Studios Dawn Putney Craig Russell Andrew Schneider Kimley-Horn Steven Sorenson Vanessa Solesbee Jill Stilwell Dennis Burns Holly Wright Alm2s Cheryl Zimlich Ian Shuff Energy and Environment Brendle Group Rebecca Everette — Staff Facilitator Shelby Sommer Kristina Cash 3D Modeling , Photography, Graphic Design Kathy Collier Spencer Branson Brian Dunbar Document Production Matt Fater Spencer Branson Katie Hoff ner Kai Kleer Brian Janonis Document Editing G .J . Pierman Maren Bzdek Tony Raeker Meg Dunn Meaghan Overton DRAFT The Downtown Plan 7 Contents Section 1 Introduction : . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 PlanOrganization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Community Engagement and Outreach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 WhereAre We Now? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 WhereAre We Going ? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 Section 2 : Topic Areas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . UrbanDesign . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 Urban Design Principles, Policies & Action Items . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62 Transportation + Parking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72 Downtown Parking Community Dialogue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78 Transportation + Parking Principles, Policies & Action Items . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84 Market + Economy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98 Market + Economy Principles, Policies & Action Items . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106 Arts + Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112 Arts + Culture Principles, Policies & Action Items . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118 Energy + Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128 Energy + Environment Principles, Policies & Action Items . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 140 Management + Maintenance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 152 Management + Maintenance Principles, Policies & Action Items . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 160 8 The Downtown Plan DRAFT Section 3 : Downtown Subdistricts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 168 InnovationSubdistrict . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 172 PoudreRiver Corridor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 180 RiverSubdistrict . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 184 NorthMason Subdistrict . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 188 CivicSubdistrict . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 192 CanyonAvenue Subdistrict . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 196 HistoricCore Subdistrict . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 202 Campus North Subdistrict . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 206 EntrywayCorridor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 210 Section 4 : Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 216 ImmediateActions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 224 Short -Term Actions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 228 Mid -Term Actions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 242 OngoingActions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 252 DRAFT The Downtown Plan 9 . ,/ 1� / •''ate � ~ � _ _ rM gyp. w r' 1 VVI r - � low 0 r lb y/ 1 r A Orw go gorp • ' i � . 1 � • �. ap Aftp No •. • 0 AO - � ^ • V t J�• Ow OW • J . • v •4 c • ' 4. . t • t ' Y V. • , AVIV Ad two ego 00 is 04 - . 1 slop M , f r �• 0 i YtI � if ti \ .I 44 me Is r If a Section 1 .40 Pao 11 I stiff ntroduct. 1bb If Of Y '� ` tom ; Tnlei t " lo w Of *411 Its its 0fir , .♦ •i7�r silosIllms i r Interactive fountains at Oak Street Plaza ♦ ti. 1 NIP Introduction Along the historic blocks, in and out of restaurants and shops, on brewery patios, across Old Town Square and Oak Street Plaza, at the Poudre riverbank and through r the steam of a coffee cup, you can see and hear the singular essence of Downtown Fort Collins . Fort Collins" entire history is inscribed into Downtown . t - - The original 1867 townsite is here ,- the original town then became Downtown as Fort Collins quickly grew into a center of commerce and activity for surrounding agricultural settlement and for residential neighborhoods expanding around the Downtown . Downtown grew steadily in its first hundred years due to the rise of agriculture related industry, the establishment of Colorado Agricultural College, the arrival of the railroads, the implementation of the streetcar system and the growing presence of the automobile . Following World War II, Downtown experienced a period of steep decline amid a new rush of modernization, suburban growth and commercial development to the south . Today's success seems so natural, it's easy to take for granted the difficult transformation that has reestablished Downtown as the proud heart of the City. —� Starting in the 1970s, community leaders and engaged citizens began to realize the value that was being lost as the Downtown character faded . They initiated serious steps to improve Downtown 's fortunes . The City hired a prominent Chicago planning firm to • study the issues and recommend improvements . A City Historic Preservation Commission was formed . •� � Committed community members wore out shoe leather building support for special property tax financing districts used to design and build pedestrian , aria beautification and parking enhancements . Individual building owners began to restore the original beauty of historic buildings with the assistance of special public financing incentives . The vibrant transformation following those initial efforts is thanks to countless difficult decisions and hundreds of millions of dollars in investment by private owners and the public . This legacy of commitment and effort gives Downtown its identity today. The Downtown Plan 13 Plan Organization Section 1 : Introduction Downtown Fort Collins has changed dramatically in the years since the original 1989 Downtown Plan . Economic activity has expanded beyond the Historic Core and Downtown has become a place where people of all backgrounds gather to live, work and play. The Introduction to the 2017 Plan describes the plan development and engagement process, explores the state of today's Downtown economy, and outlines a renewed vision for Downtown . Section 2 : Topic Areas The Downtown Plan is organized into six topic areas meant to tie primary themes and related content together, but it is important to consider the relationship between the topic areas as well. Each topic area has a related series of principles, policies and action items . Urban Design Transportation * 1 0 -� Parking Economy Key Considerations : Key Considerations : Key Considerations : • Buildings • Getting to/from Downtown Mix of uses • Streetscapes • Parking ( bike and vehicle) Investment in Downtown • Outdoor spaces • Getting around Downtown Additional Downtown • Communication about all of housing the above • o— • - o— •• Environment n— Key Considerations : Key Considerations : Key Considerations : • Affordable space • The Poudre River corridor Keeping up with growth - maintenance, management • Coordination and • Climate resiliency and and policing communication innovation • Illegal and disruptive • The 24-hour creative • Nature in the City behaviors economy • Utility infrastructure 14 The Downtown Plan DRAFT Section 3 : Character Subdistricts Downtown is comprised of nine distinct and varied geographic areas represented in the plan as character subdistricts. The Plan describes the desired future character of each and identifies their specific needs, priorities and opportunities . The character subdistricts section of the plan illustrates how the principals, policies and action items in the topic area section could be applied geographically. Vine Dr — - —� — — N + Cherry St e� Maple St Laporte Ave ' ' - `�"oo� • • Innovation Subdistrict p " Ave Mountain Ave • • _ Oak St > won Olive St • • 1 J Canyonv • • • Subdistrii t Magnolia St .• Mulberry St — N N N �L 0 o i • North, Myrtle St SubdistrictALP N Laurel St N > C Q CSU M 0 U Section 4 : Implementation The community's vision for Downtown will only be realized through the sustained , intentional effort of numerous City departments, private and non-profit partners, Downtown property owners and stakeholders. The Implementation section of the plan contains specific actions to support the principles and policies presented in the Topic Areas section , and includes potential timelines, funding sources and partnerships . DRAFT The Downtown Plan 15 1989 Downtown Plan The 1989 Downtown Plan helped spur on revitalization efforts . It established wide buy- in on a clear vision for "a first class economically vital center for shopping , living , recreation and employment. " It described an enjoyable Downtown with attractive buildings and streets, diversified modes of transport emphasizing walking , new market opportunities and a dynamic mindset of activity and ideas that would support both business and culture. The mission of the 1989 Downtown Plan has been achieved . As the lively and prosperous social and civic hub for the community, Downtown Fort Collins has been recognized as one of the most successful downtowns of its size in the nation . Below.- Framework from the 1989 Downtown Plan Fon Collins YL Downtown Plan I PRO CONCEPT PLAN IS Po+cr Gu . ta , Land uses ' Plant Jw �n � +o �— N _ Old City Center ra Major Pedestrian Network �H \at i rc Canyon Avenue SEEMS Major Bicvde Route 0� * \n t Poudre River Trolley Route Fitension It t N Fnnge ntaats Transit Route Uld kart Ca4hr • - :._.r:: EastsidcWcstsidc Transit Center ilrntaw Path :• Neighborhoods • Landmark (Haturie �M Buffer Significant Bldg.) Open Space'Park Cra[cwaY . . -1 ;+::. ......::. Land Use Opportunities Redevelopment Site Retail Svtetstxpc Improvement n S y I� rrrr 'f F - :- Employment unionsStreet Extension Alignment Ka rs ---1 '' -` .;• ` •s ;. ;:j:$;:;:?: H:'- Housing att een Alley Improvement G RASAIR n ' ' _::: Gornerntnent Center, * Pedestrian Park Park NJ" t�R• .4 +'•''`:::. . . . . j ::: Special River Area .i•J. i • City :; •r But kInJulnt _ n TAST t t III V J County Court H • ` ( i . a . . P �! �� WEWE SI • 'r • tRI Ubmry • r Itis • t= ,cxe u► rouwe uvt . Ftd aI BIdQ Flrtlt rr ~�Vitlei Postor� � � 1C ► 13 >• • _ • beeEl. Pnnl 1 1 n 16 The Downtown Plan DRAFT Why a new plan ? Who is this plan for ? Since the adoption of the 1989 Plan, the context for This Plan should be a living and evolving policydocument. decisions and choices about Downtown has changed As an element of Fort Collins' Comprehensive Plan, the dramatically, which warranted a thorough public Downtown Plan coordinates needs and priorities for discussion about how to manage and build on our the Downtown area with broader community goals . success in a time of prosperity and growth . The purpose of the Downtown Plan is to : Revitalization has created a new set of questions and • Renew the vision for Downtown issues needing creative solutions and approaches . Serve as a practical guide Desirability in the property market brings rising land values and rents, which affects affordability for the • Target resources diverse spectrum of users and businesses that contribute Build understanding and shared goals to Downtown ' s success . Downtown ' s established character and charm elicits questions about how larger • Communicate and educate new redevelopment projects can be compatible and add to our sense of place . With burgeoning popularity Build on the momentum of previous decades of work for socializing and community events , there are questions about transportation options and how best The recommendations contained in this Plan should to manage parking . inform decisions by City Council, the Downtown These and other interrelated issues are positive Development Authority (DDA), the Downtown Business opportunities — "good problems for a city to have" in Association ( DBA), the Planning & Zoning Board, other the words of an expert who works with downtowns City boards and commissions, staff, key partners, around the country. residents, property owners, developers and other stakeholders in the Downtown area . The path forward must foster innovation . Fort Collins, and especially Downtown , is touted for its creative culture. It should be a place to develop and showcase Staff & Decision - Makers : The City, DDA and forward-thinking practices of sustainability, technology, DBA should reference the Plan when developing culture and design . work plans, allocating funding for programs and The 2017 Plan recommends actions and sets the stage projects, reviewing development proposals, and for ongoing dialogue to work toward a community- adopting new regulations that impact this area . based vision . Recognizing that a vibrant city culture Residents, Businesses & Property Owners : depends on the input of many people with differing Property owners, business owners, residents ideas and values, the Plan hinges on cooperation and and community interest groups should use this calls for an atmosphere that is inclusive to all . Plan as the foundation for conversations with decision-makers and developers about the needs and priorities for this area . Developers : Applicants for building and development projects should reference the } Plan when proposing new infill or redevelopment projects and as a starting point for a dialogue with neighbors and stakeholder groups about such proposals . Partners & Other Stakeholders: Private sector partners, non - profit organizations, Colorado State University, Larimer County and other partner organizations should review the Plan to better understand the community's vision and priorities for Downtown . DRAFT The Downtown Plan 17 Downtown Plan Area The Downtown Plan encompasses more than the Avenue eastward to Lemay Avenue . The boundary historic " Old Town " core area . The Plan boundary has evolved since the 1989 Downtown Plan to include incorporates areas planned and zoned for commercial additional commercial areas, to correspond to zoning activities , stretching from Vine Drive south to the boundaries, to exclude residential areas and to reduce Colorado State University campus and from Canyon overlap with the Old Town Neighborhoods plan . F , sew ■ ■ ■ ■ ■ ■ ■ ■ `l� ■ ■ ■ ■ ■ 0 ail ' J . 3 r = ■ Cherry S ■ -ia . NMI c ■ Maple S ; * ' 1110 ! 1 sI EPSON & porteAve Lin ■ ' , � 1 f : eolnAve . .Mountain Ave 61 'iJ wi �IE1i► ♦ice . — �. MEN - a Oak St = T r ■ : � NMI Olive St - lulls was Magnolia St — i NEWS X Lai or . .. Jo :•• ,� �1u�berry .-- too; Pis E oMENEM ! Myrtle St icy 0 0 Z --. rAt Na e� i 3 w � N JC in r.l NUN a � Laurel St 2017 Plan Boundary V) > o 1989 Plan Boundary o Colorado State University 18 The Downtown Plan DRAFT Adjacent Influences Developed concurrently with the 2017 Downtown Colorado State University also shares a common Plan, the Old Town Neighborhoods Plan area shares boundary with Downtown . CSU primarily influences significant boundaries with the Downtown area . the Campus North Subdistrict (shown on page 15) , but Specific outreach efforts during plan development the University's dynamic presence affects the entire clarified the transitions between Downtown and the Downtown . adjacent neighborhoods . Vine Ibb==w' Vine J L N Mountain Mulberr iL Downtown Plan Laurel ao Old Town Neighborhoods Plan Colorado State University a� � N 0 U Prospect DRAFT The Downtown Plan 19 it iy 1 3k 4 f Ir -t t _ h Community Engagement and Outreach Perhaps more than any other Fort Collins planning project to date, community input influenced the content of the Downtown Plan . It captures the results of a wide-ranging , 18-month community conversation involving thousands of residents, business owners, representatives of various interests and visitors. The issues and priorities identified in the Plan directly reflect what community members had to say. Engagement techniques included traditional methods such as focus groups and public workshops as well as more innovative grassroots efforts, such as text message surveys and interactive booths at community festivals and events . 20 The Downtown Plan DRAFT Working Groups Six working groups, each focused on a topic area, guided the development of the Plan . Members of the working groups represented a cross-section of over 60 Downtown stakeholders from both the public and private sectors, including City, DDA and DBA staff, business owners, residents, subject matter experts, developers and architects, community leaders, representatives from nonprofits and social service agencies, and more . This structure created an integrated dialogue that transcended organizational boundaries . Contributions from the working groups were an essential component of the Plan . Working group members helped facilitate workshops, ensured all perspectives were represented , provided content, reviewed the policy guidelines and edited the draft Plan document. Each of the working group members invested significant time and energy. rro Plan Development Timeline The policies and action items were developed over five phases, each with its own purpose and objectives : Issues Identification — To kick off the Downtown Plan and explore key issues, the first phase of the planning process asked community members to describe what they love about the Downtown area and what could be improved . One-on-one stakeholder interviews, open houses, text message questionnaires, a First Friday event and booths at other community events helped reach a broad cross- section of Downtown residents, business owners, visitors and employees . A Renewed Vision - Phase 2 culminated in a renewed vision for Downtown . At festivals, through online questionnaires, at farmers" markets and at public meetings, community members shared their ideas about the future of Downtown . Walking tours of the character subdistricts explored how different parts of Downtown might look, feel and develop over time . Choices & Strategies - The third planning phase asked difficult questions about which choices and strategies could best achieve the renewed vision for Downtown . A series of open houses and workshops facilitated in -depth community conversations about the benefits and trade-offs of key strategies to address parking , Climate Action Plan implementation , building compatibility and more . An online questionnaire and a multi -day character subdistrict charrette provided additional guidance for the implementation of the Downtown Plan . Document Development — In the draft phase, members of the six working groups provided their expertise to refine the overall direction of the Plan, draft content and review draft policies and action items . A roundtable of all working group members provided an opportunity for collaboration across topic areas as policies and action items were being developed . Implementation & Plan Adoption — Prior to adoption by City Council, the public reviewed the draft Downtown Plan at two open houses and a series of informal "coffee hours"" in convenient locations around Downtown . The draft Plan was also available online for a 6 week public comment period . The Plan was further refined to reflect comments received from the community and from City Boards and Commissions . Boards and Commissions also offered recommendations to City Council prior to plan adoption . DRAFT The Downtown Plan 21 Engagement by the Numbers The Downtown Plan used a broad range of public engagement approaches and techniques including public events, small group meetings, online and mobile engagement, participation in community events, and broadcast notification and outreach . - - 36 Working Group Meetings _ - 1 • ^ • w �. � � - - 2 Working Group roundtables - - 57 Presentations to 17 City Boards and + Commissions - - 17 Presentations to community groups such as the Downtown Business Association Community Engagement ( DBA) , Downtown Development Authority + ODA) , and Chamber of Commerce _ 38 public events including : - - Community Issues Forums 1 I - - Invited Speakers ( New Vision for Downtown, City Comforts with David Sucher) - - Interactive Downtown Plan workshops - - Combined workshops with the Old Town Public Events Neighborhoods Plan O� - - 4 Online questionnaires with 1,673 total respondents r 175 Text message survey respondents 1 - - - Downtown Plan website - - - Nextdoor social network postings Online £r Mobile Activities • - �- - - • 241 Keypad polling respondents ® - - Over 900 email newsletter subscribers - - • City Facebook and Twitter feeds i - - DBA and business email lists - - • Posters, postcards, business cards 1 _ 1 - - • Giveaway items (stickers, tattoos, bike lights) Broadcast Outreach 22 The Downtown Plan DRAFT Where Are We Now ? Issues & Opportunities In developing this Plan , Downtown stakeholders, residents and City staff used a Strengths, Weaknesses, Opportunities and Threats (SWOT) framework to identify issues and priorities . The SWOT analysis helped guide the structure and policy direction for the Downtown Plan . A thorough exploration of current conditions, direction from other related planning documents and guidance from the 1989 Downtown Plan further refined and supported the findings . \ 1 • Lincoln Center, museums, other art and music venues • Full of destinations and attractions for residents and visitors Close proximity to recreational opportunities and natural settings Unique shops , local businesses Strengths Compact, walkable and bikeable Vibrant, authentic and unique character • Historic buildings • Lack of organizational support for arts, culture and the creative network • Disruptive behavior • Aging water and sewer infrastructure Decreasing affordability of housing and commercial space • Perception that there is not enough parking • New construction lacking "charm " and compatibility • Reinforce the creative network • Improve wayfinding • Pilot greenhouse gas reduction strategies Increase residential development Investigate additional transit service frequency, especially for MAX Opportunities Balance higher densities and mixed use development with "small-town feel" • Encourage adaptive reuse of older buildings Competition from the region for arts, culture and creative industries • Potential for "event fatigue" Overuse of Poudre River corridor Competition from nearby malls and potential "corporatization " Downtown Threats Impact of growth on traffic of all kinds Potential loss of character, historic charm and distinctive sense of place DRAFT The Downtown Plan 23 Economic Insights Downtown Fort Collins is flourishing as a local and Downtown Employment regional hub for arts, entertainment, shopping and 17% of total jobs citywide an authentic and unique experience . To support Downtown ' s continued economic vibrancy, the 0 7% of citywide employers Downtown Plan began with a market assessment. • Approximately 14, 000 jobs This assessment helped identify economic strengths and opportunities for the Downtown area , which in 0 Jobs to housing balance : 17 to 1 turn supported the development of effective policies and actions . Top 5 Job Types Downtown Who Lives Downtown ? Accommodations and food services (29%) The majority of Downtown residents are a mix of Public administration (20 %) college students and working young professionals Professional, scientific and technical services (11%) in their 20s and 30s . Most Downtown residents are renters who live alone or with roommates, and most Retail trade (8 %) are childless . Manufacturing (6%) • Population : 1,400 (within Downtown Plan area) • 24,000 (within a 10- minute bike ride) Vacancy Rates • The population of Downtown is projected to 2016 Downtown Fort Collins grow 8 % by 2020 Residential vacancy 1% or less 2 % Who Works Downtown? Office vacancy 2 . 9 % 4. 1% Fort Collins offers an attractive market for both job Industrial vacancy 1 0.9% 6 . 2 % seekers and employers . With its existing supply of office and warehouse space, Downtown Fort Collins Retail vacancy 1% 5. 8 % has become a hotspot for innovative start-ups and tech companies, fueled by educated young talent from Colorado State University. T , 4tirS • 24 The Downtown Plan DRAFT Who Visits Downtown ? 0Changing workforce demographics including The regional market for Downtown Fort Collins (Southern the rise of Millennials and women . Wyoming , Eastern Colorado, etc . ) is growing , with its 0 A resurgence of interest in downtown living . population projected to increase by 27% between 2000 and 2015. Visitors travel to Fort Collins for vacation , to High demand for skilled talent, driving businesses visit family and friends, for outdoor recreation, and to to locate in compact urban centers . shop, dine, or visit the local craft breweries . 0 Strong demand for and use of alternative transportation modes ( i . e . walking and biking ) . Downtown Events : • Increasing interest in healthy lifestyles, including • The top 5 Downtown events of 2014 attracted a fresh food and active living options . combined total of about 255, 000 visitors : New West Fest, Streetmosphere, Tour de Fat, Colorado 0Rising awareness of social inequity, leading to Brewers Festival, and the Sustainable Living Fair. demands for more affordable housing in and near downtowns . • The top 5 arts and culture attractions ( Lincoln C Risk of " pricing out" downtown 's unique art and Center, Fort Collins Museum of Discovery, Fort cultural establishments as demand for commercial Collins Museum of Art, Global Village Museum, and French Nest Market) draw a cumulative 280, 000 and residential property increases and supply people in annual attendance . decreases. • Growing consumer preference for local retail National Trends, Local Impacts and experience shopping . Since 2000, small cities in the United States between 100, 000 and 250, 000 residents have experienced a 13 .6% growth in population, more than twice that of New York and Los Angeles and approximately 10% faster than the national growth rate . A market assessment conducted for Fort Collins by Progressive Urban Management Associates ( PUMA) identified several national trends that will likely affect the Downtown economy in future years : t t Mir ' � __ , f ` •, 232 _ 1 I win 1 1 DRAFT The Downtown Plan 25 1 1 1 ' � I T ITT- ■ 11 mold I■1111� ■I■ = ill ■ IIIIIII IIIII � � 1 � ■ il � CIS 11■ = � � ■ 1 ■ ■ 1 ■ ■ill ■ i■ ■ ■ 1111 :. III �! � � ■ � ■ III �_ __ � i1111 � � 1=_ _ _ - Illlli :II. IIIIIII IIIII ■ :1111 ■ ■ Alll -- ■ ■ ■ - - - SEE SEE � 11 = _ = 1111 = 1LI= =■ � I � � ■ _ _ IIIIIII: ilk (IIIIIIIII IIIII= IIIII I■I ONE ,/''I//�� ♦ IIIII IIIIII IIIIIII IIIIIII■ IIIIIIIII IY��=■ = ■MEN ►����`� �� (IIIIIII illlllll IIIIIII ilrilr'.- IIIII rl IIIIII' `�i�1�� IIIII �►� IIIII' 11111111 !IIIII: =11 _ 1--III EM IIIII= ., ■ �1� ■IIIII (III■ IIIIIII III ■ ■ = � � �■ ■ ■ � i■ �7 1■Illlli IIIIII■ �I ■■ ■ ■�- ■11 = 11■ 11 ■ ■1■ L I■ ■ ■ . ■1 ■ �I - _ ■II . _ ■ _ _ -_ _ ■ _ _ SEE _ ■MEN IM 1 (III ■ ■ = ■ ���• ■ - - ME Ell N - - - - �� .' ■ ■ ■ . ■IIIIII ■ ■ .. _ = - _ = - �111 ■ ■. ■ - ■ = ■ IIIIIIIII' = = I (ME IME N l � II ��■ ■■ (III III ■■ - - ■ ■ __ = MEN =_ _ _ ■ III ■ = __ _ ME - - - - - -� - ' - ' � � 1 - - - .. .. ■ - - � - - ' - C - - - - - - .. .. - �I - _ - .�I � ■ - - - .. .. _ ■_ ■ ■■ _ NIIIII�1 __ .1_ ■■1 ■■■ .. .. _ III■ ■1111: ■111■ �... 1. �m� . - - -� - - -- 1 III - II' q■■� - _ - EEMI, �_ -_ IMEN ■(III■ -' 1_ IIIIII- _ _ _ - - - - = = � IIII � - ■ = IMEN HBO -- IIIII■�■ � ■ ■ ■ _ (IIIIII IMEN I- ■ - - ■■ - - II (IIHBOIN 1111 • -. • MEN - -SO _ -_ -_ I` _ -- - - - -MEN - ■ - - MENMEN - - - ■ ■ ■L• ■ MEN- IMEN - - � � - - - - ME - - ■ - - MENMENMEN MEN SO MEN ME w - MEN MEN II 1111 1111 �1. 1111 Ili' ■■� ■■■ .1 ill ��II 11�1 ii■ ■ ■ ■ ■ ■ ■ .� ■ 111 �I■ _ ■ ■ ■ = 11 - 'IIIII (IIIIIII MEN 1111 ■ ■ ■ = Illlli■ ■ 1111 ■ ■ ■ ■ IIIII 1111■ 0000 NMI Room to Grow? The very low vacancy rates Downtown indicate a I need for more infill and redevelopment projects that enhance the existing character and features associated with its current success. But how much can Downtown really grow? This map depicts opportunities for new development and redevelopment, parcel-by-parcel. Darker areas have more likelihood for redevelopment, while the lighter areas are considered more stable and less likely to experience development activity. ' Low Potential for Infill/ Redevelopment i Medium Potential for Infill/ Redevelopment ■ High Potential for Infill/ Redevelopment Ell N 00 0 DRAFT The Downtown Plan 27 • w • • rY'• � "•�' wet _ v<4t � 10 fir, �Jjj1 � y - , � y `` t '� • a liol or 41 r .♦ �Ajbft x I I� i +! _ rye_. • + ' � 1-• I � a . Where Are We Going ? Above all, the vision outlined in this plan is about vitality. The intent of every principle, policy and action item is to make Downtown a place where people can live fruitfully — to work and be fulfilled , to play and recreate , to meet and reside in community, and to enjoy the beauty and opportunities Downtown offers . Because of Downtown 's history, the area is already infused with activity and investment . This Plan will ensure that Downtown remains a place where meaningful business and a healthy, diverse community are commonplace, comfortable and sustainable . Such a place takes on a dynamism of its own . Where this is already realized , the Plan explains how to preserve success . Where obstacles to vitality exist, the Plan offers guidance on a path forward . Recognizing that Fort Collins is a changing and growing community, and that the future is ultimately uncertain , this plan lays the groundwork for moving toward the community's _ - vision in a way that aligns with Fort Collins" values . A Renewed Vision for Downtown Designed to be Unique — Innovative — Inclusive Downtown will be designed to provide ample transportation R .. to a . options and streets, buildings, and places that put pedestrians first. It will remain a unique urban setting , where historic ••. a a buildings and the Poudre River corridor blend seamlessly with new development to create a regional destination for 3 arts, culture, retail, entertainment and recreation . It will thrive as a center for innovative approaches to social, economic and environmental resiliency. And it will be an inclusive, welcoming place for people of all ages and backgrounds to use and enjoy. VWE ♦� � y „ @�. r Y - It ft NMI kit • .. . ' Top 'lC Section 2 : reas V/ pr �� -� • b:r . dd JEFFERSON • : - color R om• . s ' '• ^t' / { i Introduction The Downtown Plan is organized into six topic areas : • Urban Design ' i Transportation + Parking • Market + Economy • Arts + Culture • Energy + Environment • Management + Maintenance While this organization is useful in working with related sets of issues, the topic areas are also fundamentally interdependent. Many of the issues addressed by the Downtown Plan should be considered comprehensively and from multiple perspectives, rather than in isolation . Grounded in the broad public input received during the planning process, the principles, policies and action items presented in this chapter provide a framework for dialogue and collaboration around the values and priorities of Downtown 's stakeholders . The Downtown Plans ultimate success relies on the coordinated implementation of strategies and action items across all of the topic areas . For example, a flourishing arts and creative business sector (Arts and Culture) will benefit from organizing functions of Downtown management entities (Management and r Maintenance) . Thoughtful design of new development ( Urban Design) is key to providing access and parking for employees, . , residents and visitors (Transportation and Parking) . �.,;'' •�1,� `� r, Planning Terms Defined _ • A vision is an aspirational, future-oriented statement that reflects the community"s priorities and desires for the next 10-20 years . Vision statements provide the overarching direction for the ►• '� . . � Downtown Plan . Principles are thematic goals that directly support the intent of the vision statement. They set the guidance for more specific • policies and action items . For each topic area, there are 3 to 7 principles that support that topic area 's vision . Policies are targeted statements that can be more directly tied to the work of City departments, collaborating agencies, or external groups . Policies provide more detailed direction related to decisions, programs, regulations, and investment in the Downtown area . r Policies then drive a set of action items, which are tangible steps that can be taken by one or more parties to help achieve • • • " the vision and principles outlined for each topic area . lQ �f The Downtown Plan 31 ■ Urban esi live) w� �1 Marro IF IN IN Oft v VET i _ - AEJ { �`'� •�� ►_ =* " _ ` Construction of Elizabeth Hotel down Old Firehouse Alley from Linden Street h all Overview Downtown 's Historic Core Subdistrict is a quintessential surrounding areas . Downtown 's overall trajectory of American Main Street, with small-scale brick and revitalization is driving a strong market demand for stone buildings featuring inviting storefronts along infill, adaptive reuse and redevelopment projects on comfortable sidewalks . Its authentic character inspired underutilized sites, and there is significant capacity Fort Collins native Harper Goff to create the design to accommodate growth . Continuing changes will for Disneyland 's Main Street USA based on memories typically take the form of denser development with of his hometown . larger and taller new buildings . Thanks to the extraordinary efforts of local citizens and Protecting and enhancing historic character, visual the City's Historic Preservation program, residents and distinctiveness and pedestrian friendliness is paramount visitors today enjoy its unique collection of preserved through the entire Downtown as it continues to historic buildings that made such an impression on evolve . Downtown 's sense of place must be carefully Mr. Goff. understood and protected in all public and private The Historic Core Subdistrict anchors Downtown actions . Clarifying how new development can achieve and the vitality generated by the Core extends into this is one of the primary goals of the plan . 77 low ..a . . r t 1 Traditional pedestrian scale was created - i I; ■ 1 i ; lip through Downtown buildings designed � � tt with a single, dominant building mass .t l Iof 1 -4 stories and no setbacks or upper story stepbacks. This simpleArmstrong Hotel 3 stories) _ massing is made visually interesting with detailed facades crafted with authentic _ materials. Handsome examples include - the Northern Hotel, Linden Hotel, Armstrong Hotel, the Avery Building, the Miller Block, and more modern interpretations like the Opera Galleria. • . - - Linden Hotelstories) I DRAFT The Downtown Plan 33 v man up - - .ram Downtown Framework "i Innosphere Lee , 1 VINE DR Martinez � ♦ Park Swanson pld FO It ansArea = 111111FL 2s7 ■ Collin = � itry uset Ceritage New Belgium ' J0 Park Brewing ' S ' •Northside r BUCKINGHAM ST CHERRY ST Aztlan O 1 w II _ Community a CentIn w ♦ , 1 E Z W ESTS I D E 1 Washinr 4EIGHBORHO04P ?° ;• ♦ � BOdellg r, ♦ ♦ Buckingham Company I I11I I ' A • � ily9l ♦'` •,`\ \ — � � � � � � J E LINCOLN AV . , 1 ivic i �GT ♦ �� �{ �� 1 enter i sT ♦ 14 ark Old quaren . '♦ Woodward Inc. ` I � _ Udall 1 Natural Area 1 I r ak St t Plaz 1 ' Public T + I I Library ' �y'♦ 1 IN M i 11 rJ ' qy '♦ 1 • , I ' • • O� ♦' ache la Poudre River 1 Stu IV ol /moo♦ 1 Lincoln VMulberry N i I 0Pool 0 14 . I EASTSIDE „ am1n5 1 NEIGHBORHOOD ., r. Distric 1 E LAUREL ST COLORADO STATE The Oval 287 UNIVERSITY Eastside w Park a w J Legend N EXISTING ELEMENTS FUTURE ELEMENTS Key Projects C = 7 Downtown Plan Boundary MAX Transit Line s of Gateway O Mulberry Corridor Improvements Old Town Neighborhoods Parks & Public Space Greenways © Riverside Corridor Improvements Plan Boundary Streams, Rivers, Lakes CSU Main Campus Boundary Trails Convertible Streets © Canyon Corridor Improvements C = = ] National Register District CivicSpine 000 Potential Prioritized Bike Route Q Greenway Designations Buffer Transition 4mi Prioritized Bike Routes' © Buffer Transition Area Building 1. Routes taken from the Fort Collins Roadway Bicycle System Wayfinding Plan Arterial Streets Civic Center Park 34 The Downtown Plan DRAFT Imo: —s T • � • Innovation Subdistrict �yoryy � LSfd i� • r1 r i p � �' • • Can '1 /3 • O • • • Subdistrict •• Ja rn • PS46 rt r)I , Subdistrict i I Character Subdistricts Due to the variety of design characteristics present throughout Downtown, the Plan area was divided into distinct character subdistricts . These nine subdistricts each have attributes that create unique identities in terms of building patterns, streetscapes and outdoor space configurations . Each subdistrict's desired future character is distinct, but all subdistricts are unified by the principles of urban design . For more information on the subdistricts, see principal UD 1 on page 62 and section 3 of the Plan beginning on page 168 . DRAFT The Downtown Plan 35 Key Considerations Planning issues related to urban design encompass the whole range of characteristics that combine to create Downtown • sense of place . and - block pattern, streetscape components, plazas, buildings, parking , trees and landscaping combine to shape our shared public experience of Downtown . "A sense of place is built up, in the end, from many little things too, some so small people take them for granted, • yet the lack of flavorout of - Jacobs 9 �� t ■ O II 1 �� Rooftops a • terracesQ■ �� �■ II II 11 should be utilized aswhenever possible . functional outdoor space I111 r 1i11 n JI11 ' nano_ • 4 j I !- 01. 111V _ N j ' 1 . { ,• As tin jo VI Design details, high quality materials • appropriate Outdoor space shoi ild be plentiful throughout the street make Downtown at a variety of scales serving a multitude engaging part of of • Urban design aims to provide cohesion between all the physical elements that make up individual areas of Downtown and the transitions to surrounding neighborhoods . Urban design issues in the Downtown involve three main components . Buildings Streetscapes Buildings are a primary factor influencing an area ' s The streetscape encompasses streets, sidewalks, and sense of place. The character, height, shape and size of alleys, and makes up almost half of Downtown 's land buildings, their placement on a lot and the relationship area . Streetscapes need to be welcoming and engaging they have to each other and their surrounding context for pedestrians, as well as create seamless connections heavily influence the experience of an area . High throughout Downtown and the surrounding areas. quality design and materials, especially at the street level, are essential for creating an engaging pedestrian Outdoor Spaces environment. Public and private outdoor spaces include parks, natural Downtown has a significant number of historic buildings. areas, plazas, patios, landscaped areas and seating They are a key element contributing to Downtown 's areas . These spaces provide opportunities for social unique character. The pleasing atmosphere created interaction , relaxation and recreation . They can also by the existing building stock needs to be maintained soften edges throughout Downtown and help mitigate and enhanced by new development, even when this the impact of large buildings . A range of sizes and uses development is larger and more dense . for outdoor space should be provided Downtown to support the growing resident and visitor population . Careful treatment of building massing can help mitigate the greater influence of large buildings. _ _t. _ r . .t �. Street trees provide Ground floor transparency multiple functions enriches the Downtown experience by allowing people including screening, shade, visual interest and to see activity inside and outside a building . a sense of scale . Buildings The Downtown skyline is expected to continue to parking evolve with a limited number of additional buildings Parking to support the proposed uses in larger buildings that rise above the tree canopy, in the 7-12 story range, is often an inherent limitation . Many Downtown sites mainly to the west and south of the Historic Core . have very limited space for surface parking , and the A few new buildings with slender tower components cost of providing structured parking is a limiting factor may attain heights similar to the tallest existing towers for maximum building size . which define Fort Collins' skyline — 1st National Bank at 158 feet with 11 stories, constructed in 1971, and Historic Context the Savings Building ( home of Key Bank) at 156 feet The established height and scale of historic buildings in with 11 stories, built in 1970. the immediate surrounding context is often a limitation These towers, located in the Canyon Avenue subdistrict, on specific sites . This is particularly critical on smaller are defining elements of the Fort Collins skyline . Any sites that lack space to create a transition through additional towers of similar height would also be built setbacks and /or stepbacks of new construction, and in the Canyon Avenue subdistrict. as well as sites where small existing buildings would Other larger new buildings, in the 4-6-story range, be on the north side of a taller new building . may continue to rise throughout the Downtown area Construction Types under zoning height limits in specific, appropriate Building codes require certain construction techniques subdistrict locations . Exceptions are the "oxbow" site for different building heights, with cost implications for on Linden Street and the Lincoln Corridor area, which developers. In construction terminology, taller buildings have three-story height limits. in Fort Collins will continue to be ' low rise"—up to 75 Caveats on Zoning Height Limits feet, typically 6 stories—and " mid rise"—generally 7-12 Zoning regulations set maximum allowable heights stories, up to approximately 160 feet. on a given site, but other factors associated with Land Use Code requirements and development project needs often ultimately determine the height of a specific building . Construction Types Affecting Height Decisions I Wood frame construction is limited to a maximum of four stories on top of a concrete or steel podium on the ground floor. Steel stud construction allows up to 5 stories for apartments and 6 stories for offices, over a concrete l or steel podium on the ground floor, equating to roughly 85 - 100 feet in height. ,, Buildings made entirely of non - combustible materials like concrete and steel range from 11 stories, equating to roughly 160 feet in height, to unlimited height based up the building ' s ability to withstand a fire . 38 The Downtown Plan DRAFT Maximum Building Heights Zoning regulations set maximum building heights on appropriate architectural design techniques can make a block-by- block basis as illustrated below by color taller buildings acceptable . coded block shapes. The shapes omit building setbacks, Currently, regulations include basic maximum height rev, stepbacks and other determinants of building volume . limits that work in conjunction with qualitative The tallest portion of a proposed building is limited to requirements to shape the size and design of new these maximum heights with the possibility of lower construction ; with the emphasis placed on the limits based on design standards for compatibility qualitative requirements. This approach needs to shift to . . reviewed on a case-by-case basis. a more clearly stated regulatory framework to facilitate Taller new buildings in infill and redevelopment projects more efficient review of proposed development can have positive impacts : increased density can result projects . The pedestrian experience, shadow impacts, in more housing options, greater energy efficiency and relationships to adjacent development should all per unit and greater pedestrian activity. The inherent be critical factors in evaluating the compatibility of challenge with larger developments, however, is new development Downtown . ensuring that they positively contribute to established Ultimately, revised regulations will result in greater charm and character rather than detracting from it. predictability of outcomes in the development review Although participants in the planning process differed process . in their opinions about building heights, it was agreed that limiting the overall bulk, mass and scale and using " LN 4 Water Treatment Plant 2 stories Current Zoning Height Limits -� 10 - 12 Stories 7- 9 Stories 5 - 6 Stories 150 ft. 115 ft. 85 ft . 5 Stories 3 - 4 Stories 3 - 4 Stories 56 ft. 45 ft. 3 Stories INN2 . 5 Stories DRAFT The Downtown Plan 39 Urban Design Concepts Governing Building Height and Size O Refine building height limits based on location and a height limits map that aligns with the character subdistricts . y OContinue to foster Downtown 's traditional pedestrian scale and character through upper floor building stepback requirements. Define appropriate stepback parameters I' depending upon site context. Stepback : A recess in a wall used to get more daylight to the street level and to enhance the pedestrian experience. ® Augment stepback parameters to promote slender building forms that allow view corridors and solar access to be maintained . Separate any new towers from existing towers in order to maintain view corridors . 40 The Downtown Plan DRAFT 1 • O 4-7 1 Set buildings back from streets based upon the streetscape classification (see streetscapes on page 45) as appropriate for the character subdistricts . Setback: The horizontal distance between the nearest projection of a building and the property line upon which the building is located. ODefine appropriate transitions to and compatibility with adjacent historic structures and neighborhoods to provide limits on larger development and to mitigate detrimental visual , shading and privacy New Building Impacts . Existing Building © Explore the use of Floor Area Ratio ( FAR) limits to mitigate the bulk of new buildings . FAR is the ratio of a building ' s total floor coverage to the size of the parcel upon which it is built. Floor Area Ratio (FAR) is calculated by dividing the total building floor area of all levels by the lot area. The three examples above all have a FAR of 1. DRAFT The Downtown Plan 41 Building Design and Character There is a variety of buildings throughout Downtown, with a wide range of architectural styles representing different eras . Within this variety, however, there _ are basic design elements and patterns that unite Downtown's different character subdistricts and define both current and desired future character. Buildings at the Sidewalk Level Buildings should be designed , first and foremost, with ! - the pedestrian in mind . Tools to create pedestrian - friendly building design (see below) will be somewhat different in commercial storefront situations as compared to landscape setback situations . Design and materials should reinforce the context and setting of a given character subdistrict. Active, pedestrian - friendly, street - level building design will employ a variety of tools : • Maximize building transparency at the street level, with at least 60 % transparency along highly traveled pedestrian routes . • High quality, durable building fagade design and materials that invite attention . • Pedestrian-scaled building features such as awnings, canopies, ornamental lighting and appropriately-sized signage . • Entrances that are oriented and connected directly to the sidewalk. • Floodplain regulations developed in concert with historic preservation and urban design goals so that building entries and outdoor seating areas are not elevated . • Emphasis on Pedestrian Priority Zones identified in the Larimer County Urban Area Street Standards ( LCUASS) . Upper story stepbacks for buildings taller than the historic scale of 2-4 stories help minimize impact on the pedestrian. 42 The Downtown Plan DRAFT Historic Building Character and Compatible New Construction To a large extent, historic character defines Downtown Adaptive Reuse • — its character is " Historic Downtown " or " Old Town . " This identity is established mainly by the buildings— Adaptive re- use of older existing buildings is typically particularly by those in the historic core, but also by the most sustainable approach to accommodating historic buildings throughout Downtown . changing purposes and functions of Downtown Stewarding this heritage and legacy through ongoing properties . change will continue to be a design challenge as Adaptively reusing an old building reduces the energy historic buildings age, additional buildings become consumption that comes with demolishing a structure eligible for designation as historic resources with the and building a new one to replace it. Although many passage of time, and new buildings are added . adaptive reuse projects do involve further construction, the amount of energy required for the additional work New Construction is often considerably less than what a new building would require . Energy saved includes procuring fewer New buildings can maintain and extend the continuity raw materials, manufacturing fewer new supplies, of character established within Downtown 's historic transporting fewer materials to the construction site, context over time if certain urban design principles and reducing waste. are incorporated . This does not mean that new construction should replicate older architectural Well-done adaptive reuse can restore an old building styles . Rather, architectural style can vary if buildings not only for the new use, but also for the community of different eras are brought together through : to continue appreciating the site's historical significance and maintaining links to the past. • Use of similar proportion , scale, height, balance Even though an old building might not possess and rhythm of building elements within the site remarkable architecture , it can still hold cultural context, significance because of its associated history and • Creation of a distinction between lower and memories that contribute to the community's unique upper floors; sense of place . With adaptive reuse, an historical site Architectural style that doesn 't confuse the history can be preserved and complementary structures built • of the area ; around it. Good design creates a bridge between old and new, illustrates the community's identity and adds • Matching of contextual building setbacks , to Downtown 's charm . • Consideration of contemporary requirements for floodplain and public safety that avoid conflict with historic preservation goals, and • Use of similar and complementary building materials that feel durable and permanent. Building Additions Additions to historic buildings should be distinguishable from the original design, while also maintaining visual continuity. This balance can be achieved by building stepbacks for upper floors, compatible materials and colors, and design of facade components . When all of these variables contrast too strongly with the original design , the addition will be incompatible . Conversely, when the design elements match the original, including the style of facade components, then the addition is indistinguishable and the history historic structure. of the building 's evolution is unclear. ' " DRAFT The Downtown Plan 43 Streetscapes Most of Downtown 's streets are exceptionally wide later incorporated into College and Mountain Avenues . and contribute significantly to the area 's character and Generous, wide sidewalks were constructed , and the form . On Franklin Avery s 1873 map of the town, which planting of trees along streets and medians created extended the initial 1867 pioneer settlement along the today s urban tree canopy. Poudre River, College and Mountain Avenues were Downtown streets in Fort Collins have multiple laid out at a 140-foot width . All other streets were 100- functions. Railroad cars carry freight several times per feet wide . Such wide streets aren 't typically associated day down the center of Mason Street. Downtown ' s with walkable downtowns, but they do have benefits . wider rights of way accommodate the whole range This ample street width gives Downtown several of utilities — water and sewer, storm drainage, electric unique functional and aesthetic qualities, along with and digital lines — along with the space required for opportunities to change with the times . Trolley cars sidewalks, trees, flower pots, street furniture, bicycle once made their way down some of Downtown 's racks and private outdoor seating areas . streets . Center parking and landscaped medians were _ 1 r _11 # W- aJN fly... M�.lr �•IYI + . i�� -.-.r_ _ _ Z-V '• W J" MC`Lwll 1L :1 PI ` EI, 1M1 ��IIIIF i IIIILI- .!_ T1 �t�{ i<a df M14&,m �&� =� _h +� i � • • �/-�� .�ail _ M war "A;"` . ��..ti� I , r . - .rll ' 1 :is imE .A ! ■ ,` . .6h fif,�• f'. f ' ^+ 1�" `• _ : , �*'� _ - ��1�4...i -1 V,iy`.i ..w.P ' y � J+ws.yw .�,t . . Ll ,IV Lila, I i .*- 1873 Town Map of • Collins, • • • the l L� original tilted • • • wider,,,999fff��� h ! _ rectilinear streets. I—VW- I I,.V- f —,J R _ 1950s photo of 17 cars across College Avenue. Today, the street also incorporates landscaped medians, trees, planters and outdoor seating. 44 The Downtown Plan DRAFT Streetscape Design The streetscape is the totality of the visual elements and pedestrian improvements that form the character of a street. It is much more than building facades. The streetscape includes layers of space - parked cars, sidewalks, outdoor dining areas, places to sit, street trees, landscape planters, windows and doorways . This interface between public space and private buildings is the crux of Downtown 's charm . Two types of evolving Downtown streetscapes have distinctly different character: a main street storefront streetscape with wider paved sidewalks and trees in cutouts , and a landscape setback streetscape that includes a parkway strip between the sidewalk and street along with greenery between sidewalks and buildings . Streets shown as " main street storefront" on the map below are appropriate for any new buildings to be constructed to property lines fronting streets . i L .we AN : ,� , OF Vine Dr. _. — o ♦ � (� III � N ♦ �► _ Cherry St Maple St Jr Laporte Ave L! •��, ; �, � ncOtn Ave Mountain Ave Oak St N� > m T _ N Olive St - --- E IIlI IIIII 1. • • � 41 � Magnolia St Mulberry St an cn cn In ' 'l' E o £ Myrtle St 0 o e (D 3: Ln s i • � ' 0 Public Sidewalk Frontage Types Laurel St "Main Street" Store Front Landscape Setback Streetscape types shown here are different than the functional street classification reflected in the City Transportation Master Plan and the Larimer County Urban Area Street Standards (LCUASS), and will serve as the basis for future lot frontage improvements associated with development projects . DRAFT The Downtown Plan 45 Y N Convertible Streets 3 Future public gathering spaces will include "convertible cherry St streets," which can be temporarily closed to automobile and bike traffic during events and can function as ir X MapleSt public gathering areas . Downtown contains three ON potential convertible streets : � ptti tiblt t Laporte Ave 1 200 block of Linden Street ( between Walnut � ' � ` 40 and Jefferson) Mountain Ave 2 200 block of Howes Street ( between LaPorte INN� oil and Maple) Oak St 3 200-400 Block of Canyon Avenue ( between i m Mulberry and Howes) V- a W& _i„_ III F Olive St All of the potential convertible streets share locations _ 'ills E" Wes MagnoliaSt lr WE and functions that make them appropriate for additional T ao _ a. x — public uses such as markets and festivals . r,, • . Mulberry St _off goo n ' � { 45, s �- ON 4 ' y _`_ � 1 11 I / 1 I • I 1 I • , IND% � -� fthe streetto be converted to accommodate Y Source: 46 The Downtown Plan DRAFT Enhanced Alleys The concept of improved , pedestrian-friendly alleys was introduced in the 1981 Downtown Development Authority ( DDA) Plan of Development. In 2006, the DDA and the City initiated two pilot projects : Trimble Court and Tenney Court. Two more alley projects, Old Firehouse Alley and Montezuma Fuller Alley, were completed in 2010 . A fifth alley network, including the - Dalzell, Wattles and Corbin alleys, was completed in 2011 in the Campus North subdistrict. Urban design enhancements to the alleys have improved pedestrian connectivity and access to local - businesses . Enhancements also included upgrades to drainage, the installation of pavers, pedestrian-scale lighting , planting ( in-ground and planters) , signage, seating and art. The program also consolidated trash dumpsters to a single location and single service provider, and introduced recycling to some businesses that previously were not able to recycle because they lacked space to house multiple receptacles . - Future alley enhancements will be selected and prioritized by the scoring results of an assets , opportunities and challenges analysis included in the Downtown Alleys Master Plan . I J f • - L , i `• s DRAFT The Downtown Plan 47 Outdoor Spaces In addition to the Poudre River corridor, Downtown and other Downtown events . It is often undersized includes urban outdoor spaces of all shapes and sizes, for programmed events, as the size of these events both on public and private parcels . These include has grown over time . public assembly areas such as Old Town Square, Oak Street Plaza , and Civic Center Park, numerous Washington Park improved alleys, privately-owned areas such as the Fort Collins ' second oldest park covers just over Music District and the back patios at the Rio Grande an acre adjacent the City Hall . The park includes and Equinox brewing that front on alleys and streets basketball courts, a small playground , and a lawn with that are converted for special events like Bohemian an extensive mature, large tree canopy. Washington Nights at New West Fest. These outdoor spaces are Park accommodates large events such as Tour de Fat. encouraged throughout Downtown , and should be Washington Park provides an important neighborhood designed to promote positive interactions . park function for residents living in or near Downtown . Downtown Parks Old Fort Collins Heritage Park As the residential market continues to grow Downtown Old Town Heritage Park provides a multi-purpose lawn and the number of cultural events increase, we must adjacent the Northside Aztlan Recreation Center, as be more intentional about preserving Downtown park well as a skate park and handball courts . It is heavily spaces, and more clearly defining their roles relative used for events in Downtown . The park functions as to multiple demands : an important trailhead , providing access to the Poudre River Trail. • Parks are cross-functional — they provide common gathering space for public events, active recreation activities, passive spaces and access to nature , • Downtown is outgrowing existing park space.- -- • Event venues in Downtown parks should be better defined and equipped , and • With increased event pressure and residential growth , a stronger commitment to identifying , preserving , and creating Downtown park space is needed . Existing Park Assets Four City- operated parks are located within the Downtown : Civic Center Park, Washington Park, Old Fort Collins Heritage Park, and Oak Street Plaza . Three y_ other parks (Library Park, Lee Martinez and Buckingham Parks) abut the Downtown, and are impacted by the � air- Downtown resident and visitor population . ' f{ Civic Center Park h The 2 . 3 acre Civic Center Park abuts the Larimer County Courthouse and hosts many large events throughout the year including Taste of Fort Collins and Brewfest. ' Civic Center Park also provides lawn seating areas . • and a small stage that provides an amphitheater-like Future enhancements • . Fort Collins setting for musical performances. The parking lot and Heritage park is used for farmers' markets, craft fairs, concerts (source: BHA Design) 48 The Downtown Plan DRAFT Future Downtown Parks Desires for more active water recreation access along multi- purpose fields . The park will be a convenient the Downtown reach of the Poudre River will soon resource for the adjacent Alta Vista and Andersonville be realized . After more than a decade in the making , neighborhoods . A timeline for completion of the park the first phase of major renovations along the river, has not been determined . including river access points, a whitewater park, picnic areas and trail improvements will be constructed east Future Downtown Park Needs of College Avenue . The project is expected to open As residential population and density increase in in early 2018 . Downtown, parks will play an increasingly important Another anticipated park close to Downtown will be role in the lives of residents . Expanding events and the located east of the historic Great Western Sugar Beet needs of a growing Downtown residential population processing facility, which is currently used as the Streets cannot be sustained within the footprint of existing Maintenance Facility, located near the intersection of Downtown parks. Furthermore, there is a tendency for Vine & Lemay. When completed, this park will include park space to be compromised by building expansion a playground , picnic shelters, restrooms, and and programed events . These increasing demands need to be carefully balanced with traditional park uses. ' J kY t i • • - Whitewa terConcept DRAFT The Downtown Plan 49 Public Plazas Old Town Square is the primary focal point of the community. This pedestrian-use section of former Linden Street within the • Town Historicwas • • ' • from its original 1 • i design . features flexible • • for • • e performances, open air market • water featurefor • to play in , tables in a caf6 style atmosphere and more, to invite the entire cross-section of the community. Oak Street Plaza is a popular gathering space in Downtown , particularly for families . It includes interactive fountains, movable seating and lighting . Events held in the plaza include small concerts, story time in the park, art festivals and other events that require a more intimate setting . • 1 1� Vio i AL o w " YY � w T i Old Town Square , r �` � Oak Street Plaza 50 The Downtown Plan DRAFT Features to Maximize Outdoor Spaces Solar orientation that allows spaces to be used ;�� ■ year- round . Protecting outdoor spaces from high . . wind impacts . 1 Flexible design that accommodates multiple activities. Outdoor space design based on [✓ — surveys of public behavior. E _ ❑ — Various features that enhance public use of the area, including ample seating . Entrances or private outdoor spaces that are oriented and connected to the sidewalk. Design that enhances user safety and security. I Landscaping that supports habitat for birds, butterflies and pollinators . Public art. A strong indoor-outdoor connection through the use of awnings, canopies, overhead or sliding doors and operable windows . DRAFT The Downtown Plan 51 Outdoor Spaces in Private Development Private development should include engaging public and private outdoor spaces that expand and enrich the street experience . This is particularly true of residential or mixed-use projects which should offset urban density through accessible and well-designed private outdoor spaces . Outdoor spaces must be of adequate size for user needs within the development. Private residential outdoor spaces may consist of areas serving an individual unit, such as decks or balconies, or a usable common area shared by residents . In the Downtown, rooftop decks can capture unused space that takes advantage of attractive views of the foothills, surrounding buildings and the urban tree canopy. 1 r Y O / 1 C rl . 1 r Y ® a � l * � . � Mow* ' 52 The Downtown Plan DRAFT Outdoor Space Configurations Outdoor spaces in private development should be oriented to receive maximum solar exposure while using • trees, overhangs and overhead retractable covers, such as awnings or umbrellas, to provide shade in the warmest months . Landscaping and other features that support the goals of the Nature in the City program, including gardens, planters, green roofs and living walls should be included whenever possible. Private Courtyard Corner Park IL ME STREET STREET Street - Facing Courtyard Alley ALLEY STREET STREET Raised Terrace Corner Through Plaza Iiii STREET STREET DRAFT The Downtown Plan 53 Reclaimed Residual Spaces As Downtown continues to evolve, additional opportunities for creative use of space may also include gaps between buildings, former railroad rights-of-way, or areas of shallow flooding . These spaces could provide small-scale public spaces, gardens, habitat for birds and butterflies and opportunities for peace and rejuvenation within the busy Downtown area . t OBELISK (WIND TURBINE) - NATURAL SITTING J AREA SOLAR WALKING PATH WITH- CONTINUOUS P.V. SOLAR SHAD STRUCTURE (approx. 2000 ft long) � MfflMtlr�lt♦r1i�MRrMt♦ "-�• EXISTING TREES 44 TOWER WITH WIND TURBINE • �♦ DRAINAGE SWALE ALONG OLD R.R. PATH y.� � S g GARDEN 11 — • GREEN SPACE AWL_ ' _ / � - - � ♦ BIKE PATH C t ' 10. 1 00toil - - _ �D� .may i - — Concept by Brian Majeski showing possibilities for utilizing an abandoned railroad spur. willow E a r roll! 4 - Y ko, owe PIP Oro 1 , _ o — i J � � v 54 The Downtown Plan DRAFT Transitions Sensitive design solutions are required at the edges of construction should consider the height and proportion Downtown , where commercial uses meet residential of neighboring structures in situations where proposed areas, at the interface between historic and non-historic buildings, such as mid-rise structures and towers, are resources and at the boundaries between Downtown significantly taller than the surrounding context. This Character Subdistricts . New compatibility standards type of scenario will be most common in the subdistricts will encourage seamless transitions in building scale outside the Historic Core. Matching of building floors and design at these interface areas . and horizontal design features should be employed Gradual height transitions prevent taller buildings from along with stepbacks above the building base . feeling out of character with shorter buildings . New r , L .lm J � : r„ ! ,I � .f R . Vine Dr Of o • ��� + NAB r Cherry St o i ^ Maple St Laporte Ave � � �/" ♦ '�i �� •� � ' II , III � (i ncoln Ave ■ ' Id TO A �J III *� �� • Mountain Ave Square � * L Oak St Q '� T . i m � ,, , Olive St C C D A ` g— J sods ii= None OK IM Magnolia St .4a I a Mulberry St �ii E o E 11 Myrtle St n _ Q O i Awn *� N VIEW • l4 y � Laurel StTransition areas at the interface between_ 1 T � q Downtown and surrounding neighborhoods DRAFT The Downtown Plan 55 J16 Tools Used to Create the Urban Design Recommendations , What is the economic impact of parking requirements on commercial t development? How might removing one story of a building affect both the pedestrian experience and a developer's ability to finance the project? A photo- realistic 3- D model of Downtown and a pro forma financial analysis were the primary techniques used to analyze questions like these and assess the potential effects of Downtown urban design recommendations . These tools will remain important for the completion of multiple action items . Photo - realistic 3 - D Model •"T City staff created computer-generated model for the Downtown area that depicts existing buildings and streetscapes . The model can be used to evaluate hypothetical building forms and analyze proposed development. The model helped to : • Examine a variety of options for building heights and massing Evaluate building stepbacks from both a structural and aesthetic • standpoint r • Explore a range of building material treatments • Function as a tool for increasing clarity in the development review process • Further visualization for public outreach \ -- Pro - forma Analysis : Modeling Financial Trade - offs - Pro-forma analysis is a method to evaluate market feasibility of a potential real estate real estate development project. It compares estimates of potential income streams from development to the construction and operating u costs of the development, yielding information about the feasibility of _ - development and how the Land Use Code affects a project' s outcome . ' As part of the Downtown Plan process, a team led by City staff examined hypothetical scenarios for example sites to inform discussions of urban design issues, policies and regulations . The goal was to better understand / crucial variables that go into development Downtown . This work will continue with the implementation of several Urban Design action items . Key considerations were : • Financial tradeoffs among various building height and massing choices. • Feasibility and financial impacts of on-site parking in a development project, whether in structure or as surface parking . • Feasibility of building programming and design options to increase ' affordability, including material choices . s 56 The Downtown Plan DRAFT aAdI j - `� ti •'fir � . *.!' fl� _ r , n) � r s �• .� — y 00 { _ v16 .�, ` it. . - .�. !_. ' , .. fib - .• � Pro doer 9 • V � �' � � i' � � ``'sue . • .. , \ r yam_ ' ,, 1, � • ' ,, i, h NOW f DRAFT The Downtown Plan 57 3D Model . - These hypothetical examples show how the 4 model can aid discussion and understanding of building height and design issues . These examples do not imply favorability of any actual development approach . There are markedly different perspectives in the community regarding change associated 7 Stories ' - — with development Downtown. The challenge of balancing competing objectives will always remain—the tools may not result in consensus . Rather, they provide for more effective discussion of mutually understood aspects of a given proposal. y I J6 4 • These images illustrate the effect of adding or removing a story from a hypothetical building with massing and building material approaches also evident • Yb I r . Y Community members providing input on future Downtown development 6 Stories Hypothetical building comparing 9 stories to 6, again with massing and building material approaches also evident. 58 The Downtown Plan DRAFT T _ _ .-1 lvr� .r r �r� F" Rlot 1 k roposed aeveloment Adjacent historic context f 1 Example of visualizing how a prospective new development relates to existing, historic context row f y Example of maximized development based on the current Example street level comparison of a new building height limit on the site and parking requirements—requires adjacent to a historic building a major parking structure tit it mop � r rr ' The 3D model dramatically aids discussion of pros and cons of multiple aspects of proposed redevelopment and circulation concepts DRAFT The Downtown Plan 59 Impact of Parking Requirements on Building Form and Streetscapes Each new development adds direct vehicle and bicycle parking demand to the already-high demand generated by the overall popularity of Downtown .The 3D modeling and pro forma exercises developed in the planning process indicate that current vehicular parking requirements for private land development can have detrimental urban design impact. Accommodating x_ parking demand in each individual development project can constrain building design and have a negative ripple �; } effect on buildings, streetscapes, and outdoor spaces . Parking needs Downtown are accommodated by a diverse combination of curbside parking, public parking structures, various public and private parking lots, and parking incorporated into private buildings . Requirements for private off-street parking in new Building Use and Area : construction add cost which competes with quality • Site : 36,465 sq . ft. design and construction costs . • Retail : 12,000 sq . ft. Examining the amount of required off-street parking • Commercial : 24,000 sq . ft. on development sites is a significant action item • Residential Unit Mix: recommended in the Downtown Plan . This continuing - 1 bed - 6 units, 2 bed - 14 units (per floor) parking analysis should explore a variety of options to - 36,400 sq . ft. residential w/ 4,310 sq . ft. circulation (total) fund additional public parking that can accommodate parking Requirements: increased demand generated by development as well Retail : 24 (2 per 1,000 sq . ft.) as increasing overall demand from visitors . • Commercial : (3 per 1,000 sq . ft.) • Residential: 38 spaces (.75 for 1 bed units, 1 for 2 bed units) • Parking lot dimensions : 125' x 195' • Total spaces required : 134 spaces Fora more thorough discussion of Downtown • Parking provided : parking challenges and management - Ground level : 65 spaces strategies see Transportation & Parking starting - Upper level: 69 spaces on page 78. - Total parking provided : 134 spaces Off - street Parking Tradeoffs Benefits Challenges • Convenient for on - site residents and Incurs significant development costs that could be commercial users . applied toward building and material enhancements . • Avoids off-site impacts upon already- Inefficient use of land . constrained on -street parking . • Only serves specified users , otherwise unoccupied . • Can provide more convenient access for people with disabilities or mobility impairments . 60 The Downtown Plan DRAFT \ Building Use and Area : Building Use and Area : • Site : 23, 375 sq . ft. Site : 23, 375 sq . ft. • Retail: 7,750 sq . ft. Retail : 7,750 sq . ft. • Residential Unit Mix : Commercial: 23, 250 sq . ft. - 2nd and 3rd floors : 1 bed - 6 units, 2 bed - 10 units - 4th floor: 1 bed - 5 units, 2 bed - 7 units Parking Requirements : - 38,900 sq . ft. residential w/ 5A60 sq . ft. circulation (total) • Retail : 15 (2 per 1,000 sq . ft.) • Commercial : 69 (3 per 1,000 sq . ft.) Parking Requirements: • Parking lot dimensions : 125' x 125' • Retail : 24 (3 per 1,000 sq . ft.) • Total spaces required : 84 spaces • Residential: 40 spaces (.75 for 1 bed units, 1 for 2 bed units) • Total spaces provided (surface parking) : 43 spaces • Parking lot dimensions : 125' x 125 ' • Total spaces required : 64 spaces • Total spaces provided (surface parking) : 43 spaces These hypothetical models examine development feasibility of Downtown parcels. The exercise highlighted challenges and tensions associated with development Downtown . Current parking standards stood out as the primary influence on building program and influence building form significantly. It is important to take this into account while examining potential changes to parking management standards . DRAFT The Downtown Plan 61 Urban Design Principles , Policies & Action Items r r r w Principle UD 1 : Recognize and promote differences and defining characteristics in the varied character subdistricts that make up the Downtown . Policy UD 1a Unique Character Subdistricts. Support the unique qualities within each character subdistrict by defining which characteristics should be preserved and enhanced . r� Action Items : UD 1a (1) : Amend the Land Use Code to include new = -� Downtown character subdistrict boundaries . UD 1a (2) : Establish guidelines for character subdistrict r improvements that support the unique identity of the subdistrict. _ Tne edda� . M,�..e ++w eoa.0e.ru. � +nW raneKslrewt (er1.t o/wrws !41 w MNWnDa! mQ.ue.tel arwtasw, n�/IQn�tlN &&and diw4cw .rdbt rw. Thu is w dW*MW bkvWl Wlp. Policy UD 1b : Transitions between Character Subdistricts. Provide appropriate transitions in building mass , bulk and scale between character subdistricts that have a different desired building scale, at the edge of Downtown adjacent to the Old Town Neighborhoods, and along the Poudre River Corridor. A41 F�- ZA owm � ' 1 Action Item : UD 11b (1) : Develop Land Use Code regulations that The River Downtown Redevelopment (RDR) set specific building mass, bulk and scale transition Zone District Design Guidelines promote regulations to ensure scale compatibility between the community's vision for the area through character subdistricts, and adjacent to the Old Town context sensitive design considerations. Neighborhoods . 62 The Downtown Plan DRAFT I r OJ 1 • r. t Principle UD 2 : Allow taller buildings ( over three stories ) in appropriate character subdistricts while maximizing compatibility through appropriate design . Policy UD 2a : Maximum Building Height. Refine maximum building height consistent with the maximum building heights map as a baseline, and establish requirements to ensure compatibility with the adjacent context . Action Items : UD 2a (1) : Amend the existing Land Use Code building heights map to include the entire Downtown Plan boundary. UD 2a (2) : Evaluate potential Land Use Code height incentives for projects with more sensitive building massing . Policy UD 2k Building Stepbacks. Use upper - story stepbacks to ensure a sense of openness, access to sunlight and a pedestrian scale . Action Item : UD 21b ( 1) : Develop Land Use Code building stepback regulations based upon results of a financial pro- forma analysis, desire to enhance the pedestrian environment, and need to ensure compatible massing and scale with the existing built environment. IF ilk I -- Stepbacks help reduce the impact of large buildings on the pedestrian environment. DRAFT The Downtown Plan 63 Policy UD 2c : Design Incentives. Provide incentives for enhanced building design and compatibility. Action Item : UD 2c M1 Evaluate the economic impact of building design standards regulating Floor Area Ratio ( FAR) , height, massing , materials and facade design , and develop performance incentives in order to provide a balance between design performance and cost . Policy UD 2d : Building Massing. Mitigate the impacts of larger buildings and additions through massing techniques that respond to positive, defining patterns in the surrounding area . Action Item : UD 2d M1 Develop Floor Area Ratio ( FAR) and building massing regulations in the Land Use Code based upon results of a pro-forma analysis . Policy UD 2e : Compatibility of Larger Development Projects. Clarify compatibility requirements for mitigating the impacts of larger development projects on the surrounding area . Action Item : UD 2f M1 Develop incentives for taller, slender buildings based upon results of a pro-forma analysis and impacts to solar access, view corridors, and subdistrict character. Policy UD 2f : Building Towers. Articulate requirements for tall and slender tower components where heights greater than 6 stories are currently allowed , including size limits and space between tower components . JIM Ilk .� 4 Owto% . 4ivr XW agim Op-WWI Ir . 4 rd ,F r A wide range of building sizes and styles to LrZogr 0 - W. , 1 M . coexist • compromising the character ofan area. Imagefrom • 1 64 The Downtown Plan DRAFT Principle UD 3 : Promote high - quality building design and materials . Policy UD 3G Context Sensitive Building Design. Clarify City requirements for the design character of new buildings to be context sensitive, drawing on existing patterns, terms of typology, building proportions and massing in the surrounding area . Action Item : UD 3a (1) : Develop Land Use Code regulations that set specific design metrics on which to base design compatibility within its context. Policy UD 3b Building Materials and Fenestration. Clarify City requirements for building material and fenestration compatibility, while acknowledging the need for designs that exemplify the contemporary era of development . Action Item : UD 31b (1) : Revise the Land Use Code to include greater specificity on the range of appropriate building materials, window glazing and door options . � m111• 1 IIlllIAf �1R 4 t� k k' + { Y 1 i Mar DRAFT The Downtown Plan 65 Principle UD 4 : Preserve resources that contribute to the historic character and authenticity of Downtown . Policy UD 4a : New Buildings/Additions to Designated and Significant Buildings. Design new construction adjacent to historic buildings and additions to be consistent with the Secretary of the Interior ' s standards and local preservation standards . Action Items : UD 4a (1) : Revise the Land Use Code regulations to protect and complement the unique character of historic Downtown buildings and designated districts . UD 4a (2 ) : Revise the definition of adjacency as it relates to the physical relationship of new buildings to historic structures . Policy UD 4b : Historic Building Retention and Reuse. Retain and reuse historic buildings that contribute to Downtown character and provide opportunities to maintain a distinctive sense of place . Action Items : UD 41b (1) : Update and distribute the Downtown Buildings historic building inventory. UD 41b (2 ) : Encourage use of preservation tax credits, grants for structural assessments and programs that may incentivize the retention and reuse of historic buildings . Policy UD 4c : Historic Commercial Signs. Restore existing historic signs and allow for the reconstruction of historically significant signs that previously existed . Action Items : UD 4c (1) : Revise the Sign Code to include provisions to recreate historic signs if sufficiently documented . UD 4c (2) : Provide grant opportunities for historic sign rehabilitation or reconstruction . 66 The Downtown Plan DRAFT � 7 A l� may " � r � � .i./_ � /� � _ �• r Principle UD 5 : Continue to develop a framework of attractive streetscapes . Policy UD 5a : Street Level Interest. Street level space should be activated with building entrances, openings, windows and outdoor spaces for people . Action Items : UD 5a (1) : Develop Land Use Code regulations that identify performance standards for design elements that activate buildings and private outdoor spaces along public streets . UD 5a (2) : Amend the Sign Code to require pedestrian -oriented signs . Policy UD 5b Streetscape Design. Continue a program of improving sidewalks along Downtown streets with paving details, street trees , pedestrian and landscape lighting , benches, planters , and other street furnishings appropriate to each character subdistrict . Action Items : UD 51b (1) : Construct the Jefferson Street Streetscape Enhancements project. UD 51b ( 2) : Adopt a streetscape hierarchy map depicting desired parkway widths and landscaping , hardscape and building setbacks . UD 51b (3) : Clarify the strategy for design and construction of right-of-way encroachments, including street furniture , paving treatments, planters, landscaping and similar improvements . Policy UD 5c Surface Parking Design. Site surface parking lots to minimize gaps in the continuous " street wall' of a block and make all surface lots subordinate to buildings and open spaces . Action Item : UD 5c (1) : Amend Article 3 of the Land Use Code to ensure that all site and parking area design standards match the intent of this policy. DRAFT The Downtown Plan 67 Policy UD 5d : Structured Parking Design. The design of parking structures should include an active use along the street level, as appropriate for the site context including financial feasibility. The streetscape is energized by active ground floor use to offer visual and pedestrian interest. 4 x }7 4 I4 h Policy UD 5e : Access Management. Limit curb cuts, driveways and drop - off areas, and restrict drive - through facilities that interrupt the continuity of pedestrian movements . Action Item : UD 5e (1) : Uphold adopted Access Management Plans for state—controlled streets Downtown and amend Article 3 of the Land Use Code to ensure that all site, parking area design and engineering standards match the intent of this policy. MEW so Workers removing a curb cut along Linden Street r � 68 The Downtown Plan DRAFT r Am M Principle UD 6 : Invest in new publicly accessible outdoor gathering spaces and improvements to existing publicly accessible spaces . rjolicy UD 6a . Public Gathering Spaces. Support the creation of plazas, pocket parks and temporary installations that promote social interaction , Nature in the City and programmed and informal events . Action Item : UD6a ( 1) : Identify the need for future Downtown parks and recreation services within the Parks and Recreation Young musicians busking in Old Town Policy Plan update . '. Policy UD 6b : Downtown Alley Improvements.Continue to redevelop key Downtown alleys into shared streets and enhanced walkways . Action Item : UD 61b (1) : Create an Urban " Micro-Space " Design Plan . Enhanced Firehouse Alley 1 Policy UD 6c : Connected Outdoor Space Design. Locate private publicly accessible outdoor space RE amenities where they will activate the street best TRA' LR» (e . g . gardens, courtyards , pocket parks, plazas promenades ) . �i Action Item : UD 6c (1) : Amend the Land Use Code to clarify the required quantity and location of private open space Wayfinding along Linden amenities . DRAFT The Downtown Plan 69 Policy UD 6d : Outdoor Space Solar Orientation. Orient publicly accessible outdoor space areas to maximize solar access during winter months . Action Item : LID 6d (1) : Amend the Land Use Code to include shadow analysis for all private outdoor spaces to maximize solar access during winter months . D . • i p. m. on December 21st. Shadows should always be taken into account when g out outdoor . how a new building affects its surroundings. & � ' w LOW � . ._ � Ir - - dia .; 90* dwo 70 The Downtown Plan DRAFT 1 ` � � rr •I �- 111 T Prin i le UD T Provide clear and inviting Downtown Gateways . Policy UD 7a : Gateway Corridors . Use redevelopment, urban design and signage to identify major gateway corridors into Downtown (e . g . , Riverside Avenue , North College Avenue at the Poudre River) . Action Item : UD 7a (1) : Develop a final engineering and landscape design for the Riverside ( Mulberry to Mountain) Streetscape Improvements . Policy UD 7b : Gateway Intersections. Improve key intersections that function as gateways and transitions within Downtown . • i� / ' _ r.. DRAFT The Downtown Plan 71 r � . fyr , AA IIky3 i■ ` s r _ �: ram,,; _,•c : � . , _ Vision Downtown residents and visitors will enjoy multiple travel choices . More - people will be biking , walking and taking public transit to Downtown -- than ever before . Downtown will be accessible for drivers, and vehicle _ parking will be available in well- marked parking structures that serve longer-duration parking needs, as well as convenient on -street parking spaces and off-street lots for shorter trips . Bus service to Downtown will be frequent, convenient and comfortable . There will be multiple low-stress (low-speed and low-volume) routes for bicyclists with ample, convenient bicycle parking near destinations, and the sidewalk network will be well-connected and in good condition . Once Downtown, it will be easy for people of all ages and abilities to move about on foot, with a stroller or mobility device, by bus or by bicycle . Overview Downtowns are typically the most pedestrian-oriented bulb-outs and signal timing that starts the pedestrian and walkable areas within cities, and Downtown Fort walk signal a few seconds before vehicle traffic gets Collins is no exception . Pedestrian -focused public a green light. . space is one of the characteristics that distinguishes Transportation and parking options play a key role in Downtown from other parts of the City, because every the vibrancyof Downtown and how ex ins trip starts and ends with pedestrian activity, regardless of people p experience •� the area . Currently, driving is the primary means of other modes. This emphasis on pedestrians is reflected in the generous amount of space devoted to sidewalks transportation for Downtown visitors . To increase and outdoor gathering spaces, the compactness of the share of people biking , walking and taking transit, development and the pedestrian -friendly scale of while accommodating those who need a car, there buildings, in addition to special amenities like curb are some key challenges that need to be addressed . Walking / Mobility Devices Except for a few notable missing sidewalk sections (e . g . , along Cherry Street and Vine Drive), sidewalks are relatively well-connected , and many include parkway strips or extra width so pedestrians are separated from traffic . However, because streets in Downtown were developed before the Americans with Disabilities Act (ADA) standards, some existing sidewalks do not comply with the most recent federal regulations . Furthermore, corner treatments like ramps and pedestrian pushbuttons are not always LL fully accessible for people who use mobility devices (wheelchairs and walkers) or have other mobility impairments . The City has a sales tax- funded program to upgrade the sidewalk network to current standards ; however, the needs far exceed available financial resources . One of the major challenges along sidewalks, particularly in the historic core 'i- of Downtown, is balancing street furniture, outdoor seating areas and bicycle parking , with the need to keep sidewalks clear for travel. ` Bicycling While Downtown is served by some enhanced bikeways, such as the Remington greenway, it lacks fully connected east-west, low-stress bicycle routes . Many of the existing east-west roads are relatively low •A6 volume and low speed , however, intersections of those roads with large arterials like College and Mulberry can feel car-dominated and deter bicyclists . There is also a need for convenient bicycle parking . Some areas of Downtown are well-served , while other areas do not have enough 14 bicycle racks to accommodate demand . Some high -pedestrian -traffic areas suffer from congestion of competing uses (dining , signage, and - bike racks) and new areas for bicycle parking must also maintain and enhance ground floor vibrancy. DRAFT The Downtown Plan 73 Driving Downtown's economic success depends on the ability of tourists, visitors and Fort Collins residents to be able to easily access the area . Most people travel to Downtown by vehicle . This leads to busy roadways, slow speeds and congestion at some intersections, particularly during peak hours . College Avenue and Mulberry Street is a good example of a regularly congested intersection where right-of-way ( ROW) is constrained . There is a need to balance vehicular movements with the interests of pedestrians and bicyclists to increase efficiency, improve safety and reduce emissions. Even with relatively heavy traffic, Downtown sees fewer traffic crashes than other places in Fort Collins with parking -related crashes the most frequent crash type . High activity on roadways—especially in the historic core— means that drivers must stay alert and use slower speeds . One of the biggest challenges for drivers is finding convenient parking (see page 78 for further in-depth discussion on parking ) . Some people spend extra time driving around looking for a parking space close to their destination . There is usually parking available further from their destination, typically in underutilized parking structures . Transit With over 5, 000 riders per day, the MAX Bus Rapid Transit ( BRT) route is a primary way to get to and from Downtown . However, its north-south ; orientation serves limited parts of the community. Low-frequency feeder '. .F bus routes and limited parking at many stations on the southern leg of the MAX route further deter ridership . Lack of Sunday service means that taking MAX to Downtown is not an option every day of the week ' � _ { �E ■ and therefore less likely to become a habit. Other transit routes serving Downtown are less frequent and not as successful as our Bus Rapid Transit , route at serving both riders who are dependent upon transit and others _ who choose to use transit. In recent years new regional routes like FLEX to Boulder and the Bustang to Denver have started serving Downtown . 6"*L. However, these regional routes are still relatively limited . OR History : Downtown transportation and parking - 1907 - Streetcar system introduced 1940s - Parking meters added 1951 - Streetcar system removed 1973 — Parking meters removed 1985 — Old Town Parking Structure opened 1999 — Civic Center Parking Structure opened Y Cr 2001 — Downtown Transit Center opened rlCcdf'ns 2008 — Bike Library began service Downtown 2014 - MAX began service Transit Center 2016 - Bike share and car share began RAMFOFRT ^ s 74 The Downtown Plan DRAFT Key Considerations When considering possible Downtown transportation and parking options, one way to frame the discussion is to look at travel to/from Downtown, as well as getting around Downtown . In addition, communication about travel choices has become increasingly important and can ultimately influence travel choices . • Getting to/ from Downtown One of the keys to supporting the vibrancy of Downtown is to provide a robust set of transportation options for residents and visitors . This includes new and continuing investments in infrastructure and systems related ` as to all modes, as well as a comprehensive way to add to and manage parking for vehicles and bicycles to increase the availability of parking spaces . ID For more discussion about gateway corridors, see Urban Design Principle UD 7 on page 71. > Ia rn o Future Connection o Legend : U Mountain Vista Low-Stress Bike Route Transportation � Paved Trail Network Connections to ineDr � Enhanced Transit Service Major Arterials Downtown N + U) v 3 0 x Cherry St a� Laporte Ave Lincoln Old Town oel, Ave Square ro Mountain Ave �rT v Oak St E m E v J Magnolia St Ma nolia St Mulberry St Mulberry St Mulberry St „ V) N a N � V1 N •r�`� Ern rs�a o e U Laurel St n Laurel St v ; E C �, a CSu ° v Future Connection to West Elizabeth U DRAFT The Downtown Plan 75 Getting around Downtown After people arrive Downtown there should be a variety and do everything they need to do . Innovations such of ways to get around . For shorter trips people should as bike sharing programs, on -street bike corrals and be able to walk on comfortable sidewalks with safe a Downtown bus circulator can offer flexibility and and easy street crossings . People should be able to leverage new technology to make it easy to get around navigate Downtown with easily understood wayfinding, without moving one's car. Reducing the need to drive well- marked streets and few barriers . Ideally, if people around Downtown can improve the user experience drive Downtown they should be able to park once for everyone . For more discussion on sidewalks and pedestrian areas, see Urban Design Principles UD 5 (page 4z 67) and UD 6 (page 69) and Management + Maintenance Principle MM 1 (page 160). Seamless Transportation Options : Bike Share Car Share Sidewalk - - - - - - - - - - - - - Network Transit Stop m � 0 When a person is deciding how to travel somewhere, Key plans that guide transportation investments they often consider several factors : include .- 0 Distance from start to destination 0 Master Street Plan • Cost 0 Bicycle Master Plan • Time a Transit Strategic Operating Plan • Number, age and ability of people traveling 0 Pedestrian Plan • Ease of travel at origin (What's the easiest way a Parking Plan to get Downtown ? • Ease of travel at destination ( How do I get around Downtown?) - • Ease of parking (vehicle, bike, longboard ) , . • Convenience of mode (weather, baggage, shopping , time of day) " x ��r r 76 The Downtown Plan DRAFT Medians where feasible Buffered bike lanes Car Share stations EV station with photovoltaic charging Corner bulb-outs with Xeric/low-water use rain gardegg � ' ^' planting in bulb-outs f Jj ti , _ Bike parking K integration `dy ` c • r-1r as y I 41 Example depiction of multi-purpose transportation improvements that incorporate green infrastructure into the right-of-way. 0 The Energy and Environment section describes green infrastructure concepts that relate to transportation and parking (Policy EE 4a on page 149). Communication Providing tools that help with trip planning can help With many businesses located Downtown, there is an reduce the perception that it is inconvenient to get opportunity to work directly with employers to make Downtown . Providing real-time information can make sure employees know about all of the travel options getting to, from and around Downtown easier and available and even to customize programs to meet reduce stress related to the uncertainty of travel. For specific needs and to incentivize travel other than example, Transfort has started offering real-time bus driving alone . These approaches have been shown arrival information at MAX stations and through their to contribute to improved mobility and commuter app and website . Other technology can indicate how satisfaction while also reducing vehicle miles traveled . many parking spaces are available in parking garages Finally, consistent and comprehensive wayfinding and on the street. If someone knows that a space is can also help Downtown visitors easily find desired available in a certain location , that information can destinations . Wayfinding needs to provide enough help reduce the amount they need to drive around signs to be helpful while not introducing clutter or looking for a spot. Implementing these and other new technologies can reduce congestion and improve the overwhelming visitors with too much information . Downtown experience for everyone . DRAFT The Downtown Plan 77 Downtown Parking Community Dialogue The difficulty of finding convenient parking Downtown Oriented Development Parking Study recommended was a common theme heard during the public outreach the implementation of on -street paid parking as a process. A comprehensive community dialogue about solution to manage parking and create a revenue parking included a discussion about how to increase source to invest in new parking infrastructure . parking turnover to reduce time spent hunting for Also in 2014, the City of Fort Collins Parking Services parking spaces and to make it easy for people to park Department proposed an on -street paid parking pilot in a location that is most appropriate for their trip, program . At that time, City Councils perspective was whether short-term or long-term . that additional public outreach was necessary. So, the Many public meetings and outreach events guided Downtown Plan was the perfect opportunity to engage policies that received further direction from the Parking in the parking dialogue alongside many other topics . Advisory Board , Planning and Zoning Board , and City The Downtown parking community dialogue took Council. The results are policies incremental in nature place as a an integral element of the Downtown Plan . to insure we don 't compromise Downtowns vibrancy. Key direction from City Council • Install monitoring sensors to gather parking data HR • Use data collected to re-evaluate on-street paid PARKING parking 8OOAM • Increase parking enforcement 3 106 ;00 PM t0 Aw It 1� � M • Support public/ private partnerships to provide parking supply • Evaluate revenue options and pricing policy Background Parking has been a subject of public policy discussion in Fort Collins for more than 30 years . When the Foothills Fashion Mall was developed in 1973, parking i 1 meters were removed from Downtown streets to avoid unfair competition from the free parking at the new � r shopping center. They have not since been replaced . The 1989 Downtown Plan identified issues similar to those we still see today : + • Parking is perceived as full, • Employees park in close proximity to businesses / where patrons should be parking , and • A need for a parking fund to invest in infrastructure . The 2004 Downtown Strategic Plan recommended on - street paid parking as the primary strategy to promote parking turnover. In recent years, demand for Downtown parking has increased , but there is no corresponding funding source to increase parking supply. Thus, the 2013 Parking Plan suggests that "parking is a giant unfunded liability." In 2014, the Transit- 78 The Downtown Plan DRAFT Public engagement Parking Policy Comparison As an element of the Downtown Plan , the public 2013 Parking Plan 2017 Downtown Plan engagement effort for the Downtown parking community dialogue included thousands of people When the issue of • who participated in open houses , focus groups , over-occupancy be- public events , workshops, charrettes, boards and comes untenable to Use data collected to paid evaluate on-street p commissions, community groups, and online and text Downtown employ- d message questionnaires. Additionally, collaborating with parking g q Y g ers, shift to on-street the Downtown Business Association ( DBA) on some pay parking s specific outreach targeted at Downtown business and property owners informed the conversation . Continue existing level Increase parking of on-street parking enforcement enforcement. Provide a pay- by-cell Provide a pay-by-cell Ale phone option to allow phone option to allow customers to extend customers to extend parking time beyond parking time beyond the two- hour limit. the two-hour limit. Enhance collaboration Create a Transporta- between the City and tion Demand Manage- Downtown employers ment (TDM) Program to shift employees to reduce parking de- away from on -street mand and encourage parking in high de- parking in appropriate mand locations. locations. Support public-private Support public-private partnerships for cre- partnerships for cre- ation of new parking ation of new parking supply. I supply. Identified Public Concerns * Issues : Related Objectives : Perceived lack of adequate parking turnover and Increase the availability, ease of access to and turnover accessibility of on-street parking Potential neighborhood impacts due to the increased Develop a parking management system that is pace of development supportive of businesses, neighborhoods, and visitors Need for better communication about parking locations Provide and communicate a variety of options for and availability parking and for traveling to and around Downtown Desire to move away from a punitive, enforcement- Encourage the use of alternate modes of transportation driven funding model to reduce parking demand Methods for adding on-street bike parking Identify a sustainable funding source for future access and transportation infrastructure investment *Identified in the Downtown Plan dialogue and the 2013 Parking Plan DRAFT The Downtown Plan 79 Public Feedback Throughout the dialogue, parking was identified as Management of employee parking as was identified one of the biggest challenges to continued economic in past plans, is a continued problem . Stakeholders health and vibrancy in Downtown . Though lack of informed us that employees often park in the most parking was a common complaint among residents, convenient on-street spaces and "game the system" by we currently lack the tools to collect data that would moving their cars every two hours to avoid receiving verify that perception . Feedback about potential a ticket. Because parking structures charge a fee and solutions to the perceived lack of parking Downtown are typically less convenient, employees and visitors revealed divergent opinions across the board . Some alike avoid them and will "troll" around for free on- agreed that on-street paid parking would effectively street parking . The 2013 Parking Plan identified this manage parking demand and also create a revenue phenomenon as " parking structure avoidance " due source for future investment, while others thought paid to "upside down pricing . " parking would change the welcoming character of Participants agreed that on -street parking spaces Downtown . Others were concerned that paid parking should be available for those visiting Downtown for could negatively affect businesses in the retail sector, especially considering the 2016 redevelopment of the shorter trips, while the parking garages are appropriate Foothills Mall. Many people thought that demand for for those staying longer. parking could be reduced by increasing transit ridership and bike commuting . ;401e% {� Sr°Q O e,SX°p Upside - down pricing may �� lurch The most convenient and desirable on -street spaces are free while less convenient garage parking costs money. This discourages use of the parking garages and Shopping Around encourages driving around looking (trolling ) for available on-street spaces . This practice creates congestion , air F °h9O'hher nperception tion that there is no parking available ad general? e�1p �°y%�s 0i. r MR i - parking • appropriatefor short to Downtown and spaces should be available in convenient locations. parking appropriate for • • stays toDowntown (extended shopping, • • 80 The Downtown Plan DRAFT On-street parking spaces should be available for those visiting Downtown for shorter trips, while the parking garages are appropriate for those staying longer. Thus, the primary question asked during outreach was : " How • should we encourage people to park in the location most appropriate for their type of trip? " Responses : ■ Incentivize employees to park in ' garages On -street paid parking Free parking garages as V15A Transportation Demand Management Enforce 2-hour limit in a zone Expand enforcement to 0 evenings and weekends ■ Better communication and • D wayfinding Other Above: How should we encourage people to park in the most appropriate locations based on their length of stay? (Select 3 Multiple Choice - Multiple FREE HOLIpAVS IIIW /fY l WRII W7•A I! NI Response) r•1•lurvrr eawca u a. JUIY •SII WDL OAt CUtIMI•Ut CAY 11YA/fl'nYNp rJ.•If1MAt Funding Parking Supply 2 HR Most people agreed that parking supply needs to increase in comingLIMIT years but disagreed about how to pay for construction of new parking structures , which cost $ 30, 000 + per parking space . Public- private partnerships are a popular idea to fund new parking infrastructure but there are many opinions on how the public-side revenue should be generated . Some suggestions are to create a parking district, employ tax- increment financing (TIF) or a new tax, use the City"s general fund, V • require new development to pay a parking fee or a fee- in -lieu , or to implement on-street paid parking . N DRAFT The Downtown Plan 81 On - Street Parking Management Strategies Garage Parking Management Strategies First hour Paid • - - . Parking Options for managing on-street and structured parking Summary Stakeholders were eager for change in Downtown parking but were adamant that the change should not ""shock the system . "" Employees should be required to park in the parking garages and demand for parking should be reduced by increasing transit ridership and bike commuting . Alternatives should be exhausted before implementing an on-street paid parking program . Some alternatives to investigate include adjusting enforcement so people can no longer ""game the system , " creating a Transportation Demand Management (TDM ) program to reduce employee parking demand , and continuing to study when and where parking demand is highest. City Council and the Planning and Zoning board agreed that the above measures should be taken prior to an on-street paid parking program . However, the Parking Advisory Board was in favor of implementing an on-street paid parking pilot program . To accommodate growth and maintain Downtown as a popular destination, it is important to not only manage the supply of parking but also to offer alternatives that can help reduce parking demand . Emphasizing both high-quality, high-frequency transit service and bike connections can reduce the need to bring cars Downtown, thereby creating a more comfortable, people-oriented experience for all . . S The search �r 1 , 1r • \ or convenient free parking g - extra traffic in . . . 82 The Downtown Plan DRAFT 2 . f , ® ■ , \ � rq \ D � E 00 w � � ■ � �� � ��� 1� © - ~ � - . y\� � ■ _ DRAFT The Downtown Ran 83 Transportation + Parking Principles , Policies & Action Items jr v ._�ph MW PM n y - 0 - Principle TP 1 : Provide safe , convenient, and comfortable travel options to , from and around Downtown for all modes of travel and people of all ages and abilities . Support easy access and focus on biking , walking and riding transit to reduce greenhouse gas emissions through longer - term modal s�irft . � Policy TP 1a Complete Pedestrian Network. Continue to actively prioritize "� �' and develop a complete pedestrian network that meets Americans with Disabilities Act (ADA) act standards , especially completing sidewalks in areas with gaps . Action Items : TP 1a (1) : Expand the " Downtown " boundary V� - r used in the Pedestrian Improvement Program prioritization process to be consistent with the Downtown Plan boundary. The Pedestrian Improvement Program is an ongoing TP 1a (2) : Continue to implement the sales tax funded City program to complete the sidewalk network. Each year the program provides funds for a Pedestrian Improvement Program , including set of projects to add sidewalks in locations that are identifying potential improvements in missing, to upgrade existing sidewalks that are too coordination with the Street Maintenance narrow or steep to meet Americans with Disabilities Program (SMP) and other capital project Act (ADA) standards, and to replace sidewalks that are opportunities . in poor condition. The program also brings ramps up to ADA standards. Because there are more needs than resources available each year, the program uses a model TP 1a (3) : Continue to update ramps at with a number of factors to help prioritize improvements. intersections to make pedestrian pushbuttons Because Downtown is a special pedestrian district with accessible for people using mobility devices . high pedestrian volumes, Downtown projects get special weighting and higher priority. The General Improvement TP 1a (4) : Continue to implement Leading District (GID) also provides funding for some sidewalk Pedestrian Intervals at appropriate Downtown improvement projects. intersections . ■ 84 The Downtown Plan DRAFT TP 1a (5) : Evaluate pedestrian bulb-outs to enhance walkability and reduce crossing distance at key intersections . TP 1a (6) : Implement a more fine-grained pedestrian network through the use of safe and clear connections (e . g . , alleys, other midblock connections) . • • Policy TP 1b : Multi- modal Intersection Improvements. Identify key intersections for • improvements to function , operations, safety and comfort for all modes . s Action Items : TP 1b (1) : Building off the Arterial Intersection Prioritization Study, do a more detailed analysis within the Downtown area to evaluate and prioritize potential improvements for various modes at intersections . TP 1b (2) : Implement multi -modal intersection -related improvements identified in TP 1b (1), including identifying and pursuing funding within the larger citywide project prioritization process. Policy TP 1c : Multi- modal Corridor Improvements. SHARED - USE Identify key corridors and street segments for redesign and MOBILITY CENTER improvements to improve safety and accommodate travel, parking and access needs for all modes of transportation . Mobility sharing programs canhelp support transit needs. Action Item : Specific concepts to explore TP 1c (1) : Explore concepts for Complete Street corridors in the next include: Transportation Master Plan (TMP) update including but not limited to : • Carsharing Policy: Access Howes, Mason, Vine, Maple, Mountain and Walnut (east of College) , to parking and street space, Magnolia and Canyon ( building off the design in Urban Design incentives; employer e velopr de section ) . Emphasize biking , walking , and transit elements, as well as developer e lope rental taxes. safety improvements for all users . _ • Ridesourcing Policy: Safety standards,- dedicated curb f f space, vehicle accessibility requirements, data sharing. • Bikesharing : Pricing and �. . # ongoing pubic support, f r ii k r supportive infrastructure. � � r •Shuttles: Transit stop/lane & curb access. . , , :* •Mobility Hubs: Transit-Oriented Development (TOD), zoning 4 ' " & land use, integration of all modes with transit. The 2014 Bicycle Master Plan lays out a continuous and dense "low- stress " network of low-speed and low-volume streets with comfortable crossings, paved trails and protected bike lanes along arterials. Several of Source: Shared Use Mobility Center the high priority arterial intersections Downtown identified for crossing improvements are located along College and Mulberry. DRAFT The Downtown Plan 85 'olicy TP 1c Adopted Corridor Plan Implementation. Work toward implementation of various adopted corridor plans in the Downtown area . Action Items : TP 1d (1) : Construct the full design of the Lincoln Corridor Plan . TP 1d (2) : Update and implement the Riverside Access Control Plan , building on the Jefferson Street Design and the with updated design from Downtown Plan , see the Entryway Corridor Subdistrict section on page 213 . TP 1d (3) : Implement the Jefferson Street Design . "olicv TP 14 Mobility Sharing Programs. Incorporate and integrate mobility sharing programs ( e . g . , bike share , car share , ride share ) into Downtown planning . Action Items : TP 1e (1) : Continue to expand car share and bike share in the Downtown area . TP 1e (2) : Amend the Land Use Code to integrate car share and /or bike share to reduce required on- site parking and support multi- modal options . TP 1e (3) : Explore ways to support ride share activity Downtown . ' r — 'qw. a 1 ; 4! r� r 1 +:. ' ? s V 86 The Downtown Plan DRAFT Policy TP 1f : Complete Bicycle Network. Continue to develop and implement the Low - Stress Network from the Bicycle Master Plan , and add bicycle facilities or provide alternate routes for areas with bicycle network gaps . Action Items : TP 1f (1) : Building off the Bicycle Master Plan, prioritize key corridors to improve both north-south and east-west bicycle connections (e . g . , Magnolia , Laporte) . Coordinate with the Transportation Master Plan • update ( planned for 2017-2018 ) . s TP 1f (2) : Identify and construct intersection improvements that are beneficial for cyclists (e . g . , in the , • Loomis, College corridors) , as funding allows . TP 1f (3) : Continue to coordinate with the Street Maintenance Program (SMP) and other capital projects to add / improve bicycle facilities when opportunities allow. Policy TP 1C • Downtown Circulator. Explore regularly scheduled transit service to connect key destinations in the Downtown area . Action Items : TP 1g (1) : Develop a scope and budget for a Downtown Circulator as part of the biennial City budget process . TP 1g (2) : Perform an analysis of future circulator performance, including ridership, using Transfort"s transit model. TP 1g (3) : Identify and pursue potential Downtown Circulator funding partnerships (see also AC 1b (3)) . The concept of a Downtown Circulator shuttle was • part of the Transfort Strategic Operating Plan (2009). It would serve key activity centers (e. g., Old Town _ Square, breweries), as well as parking structures. High ' frequencies during peak times (e.g., 10-15 minutes) and offering the service free or at a low cost would make the route more attractive. Policy TP 1h Additional Transit Service. Explore enhancements to existing service including increased frequencies , longer span of service and more efficient route alignments as well as the potential for new routes to serve Downtown . Action Items : TP 1h M1 Assess existing ridership and develop strategies for implementing additional service and service changes through the Transit Master Plan update ( planned for 2017-2018) . TP 1h (2) : Perform an analysis of future performance of Downtown transit routes, including ridership, using Transfort's transit model. TP 1h (3) : Update funding recommendations in the Transfort Strategic Operating Plan to reflect proposed enhancements . TP 1h (4) : Continue to support and expand regional transit service offerings (e . g . , Bustang, FLEX) . DRAFT The Downtown Plan 87 Policy TP 1i : Additional Park- n - Rides. Explore additional parking opportunities Approximately30 bus stops are upgraded annually, outside of Downtown for transit routes some through development activities and others that serve Downtown . by the City and Transfort. Transfort focuses their improvements on stops that do not meet Americans with Disabilities Act requirements, have high ridership Action Items : and demographic considerations, such as youth, TP 1i (1) : Develop station area plans for all MAX low in come, senior and populations with disabilities, stations . within /a mile of the stop. TP 1i (2) : Identify funding mechanisms forjoint development/shared use opportunities (e . g . , public/ private partnerships) . ► Policy TP 1j : Downtown Transit Center QTQ Access Improvements. Explore improvements to the Downtown Transit Center and surrounding streets that make bus, pedestrian and cyclist access safer and more efficient . Action items : TP 1j (1) : Design and construct potential access + improvements for buses, particularly for exiting off Maple and turning south onto Mason . TP 1j (2) : Design and construct potential access improvements for cyclists and pedestrians . -t Policy TP 1k : Bus Stop Improvements. Continue to implement the Transfort Bus - Stop Improvement Program to upgrade bus stops to Americans with Disabilities Act (ADA) standards and to provide amenities for patrons (e . g . , shelters, bike racks, wayfinding ) . Action Item : TP 1k (1) : Continue implementing the Bus Stop Improvement Program . TP 2k (2 ) : Develop station area plans for all MAX stations . 88 The Downtown Plan Policy TP 11 : Downtown -Specific Transportation Improvement Funding. Explore additional funding sources for parking and transportation improvements specific to Downtown . Action Item : TP 11 (1) : Identify and pursue a funding mechanism for transportation improvements Downtown (e . g . , • General Improvement District or potential parking benefit district; see also paid parking revenue policy • in TP 20 . as Policy TP 1m : Monitoring Travel Behavior. Monitor mode split and travel behavior Downtown to assess trends . Action Items : TP 1m (1) : Regularly compile and analyze signalized intersection counts by mode, transit ridership, as well as safety data . TP 1m (2) : Compile travel survey data (e . g . , from ClimateWise) . TP 1m (3) : Establish mode split baseline . The City's current transportation goals include : • Commute trips by multiple occupant vehicles : 35% by 2020 • Commute trips by bicycle : 20% by 2020 • Zero roadway fatalities (see CDOT's long -term " Moving Towards Zero Deaths" initiative) Policy TP 1n : Safety and Comfort: Support safety initiatives for all roadway users and mitigate transportation impacts to maintain a comfortable and enjoyable environment for people Downtown . Action Items : TP 1n (1) : Use crash data to monitor, evaluate, and identify potential improvements on an ongoing basis . TP 1n (2) : Pursue ways to mitigate train horn noise . TP 1n (3) : Explore options to reduce drivers " rolling coal. " TP 1n A : Pursue more efficient ways of managing deliveries Downtown . TP 1n (5) : Continue coordinating with CSU to manage the impacts of large university- related events on Downtown . DRAFT The Downtown Plan 89 _011MUNCII mom � A W * � � � a � T # � r � ft no OR 13 low hftI oft � + E 4 ► ' , won'MMIMw W � W - - - � � Wn ■ Principle TP 2 : Manage on - street and structured parking facilities for all users — including primary employment, ground floor retail, business services and visitors — that adequately balances supply and demand , and provide parking infrastructure to support future growth . Policy TP 2 , Bicycle Parking. Provide and manage easy - to - use , convenient bicycle parking that adequately accommodates existing and future demand . Action Items : TP 2a (1) : Develop a bike parking management plan, including monitoring rack condition /usage, managing abandoned bikes, design guidelines, potential land use code updates, guidelines for on- street bike parking and for long-term (secure covered) parking . Balance parking needs with maintaining a clear area for pedestrians . TP 2a (2) : Provide high-quality, accessible short-term and long -term bike parking to meet current and future needs at businesses/employers and other key destinations . Consider solar lighting components as part of long-term bike parking needs, as applicable . t s � t One of the objectives of the 2014 Bicycle Master Plan is to provide high-quality bicycle parking at key destinations across the City. Knowing that safe, secure, convenient parking is available can help somebody decide to travel by bike. The Downtown area has nearly500 bike racks, providing room for approximately2, 500 bikes. People typically like to park their bikes as close as possible to their destination, so appropriate placement of racks can keep trees, and signs from being used and pedestrian areas from becoming overcrowded. The Bicycle Master Plan also calls for the development of a comprehensive bike parking management plan. A bike parking inventory was completed in Summer 2015 as part of a preliminary bike parking analysis. The plan could also include documentation and assessment of existing policies and facilities, researching best practices, and making recommendations related to Land Use Code and alternative compliance, rack design standards, siting guidance, and ongoing monitoring and maintenance. 90 The Downtown Plan DRAFT . , PN : k!:3 ALPINE ST q sP c, • p 4 A&CALr , W MAN ST �. • �- iE Occupancy} - • O-24 % ELMS LINDEN CENTER 549 DR SYCAMORE $T , 50J4 w 75A 00 %PE w c, s� a mLO . . . .a W rr W TAIN A y # NTA;A% { J ti ' � I � ' r � � w c3 OAK 8 � M1 J E OAF( ST tr "' - W W E aLnrE ST • r �-� r - � Wu 00 . o W I . 5T � J M • z of WmYFl ST E MYRTLE ST # W m O J LU ' {.} • mm fin W LAVRE 0 sh u} q w p OL4 MAIN DR d E PLUM ST EASY W PLUM ST bfi Bike Rack Occupancy ISOTOPE OR LOCUST ST DRAFT DRAFT The Downtown Plan 91 Policy TP 2 Parking Utilization Data. Implement a system to collect parking utilization data on occupancy and turnover, and communicate parking availability to the public . . HR Action Items : PARKING TP 2b (1) : Develop a technology specification , research vendors ( including initial investment, maintenance 8 00 AM costs, installation, and integration with other parking technologies such as pay by phone), identify 3 oo AM implementation area and develop a comprehensive ooe nM stakeholder education and communication plan . TP 2b (2) : Develop strategies to provide parking utilization data to the public in both online and mobile application form . _ Policy TP 2c : Parking Enforcement Adjustments. Explore adjusting enforcement of 2 - hour limited parking spaces to weekends and evenings after 5 p . m . , and permit an extension of the 2 - hour limit . LO Action Items : iok A , I TP 2c (1) : Explore staffing and technical needs to extend parking enforcement hours after 5 p . m . on weekdays ( Monday — Friday) and during the day on weekends (Saturday and Sunday) . TP 2c (2) : . Consistent with the preferred alternative from the 2013 Parking Plan, implement a " pay- by-cell phone " option to allow customers to extend parking time beyond the 2-hour limit. Policy TP 2d : Parking Demand Reduction. Research creative options that reduce parking demand , educate the parking public about alternatives to driving alone and provide greater options to businesses and employees . Action Items : TP 2d (1) : Create a Transportation Demand supportTime limits provide turnover to Management (TDM) program and TDM Plan . business patronage TP 2d (2) : Develop car share programs throughout Downtown to support employees and visitors . 92 The Downtown Plan DRAFT • MAX Public • Opportunity Ar - Park - N - Ride 13 Option A Z H Maple St i .— c River Pe 3 City 0 Transits District • Z o Hall CMttvr r. c rn Civic Center ■ 9 _ • yLapahe Ave Parking_ Garagehp _- _ _ ' �__,� • • 4( s ustko C �j Z s O I d i as OW Town 4, 8 C pa►ki 1 square �' °j . . Town L ll VWi J .e _ _ K Alf Policy TP 2e : Partnerships. Engage in TP 2f (3) : Develop a technology specification , public - private partnerships to use under - research vendors ( including initial investment, utilized private parking lots and parking maintenance costs, installation , and integration structures . with other existing parking technologies) . TP 2f (4) : Identify implementation area Action Items : and develop a comprehensive stakeholder TP 2e (1) : Work with the DDA to develop an education and communication plan . inventory of private lots, including occupancy, rate and lease information . TP 2f (5) : Identify specific use of revenue generated from on-street paid parking fees that TP 2e (2) : Determine pricing and develop an support City policies . online " marketplace" that allows customers to purchase parking in private facilities, as available, or utilize existing services like " ParkHound "" to Policy TP 2r Parking Structures. Develop curate a "one-stop shop" for parking . additional parking structures in locations identified in the 2013 Parking Plan and Policy TP 2f : On -Street Paid Parking. continue to evaluate additional locations When parking utilization data meets a throughout Downtown . defined threshold , implement an on - street Action Items : paid parking program that further manages TP 2g (1) : Identify conditions that warrant the demand and generates revenue to invest development of new parking structures . in future parking and transportation infrastructure and programs that reduce TP 2g (2) : Explore various funding sources for parking demand . development of parking structures such as public-private partnerships, parking district, Action Items : tax increment financing (TIF) , parking fee- in- lieu , on-street paid parking , and other creative TP 2f (1) : Work with the Parking Advisory fundraising techniques such as memorial bricks Board to identify thresholds based on parking and advertising rights . utilization data that would warrant initiation of an on-street paid parking system . TP 2g (3) : Explore development of parking structures to encourage primary employment TP 2f (2) : Research and identify preferred vendor on the fringes of Downtown . and meter type (e . g . , single- space or multi- space, pay by space, pay by license plate , cell Additional discussion found in the Urban phone only) . Design Section, page 60. DRAFT The Downtown Plan 93 Policy TP 2h : Parking Fee - in - Lieu. When TP 2i ( 3) Evaluate conditions where more a sustainable funding source new parking parking spaces could be added in existing supply is created , provide an option for areas by changing stall configurations . Restripe developers to pay a fee - in - lieu instead of spaces where efficiencies can be created . providing on - site parking . Action Item : Policy TP 2j : Safety. Implement safety TP 2h (1) : When a sustainable funding source measures to ensure on - street and for new parking is in place, explore revisions to structured parking are safe at all times of the Land Use Code allowing new development day for all users . to pay a fee- in -lieu for part or all of the on -site parking requirements . Action Items : TP 2j (1) : Identify and inventory gaps in safety in parking structures and surface parking . This Policy TP 2i : Public Parking Management. should include secluded areas, limited access Create policies that guide off - site areas and poorly lit areas . and parking structure leasing for new TP 2j ( 2) : Create a program that provides guard development, private citizens and escorts for anyone traveling to or from their Downtown employees in lieu of on - site parking location . parking . Also create policies that dictate the locations and quantity of time - limited parking spaces ( 15 minute , 2 - hour, Policy TP 2k - Develop a Citywide Parking loading zones, and similar limited spaces) Plan. Include a menu of options outlining and parking for people with disabilities . parking and access district typologies , Identify opportunities to foster greater funding mechanisms, organizational parking efficiency by changing stall structure and stakeholder involvement configurations ( parallel, perpendicular, (e . g . , parking benefit district) . diagonal) where conditions allow . Action Item : Action Items : TP 2k (1) : Begin conversation in the City Plan TP 2i (1) : Create a comprehensive regulation and Transportation Master Plan update planned document for public parking facilities (on -street for 2017- 2018 . and structured ) in Downtown . TP 2i (2) : Analyze appropriate triggers for removing on-street parking in favor of bike parking , car share, and /or bike share spots in the context of the overall supply and availability of parking . Jjo - r ALIL- 94 The Downtown Plan I A AJ itg J I ) + f Iaft r�: r✓; ~—� — J AT AAA A t ~ �� - Principle TPt3 : Provide timely and informative communications about real - time travel / parking conditions and options . Policy TP 3a : Real - Time Travel Information. Explore opportunities to continue , enhance and add real - time travel information ( e . g . , transit, parking availability) . Action Items : TP 3a (1) : Expand the use of real-time bus arrival information to additional bus stops (e . g . , for the proposed Downtown Circulator in TP 1g ) , and identify opportunities for improved communication of other transit information . TP 3a (2) : Develop a comprehensive, integrated mobile app ( " Downtown at a Glance ") that provides information for is cis Ak s19 23 different modes of travel and parking availability ( including i..a r al n , ._ ri s ,9s street closures and construction information ) . 13 c: , o 40 Policy TP 3b : Wayfinding. Continue to implement b 77 C280 49 wayfinding for all users, including identifying parking z? ' ° 47 garages and other key destinations , using the City' s Downtown Wayfinding Sign System Schematic Design 35 - 196 57 document as a unifying guide . - - - - - Action Items : TP 3b (1) : Convene all interests to define an initial trial Cutting-edge mobile applications like installation of physical, digital, and mobile wayfinding aids for Citymapper provide a holistic view of all visitors, considering all modes of travel . travel options. With one single app, users can see clearly how long it takes to get TP 3b ( 2) : Continue to implement the Bicycle Wayfinding Plan. somewhere by car, cycle, transit and a mix of modes. In addition, other applications TP 3b (3) : Incorporate variable messaging signage (e . g . , can provide real-time parking information. availability of spaces) and other opportunities to provide wayfinding to parking . DRAFT The Downtown Plan 95 Policy TP 3c : Marketing. Market Downtown i as a destination that is easy to reach and get around . r Action Item : 1 R TP 3c (1) : Provide information about travel options and parking locations for everyday access to F Downtown , as well as for special events (e . g . , festivals, CSU games) . JL OF # VL Policy TP 3d : Employers. Work with employers to provide information on travel options to employees . w Action Item : i TP 3d (1) : Work with employers to provide information on travel options and special programs (engagement, incentives) via the Transportation Demand Management (see also TP 2d (1) ) and ClimateWise programs to promote the use of public + transit, biking , and walking . Y� F A Bicycle Wayfinding System Plan was developed following the adoption of the Bicycle Master Plan. This plan recommended QClimateWise ClimateWise is a free, voluntary a citywide system of signed bicycle routes, — program that provides simple solutions including routes through Downtown. Two to help Fort Collins businesses reduce routes have been signed so far (Swallow and their impact, save money and gain Remington). recognition for their achievements in The 2009 Downtown Fort Collins Wayfinding energy, water, waste, transportation Sign System manual presented a schematic !� and social responsibility. The program design for a customized Downtown sign includes a Transportation badge that system: focuses on ways to reduce emissions ' through reduction in vehicle miles " The idea of a well-designed and well- traveled, accelerated adoption of administered sign system has been supported fuel efficient and electric vehicles, both as a practical necessity, and as a public and support of active and sustainable relations tool. Besides directly aiding navigation transportation like biking, walking for visitors, it can make a lasting impression, and transit. The Transportation badge and add awareness of what Downtown offers. includes activities, tools and resources System design can add value to signs that for the business community to support need to be there anyway. these goals. Conversely, visitors frustrated by difficulty finding parking or destinations may leave Downtown with a hesitance about returning, and may share their impressions with others. " The manual outlines a system to be implemented in an ongoing program, with various components to be determined over time. 96 The Downtown Plan DRAFT b 1 \ . .• hp 01 \�k A 1 s r , • ► � � � R • • l r DRAFT The Downtown Plan 97 Market Econo ABDO 1 ilt I Vision Downtown Fort Collins will be a key economic engine for the region and one of the most distinctive small downtowns in the nation . Downtown will become a diverse employment center where retail, finance, technology startups, government and services thrive . Residents and visitors will experience Downtown as a center for creativity featuring a wide variety of local retail shops, high-quality dining and entertainment options, a unique sense of place, well-preserved history and a strong local business community. A broad range of housing types will be available to meet the needs of diverse age groups, lifestyles, and incomes . Downtown will also be recognized as a center for innovation , where businesses partner with Colorado State University to advance knowledge-based industries . � r * •x X L T y �'f .` Overview Downtown Fort Collins enjoys a thriving economy The current state of the Downtown economy is strong . and is one of the community's economic engines . Residential and commercial vacancies are at all-time Though the Downtown area comprises less than lows (1% and 2 . 5% respectively) . Major redevelopment two percent (1 . 9 % ) of the City's total land area , it projects like the Elizabeth Hotel continue to develop generated approximately 15% City-wide of sales tax Downtown 's reputation as a shopping , tourism, and revenues in 2016 . Downtown 's vibrancy comes in employment destination . part from its mix of retail, services, government and In addition, decades of intentional private and public • primary employment contained within a relatively investment have created a unique sense of place . • small geographic area , and an adjacent residential Well-preserved historic buildings, public spaces for population in the Old Town Neighborhoods, for whom the community to enjoy and infrastructure to help Downtown is a neighborhood shopping center. The support future growth all contribute to the unique nearby presence of thousands of employees and feel and character of the Downtown area . students at Colorado State University (CSU ) is an additional driver of Downtown 's economic activity. Historic preservation is a major topic in the 0 Urban Design section, beginning on page 43. The Old Town Neighborhoods Plan was updated alongside the Downtown Plan. View Some of the issues Downtown faces, however, are in the plan and learn more about the Old Town part a result of its popularity and intentional revitalization . Neighborhoods at fcgov. com/otnp. During the planning process, community members voiced concerns about the increasing cost of residential and commercial spaces in the Downtown area . These worries run deeper than basic economics. In addition Downtown by the Numbers to concerns about who will be able to afford to live or shop Downtown in the future, community members Vacancy also worried that increasing commercial rents and costs FoR 1989 : 14% retail could change the "feel" and character of Downtown, RENT 11% commercial with its mix of local, regional and national businesses . 2015 : 1% retail To keep Downtown vibrant and economically strong in 2 . 5% commercial future decades, it is critical to maintain an appropriate Sales Tax Revenues mix of business and employment opportunities . Continued support of infill development that supports 1989 : $4 Million the desired future character of Downtown should © 2016 : $12 .6 Million be balanced with efforts to minimize the negative impacts of growth . Density can be added through incremental development that intentionally integrates Recent Development housing , entertainment and night life options and Last 5 405, 000 s . f. active daytime uses . Years : Commercial This plan encourages development of housing options 300 + Residential that minimize unit size . Smaller living spaces and live- Units work space can create additional housing opportunity Currently proposed while maintaining Downtown 's unique character. � 850, 000 s .f. Commercial The Energy and Environment section, space beginning on page 145, contains several 226 residential units policies to encourage sustainabilityand green building practices. DRAFT The Downtown Plan 99 In the next 20 years, the Market and Economy policies in this Plan will help guide the development of Downtown in several key areas : • Affordability: Downtown 's popularity as a place to , live, work, and play has increased costs for both ■gym residential and commercial spaces. In future years, Downtown development will continue to expand beyond the Historic Core and into other character subdistricts . This additional density and intensity G will provide more housing and commercial space, and could improve the affordability of Downtown for residents and business owners . • Housing and Mix of Uses : The Land Use Code - .and fee structures for redevelopment will be the Music District analyzed to better encourage the development of smaller, more affordable housing options and mixed -use buildings throughout Downtown . In Key Considerations particular, opportunities for live /work spaces, Discussions during the Downtown Plan process creative studio spaces, micro housing units, and identified two specific themes worth highlighting . small-format retail and commercial spaces will First, the importance of a mix of uses throughout be emphasized . Downtown ; and second , the need to continue and • Innovation and Entrepreneurship: The Downtown build upon investment in the Downtown . area is home to several business incubators, including the CSU Powerhouse Energy Campus, Mix Of Uses the Innosphere and the Downtown Artery. As Encouraging a complementary mix of uses Downtown businesses emerge from these incubators, ensuring has been a primary approach to land use in the appropriate infrastructure and the availability of Downtown area since the 1989 Downtown Plan . For comprehensive business resources will help over 25 years, the community has recognized that support the growth of creative start-ups and future the maintenance of a healthy combination of retail, primary employers in Downtown . commercial and residential spaces is a key element of Downtown 's economic success . • Investment : Just as intentional private and public investment was critical to Downtown 's Addressing market opportunities was an important policy revitalization, future investments in infrastructure, goal of the 1989 Downtown Plan . At that time, vacancies buildings and public space will maintain and for retail, office and industrial spaces were all above ten enhance Downtown 's vibrant sense of place in percent. There was no residential development to speak all of its character subdistricts . of in the Downtown area — the 1989 Plan suggested testing a small-scale ( 8 -10 unit) residential building as a "ground breaking " project and did not envision Downtown as a major residential market in the future . Urban Design section contains more The 1989 Plan emphasized redevelopment of vacant information about policies and action items and aging buildings, particularly in the Historic Core . related to redevelopment and possible changes to the Land Use Code. See page 63. The pedestrian orientation of buildings, whether existing or new construction, is a • The Arts and Culture section, beginning on critical component of the "feel" and character page112, focuses specifically on strengthening of Downtown. To learn more about how Fort Collins ' creative network and providing buildings can be designed with people in opportunities for artists and creative people mind, see page 42 in the Urban Design to thrive Downtown. section. 100 The Downtown Plan DRAFT Today, Downtown has a vibrant mix of housing , Local Retail employment, and entertainment options . This balance Many people cherish the locally owned shops and of uses elevates Downtown beyond a retail and businesses in the Downtown area . It is important to business destination and cultivates a pedestrian support and sustain these local businesses, while also oriented neighborhood feel with options to live, recruiting new businesses to complement and enhance work and play. This vibrancy strengthens the 24/7 the mix of goods and services available Downtown . economy, and contributes to enhanced placemaking Marketing and promotional efforts can help keep throughout the area . Downtown 's existing unique businesses strong and Existing Business Mix economically healthy by attracting new customers, • even as local retailers face increasing costs, higher The existing mix of businesses Downtown consists rents and growing competition from online retailers . of a combination of retail, services and food service including bars and restaurants. There are approximately 653 (as of Feb. , 2017) businesses within the Downtown Health Care and Arts, Entertainment cial Assistance, Development Authority ( DDA) boundary, which So ° � and Recreation, roughly corresponds to the Downtown Plan boundary. 23� 2. 0% According to a 2010 retail analysis conducted by the Administrative Other 6. 8% City, restaurants and bars generate approximately 50% and Support ; of Downtown retail sales, though they account for only Services. 2. 5% ; 21% of the total number of Downtown businesses and Construction, approximately 30% of Downtown's commercial space. 3.1% Finance and Key Opportunities Insurance, 34% Retail Trade, 29.37 Though the overall mix of uses Downtown is healthy, this Plan emphasizes a few key areas in which sustained effort and policy implementation can further strengthen Other Services, Downtown 's economic health over the coming years. 13. 5% High - Quality Commercial Space Professional, Accommodationand Food One of the key market opportunities identified in the Scientific and Services, 20. 8% Downtown Market Assessment is a lack of high-quality Technical office space. Commercial vacancies are an at all-time Services, 16.3% low, and there are few larger (>10, 000 square ft . ) office spaces in the Downtown . Adding commercial space Downtown will support the overall economy , as employees shop, eat, and do business in greater 1 I numbers . More Downtown Housing , Downtown is increasingly seen as a desirable place all to live . Mixed - use development can provide more �� housing in the Downtown area while preserving ground- floor space for active uses like retail, restaurants, and Housing Vacancies professional offices. New mixed-use development can Housing vacancies in the Downtown area and in the also help achieve community goals for sustainability surrounding Old Town Neighborhoods are at historic and affordability. lows, and in many cases are less than 1%. A healthy vacancy rate is somewhere around 5%. Housing affordability is a concern as both home prices and rents continue to increase. Encouraging a wide variety of housing types and sizes in the Downtown area could help relieve some of the pressure on the Downtown residential market. DRAFT The Downtown Plan 101 Investment in Downtown Downtown Fort Collins hasn 't always looked and pedestrian spaces and infrastructure was a crucial felt the way it does today. When the first Downtown part of Downtown 's revitalization . Maintaining and Plan was adopted in 1989, vacant storefronts, run- enhancing these investments into the future will down buildings and crumbling sidewalks threatened be a critical component Downtown ' s continued Downtown 's economic vibrancy. The renaissance of economic health . Improvements in the Downtown the Downtown area over the last several decades was will continue to be funded through a combination not an accident, rather, it was a direct result of very of private investment, City general funds, state and intentional public and private investments . Property federal tax credits, grants for historic preservation and owners, the City, the Downtown Development Authority special taxes and fees . and others pooled their creativity, money, and effort to turn Downtown into the vibrant place it is today. About the DDA, GID and DBA The look and feel of Downtown conveys the City's The Downtown Development Authority ( DDA) and the unique history and character and sets it apart from General Improvement District (GID) provide a dedicated other places . Downtown ' s authenticity draws source of revenue for special enhancements like people in to shop, have dinner, visit galleries, and alleys, planters, facade renovations, and public plazas . enjoy an atmosphere they can 't find in a traditional The Downtown Business Association ( DBA) provides mall or commercial shopping center. Investing in programmatic support to Downtown businesses . improvements to Downtown 's buildings, sidewalks, Am r s r 1 Cherry Maple St Laporte Ave L! ncoln Ave Mountain A S uare Ate. ■ % Oak StLJ a �... Olive St °' I '` is ._ J ... • • _ Magnolia St Lard Mulberry St JW 00 0 Myrtle St 3 oq�o t v . oommooLl a Laurel St N + N O N CSU 0) g v Downtown Development • boundary O U - _ _ U I C 102 The Downtown Plan DRAFT Downtown Development Authority DDA Impact at A Glance : The DDA was formed in 1981 by business owners, . Formed in 1981 property owners, Downtown residents and the City of Fort Collins . The mission of the DDA is to " build • Total investment, 1981- present : $98, 344, 077 public and private investment partnerships that foster economic, cultural, and social growth '" in Public- private partnerships : $34, 288, 000 the Downtown area . The DDA uses Tax Increment Investments in public infrastructure, programs Financing (TIF) as the primary tool to accomplish and plans : $ 64, 056, 077 its mission of Downtown redevelopment. • The DDA invests in three different types of projects : Tax Increment Financing ; 2015 : $3. 2 million • • Enhanced public infrastructure like alleyways, The tax increment accounts for about 80 % of plazas, streetscapes, parking structures and the DDA's annual budget arts/culture facilities. • Invests in enhanced public infrastructure , 60 • Building facades, utility improvements and building facades , utility improvements , upgrades, including rooftop solar, thermal, and programs, plans and designs for the Downtown wind energy systems . area • Programs, plans and designs for the downtown Sample Projects : Old Town Parking Garage, area with the City of Fort Collins and other Old Town Square, historic rehabilitation of the strategic partners . Avery Building , Northern Hotel, Linden Hotel, and more than 100 other building facade improvements, Old Fire House, Montezuma Fuller and Trimble Court Alleyways, Museum of Discovery and MAX Bus Rapid Transit Illustration of Tax Increment Financing (TIF) What is Tax Increment Financing Financing (TI F) ? JeloP TIF is a mechanism to capture the net new property Bede taxes that are created when a private property ; {to Property Property tax is redeveloped . TIF revenue can be allocated to distributed both private improvements and public projects o oPeCv� to all taxing Colorado, TIF cthat continue anrbe aultho zation i edfinDa geog aphlic °�� \�G�eaSedPProperty tax increase entities area for 30 years, with a possible 20-year extension . captured by TIF authority The Fort Collins DDA is authorized to use TIF Q Base assessed value until 2031. TIF starts TIF ends DRAFT The Downtown Plan 103 General Improvement District ( GID ) To provide funding for Downtown improvements that maintains or exceeds today's current levels, the Downtown property owners voluntarily created the amount of the tax increment currently used by the DDA GID in 1976 to fund parking , pedestrian , and street (approximately $3 . 2 million annually in 2017 dollars) beautification improvements in the Downtown area . will need to be directed to Downtown improvements The GID is managed by City staff, and the City Council through another funding source. Identifying a range acts as the governing Board . of potential new public and private funding sources The GID assesses an additional 4. 94 mill property tax before the DDA's TIF authority expires in 2031 is a key on property owners within its boundaries . In addition, task for the implementation of the Downtown Plan . the GID receives a share of vehicle registration tax. There are a number of different methods that could The GID is authorized to issue bonds to pay for larger be used to raise additional funds . Establishing an projects, while smaller GID projects are funded on economic development fund , forming a Business a " pay-as-you-go" basis using available reserves and Improvement District, revisiting the implementation revenues that are not already committed . The GID of the occupation tax and expanding the GID are four typically partners with the DDA, the City, and /or private possible options to ensure continued investment in investors to complete projects using a guiding capital the Downtown area . improvements plan . • The City could establish an economic development fund to set aside money for specific economic GID at A Glance : development activities in the Downtown area . The amount of this fund , its funding source , Formed in 1976 eligibility requirements, and goals would need • clear definition . • Funds permanent infrastructure and A Business Improvement District ( BID) is both an equipment for parking , pedestrian , and organization and a financing tool. Property owners street beautification improvements . within a particular area ( in this case, Downtown) • Annual revenues for the GID are expected could petition to form a BID and vote to tax to grow slowly as property values increase, themselves with an additional assessment on from approximately $ 300, 000 in 2012 to commercial properties within the BID boundary. approximately $ 500,000 by 2026 . The City's occupation tax is an existing annual • Over the next 10 years, the GID is expected tax on establishments with liquor licenses and to generate $3 . 5-4 million for Downtown is specifically intended to offset local costs , improvements and maintenance . particularly for law enforcement. The amount of the City's occupation tax and the procedures • Sample projects : medians, street trees , for distributing the revenues generated could Oak Street Plaza , sidewalk replacements, be analyzed and modified to better support College Avenue corner plazas, Linden Street Downtown 's maintenance and policing needs . streetscape , Remington lot parking and In 2015, the occupation tax generated $393, 000 parking wayfinding sign system . in revenue . This money was used to help fund i police services citywide . The Future of Downtown Investment The City could expand the boundary of the General Improvement District (GID) to incorporate areas In 2031, the authority of the Downtown Development of Downtown that are experiencing increased Authority ( DDA) to use Tax Increment Financing (TIF) economic activity. The River Subdistrict and the will expire. Downtown development and economic Campus North Subdistrict are two possible areas activity is beginning to expand beyond the existing for GID expansion . Expanding the GID would boundaries of the GID. Now is the time to begin thinking require initiation by a petition of property owners about how to support Downtown improvements in and City Council approval . the future . 104 The Downtown Plan DRAFT 'r • .t '` � It ' , � • . � � 1 • , _ .`� • � �f i �' i(f{� � �.l •� r � v � •` f _ r = t' L DRAFT The Downtown Plan 105 Market + Economy Principles , Policies & Action Items ` 4a A *r T F Principle ME 1 : Strengthen Downtown ' s business mix by addressing market opportunities in the residential , commercial , retail, industrial , and visitor sectors . Policy ME 1a : Marketing. Support Downtown rp businesses with marketing and promotions to RiverThe local, regional, and visitor markets that highlight developing commercial retail and dining offerings . space. Action Item : ME 1a (1) : Explore creation of a Business Improvement District, housed within the Downtown Business Association, to provide supplementary marketing and promotional support to Downtown businesses and property owners . This entity should incorporate initiatives " to encourage local spending , sustain existing Downtown i businesses, and support small and local businesses . Policy ME 1b : Commercial Space . Increase the _ supply of high - quality commercial space in the Downtown area . Action Items : ( �; ME 1b (1) : Review the Land Use Code ( LUC) to identify _ opportunities to provide regulatory relief, density bonuses, and /or expedited processing for desired _ business types, mixed-use buildings that incorporate sustainable design and /or increased affordability, and desired housing types and affordable housing options . ME 1b (2) : Work with existing Downtown businesses that are interested in relocation , facilitate opportunities for adaptive reuse and redevelopment. 106 The Downtown Plan DRAFT Policy ME 1c Employment . Strengthen primary employment, innovation , creative business and entrepreneurship in the Downtown area . Action Items : ME 1c M1 Continue to support Fort Collins' Downtown business incubation programs and industry cluster groups as key elements of both innovation and future employment growth in the City. ME 1c (2) : Support the enhancement of the community's economic base and job creation by focusing on retention, expansion, incubation and recruitment of start-ups, maker spaces, artisan manufacturing , • and other businesses that bring jobs and import income or dollars to the community. ME 1c (3) : Invest in the physical assets (sidewalks, utilities, buildings) necessary to support entrepreneurship in parts of Downtown that currently lack adequate physical infrastructure . ME 1c (4) : Support the development of larger floorplate office and commercial spaces to attract incubator graduates and growing primary employers . ME 1c (5) : Further invest in placemaking efforts that enhance Downtown 's unique attributes, create vibrant "third places, " and provide amenities that help businesses attract talented employees . who& 40 Downtown attracts business incubators such as the CSU Powerhouse Energy Campus, Innosphere and the Downtown Artery. It is important to support such uses with appropriate infrastructure, incentives and partnerships. Policy ME 1d : Retail Mix. Sustain existing local retail businesses , encourage new local retail, and strategically recruit regional and national retail to maintain a healthy mix of Downtown shopping options . Action Items : ME 1d (1) : Encourage the development of small-format retail spaces in infill and redevelopment projects to provide opportunities for unique shopping options, creative studio/gallery spaces and other small-scale retail uses . ME 1d (2) : Support and develop programs that encourage residents to spend dollars locally. ME 1d (3) : Support the retention and recruitment of retailers and development projects that have a high potential impact on sales tax generation, specifically focused on increasing the amount of retail sales generated within the Downtown area . DRAFT The Downtown Plan 107 Policy ME 1e : Mixed - Use Development. Encourage mixed - use buildings in the Downtown area . Action Items : ME 1e (1) : Identify potential redevelopment opportunities that could be appropriate for multi-story, mixed use buildings or that could be prime employment sites . Identify and address barriers to redevelopment of these sites . ME 1e (2) : Examine fee structures for redevelopment ( permits, capital expansion, street oversizing , planning , etc . ) to encourage the development of mixed-use buildings with smaller, more affordable units . Ensure that fee structures reflect the unique context of Downtown development. ME 1e (3) : Market the development incentives and financial assistance programs the City currently operates to encourage production or rehabilitation of affordable housing units . t r i sk 1 f � L It is important to support and encourage local businesses, while { also welcoming chain businesses that complement and enhance the existing Downtown business mix. Marketing and promotional efforts } attract new customers for local . retailers facing increasing costs, ' �' "� ' higher rents and growing competition from online retailers. Policy ME 1 ` Housing. Increase the supply of housing in the Downtown area and encourage diverse housing types , including choices for a variety of income levels , demographics and lifestyles . Action Items : ME 1f (1) : Support creation of housing at higher densities in key Downtown areas (for example, the Mason corridor) . ME 1f (2) : Support reform of the construction defects claim legislation to encourage development of for-sale condominiums . ME 1f (3) : Evaluate and adjust neighborhood compatibility standards and parking standards in order to encourage higher densities in key areas of Downtown . ME 1f A : Public-private partnerships should be used to achieve key community objectives, including parking , sustainable design and affordability. ME 1f (5) : Inventory and monitor the types and prices of housing Downtown ; analyze the affordability of existing Downtown housing . 108 The Downtown Plan DRAFT Policy ME 1g Government Facilities. Continue to centralize government facilities and services Downtown . Bring life to civic areas at all times of day. Action Item : ME 1g (1) : Encourage multiple uses near or inside government facilities to generate pedestrian traffic outside of typical / business hours . Policy ME 1h : Economic Metrics. Monitor, evaluate , and adjust to changes in the Downtown economy over time . Action Items : 1= ME 1h (1) : Anticipate potential impacts of the sharing economy (i . e . , car share, short term rentals) and ensure that policies for land use, municipal regulation , and economic development are reviewed as needed . ME 1h (2) : Identify key metrics and data sources and create a Downtown -specific economic dashboard to evaluate and monitor Downtowns economic health . ME 1h (3) : Update market conditions and trend analyses every five years and make appropriate adjustments to the Downtown Plan and key metrics . ME 1h A : Regularly share Downtown economic information - - with the public, business owners, and property owners in multiple formats. _ [ ESPEf FD I Exterior comtruction-a't' Old Town DRAFT The Downtown Plan 109 . � � 1 Principle ME 2 : Identify and create sustainable funding sources to incentivize desirable development , including unique retail , employment centers , diverse housing types and high - quality design . Policy ME 2a : Funding. Investigate w alternative funding mechanisms ❑ �6. to prepare for the 2031 expiration of the Downtown Development ❑ ❑ �� �❑� 0 Authority ( DDA) ' s Tax Increment Financing (TIF ) resources . Action Items : ❑ ❑ ❑" ❑❑ F-1 ME 2a (1) : Conduct in-depth research that considers several scenarios for ❑ �� �� �� 1) continued public investment in ❑ Downtown infrastructure, public space, and redevelopment and ❑ ❑ ❑❑ adequate funding for ongoing D Downtown maintenance and � • • • - operations after the expiration of Tax Increment Financing (TIF) in 2031. In 2031, the DDA 's ability to use tax increment financing (TIF) ME 2a (2) : Educate the public and will expire. Now is the time to begin thinking about how to support Downtown improvements in the future. To maintain stakeholders in the City organization the current level of support for Downtown improvements, about the impact of investments approximately $3. 2 million annually (in 2016 dollars) will need that have been funded through TIF to be specifically directed to Downtown improvements and resources . maintenance. The General Improvement District (GID) has also directed funding to Downtown enhancements since 1976. This includes medians, street trees and public plazas throughout the core area. As Downtown continues to grow and expand beyond the core, it may be appropriate to consider expanding GID boundaries and/or formulating similar new funding districts. 110 The Downtown Plan DRAFT Policy ME 21 Special Districts. Strategically expand public investment in the Downtown Plan area through the General Improvement District ( GID ) and other special districts . Action Items : ME 2b (1) : Evaluate the current operations and efficacy of the General Improvement District (GID) , consider expansion of the GID boundary to appropriate character subdistricts (e . g . the River Subdistrict) as development moves further from the historic core area when appropriate . ME 2b (2) : Create and maintain an inventory of prioritized public improvement needs for the entire 2 Downtown Plan area . Ensure that implementation of public improvements is distributed throughout the Downtown subdistricts as appropriate . ME 2b (3) : Evaluate the feasibility of establishing a Downtown economic development fund to further support public- private partnerships in the Downtown area . ME 21b (4) : Analyze the rate of the City's occupation tax and the procedures for distributing the revenues generated to better support Downtown 's maintenance and policing needs . # , � a E AV t Principle ME 3 - Encourage new investment in Downtown while continuing to ensure that new development fits into the overall Downtown context . Policv ME 3 - Density and Intensity. Encourage increased density and intensity in strategic locations . Action Items : ME 3a (1) : Develop new policies and modify current policies, procedures and practices to reduce and resolve barriers to compatible infill development and redevelopment. Emphasize new policies and modifications to existing policies that support a sustainable, flexible and predictable approach to infill development and redevelopment that respects and maintains existing character. ME 3a (2) : Analyze development review requirements that are in conflict with community goals, among City departments, or that do not reflect the context of Downtown and make appropriate changes to the development review process, if needed . ME 3a (3) : Develop and maintain development fee schedules that account for differences between redevelopment and greenfield development costs, and aim to provide fair and equitable apportionment of cost for the different types of development. ME 3a A : Consider implementing payment-in -lieu alternatives to meeting public space/plaza and parking requirements in the Downtown area . DRAFT The Downtown Plan 111 Arts cow Culture ,t A : r ti4W ? 4 I FA - - r, - �, L Q 1 �" .i , A ter••- � ,�ywpm Vision z Downtown Fort Collins will be a regional artistic and cultural hub and a - _ 7 e ` - national and global destination for a range of creative and social offerings. Downtown will attract talent, innovation and diversity and create vibrancy, �w inclusion and economic success. Artists, creative entrepreneurs and arts ' and culture organizations thrive Downtown with affordable live-work _ems• '-• � . spaces, robust networks and a variety of well-supported venues and resources . Culture should be considered essential to sustainability and incorporated into every decision for Downtown . Active social spaces, unique events and experiences, creative businesses, and state-of-the-art cultural assets will enrich the lives of residents, the economic health of the Downtown area and the experiences of visitors . - 1�WA Iak—� Overview Arts, culture, and creativity are a major industry in Current Strengths Downtown and a significant driver of the economy. Therefore, the Downtown Plan expands traditional "arts Arts and culture are pervasive and a creative energy and culture" to the broader and more inclusive term already pulses throughout Downtown . Numerous " creative industries . " The creative industries include entities and individuals contribute to a lively and evolving arts and culture organizations such as museums, scene . A short walk reveals sculptures throughout the symphonies, and theaters and add creative businesses plazas while live music can be heard over the laughter such as film companies, architecture and design firms, of children playing in the fountains. Around the corner venues and breweries and individual performance an alley is adorned with murals, botanical arrangements, artists, musicians, makers, creative entrepreneurs and custom light fixtures, and pop-up art carts , painted employees of creative businesses. "Creative" and "artist" pianos and transformer cabinet murals dot the urban are used throughout this document to represent all landscape . The renovated Lincoln Center and brand people working in the creative industries . new Fort Collins Museum of Discovery, along with ' other private arts and culture organizations ( Museum Addressing the issues and ideas laid out in this plan will of Art, Center for Fine Art Photography, Music District, make possible the vision of Downtown Fort Collins gas Bleu Theatre, and others) are concentrated in as a global destination . Diverse artists, creatives, and Downtown, the City's cultural anchor. entrepreneurs thrive with equitable access to affordable spaces to live and work . Opportunities abound to leverage art in new development, redevelopment and public spaces in innovative ways . As the number of creative businesses grows, more creatives translate their talent into a living . Creatives and cultural organizations are key to decision and policy making , adding to Downtown 's inclusive and respectful community and economy. Downtown's cultural assets attract millennials and boomers and the skills and resources they bring and visitors seeking distinctive entertainment and cultural experiences . i A thriving arts and culture community - one that is well-supported, well-promoted and well-recognized - enriches the quality of life for residents and the region 's attractiveness to visitors. Arts and culture can inspire fresh ideas and spur innovation,- they are k �� inseparable from the overall creative vitality of the region and are an important sector of the regions / economy. " (The Kresge Detroit Program) What makes a community a desirable place to live? What draws people to put a stake in it? A Knight Foundation study asked these questions and discovered that those who are satisfied with their community believe lit, it has great social offerings, is open and accepting and is aesthetically pleasing . The study concluded that community attachment directly correlated with economic success and that such things as basic services, safety and education were not economic drivers . A supportive, inclusive environment for innovation , entrepreneurship and creativity is critical to economic hStage assembly _ _ st Fest and social success in the 21st century. �. DRAFT The Downtown Plan 113 In the last decade, Downtown Fort Collins has seen unprecedented investment in its creative infrastructure from all sectors - local government, citizen -approved initiatives , non - profits , development authorities , charitable foundations, the private sector, and individual community members . The creative ecosystem Downtown can be seen in the development of studio, exhibition and performance spaces and the growth of entrepreneurial endeavors and needed resources. Prestigious museums, galleries, and theaters commingle with boutique shops, local restaurants, co-working space and creative businesses, all weaving a dynamic and vibrant fabric that brings together a wide spectrum of people . Our effort and success was acknowledged when Fort Collins received the 2011 Governor's Arts Award . In 2016, the State of Colorado designated Downtown , Fort Collins a certified Creative District. r . - Downtown Has : _ _ Y 1 Approximately 30 creative businesses More than 1 million people visit Downtown each year, including residents and tourists . Many attend special events, such as the FoCo Music 23 cultural institutions eXperiment, Taste of Fort Collins, or FortOberfest. Bohemian Nights at New West Fest is the largest festival in Downtown, attracting more than 100,000 attendees in a three- day weekend of free music . Theatre, dance, and music venues are also a big 24 permanent public art pieces draw, including the Lincoln Centers two theaters, the Bas Bleu Theatre and a multitude of music venues . One-of-a - kind museums include the Fort Collins Museum of Discovery, Center for Fine Art Photography, Global Village Museum , 46 painted transformer cabinets Avery House , and the Fort Collins Museum of Art . Additional attractions include First Friday Gallery Walk, farmers and artisan markets, free music concerts, New Belgium Brewing 's Tour de Fat parade and celebration, and , of course 12+ painted pianos brewery tours . 114 The Downtown Plan DRAFT Key Considerations To the casual observer, the Downtown arts and culture Lessons Learned scene is the picture of success . However, ask an artist or creative entrepreneur how many jobs they have, Several arts and culture organizations have come and where they go with new ideas, or whether they can gone, but the needs they were striving to address afford to live and work Downtown , and it becomes continue to exist . Fort Collins has the potential to evident that additional support and resources are become a nationally recognized arts and cultural necessary to sustain the creative atmosphere that has center - a vital community that celebrates and inspires been a key to Downtown 's revitalization . Although human creativity. new creative businesses are opening, other long-time Arts and culture organizations provide resources and , enterprises are closing and some local creatives leave advocacy, ensure financial stability, develop venues seeking a more supportive, affordable environment. This and facilities, and offer education and business support plan was co-created in an open , iterative process that for creative people . These goals are as relevant and reflects the key considerations and needs expressed necessary today as ever, as artists and creatives by creatives in our community. are priced out of the market, as community vitality increasingly relies on creatives living and working in our Downtown rents are rising and spaces for living midst, and as diversification, creativity, and innovation • and working that were formerly affordable are remain critical to education and the economy. becoming out of reach for artists and creatives . For such an organization to be successful , it requires financial stability, political support, effective • The efforts of creative startups, while numerous, communication , and buy- in from the creative remain dispersed . There is a strong need for community. Previous efforts received initial support greater coordination, communication networks but none have had on-going sustainable funding . A and support resources . modest amount of dependable ongoing funding would Opportunities for strengthening and supporting allow such a coordinating entity to leverage funding • the 24- hour creative economy of Downtown to achieve the goals of creative industries instead of include a larger regional Performing Arts Center, a chasing money to stay afloat. year-round multi-use marketplace, and evolution of transportation , parking , management, and This plan combines the terms "arts and maintenance programs that balance vibrancy culture " and "Creative industries " to provide the with safety and quality of life . broadest definition of how arts and creativity impact and define Downtown. The creative • The City"s Cultural Plan will be updated in 2017- industries are composed of arts businesses 2018, and presents an opportunity to take the policies from this plan to a deeper level, to push that range from nonprofit museums, concepts further, and to continue to co-create symphonies, and theaters to for-profit film, the future directly with the creative community. architecture, and design companies. lip it DRAFT The Downtown Plan 115 Inner Workings of a Healthy Creative Network This artist ' s concept depicts a creative ecosystem based on eight primary elements shown in yellow and orange . The elements are connected to the creative individual . at the center, to one another, to the broader community showing how they network depends on other moving PP parts working together. The ecosystem and its creative energy are intertwined NOR with the community, creating complex and mutually beneficial impacts shown as emanating from the network. - r BENEFITS A HEALTHY PAC ATIE NET \AORK CREv c N T M u AC E ArES Y I { 4�1+ Y 116 The Downtown Plan DRAFT r• a X UNDID# IL VERNM UPPOR E97I E % T I T - O I I A t% - ' 4A K ETO '� - FLUt \PrOR - ART . • � ��Yk�4Zi0tJ je : f w Illustration by Chris Bates DRAFT The Downtown Plan 117 Arts + Culture i Principles , Policies & Action Items j _ v f 1 - - 11 ~ 1 Principle AC 1 : Develop a creative network for individuals , organizations and creative businesses in Downtown . p^ iir%x/ or l Networks. Establish and sustain networks for artists and creatives . Action Items : AC 1a (1) : Create formal and informal partnerships among organizations involved with arts and culture such as Colorado State University, Poudre School District, philanthropic organizations, art advocates, Downtown Development Authority, Downtown Business Association, City of Fort Collins, affinity groups (outdoor, craft spirits, tech ) and traditional industries (healthcare, agriculture) . AC 1a (2) : Develop a creative industries partnership to engage �� all creatives and advance the industries . Build the partnership 's ` role in arts, culture and creativity at the city, state, national and r international levels . r I Policy AC 1b : Around the Clock. Recognize and support Downtown 's 24 - hour creative economy. Action Items : AC 1b (1) : The Downtown Business Association ( DBA) will implement a 24- hour program that provides resources (information and marketing) that cater to the different time A 24-hour creative economy periods of activity. recognized a full range of activities and groups that vary from early AC 11b (2) : Expand public transportation into evening and weekend morning to after hours. hours . 118 The Downtown Plan DRAFT AC 1b (3) : Consider a "cultural sites trolley" that can circulate around Downtown to the various cultural facilities . 01 See Policy TP 1h: Additional Transit Service on page 86 and policy TP 1g: Downtown Circulator on page 87 Policy AC 1c . Collaborative Decisions. Involve creatives in decision - making and policy creation . Action Items : AC 1c (1) : Consult with the creative industries to consider potential impacts and to gain insights when making decisions on investment and regulations . AC 1c (2) : Engage artists and creatives in policy creation and decision making to leverage their creative problem-solving skills . Policy AC 1d : Sustainability. Recognize culture as an element of sustainability. Action Item : AC 1d (1) : Audit the City's approach to sustainability to explore opportunities to incorporate culture alongside environment, economic and social elements . Culture is now recognized as a separate, distinct and integral role in sustainability. Cultural Enwronment UNESCO defines the cultural element of community development as "the whole complex of distinctive spiritual, material, intellectual and emotional features that characterize a society or social group. It includes not only the arts and letters, but also modes of life, the fundamental rights of the human being, value systems, traditions and beliefs. " New Zealand's Ministry for Culture and Heritage created a well-being model that includes four components: cultural, rEconornic Soci 11 environmental, social, and economic. To explore further, see The Fourth Pillar of Sustainability: Culture 's Essential Role in Public Planning by Jon Hawkes. New Zealand's Well-being Model 71 x 4r � ll I } f � DRAFT The Downtown Plan 119 -� 4'- x R _ 4 _ � J 4 3 a5r • . Principle AC 2 : Support the creation of an Office of Creative Industries as an es.Antial component to achieving the vision . Policy AC e. Creative Industries Office. Create an office with a staff position to support creative industries professionals , implement collective goals , coordinate with various resources , and centralize all resources / information . Action Items : AC 2a (1) : The City of Fort Collins will hire a Director of Creative Industries within the Cultural Services Department with connectivity to the Economic Health Office . AC 2a (2) : The Office of Creative Industries will be housed in the Creative Community Center in the historic Carnegie building , which is already dedicated to community arts and creative uses . The City will also facilitate centralized resources for the creative industries at that site . Case Study : Create Denver Create Denver is an initiative of the City of Denver's Arts and Venues agency and serves as a centralized t resource for arts and cultural activities in their community. Their programs include research and I •- policy recommendations, art and cultural district � . development and professional development and t'Ih4 - _ advocacy. Examples include research studies on ;'+;� . affordable live and work spaces for creatives (Space y? Matters Study); the City of Denver's involvement with music (Listen Local: Music in the Mile High City), advocacy for the creative sector through qualitative and quantitative data, mapping and storytelling; 50% tuition scholarships for an 11-week business planning program; partnership with Colorado Attorneys for the Arts (CAFTA), which offers pro-bono legal advice,- and programs, exhibitions, and professional development workshops including the Denver Music Summit which "brings together musicians, industry The City will use the Carnegie Building as the central professionals, civic leaders and music enthusiasts resource and physical locus for arts, culture, and for educational programming, live performances innovation in our community. It will serve as the first and policy engagement. ' place to go if you are a creative looking for opportunities, or someone looking to connect with creatives. 120 The Downtown Plan DRAFT Policy AC 21 Creative Industry Partnership. Develop an organizational structure to engage creative industries professionals , ideally administered by the Director of Creative Industries . Action Items : AC 2b (1) : Convene regular meetings of creatives to garner a complete understanding of their needs, identify resources that support those needs, engage creatives in policy discussions, and provide a united voice for the creative community. AC 2b (2) : Once hired , the Director of Creative Industries will support and facilitate the Creative Industries Partnership . 1 Policy AC 2c Community Creative Center. Develop centralized resources for creatives at the Community Creative Center at the Carnegie Building . Action Item : AC 2c (1) : Promote the centralization and availability of resources, information, announcements, and opportunities related to the creative industries at the Community Creative Center. Policy AC 2c Business Education. Support business education for creative entrepreneurs and all creatives as a vital part of the mission of the centralized resource . Action Items : AC 2d (1) : Support business education for creatives through partnerships with existing organizations such as Small Business Development Center (SBDC) , Front Range Community College ( FRCC) , Colorado State University (CSU ) , or other providers . AC 2d (2) Sponsor and support programs/events that promote entrepreneurs and encourage innovation and collaboration . 4 DRAFTThe Downtown Plan J � I FF Principle AC 3 : Support arts , culture , and creative enterprises with facilities , promotion , expanded program opportunities , and funding . Cultural Planning. Update the Cultural Plan and Cultural Facilities Plan and implement the highest priority strategies . Action Items : AC 3a (1) : Engage the creative community in co-creating updated Cultural Plans expected in 2017- 2018 . AC 3a (2) : Further examine the feasibility of new venues, including an 1800 — 2200 seat performing arts center Downtown, which was the highest priority in the previous Cultural Facilities Plan . AC 3a (3) : Support the creation of a community-centered use in the Car Barn The Fort Collins Car Barn provides an opportunity for an iconic historic structure to be rehabilitated and adapted into a year-round marketplace. Policy AC 3b : Cultural Marketing. Promote and market the Downtown creative scene and embrace the value of the State - certified Downtown Fort Collins Creative District . Action Items : AC 3b (1) : The City will cooperate with the Downtown Business Association , Visit Fort Collins and the Downtown Creative District to create a campaign that will facilitate interest in Downtown 's art and culture scene . AC 3b (2) : Support and promote the Creative District and its activities that attract entrepreneurs and an educated work force . 122 The Downtown Plan DRAFT CACHE LA �w v y� POUDRE C� RIVER "ART VENUES NORTH enables us 6 CENTERS BIKE/ to find ourselves m -a t. - n.:otre PEDESTRIAN and lose ourselves ® The Armory c>RRm • TRAIL at the same tlme. " ® Aa Centerd Fc ♦ DOWNTOWN rr * -Thomas Merton S" © An Lab Fort Collins TRANSIT CENTER � CC�� © The AnKulate �„ TOURS & WALKS The Avery Nouse • Beer/Wine/Sprats Tours ® Avogadros Number WASHINGTON VISITOR • FoodreWalkBGourmet ® BasBleuTheatre PARK INFO TO MORE Tours ® Cohere BandaMth s CENTER BREWERIES • First Friday Gallery Walk ® Community Creative civ � ,•.., ,g Center in \ � •° CENTER �/ Art in Public Places Tours ® Center for Fe Art iP "WVV Historic 8 Ghost Tours photography ° PARK www.vlshftcolllns.com�^ r�~ www.vns.com m Downtown Artery 3 ; a` s ��� �.ol �d EVENTS & FESTIVALS © Everyday Joel nw"twin oti , m FoCoM% FC Lr hCenter TO • • 1 �% ® FC Museum of An 1 • Colorado Brewers' Fesbval CITY PARK {1T • OLD 2r, ® FC Museum of a TOWN Le • Bohemian Nights at Discovery O V BIRNEY CAR - SQUARE NewWestFest © Gbbalvidaige ? TROLLEY m ® 8 Now Belgium Brewing Museum c ti STOP OAK S = Tour do Fat Ig Hodfs Halt Note STREET 0 O Sw PLAZA : OL1VE ; Farmers' 8 Artisan Markets M Lyre Cinema Cafe CP LIBRARY Plus hundreds more' MThe Music District tit i PARK www.vhflfteolllns.com 13 Old Firehouse Books 8 "wONOL " e; THE CREATIVE ® Okl Town tErary • m o g = it DISTRICT IS... * svrada 7 Old I own Square ..a hub for arts and m Washington's w HULeERRY / VE Hw • a CfedbVe economic M Wolverine Farm s . activity, enhancing • Bike Snare Stations r TO UNIVERSITY the area as a desirable TO COLORADO CENTER FOR THE place to live, visit, and .k Restrooms STATE HYRnE ARTS conduct business. Information UNIVERSITY www.dfccd.org )l Parking . • r`b • IwVREI ° o Policy AC 3c : Innovative Arts. Support innovation to enhance creative placemaking Downtown . Action Items : AC 3c (1) : Support existing and future efforts to create innovative programming and business opportunities Downtown , such as kiosks or pop-up art studios . AC 3c (2) : Review and revise policies that might unintentionally limit innovative arts programming or business endeavors . r 1 C. It e ee r 41101Y 1 l , Sit r.- R [ ✓ 1 DRAFT The Downtown Plan 123 Policy AC 3d : Cultural Tax Support. Support the creation of a regional sales tax or other funding mechanisms to support and sustain arts and culture . Case Study : Denver SCFD Established in 1989, the Denver Scientific and Cultural Facilities District (SCFD) collects 1/10 of 1% of sales and use tax throughout the seven-county Denver metropolitan area. The SCFD distributes ' approximately $40 million annually to scientific and cultural organizations. `The funds support cultural facilities whose primary purpose is to enlighten and entertain the public through the production, presentation, exhibition, advancement and preservation of art, music, theatre, dance, zoology, botany, natural history and cultural history. " Poster art - Montezuma Alley Busking Downtown Bike-In-Movie at New Belgium Brewing . .vivo* ! t 124 The Downtown Plan DRAFT Jl \ % � Y t Principle AC 4 - Sustain and improve affordability and availability of start - up , li and live /work spaces for creatives . Policy AC 4c Partnerships. Support public - private partnerships for development of creative start - up spaces and affordable live and work spaces for creatives . Action Items : AC 4a (1) : Inventory existing spaces and buildings that could be used for affordable start-up, live and /or work space and invest in public-private partnerships to develop new affordable creative spaces. AC 4a (2) : Support and promote existing creative spaces, both public and private, so they remain a resource for creative industries . Policy AC 4k Incentives. Explore ways to incentivize creative live /work spaces , venues , and galleries in private development projects . Action Items : AC 4b (1) : Audit the Land Use Code for opportunities to encourage or incentivize arts and cultural uses . AC 4b (2) : Explore the use of flexible funding streams for arts, cultural and creative uses . AC 4b (3) : Provide data /information to developers and landlords on the value of retaining a mix of creatives in Downtown . f E Is - ` I .7 jW1 Now_ Artspace in Loveland combines a rehabilitated historic mill building with new construction to provide an affordable live/work space for creatives. DRAFT The Downtown Plan 125 FA 4 ,' � 1 , , IWO l f F Principle AC 5 : Explore opportunities to incorporate more art into Down vn p erti l usineskes , and pudic ILace i Policy AC 5a : Public Spaces to Support Art: Develop a plan to better use public spaces and alleys to support arts and culture related uses . Action Items : AC 5a (1) : Inventory micro- urban space such as alleys, parking lots and other utility areas to incorporate art and develop public and /or private art programs for those spaces . AC 5a (2) : Program "convertible" streets that can be used for art events (Canyon Avenue, 200 block of Linden Street, 200 block of Howes Street) . !!! See Urban Design Convertible Streets: Page 46 �K i - I 4000 1 v 161 The Art in Public Places Program (APP) has been a windfall for public art since 1995. The City of Fort Collins dedicates 1% of budgets for City construction projects (> $250, 000) toward APP, and consults with artists on smaller projects, resulting in public art such as sculptures in roundabouts and stamped/carved concrete installations on bike path underpasses. APP also facilitates transformer cabinet murals and collaborates with the Bohemian Foundation and DDA for the Pianos About Town projects. 126 The Downtown Plan DRAFT Policy AC 5b : Public Art Initiative: Develop and expand public art initiatives that results in more art installations throughout the entire Downtown . Action Items : AC 5b (1) : Evaluate the City's Art in Public Places Program for potential expansion , greater opportunities for artists and increased public engagement . AC 5b ( 2) : Explore opportunities to collaborate with the Neighborhood Connections Program to develop a neighborhood - based public art program . AC 5b ( 3) : Convene all stakeholders to explore opportunities and structure that could support additional public and /or private arts initiatives . Policy AC 5c Non - traditional Art: Explore opportunities for expression through non - traditional art, such as graffiti , flier - art, busking , and performance and impromptu art . Action Item : AC 5c (1) : Identify and address rules and other barriers that may unnecessarily limit expression in Downtown . Policy AC 5d Incorporating Art into Development: Incentivize art in new development and redevelopment . Action Items : AC 5d (1) : Audit the Land Use Code for opportunities to encourage or incentivize art in new private development and redevelopment projects . AC 5d (2) : Explore opportunities for art work to stand in lieu of design requirements . i A'� r A000 l f DRAFT - 1 J 1 u 1 t hop out p Vision w Downtown Fort Collins will pursue resource and natural systems conservation measures in all operations and development projects . Downtown will exemplify City-wide climate protection efforts, having incorporated innovative strategies for energy conservation , production , enhanced mobility and resiliency. From any Downtown location , people can easily access the Poudre River, parks and natural areas . The presence of nature should be felt even in Downtown 's most urban spaces and is cultivated as an essential amenity. Recreational access to nature will be balanced with the need to preserve and protect natural resources, while stormwater management and Jr / utility infrastructure ensure existing and future community needs are met. '`Q ff0 J r � _ 1. PA Y \ Overview Downtown is adjacent to one of Northern Colorado's Downtown is the most loved, and therefore most used, most significant and iconic natural features — the Cache area of Fort Collins, which means it is essential that la Poudre River. The community's commitment to the all residents, employees and visitors can easily access restoration and enhancement of the Poudre River natural spaces . As development and redevelopment watershed is indicative of the high priority residents continue to intensify and "fill in the gaps" throughout place on natural resource protection and environmental Downtown, creating and preserving spaces that offer quality. Not only does Downtown offer numerous a respite from the hustle and bustle of urban life will opportunities to showcase the conservation of the become increasingly important. Poudre River corridor, it is also the ideal location to highlight other public and private initiatives that improve the health of our natural environment. k L1 1 I I . Similarly, improvements to infrastructure for water and wastewater service and stormwater management must also match the pace of growth and development in the Fort Collins recently adopted some of the most Downtown area . Many existing pipes and facilities are ambitious municipal goals for reduced greenhouse outdated, in poor condition or undersized to adequately gas emissions in the United States . By 2020, the City serve Downtown and the surrounding neighborhoods aims to reduce the emissions of greenhouse gases into the future . In addition, floodplain areas along the to 20 % below 2005 levels . By 2030, that reduction Poudre River and throughout Downtown constrain the increases to 80 % below 2005 emission levels, with amount and intensity of development that can occur. the ultimate goal of becoming a "carbon neutral, "' or Careful planning and investment in infrastructure zero-emission , City by 2050 . Because Downtown upgrades are crucial to the continued vibrancy and is a hub for business and innovation , this area is success of the Downtown area . uniquely positioned to lead the way by pursuing and showcasing strategies that support goals related to energy efficiency, technological advances, renewable energy production , waste management, air quality and environmental health . For example, given the r _ density of buildings Downtown , it makes more sense to test smart grid , combined heat and power, and �~ district energy strategies in this area . New buildings /.; should be built to last from durable materials and to _ _ be adaptable for new uses in the future, while existing buildings and infrastructure should be valued for their The principles, policies and action items in this section embodied energy and flexibility. of the Downtown Plan align with the energy and environment vision , as well as the policies outlined in the City"s Climate Action Plan, Poudre River Downtown Master Plan, Nature in the City Strategic Plan, City Plan and other guiding documents . low WOO DRAFT The Downtown Plan 129 Poudre River Corridor The Poudre River is a defining natural feature for the The Downtown Poudre River Master Plan , adopted community. It provides numerous ecological functions in 2014, focuses on improvements that support and that support public and environmental health , as well connect wildlife habitat, provide high-quality and safe as deep historic and cultural significance for Fort recreational experiences, and protect against flood Collins residents . The importance of conserving the damage in the Downtown section of the Poudre river corridor has been repeatedly reinforced through River corridor. policy guidance and investment in specific projects . As Fort Collins grows, the City should protect the The ecology and beauty of the river should be not assets that make Downtown desirable . A healthy river only protected , but also enhanced , as Downtown corridor, access to parks and natural areas within the development and recreational activity continues to urban setting, and scenic views are all important facets increase . Adequate water levels, as well as natural of the Downtown experience . An easily accessible fluctuations in water flow throughout the year, river corridor offers a respite from the excitement and are essential to both the aesthetic and ecological pace of the urban core, which in turn yields physical, functions of the river. Water supply storage projects mental and emotional health benefits for residents and that are proposed currently or in the future could have visitors . However, recreational access on and along significant impacts on river flows through Downtown, the river, as well as new urban development near the which does not support the community's vision for a river, should remain secondary to the protection of healthy, protected river ecosystem . the river's important ecological functions . ;. ti fit 1. 5 miles of the The Poudre River Trail Recent restoration efforts seek to return the river traverse J l - - throughDowntown. to a more natural state. _ _ t N PIP -in � v w _ f r The Poudre • - s and Man -made structures have shaped the character development activity that can occur in the vicinity. of the river over time. , s:� .v . � - - A ' 130 The Downtown Plan DRAFT Change Over Time 1906 1963 e� 0 e; e`� vc X. ti hid JP�O� St�J`y �di ✓PAPS y"cJ~y The Poudre River corridor has undergone significant changes over the past 150 years. Flooding, natural shifts, industrial activity, and engineering projects that sought to confine and control the channel have all impacted the way the river looks today. In recent decades, an increased focus on returning the river to a more natural state, reconnecting the river channel to its floodplain, and providing recreational access along the river have further shaped this distinctive natural corridor. Below are graphics from the Poudre River Downtown Master Plan depicting environmental and recreation enhancements. 1 r � � � 4 , REACH ` 11 PROPOSED CHANNEL SECTION rill nc an D ID RIVER ACCESS NARROWED. DEEPENED HMIAGL L RPARIAN RIVER CHANNEL Al WALK PRIVATE PROPERTY UPLAND ENHANCEMENT WHIIEWATER PLAY AREA IFRRAGED kIVFR BANK. /1RIUL POWERHOUSE ENERGY WSTOUTE DRAFT The Downtown Plan 131 Climate Resiliency & Innovation Downtown is ideally positioned to test and demonstrate Improvements in energy efficiency, particularly for advanced strategies for protecting natural resources existing buildings, could advance the community's and reducing harmful emissions . In fact, with more greenhouse gas reduction goals more than any ClimateWise business partners, solar arrays and electric other strategy. In the Downtown area , numerous vehicle charging stations than any other area of the city, commercial and residential buildings could both reduce Downtown is already leading the way in embracing their energy costs and greenhouse gas emissions by new technologies and sustainability strategies . retrofitting windows and doors, improving insulation Projects and programs that support the community's and managing energy use more strategically. Climate climate action goals should be recognized and visibly action strategies should also reflect the value of showcased to celebrate innovation . The City of Fort the embodied energy of existing buildings that are Collins should set an example for environmental adaptively reused in comparison to the environmental stewardship and reducing greenhouse gas emissions, costs of new construction . Energy efficiency upgrades including testing energy efficiency approaches, clean and renewable energy options should be accessible energy technologies, and funding models that could and affordable to all businesses , property owners be applicable to the private sector. Colorado State and tenants . University will continue to serve as a leader in research Colorado's abundant sunshine, windy days and potential and testing and is a critical partner for the City. for ground source geoexchange provide ample opportunities for renewable energy production and use. Solar panels can be added to rooftops and parking _ ClimateWise Vine Dr Business Partners -` Energy Partner Sites _ _ 4 lab _ I 111111fi O Electric Vehicle MINESUM MUSE M OF EL Disc PpWERHO IDS + I Charging Station r N + ® Solar Panel Locations Cherry St vm�, _ aeO Maple CITY VIIES Laporte Ave _ '�♦� A tin CIVIC ENTE • �� ♦ 1 �Ol� Ave PAR ING a '` � J loin GAF kGE Mountain Ave A ._ Oak St v • Olive SO - E m ` � J Magnolia St MULBE ePoo Mulberry St ` - - °o Myrtle St ° ;ilk rol Laurel St 0 to CSU v IL' oe U 132 The Downtown Plan DRAFT areas , the clean energy potential of a property can be be considered on development sites , as should maximized through site planning and building design , infrastructure to support alternative vehicles, fuels solar production , solar heating , and passive solar and modes of transportation . As new technologies strategies can be incorporated into new buildings , become more accessible and affordable, many green new technologies can be tested and evaluated on civic building techniques will become more cost effective buildings, and the community can pursue new shared for developers. However, trade offs between short- and renewable energy production programs like community long-term costs and benefits should be acknowledged . solar gardens and district-scale geoexchange projects . An excellent level of environmental quality, both In support of the City"s climate action and green outdoors and in buildings, is essential to public health building priorities, new buildings should be designed and highly valued by the Fort Collins community. or retrofitted to maximize energy efficiency, minimize Outdoor air pollution significantly impacts sensitive water use and waste generation , minimize waste populations and indoor air pollution is considered one • • products and utilize sustainable construction materials. of the top five environmental risks to public health Food production, composting, water treatment and by the Environmental Protection Agency. These and conservation , waste to energy conversion , and other health concerns need to be considered as new other restorative or regenerative features should development occurs and existing properties redevelop. As new technologies become more accessible and affordable, many green building techniques will become more cost effective for developers. However, tradeoffs between short- and long-term costs and benefits should be acknowledged. t 1 :�• �� - i R � t 1� Downtown is already leading the way in clean energy production, green building, waste management electric vehicle charging and other innovative approaches to improving quality of life, reducing greenhouse gas emissions, and supporting a resilient economy. DRAFT The Downtown Plan 133 Nature in the City The Nature in the City Strategic Plan outlines a vision for " a connected open space network accessible to the entire community that provides a variety of experiences and functional habitat for people, plants and wildlife . " Access to nature and the conservation of wildlife habitat is particularly important in the ,- Downtown core, where there are more people and businesses but fewer opportunities for public parks `' and natural areas . Public entities and private property owners should both play a role in advancing the community's Nature in the f City goals — including the creation and enhancement of outdoor spaces, expanding the community's tree 9 canopy, reducing the impact of nighttime lighting on human and wildlife health, and promoting urban agriculture . Night Sky Protection: Bright nighttime lighting affects both human and environmental health. A lack of darkness at night can disrupt circadian rhythms, wildlife reproduction and predator/prey relationships. Further, dark night skies Tree Canopy: In addition to offering shade to visitors, the are often associated with small-town character and a Downtown tree canopy serves numerous environmental connection to the natural environment — values that and economic purposes. Trees improve aesthetics resonate deeply with Fort Collins residents. and property values, naturally cool buildings in the summer, intercept rainfall and support stormwater management, filter air and water and store carbon from the atmosphere. C Publicly $ 2 . 18 in ' • 1 maintained benefits for trees every $ 1 Downtown spent on Fort Collins' yj urban forest Benefits of a Single Tree ' r i' All , $1.41 net COZ reduction r $3 .62 net energy savings � : $0 .60 net air quality benefits - $13 . 04 stormwater runoff reduction < $51. 59 aesthetics + property value $70. 26 total Urban Agriculture: Beyond producing food for local Source: McPherson, G. E., Simpson, J. R., Peper, P.J., Maco, residents and restaurants, urban agriculture also offers S. E., Xiao, Q. 2003. Benefit-cost Analysis of Fort Collins ' ecological benefits. Agricultural spaces, particularly those Municipal Forest. Center for Urban Forest Research, with a variety of edible plantings, support important habitat USDA Forest Service. for bees, butterflies and other pollinators. 134 The Downtown Plan DRAFT Opportunities for Nature - Downtown 1 There are opportunities for nearly every property, building or public space to contribute to a more connected and higher quality natural environment Downtown . Natural Areas 8 Properties along the Poudre River, including City Natural Areas, flood plain, and other protected areas provide significant wildlife habitat and ecological 0 benefits, as well as numerous opportunities for nearby residents and visitors to connect to nature via paved and unpaved trails, river access points and other opportunities for low-impact recreation and quiet enjoyment. - - - - - - - -r — - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - w . b � • Natural - Urban Interface Closer to the Downtown core, there are opportunities for more formal recreational experiences and interaction with nature. Protection and enhancement of wildlife habitat remains critical, but parks, shelters, paved trails and gathering areas are designed to handle more visitor use. Family activities and exercise are most common in these areas. r` iI eve� f ■ Neighborhood Transition Areas { MEN '.* ; Within residential, commercial and mixed-use areas, there are numerous opportunities for residents to create natural settings, observe wildlife, and Sol I ■ ■ ■ �•ak connect to nature in their own backyards. Front lawns, tree planting strips, , backyards and shared common areas can be enhanced to create habitat for birds, butterflies and pollinators — and allow people to find respite at Le , oss • � ■ �� their home or workplace. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Civic Areas and Parks l Downtown 's civic areas bring residents and visitors together, whether for business, events, work or play. Native landscaping, quiet gathering spaces, mature tree canopy and naturalized edges around park spaces can all contribute to a more diverse landscape that supports urban-adapted wildlife and chances for visitors and employees to enjoy the benefits of time outside in nature. — - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - • 0 • o • Commercial Core Areas In the most urban parts of Downtown, interaction with a truly natural setting is hard to come by. However, landscaped plazas, parklets, " green roofs, living walls, planters, rain gardens and other features can infuse both wildlife habitat and a softened, more naturalized character in areas of higher density and intensity. ■ DRAFT The Downtown Plan 135 Utility Infrastructure Utility infrastructure is a critical, but often forgotten, factor in Downtown 's vitality. Fort Collins has a long and storied history of flooding along the Poudre River and other stream corridors . In 2013, the Colorado Front Range experienced one of its most extreme rainfall and flood events Fort Collins : Be Flood in recorded history. It was the largest flood occurrence on the Poudre Ready River since 1930 . While the flood certainly impacted properties and facilities along the river To ensure Downtown is climate corridor, the effects could have been more severe if not for the Cit 's adaptive, it is important to recognize y that flooding is the natural disaster extensive investment in property acquisition and infrastructure to reduce that poses the highest risk to Fort the number of properties and structures potentially impacted by flooding Collins. Integrating flood protection over the past few decades . New development and redevelopment will into the planning process is critical. continue to have impacts on Downtown 's ability to manage flooding The City's floodplain regulations provide a comprehensive set and storm runoff. There are numerous opportunities to further improve of criteria to make structures infrastructure to ensure that the Downtown area is well-prepared for more flood resistant. Outreach future severe storm events . programs, such as the annual Flood Awareness Week, offer The Poudre River corridor is an incredible amenity to our community, but opportunities to educate citizens potential impacts due to flooding must be recognized . With a drainage on flood safety, property protection area of over 1, 800 square miles, the flows and velocities on the Poudre and the natural and beneficial River are the highest of all of the streams in Fort Collins . A long flood functions of floodplains, such as the Poudre River. The City has history on the Poudre River includes major flooding in 1864, 1904 and teamed with CSU, the Board of most recently in 2013 . Additionally, the Old Town floodplain is subject Realtors, Red Cross and others to to flash flooding . If the streets and stormwater system are unable to provide consistent messaging in the handle the flows, flood waters spread through the blocks . With the community. The goal is to become many basements in this area, damages can be significant. Large capital more flood resistant so that when flood events do happen, there improvement projects have been completed since the 1997 Spring Creek are fewer damages and recovery flood to improve drainage in the Old Town floodplain . However, there is is swift. more work to be done . Downtown has the greatest number of structures subject to flood risk of all of the drainage basins in Fort Collins . - Awr lam Qft ' . Jr r � , Ongoing repairs and upgrades to water, wastewater and stormwater infrastructure will be critical to Downtown 's vibrancy and success long into the future. 136 The Downtown Plan DRAFT In addition to stormwater management, functioning goals . For example, there may be opportunities to water and wastewater systems — with adequate include broadband infrastructure, pilot new smart grid capacity to respond to new land uses and development technologies and wireless communication systems, projects — are non - negotiable . Downtown simply incorporate solar and geothermal energy production , cannot thrive without these services. A recent inventory create enhanced streetscapes, incorporate water quality of underground water and wastewater infrastructure features, or support Nature in the City goals within (or found that the majority of pipes throughout the historic underneath) Downtown 's roadways . core area are approaching the century mark, and in Managing water demand is also a priority Downtown . some cases nearing the end of their useful lifespan . Water conservation strategies, both inside and outside Fort Collins Utilities has prioritized upgrades and buildings, can help property owners save water — and 1 infrastructure replacement for the Downtown area , money — while improving the community's ability to and adequate staffing and financial resources will be respond to drought and water supply shortages . necessary to maintain and upgrade these facilities at 119 a fast pace . However, this challenge also presents a major opportunity. As trenches are dug and pipes are replaced, the City has a chance to test and implement related projects that align with other community � '746 Nail"• I ; "„ zl College FP ,,'e � � ,, I Ad I � _ r. I gap J I son E Vine Dr bell A An An aii I. logo Sol F0 done . , An i :::i ... :i r. 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I r New 1 / Ip is i 1 . , .- ; � o : , . : a : — _' kdo long on 00 W Laurel Stiff : F1� i • 1� a■ r�f Illul i AM ima Mini M 'Ar an _ , :_J - . . ? ;" :.. 1: w � = .• A:Y. :.. 1 : : `` ��yLy.,1 An .905 IN _ on Imo_ Ad do in milk !1 7 do Planned Stormwater Projects DRAFT The Downtown Plan 137 Floodplains The Downtown Plan encompasses both the Poudre River floodplain (mapped by the Federal Emergency Management Agency) and the Old Town floodplain ( mapped by the City of Fort Collins) . The Old Town floodplain has the largest number of structures at risk for flood damage of all the drainage basins in Fort Collins . Life safety and property protection from flooding are key goals of the City of Fort Collins Utilities . AVV • "tea` _ - ` �'�� f �. Aft = . MO- Floodplain Regulations Development within the floodplain must comply with the floodplain regulations in Chapter 10 of Municipal Code . Poudre River Floodplain Regulations Old Town Floodplain Regulations • No residential or mixed-use development in the No residential structures in the floodway. floodway or flood fringe . No non- residential development in the floodway. New structures must be elevated 18 " above the 100-year flood elevation . Non- residential • Permitted non-residential structures oradditions structures or mixed - use structures with all must be elevated or floodproofed 2 feet above residential uses on upper floors my substitute the 100-year flood elevation . floodproofing for the elevation requirement. • Any structure that will be improved by more • Additions must be elevated 12" above the 100- than 50 % of the value of the structure must year flood elevation . be brought up to code . • Any structure that is substantially improved • Any substantially damaged structure in the must be brought up to code . floodway may not be reconstructed . • Critical facilities are prohibited . • All critical facilities are prohibited in the 100- year floodplain . Certain critical facilities are Any work in the floodway must document prohibited in the 500-year floodplain . no-rise" in 100-year flood elevations . • Floatable materials on non-residential properties are prohibited in the 100-year floodplain . • An Emergency Response and Preparedness Plan is required for any new construction , addition, major improvement, redevelopment or change in occupancy. • Any work in the floodway must document " no- rise" in 100-year flood elevations . 138 The Downtown Plan DRAFT Overlay of Floodplain + Floodway ., L �. Am NO,E VINE DR _ E VINE DR NO I ONO , +ONION, ! [n TM r•� = ti I r BUCKINGHAM ST ' + CHERRY ST ! 1rr rah , + ! - FOO- ■ w < r MAPLE ST. if .ti ` f n -W J S ZOO No Y+•J.. ad a Y t •LQPORTE.AVE 'ter` 1 E LINCOLN AVE 0. 0 }� W MOUNT�AVE 1 , 1 iG d r+ rrf A I f� 01NO w. 1 41 _ 1 I I W 4- > �01 1 W OAAT �. ¢ cn ti ` ¢ i • NO F LOU Old W 04 r ~� U - W �'i ' � J Zt W r t Ja � ' 2 ., EOLIVE ST LOU t 'QiL UL W OL+LNfsBi' r j J 15 f fONO ; ' ;" � r 00 LOU x a �O� F4p NO' ` 0414' 01 'i. EMULBERR O O , x- OO Il !F O (n `±tFs ti 4 ,` r I , . I+•.�\\4Xi1� {f + v= NO NO . . . 1 . - v - � L MX • I�' M'11 OU, d p Ol • Y • 1 , • rJ i • a • . ra , W LAUREL ST IN, dp4k ONO, r y ® FEMA Floodway ® City Floodway FEMA 500 -Year Floodplain FEMA 100 -Year Floodplain City Floodplain Flood Risk in the Downtown Planning Boundaries High Risk Floodplain (Acres Structures Greater than 500 SF of 100 -year floodplain ) in High Risk Floodplain Old Town 62 11 Poudre River 115 27 DRAFT The Downtown Plan 139 Ener gy + Environment - db Principles , Policies & Action Items Jr is • . - r ' A 1 ( " . if t . S Principle EE 1 : Celebrate , preserve and enhance the Poudre River Corridor and other unique natural resources . Policy EE 1a Poudre River Resource Protection . f1 Protect the natural and cultural heritage of ,� _ r : ,�: the Poudre River corridor as a valuable and irreplaceable resource as it flows through + :` Downtown . 1� x ;, - r. Action Items : - -1 EE 1a (1) : Evaluate the impacts of water supply storage and delivery projects on the aesthetics, ecological -- functions and natural character of the river. EE 1a (2) : Continue to conserve land along the Poudre River to protect floodplain areas and optimize carbon sequestration through floodplain requirements and ` natural habitat buffers . >�- The Poudre River corridor is one of the "crown jewels " of Fort Collins. 140 The Downtown Plan DRAFT _ 1 J ` IJ� • ; The Poudre River Downtown Park will enhance flood management, ecological conditions and recreational amenities along the river. Policy EE 1b : Urban Transition to the Policy EE 1c : Connections to the Poudre Poudre River. Create a transition in the River. Strengthen visual and pedestrian character of the Poudre River corridor connections between Downtown and the from the higher intensity Downtown core river. to a more naturalized context away from Action Item : the core . EE 1c (1) : Create additional sidewalks, trail connections and gathering places along the For more discussion on transitions between river that allow people to view and experience character subdistricts and areas adjacent to the Poudre River corridor while minimizing Downtown, see Urban Design Policy UD 1b impacts to sensitive natural resources . on page 64. Action Items : Policy EE 1d : Brownfield Sites. Support EE 11b (1) : Support implementation of the the identification and remediation of projects and priorities identified in the Poudre potentially contaminated brownfield sites River Downtown Master Plan , such as the along the Poudre River corridor. Poudre River Heritage Walk, river restoration projects, pedestrian connections and the Action Item : Poudre Whitewater Park . EE 1d (1) : Assist with the identification and EE 1b ( 2) : Continue to ensure new development remediation of previously contaminated creates an adequate transition between sites that may impact public health , with Downtown and the river, with special consideration for the environmental, social and consideration for avoiding negative impacts of economic costs and benefits of remediation development projects on the aesthetics and projects . Encourage the selection of plant character of the Poudre River. species that remove contaminants from soils and support bioremediation as appropriate . DRAFT The Downtown Plan 141 r k 1 WA Principle EE 2 - Downtown should lead the way in demonstrating and showcasing technologies , strategies and innovative approaches that advance the City ' s climate action goals . Policy EE 2a Showcase Innovation . Demonstrate , showcase , measure , and engage the community in FORT innovative approaches to environmental stewardship and energy management . =D Downtown is the prime location for building excitement around ZE sustainability and innovation. Educational programs and materials M could include interpretive signage and on buildings and in public Fort ZED is a collaborative spaces, a self-guided walking tour and digital guide, trainings partnership between the City of Fort and events that promote awareness of sustainability goals and Collins, Colorado State University technologies while showcasing innovative public, private and and the Colorado Clean Energy Colorado State University projects in the Downtown area. Cluster that seeks to advance new ideas and accelerate solutions to challenging energy problems. The Downtown area can build on Action Items : the FortZED initiative by pursuing EE 2a (1) : Create ongoing awareness about climate action and Department of Energy and other encourage community members to suggest and demonstrate research funding opportunities local ideas that support greenhouse gas reduction and to support CSU and private nd sustainabilit goals. Sustainable projects should be visible and/ industry in developing, n sin o the y g p 1 deploying new solutions into the or accessible to the public to celebrate innovation and provide market. Downtown is an ideal educational opportunities. living laboratory because of its compactness and visibility for the EE 2a (2) : Identify specific strategies and technologies for community. achieving the community's climate action goals that can be better tested Downtown than in other locations in the community. Establish requirements for new development that help the community achieve its 2020, 2030 and 2050 targets for greenhouse gas reductions. EE 2a (3) : Partner with CSU 's Eco- District initiative to test and demonstrate innovative and sustainable projects in the Downtown, potentially including a zero energy district. EE 2a (4) : Showcase art, clean energy, and nature together through Art in Public Places projects and other artistic installations . LED light fixture 142 The Downtown Plan DRAFT Policy EE 2b : Clean Energy Production . Collaborate with business and institutional partners to lead the way in piloting and advancing renewable energy production , storage and use in the Downtown area . Action Items : EE 2b (1) : Develop informational and educational resources on clean energy (solar, geothermal, hydropower, wind or other technologies) that acknowledge the unique constraints and opportunities Downtown . The Brendle Group building at _ 212 Mulberry Street exemplifies apt "r how energy efficiency, renewable �- energy, waste reduction and reuse, "smart technology " and water � phi conservation approaches can - — be used to renovate and retrofit 41 existing Downtown buildings. LEED Gold-certified by the U. S. -ter -� Green Building Council, this 1114 a building was also the recipient of a 2011 City of Fort Collins Urban Design Award. For more discussion on building design, architecture and compatibility, see the Urban Design section . . starting on page 32. EE 2b (2) : Develop a coordinated energy benchmarking and data transparency program based on the EPA Portfolio Manager system to track electric and natural gas usage for Downtown businesses and help customers leverage their energy score as an added value for improvements . Require participation for buildings larger than 20, 000 square feet (short term) and consider requiring for smaller buildings (longer term ) . EE 2b (3) : Explore a variety of funding sources and creative financing mechanisms to promote clean energy production Downtown, including public- private partnerships, Colorado Commercial Property Assessment Clean Energy (C- PACE), DDA incentives, attracting private investment such as the Solar Power Purchase Program, or other appropriate mechanisms. EE 2b (4) : Identify buildings and sites with the greatest and most effective opportunities to integrate photovoltaic and solar thermal systems, including self-storage, warehouses, large office buildings, and other uses with suitable roof space . Create education, incentives, rebates, demonstrations, and partnership opportunities to facilitate participation . EE 2b (5) : Ensure that opportunities to produce and utilize clean energy are available and affordable to all businesses, property owners and tenants, regardless of business size or socioeconomic status . Explore solutions that allow multiple tenants and condo owners to produce and utilize clean energy in shared buildings, both residential and commercial. DRAFT The Downtown Plan 143 EE 2b (6) : Develop subdistrict- or community-scale solar gardens that are available to both business and residential subscribers . Consider installation on top of parking garages, sites with limited development potential and other suitable sites . EE 2b (7) : Promote and incentivize the use of passive urban cooling strategies, such as tree canopies, reflective roofs and pavement, living walls and green roofs, and shading canopies and devices over windows, walls, parking lots and other open areas . EE 2b (8 ) : Identify obstacles and opportunities to support the development of public and /or private district energy, combined heat/power, smart grids, demand response systems, a zero energy district and other energy innovation projects in the Downtown area . EE 2b (9) : Engage innovative groups, such as the " Places of Invention Innovators" Network, " in conversations about ways to encourage innovation , reduce risks, showcase local technologies and pilot university research . For more guidance related to walking, bicycling and other transportation options that reduce air pollution Iand support environmental quality, see Transportation & Parking Principle TP 1 on page 84. Policy EE 2c : Energy Efficiency. Retrofit existing buildings to improve energy efficiency. Action Items : EE 2c (1) : Expand education and incentive programs to encourage energy efficiency retrofits . Articulate the potential costs and benefits associated with upgrades. Showcase deep energy renovations in Downtown buildings . Provide information on short and long-term costs, benefits, and financial return on energy efficiency improvement. Recognize the value of efficient energy performance in older building stock that was designed for natural climate control. APO ��t r 1 The redevelopment of the Music District, located near Laurel Street = li! and College Avenue, is an example of ! i "adaptive reuse " of existing buildings. it The project repurposed the buildings 1/ on site to accommodate new studio and performance spaces, rather than constructing brand new buildings. t � 144 The Downtown Plan DRAFT Policy EE 2d : Green Building. Encourage and support above - code green building practices for all Downtown construction and development . Action Items : EE 2d (1) : Support green building projects that exceed minimum code requirements through incentives, rebates, technical assistance and other initiatives . Work with developers, lenders and property owners to overcome the perception that green building practices cost more than traditional building techniques. EE 2d (2) : Promote green building practices that support community goals when providing public financing for new development or redevelopment projects (e . g . , LEED, Energy Star, Living Building Challenge, WELL Building and Net Zero Energy Building strategies) . EE 2d (3) : Encourage developers and property owners to utilize the City Integrated Design Assistance Program . Provide technical assistance and education on the benefits and business case for green building practices . Emphasize green building practices for both existing and new buildings that improve long-term affordability and financial returns for property owners and tenants . EE 2d A : Incentivize or require new construction from materials that are sustainable and built to last. Design buildings in a way that provides flexibility for future use and reuse . Policy EE 2e : Building Reuse. Encourage adaptive reuse of existing buildings and consider the lifecycle of all materials in the construction and demolition process . Action Items : EE 2e (1) : Acknowledge the environmental benefits, including embodied energy, of existing buildings and incentivize property owners and developers to reuse or partially reuse existing buildings prior to considering redevelopment. Avoid the environmental costs of demolition and new construction whenever possible . EE 2e (2) : Update and implement requirements for waste reduction plans as part of the development review process for demolition and redevelopment projects to ensure that both construction and operations waste are minimized and valuable materials are recovered for reuse . EE 2e (3) : Consider the environmental and economic potential of a mandated deconstruction and salvage program for buildings constructed prior to a certain date to encourage recycling and reuse of materials . ` • r Many buildings, businesses, and development projects are already leading the way in innovative construction, energy production and sustainability strategies. DRAFT The Downtown Plan 145 Policy EE 2f : Environmental Quality. Support programs and initiatives to improve indoor and outdoor environmental health Downtown . Action Items : EE 2f (1) : Strongly encourage best practices to detect, prevent and mitigate indoor air pollutants such as carbon monoxide, volatile organic compounds, radon and particle pollution for redevelopment projects that utilize existing buildings . Encourage best practice maintenance of heating, ventilation and air conditioning ( HVAC) systems to maintain healthy indoor environmental quality. Encourage the design , construction and operation of buildings that meet WELL Building standards or similar measures of superior indoor environments . EE 2f (2) : Require radon testing and mitigation for new residential development, redevelopment, and remodels . Consider requiring testing and mitigation for commercial development projects . EE2f (3) - The Transportation Air Quality Impacts Guidance Manual is currently under development by the City of Fort Collins. The manual is intended to be used to estimate the air quality impacts of City transportation projects, including long range plans, roadway and intersection improvements, and other capital projects, in a rigorous and quantitative way. EE 2f (3) : Apply the Transportation Air Quality Impacts Manual to City projects in the Downtown to inform land use and transportation decisions. EE 2f A : Establish integrated pest management practices to reduce pesticide use and runoff and improve environmental health throughout Downtown . Policy EE 2g : Electric Vehicles. Provide infrastructure and policy support for electric vehicles in the Downtown area . Action Items : EE 2g (1) : Develop a business electric vehicle ( EV) charging station incentive program to increase installation of EV charging stations at existing businesses and institutional facilities . EE 2g (2) : Evaluate the effects of additional vehicle charging stations on grid management and existing utility infrastructure . Identify needed improvements to support demand . EE 2g (3) : Update parking regulations to address growing demand for electric vehicle ( EV) charging infrastructure in new development and redevelopment projects and parking facilities . Require dedicated EV and /or car sharing spaces for parking lots over a certain size . EE 2g A : Explore opportunities for block or district-scale electric vehicle ( EV) programs . EE 2g (5) : Include EV charging and car sharing stations in new and existing public parking garages . Identify additional locations for EV parking areas and charging stations . EE 2g (6) : Identify partnership opportunities for providing real-time EV charging station availability information . EE 2g (7) : Explore the transformation of the Mason Street Corridor from a designated "enhanced travel corridor" to a "transportation innovation corridor" that integrates and supports new transportation technologies and products (e . g . , driverless cars, shared cars, electric and alternative fuel vehicles) . 146 The Downtown Plan DRAFT y a . . Oh 10 Principle EE 3 - Incorporatg opportunities to find respite and enjoy nature • • throughout Downtown . AL ' For more discussion of courtyards, plazas, alleys and other gathering spaces, see Urban Design page 49 and Principle UD 6 on page 69. Policy EE 3a : Nature in the City. Continue to implement the actions identified in the Nature in the City Strategic Plan as applicable to the Downtown area . Action Items : EE 3a M - Review the Land Use Code and propose amendments to clarify open space requirements and ensure standards allow for site-specific solutions based on the Downtown context, scale and objectives . Consider payment-in-lieu options to create larger public natural spaces . EE 3a (2) : Incorporate pocket parks, plazas, courtyards, safe children 's play areas, green roofs, living walls, and opportunities to enjoy nature into new development, existing properties (public and private) , streetscapes, alleyway improvements and other projects . EE 3a (3) : Incorporate landscaping that benefits birds, butterflies, pollinators and other urban adapted wildlife species into new development, existing properties, streetscapes, alleyway improvements and stormwater management projects . EE 3a (4) : Incorporate setbacks or varied edges into large infill buildings to create a green edge and publicly accessible gathering spaces where appropriate for the context and desired character of a block or subdistrict, while considering any impacts to affordability of development projects . EE 3a (5) : Showcase art, energy and nature together through Art in Public Places projects and other artistic installations . Policy EE 3b - Tree Canopy. Maintain and expand the Downtown tree canopy . Action Items : EE 3b (1) : Continue to incorporate street trees and high-quality landscaping in all development. Continue to maintain the health and longevity of the existing , mature tree canopy Downtown . EE 3b (2) : Proactively plant trees to replace those that may be lost to drought, disease (e . g . , emerald ash borer) , or other causes . DRAFT The Downtown Plan 147 Policy EE 3c Night Sky Protection. Reduce the impact of Downtown lighting on dark - night skies, human health and wildlife habitat . ; Action Items : r EE 3c (1) : Incorporate best lighting practices and —' dimming capabilities into street, pedestrian and 7 building lighting . Select lighting sources with IF appropriate intensity, color output, color rendering , and lighting distribution designed to support public • - !- safety, reduce glare, reduce light trespass and • • - • skyglow, and minimize health impacts (such as = • the impact of blue wavelength light on circadian rhythms) . EE 3c (2) : Ensure that lighting levels on existing and new development sites are adequate to protect public safety and ensure personal security while lilt protecting natural features (e . g . , the Poudre River corridor) from unnecessary light spillage . Revise the Land Use Code to reflect best lighting practices . tr4s } C ^ EE 3c (3) : Complement the primary uses of various • ,t ^. ; Downtown character subdistricts with lighting that ,1 ' fits the context and priorities for each area (e . g ., r. minimal lighting and wildlife protection along the 1 . � � ,_ , •� river corridor vs . entertainment and holiday light •'�� . display in the Historic Core) . •► i � . EE 3c A : Utilize dimming , automatic timing and motion sensor technology to reduce lighting that does not create uplight, glare, or other levels along streets and at public buildings, while ' - maintaining visibility, safety and security. Policy EE 3d : Edible Landscapes. Incorporate r,` ; ' � ' �`s _': x ` • � edible gardening on vacant sites and shared , community spaces to increase food access - •� #' A . and provide education on urban agriculture , � . ;r j ,� ►� . , �� Y. �+ where appropriate . r VON Action Items : �> EE 3d (1) : Encourage the planting of fruit trees as part of new development projects when appropriate, as determined by Forestry and other City departments . EE 3d (2) : Identify possible locations acceptable for limited food production in strategic locations along , , _ _ • , - _ � , • the Poudre River and throughout Downtown . 148 The Downtown Plan DRAFT ' , t = r R r Principle EE 4 : Ensure that Downtown utility infrastructure meets the needs • of current and futures , busines�resid Mors . ' Policy EE 4a : Innovation in Utility Improvements . Identify opportunities to achieve energy production , transportation and urban design goals in tandem with utility improvements . Action Items : EE 4a (1) : Encourage cooperative approaches to sustainability innovations, such as renewable energy production and smart grid technologies, to pilot and test new methods and distribute financial risk among various departments, agencies and parties, especially as it relates to achieving the community's climate action goals . Create an interdepartmental group that brings together all departments involved in construction to identify partnership opportunities, improve coordination and reduce barriers to implementing forward-thinking approaches to utility service . EE 4a (2) : Determine feasibility and reduce barriers for implementing new sustainability approaches and technologies within the right-of-way (e . g . , geothermal, solar, low-impact development, broadband internet, streetscape enrichment, Nature in the City, bike and pedestrian improvements) . EE 4a (3) : Seek private and other creative funding sources for innovative capital projects that support multiple sustainability goals . EE 4a A : Work with private sector companies and public agencies to test new wireless telecommunication and internet systems Downtown , as appropriate . Policy EE 4b : Stormwater Management. Enhance Downtown ' s capacity to manage and respond to rain , snow and flood events . Action Items : EE 4b (1) : Continue to require and encourage best practices for Low- Impact Development ( LID) as part of all new development to reduce the amount of runoff and improve stormwater quality. EE 4b (2) : Coordinate implementation of the projects detailed for the Old Town Drainage Basin in the Stormwater Master Plan with other public and private development and improvement efforts . Major capital projects planned to remove structures from the floodplain and mitigate potential flood risks in the Downtown area include the Downtown River District (Jefferson / Pine) and Magnolia Outfall . DRAFT The Downtown Plan 149 Policy EE 4c Flood Protection. Protect people and property from the impacts of flooding . Action Items : EE 4c (1) : Continue to require new development and redevelopment be protected from flood damage by complying with floodplain regulations in Chapter 10 of the Municipal Code . EE 4c (2) : Further integrate floodplain regulations into the planning process to create a more informed public and more disaster-resistant community. EE 4c (3) : Continue to work with stakeholders to educate the community on flood safety and property protection techniques . `ai- i Ji • - 00' yam" L*! / ;r :w rq ' r . J 150 The Downtown Plan DRAFT Policy EE 4d Water and Wastewater Utilities . Proactively improve and replace the aging water and wastewater infrastructure throughout the Downtown area . Action Items : EE 4d (1) : Prioritize improvements and determine a realistic timeline for upgrades and replacement of water and wastewater infrastructure throughout Downtown . EE 4d (2) : Determine an equitable financing mechanism for upgrading smaller, deteriorated public water and sewer lines . EE 4d (3) : Ensure that infrastructure is sized to allow for planned or future development and adequately accounts for potential impacts to the water and wastewater system . P • r� For more guidance on maintenance, repairs and replacement of infrastructure, see Management & �= Maintenance Policy MM 4c onkh e 165. Policy EE 4e : Water Conservation. Incorporate water conservation techniques into existing properties and new development sites to reduce water demand and utility costs . Action Items : EE 4e (1) : Encourage use of the Net Zero Water Planning Toolkit by property owners and developers to evaluate water footprints for properties, identify opportunities to reduce water demand and help property owners save on utility costs . EE 4e (2) : Encourage public and private landscaping that utilizes xeric and wildlife-friendly plant species and management techniques . Continue to provide resources and technical assistance to property owners and developers . glow V 0116 IWAWAC Pow K L Yr , \y. , r r 00 � r i ' k v DRAFT The Downtown Plan 151 1 Vd i0p t e ana • ement � o - ain nan oaf All AddW EX Ik di IL o - o - o - r� rI 1 w ' i 1 y Vision ti h . Downtown will be safe, clean and inviting for walking, where people of all ages and backgrounds can feel welcome and comfortable . Management, '►! '�afti , ?� policing , and maintenance of public space will be highly responsive, detail- oriented and innovative in support of commerce, socializing, community gatherings, civic participation and Downtown living . Nightlife remains a , K . key aspect of Downtown 's vitality, and its special needs and impacts will " be recognized and addressed with responsible, collaborative efforts in the ift.,a4 interest of safety and quality of life for the community. Mutual understanding I ;;� y, and relationships will continue to develop among all providers of services ` and affected interests as a key to managing overlapping and sometimes competing interests in the spectrum of 24-hour activities . } Ali i �►�► r w16 s III • � � # ! HIM 17 1 ■ 1 Bills sons too r or Space Public No r: e Overview The underlying fabric of Downtown is its pedestrian ordinary commerce and community life . A large space . Sidewalks, plazas, alleys, parks , grounds of number of programs and services are already in civic buildings, street medians, trails and natural areas place to deal with the whole range of Downtown along the Poudre River combine to form a network management and maintenance issues. Responsibilities of connected , publicly accessible spaces . Nowhere are shared and continuously coordinated among the else in the City or region is there a comparable urban City, the Downtown Development Authority ( DDA), fabric. Keeping these spaces safe, clean and inviting for the Downtown Business Association ( DBA) , property pedestrians is essential to maintaining a comfortable owners , private sponsors , service providers and and welcoming Downtown atmosphere . numerous others . Public spaces provide myriad opportunities for social The evolution of these efforts has set a high bar for interaction, which is the source of energy that drives public expectations. Keeping up with the growing needs Downtown 's vibrancy. A whole spectrum of people of Downtown will require constant proactive attention and activities converge in daily and weekly cycles, to maintain the current standard of quality. This work creating a range of priorities and challenges in the starts with recognizing needs and opportunities and daytime, evening and into the night. then pursuing necessary funding . It then carries The number of community events and festivals has through to all implementation efforts . increased in recent years, with requests from event Going forward from 2017, challenges and opportunities producers stretching available capacity. Busyweekends will stem mostly from Downtown 's revitalization and — Thursday through Saturday nights — often become popularity — as "good problems for a city to have. " To de facto "events" as well. Downtown often hosts more keep a welcoming atmosphere for all of the people than ten thousand people in a single evening . who come Downtown for myriad reasons, we must These events add energy and vitality to Downtown , actively work to manage its success . and also raise questions about the best way to handle competing priorities and logistics , balanced with DRAFT The Downtown Plan 153 Prominent Management and Maintenance Efforts General Improvement District (GID) (est. 1977) - The GID funds special �'� pedestrian, beautification and parking improvements to enhance Downtown as a commercial area. - 4 The Natural Areas Department manages Gustav Swanson, Udall and Homestead Natural Areas along the Poudre River. Other public land throughout the river corridor is owned or managed by Parks (including the Poudre River Trail), Utilities, and other City departments. I District 1 Police (est. 1996) - Formed to focus specifically on the policing needs of the Downtown area. Its philosophy follows a tailored Community Policing approach that builds community relationships to engage in problem solving. ' Parks Downtown maintenance and beautification program (est. 1990s) - Run by the City Parks department. In 2015, �` r the Parks Department spent over $1. 7 million on year-round t Downtown maintenance and beautification activities. Keep Fort Collins Great (est. 2010) - A . 85% sales tax passed by Fort Collins voters in 2010 to fund services and programs throughout the community, KFCG has funded projects Downtown including landscaping and maintenance, alley maintenance, D1 Police officers, and more. Holiday Lights (est. 2011) - Thousands of strands of holiday lights illuminate the Historic Core from November to February. The lights are a joint effort s of the Downtown Business Association, the Downtown Development Authority, private sponsors and the City of Fort Collins. - ;�& �ov— Street Outreach Team (est. 2016) - Outreach Fort Collins formed to "Maintain Downtown as a safe and welcoming place while connecting our community's most vulnerable to the services and supportive networks they need. " 154 The Downtown Plan DRAFT Key Considerations Discussions during the Downtown Plan process drew attention to two specific areas issues worth highlighting . First, the need for lot focused attention on keeping up with growth , and second , the need to increase mutual understanding of crucial distinctions between homelessness- related issues and problems stemming -• _ from illegal or disruptive behaviors. i Keeping Up With Growth The City s Parks and Police Departments have lead roles in keeping Downtown safe and clean , working in collaboration with the DDA, DBA, other City departments, and numerous others . Both the Parks and Police Departments have evolved and expanded over the years to meet Downtowns growing needs, and also to constantly improve services . Recognizing and continuing their crucial role in Downtown 's success story was a clear message in The River District is an example . planning discussions with stakeholders. expanding p - . - strian improvements and activity into forme - ral Ll Downtown Expansion and Growing Needs The area most people think of as " Downtown " is growing as pedestrian improvements expand beyond the Historic Core . Examples of potential future expansions include : • River Subdistrict and Innovation Subdistrict streetscapes • Poudre River Whitewater Park and enhanced connections across the river corridor • Mason North Subdistrict streetscape connections • Campus North streetscapes linking Downtown and CSU • Lincoln Corridor streetscape • Civic Center with new City buildings and grounds • Additional enhanced alleys • Canyon Avenue Subdistrict/ Lincoln Center artwalk connections In addition to the physical expansion of improvements, overall increases in usage of all pedestrian spaces throughout Downtown will increase needs for management, maintenance, repairs and replacements . DRAFT The Downtown Plan 155 Parks Department -I Downtown Management Area - —' -_ plllll The Downtown Management Area Program / III • ` was initially established in the Historic Core ir commercial area but is expanding as more z • �I � '' �•� pedestrian enhancement projects are built in other subdistricts . Expanding public perception of what constitutes the walkable Downtown is INN consistent with longstanding community visions. • ti' As pedestrian and beautification improvements continue to expand beyond the Historic Core, ; they should be programmed , designed and � - • F7., ., maintained to be supportive and complementary GOutdoor public space with special of the core, and not dilute the focus on or ' : : , _ . : > management and maintenance continued improvements in the Core . Department. Future improvements outside the Historic Core should be formulated to : 1. Cultivate a unique identity in each character subdistrict. 2 . Include additional dedicated sources of funding for their operations and maintenance needs. The emphasis of investment in different character subdistricts will vary, with different degrees of maintenance and collaboration among different entities . It is worth noting that in addition to the special Downtown Management Area , the Parks Department is responsible for grounds maintenance of City buildings throughout Downtown, from the Lincoln Center on the south to the Museum of Discovery on the north, with a growing portfolio of buildings in between . Other City departments, the DDA, and the Downtown General Improvement District (GID) contribute specific services and funding that augment Parks" lead role . Relationships are well established with close coordination among all stakeholders and customers of Parks' services . , �. if row ► I (� dd y r Larger Parks Maintenance Shop Needed Current Parks operations depend on a temporary The City's Operations Services Department is responsible shop space that is at capacity and thus limits the Parks for providing City facilities. Planning for a new Downtown Department's ability to deal with expansion of enhanced Parks Maintenance shop is underway as part of overall maintenance areas and increasing expectations for facilities master planning . This shop facility should be a quality. A larger shop space within the Downtown near-term priority in budget decisions . This is especially service area is crucial to maintain efficient trajectory important if multiple budget cycles are needed to of success . establish a new facility. 156 The Downtown Plan DRAFT Police Department District One Substation Downtown has public safety issues and needs that Planning discussions during the Downtown Plan differ from the rest of the community. Downtown 's process highlighted competing objectives for the next extensive public pedestrian space attracts a wide variety generation of District One substation space, including : of people and activities at all hours of the day and night. In addition, the concentration of liquor licenses Ensuring a highly visible presence and convenient in the historic core area fuels a 2417 economy with a access, such as a storefront orientation in an area lively late night socializing and entertainment scene . of high pedestrian activity. Special event crowds, the Downtown Transit Center, Finding a location east of the railroad tracks, social services, loud vehicle cruising and increasing closer to the energy and entertainment activity population all add to the unique range of policing needs in the Downtown area . in the Historic Core . • Meeting officers" need for contiguous vehicle parking, which is difficult to provide in the Historic Core . M Utilizing prime commercial real estate and street A - _ parking in the Historic Core fora substation rather Soo than uses like shopping, dining, and entertainment, U is not ideal. WWF Wr E� y H _ j ,dquarters IF ANIL The Downtown District One Substation ( D1) was formed I in 1996 to focus specifically on the policing needs of �O�' the Downtown area . It follows a tailored Community Policing approach that builds community relationships to engage in problem solving . D1 implements special beats and shifts at specific times to address conditions proactively that could create public safety issues and perceptions of social disorder. D1's presence is a major Planning for a new, larger District One Substation factor in reassuring people Downtown that someone facility is ongoing as part of overall City facilities is there to address disruptive and illegal behaviors . master planning . An effective facility should be a key The substation location has moved several times along priority in City budget discussions to maintain services with the evolution of D1's operations . Similar to the proportional to Downtown 's growth and importance Parks shop, current operations depend on interim office to the whole community. space that is at capacity, and thus limits D1's ability to deal with the expansion of Downtown activities and high expectations for specialized service . DRAFT The Downtown Plan 157 Illegal and Disruptive Behavior Concerns Other key messages include : A prominent theme in Downtown Plan outreach and A multi-faceted, long-term approach is necessary. discussions involved overlapping perceptions and Services and enforcement must remain flexible issues regarding : and responsive to evolving situations, individual 1. Illegal and disruptive behaviors in Downtown needs and adapt to lessons learned . public space, and Wider understanding on the part of both those living in public space and residents and businesses, 2 . The presence of individuals experiencing is crucial. Outreach and communications should homelessness who live in public space and explain the right to be in public space, while also Downtown 's homeless shelters . explaining the need for orderly behavior and Concerns vary dramatically based on individual respect for residents and businesses . perspectives. In the minds of some, the mere presence or unwanted behavior of people who appear to be Constant community attention to best practices homeless is not often distinguished from actual illegal and support for common solutions is crucial. or disruptive behavior. The distinction is a crucial point. Responsibility should be widely shared , as is Frustrations on the part of merchants and residents leadership from service providers, City, DDA and living in and near Downtown often involve a delicate active interest groups . balance of legal presence and illegal behavior. A key Downtown 's public space, built around walking , with message articulated in planning discussions is that public transit access and public restrooms, will continue everyone has an equal, fundamental right to be present to bring together a whole spectrum of the community in public space when behaving lawfully. and visitors . By definition this includes those who lack Another crucial factor is the vast range of individual any private accommodations . Logically, homeless circumstances among those who lack private shelters and services long have been located in and accommodations, and thus the need to avoid any near Downtown . generalized thinking about individuals experiencing homelessness . Issues to Balance Actual and perceived effects of a highly The legal right for all to be in public space and visible presence of transient individuals on merchants and residents Compassionate services for those in need and Policing for a sense of safety and order Individuals not interested in services, Members of the community needing help and housing , or respect for the community and seeking services and housing and engaging in criminal, or disruptive behaviors Outreach and education regarding and Enforcement regarding unlawful behavior unwanted , but legal, behavior 158 The Downtown Plan DRAFT However, addressing the full range of homelessness- T related issues lies far beyond the scope of this Downtown Plan for two reasons . First, many potential policies have citywide, county, state, and national .. implications . Second , in Fort Collins, more than 20 ^' 'fY main service providers and interest groups participate , in initiatives and efforts to address homelessness . • a � ' . Collaborative relationships are well-established , and ' 9 efforts continually evolve . 9 During the course of the Downtown Plan development process, the City and partners launched a pilot Streetirk f ' Outreach Team after extensive research into best practices from other cities . Team members proactively engage with the public to build relationships and assist , people experiencing homelessness or functional impairments . Street Outreach personnel respond 10 to concerns from all interests, leverage systems of care and services, reduce reliance on police officers` to address social service issues, address behaviors that negatively impact the community, and assist in O reducing conflict in public space generally. U Summary Disruptive Issues Downtown This Plan mainly explains ongoing efforts regarding : • The Community Policing approach and philosophy of District One law enforcement officers ; , , ' • Mutual understanding and language about illegal behavior as compared to unwanted but legal behavior On Homelessness in Fort Collins • Issues are largely beyond scope of this plan—while 14 , Downtown is a concentrated hub , extensive efforts by the larger community are ongoing and evolving . • Building mutual understanding among individuals experiencing homelessness and those affected by the presence of people experiencing homelessness is key. • A collaborative , multi - agency, multi -faceted approach is key to success Community policing increasingly • A flexible and nimble approach is needed to - - behavior adapt to constantly changing conditions and needsand homeless new information . DRAFT The Downtown Plan 159 Management + Maintenance Principles , Policies Action Items MOM F"PE 1 — — S. a ; ! 4rt — r a�. YM14 3 . 11rr 1 /41 vrt F • J hW Principle MM 1 : Manage Downtown ' s public space to maintain walkability for pedestrians . Inviting people to walk around Downtown with ease and comfort is the primary function of Downtown ' s sidewalks ; various amenities in the sidewalk right - of - way add crucial vitality and enhance the experience but need careful management . Policy MM 1a : Encroachments into the Sidewalk Right - of- Way. Revisit the 7 - foot minimum sidewalk clearance requirement to recognize other factors that affect ease of � — Op movement in specific contexts . Action Items : ; 11 MM 1a (1) : Review and update guideline brochure for cafe railings J; in the sidewalk right-of-way. FF MM 1a (2) : Bring encroachment requests to interested t departments for comment, e . g . Planning and FC Moves . Policy MM 1b : Communication and Cooperative Jill Management. Maintain understanding and cooperation between City staff and private property owners and managers on ease of pedestrian movement where privately owned items in the sidewalk right - of - way create pinch points and accessibility issues . - — Action Item : MM 1b (1) : Maintain direct communication between City staff and Patio dining, sidewalksigns, owners where encroachment issues exist. displays, planters, bike racks, and other - - . . . richness economic vitality. 160 The Downtown Plan DRAFT Policy MM 1 Pedestrian Wayfinding. Provide locational and directional information for visitors at key locations . Consider various forms of physical and digital wayfinding as appropriate . Action Item : MM 1c (1) : Convene all interests to develop a trial mobile wayfinding solution, using the Downtown Wayfinding Sign System document as a unifying guide . To R . �. . TR FORT COLLINS Example of existing wayfinding Public Outreach — What types of Downtown wayfinding are most appropriate? 1. Smart hones 2 . Avoid si n clutter 3 . Historic sign style 263 252 4. Pedestrian info map 5 . Banners stem 6 . Use utility boxes/sidewalks 220 167 147 7. Pedestrian business directory S . Design/art theme sign style 9 . Gateway features 134 99 ' 86 = Source. Downtown Plan Visioning Event and participants in the online survey (July 2015) Respondents could select up to three options, there were 574 individual respondents. DRAFT The Downtown Plan 161 yr' } 5 I i ItLM 1 �. • r y _ + ry ' . r ML f {f s IL{y + Principle MM 2 : Recognize that a sense of safety in a comfortable , welcoming atmosphere is crucial to all other aspects of Downtown ' s success . Policv MM 2a - Problematic Public Behavior. Continue to recognize , discuss , and manage the competing interests and disruptive public behavior that come with the broad spectrum of people and activity in Downtown ' s public space during the daytime , evening and nighttime . Action Items : MM 2a M : Convene organizations as needed to understand and confront problematic public behavior and promote responsible enjoyment of Downtown 's public space . MM 2a (2) : Continue to seek and support initiatives, programs and staffing to build proactive relationships and understanding regarding related issues, and assist in reducing conflicts in public space related to disruptive behavior (see also Policy MM 3b) . MM2a (3) : Evaluate local efforts and best practices from other cities (e . g . , Street Outreach Team , Give Real Change campaign, Homeward 2020, Ambassador/ Host Program) to inform the ongoing solutions in Fort Collins . MM 2a A : Identify opportunities to increase recreational use of parks and natural areas where concentrations of illegal activity and encampments are a problem, to provide higher visibility and make spaces more family-friendly (e . g . , disc golf course in Gustav Swanson Natural Area ) . r - ► �� F 4VAX NRON - r r _ 1 162 The Downtown Plan DRAFT Policy MM 2b : Community Policing. Maintain the District One Police substation and continue support and development of Community Policing practices tailored to Downtown ' s daily and seasonal cycles to keep abreast of growth and dynamic needs . Policy MM 2c : New Police District 1 Substation Location. Identify a stable , highly functional location for effective Community Policing operations tailored to Downtown 's unique needs . Action Item : MM 2c (1) Continue open exploration of issues and possible new locations for a D1 Substation , with collaboration among affected City departments and other key interests . r � Principle MM 3 : Improve understanding of homelessness - related issues among all those affected , and support efforts to address needs . " ^ " " 7 � - Right to Be in Public Space. Publish and share frequent, coordinated information that decouples homelessness from illegal and unwanted behaviors . Action Items : MM 3a (1) : Publish and share frequent, coordinated information about efforts to address homeless- related issues . MM 3a (2) : Continue to support evolving efforts by all service providers . Policy MM 3b : Outreach and Communication. Seek initiatives , programs or staffing to build proactive relationships and understanding regarding homelessness - related issues . PnIirx/ MM _ Homeless Initiatives. Support local leadership on homelessness initiatives, e . g . Homeward 2020 . Action Item : MM 3c (1) : Implement, monitor, and shape the Homeward 2020 program in collaboration with all service providers and other interests . DRAFT The Downtown Plan 163 6 l Q r. ,fAl 's� Ail i Principle MM 4 : Expand maintenance capacity to keep up with growth and success . Policv MM 4a - Build on Success. The successful fi maintenance and beautification programs established by the Parks Department will be supported , budgeted and augmented by other efforts as appropriate to keep ,L, up with growth and expansion of enhanced Downtown \ . pedestrian space . + Action Items : MM 4a M1 Convene all funding sources to evaluate current and future budgetary issues, considering likely expansion of services (e . g . , Campus North , Canyon , Lincoln , Innovation Subdistrict, and qualitative enhancements) . MM 4a (2) : Prepare a report for City Council and others summarizing key budget forecast issues to inform biennial budgets and the programming of new improvement projects . Pnliw ►v A ^ h - Parks maintenance and storage shop. Identify a stable, functional location Downtown for "� { effective continuation of successful maintenance programs by the Parks Department . Action Items : �� • MM 4b M1 Articulate long -term space needs for all Parks functions and any related opportunities (e . g . , composting , recycling ) . MM 4b (2 ) : Revisit and confirm preliminary findings of suitability of Streets Facility property for current and future space and operational needs . ' MM 4b (3) : Identify and pursue an appropriate budgeting strategy. . ` 164 The Downtown Plan DRAFT Policy MM 4c : Repairs and Replacements. Clarify approach , roles, priorities , and budgeting for repairs and replacements to existing improvements as they age . Action Item : MM 4c (1) : Ensure that aging improvements e . g . , trees and plants, special paving , planter walls, pedestrian lights, street furnishings, holiday lights infrastructure, irrigation, fountains) are maintained by responsible parties . rrr ,olicv MM 4d Cohesive Themes in Character Subdistricts. Coordinate Downtown s maintenance programs for desired future character of Downtown ' s different O character subdistricts . Action Item : MM 4d (1) Review the Downtown Plan with Parks staff and related interests to identify appropriate programs, funding sources and budgeting approaches to each subdistrict. Policy MM 4e : Solid Waste Reduction. Work with Downtown businesses and property owners to reduce waste and more efficiently manage trash , recycling and composting to contribute to maintenance and cleanliness in the Downtown area . Action Items : MM 4e (1) : Research and share information about urban solutions for enclosures to accommodate waste, recycling , cooking oil, composting and linen bins while maintaining aesthetic quality. Support coordination among property owners to reduce the number of enclosures and receptacles . MM 4e (2) : Work with haulers to explore cleaning , maintenance and litter clean-up as part of their service for enclosures . MM 4e (3) : Provide educational information and signage regarding waste reduction, waste management and recycling . MM 4e A : Work with individual property owners to reduce waste, coordinate with neighbors on waste collection and utilize best practices for waste management. MM 4e (5) : Explore reducing the frequency of large waste vehicles Downtown by identifying opportunities for shared resources, coordinated collection schedules, single- provider contracts, bicycle- based recycling and food waste collection , and other actions . MM 4e (6) : Explore options and technology for year-round drinking fountains to reduce beverage container waste . DRAFT The Downtown Plan 165 Principle MM 5 : Address issues and tradeoffs related to community events and festivals , balancing the number and scale with commerce and everyday local jellbeing . Policy MM 5a : Overall Approach to Special Events. Develop and maintain a philosophy and approach on the number, scale and type of events . Action Item : MM 5a (1) : Convene all interests to address timing of events and event character in terms of noise, alcohol issues, size, uniqueness to Fort Collins, appropriate venues, capacity and function of parks and public spaces, and other key factors . Policy MM bb : Alternative Venues. Study suitability of Downtown venues for various festivals, considering infrastructure and transportation needs and suitability of potential alternative venues throughout the city. Action Item : MM 51b (1) : Convene all interests to evaluate suitability of available venues for relevant event categories . Consider the value of a consultant study to aid the evaluation . 166 The Downtown Plan DRAFT i wu i i i i0j q - _ fir/C4V /♦ ^C i r • et Downtowlow n �.. Transit Center ntu+aroRT NNW I , Principle MM 6 : Coordinate overall communications and messaging about Downtown . ' Policv MM 6a : Continue Effective Coordination. Maintain and adapt the existing alliance between the City, the DDA and the DBA . rO Action Item : U MM 6a (1) : Continue collaboration regarding funding , events, initiatives, and other issues that arise, and continue to seek areas for improvement. Policv MM 61b : Explore a Business Improvement District (BID). Study the feasibility of a BID interaction with the DDA and GID tax districts , City budgets and appropriateness for different subdistricts . Action Items : MM 6b (1) : Conduct conceptual BID reconnaissance effort with potentially interested property owners, and explore potential functions and boundaries. MM 6b (2) : If a base of initial support emerges, explore a public deliberation process to discuss BID concepts and potential suitability for Downtown or parts of Downtown . t J � DRAFT The Downtown Plan 167 Section 3 : Downtown Subd 'istr 'lcts _ , '4r� ILA lad oil -- :—�+ __ _ _r _'-�= � - - cam � j�;i � # � — .• _ jot -�Moo to t " •ii • . r L� • rJ Alt 4111, all 00 60 l 1 A. Introduction Downtown encompasses much more than the memorable "Old Town" core, with differing areas of varied and complex character. For example, the part of Downtown directly north of Colorado State University has a much different character and function than the area north of the river along Vine Drive, yet both function within the sphere of Downtown . _ To acknowledge this complexity, to customize policies and — action items and to better plan for the entire Downtown, nine character subdistricts were recognized through the planning process . While these areas must function and transition seamlessly in association with each other, planning should also recognize unique qualities and opportunities that define each one . PIT Downtown Subdistricts : Innovation Subdistrict \ -� •' s =�''!M Poudre River Corridor _� � River Subdistrict North Mason Subdistrict Civic Subdistrict Canyon Avenue Subdistrict _ Historic Core Subdistrict • `1'- Campus North Subdistrict •'�" Entryway Corridor 031,49004. - _ Subdistricts are defined by land uses, built environment i! �� and landscape setting , social, financial and management -� -.t� ��, flail I� factors ', transportation systems -, and other key characteristics. , This chapter outlines the following for each of the nine +�- subdistricts : OVA • Existing character ", 1� lei . Future character : Anticipated or desired conditions as the subdistrict evolves over time, including where and what kind of changes, development and public improvements should be prioritized • Illustrative map : Specific opportunities and action items that support the desired future character and Downtown Plan vision , principles and policies e itAMA W%F r • y t r 1 The Downtown Plan 169 _= - _ - r ��..• . x-fie _ . • I • , ' , r i o- 4ckkv4M # '. Ile 19 on I IV i . ALL F y . 1 • • — y ..T � • � i • t � 4 L Jilrt I .. �4 r re;} �jj • • r '. 1 irk, k 4 T L C L rw I Y � L r , 1 d � L# 4 ice . . f Wr army .I ML L' yx�' yy L . .7YI ' ! L. Innovation Subdistrict y LV - it1 ". . L � 4 1 ELI . Y { �• -, . Its --. ._. .. _. .-'-- _ � 1'' tt Y , t y # tl�R + ■ . . <21W _ r t~� 1 i +k x l . Ft ~�� � Entryway Corridor IL MLJ Poudre River Corridor DRAFT The Downtown Plan 171 I Ta10% ir Innovation Subdistrict redeveloping former industrial . • - to the Poudre River, emerging as an active, vibrantdestination Existing Character Original settlement and development in the area was Prominent examples include - part of a swath of agricultural, industrial and service uses spanning the outskirts of town, across the river, • New Belgium Brewing , a leading - edge on low-lying ground . internationally known anchor business for the area . In 2017, the area still includes older industrial properties . Odell Brewing Company, a similar major attraction with garage , warehouse and shed -type buildings -, and anchor business . unpaved parking and outdoor storage -, and unimproved roadway edges . • Woodward , Inc . , corporate headquarters on a The Buckingham neighborhood , developed as worker 60-acre site with 600-700 employees, a number housing for the large sugar beet processing factory in that could double over time . the early 1900s, is surrounded on three sides by the . Innosphere, a nonprofit incubator serving as a Innovation Subdistrict. small ' innovation district' at its site. Older development is juxtaposed with contemporary Powerhouse Energy Campus , conducting redevelopment projects that are transforming the area internationally acclaimed innovative energy with a new generation of innovative industries . These research and collaboration . include top Fort Collins attractions that are known nationally and internationally, led by a craft brewing Fort Collins Museum of Discovery, fostering scene drawing crowds across the river and expanding science, local history, education , and music . Downtown 's economic and social energy. • In Situ , Inc . , an innovative light industrial/office/ lab facility producing water quality monitoring equipment on a riverfront site . 172 The Downtown Plan DRAFT All of these developments demonstrate excellence in design and development quality, with awards and recognition for sustainable design , energy efficiency and adaptive reuse of a prominent historic landmark in the case of the Powerhouse . They demonstrate contemporary light industrial architecture and site design that fits within the river landscape corridor. The evolving character in the area is complementary and somewhat similar to the River Subistrict to the south , r the North College Avenue corridor to the north, and the - Airpark industrial area to the east. These share similarities as industrial/service commercial areas on low ground J - r that are evolving into a contemporary character with higher-activity redevelopment projects . ' f Despite the Innovation Subdistrict' s proximity to the f rest of Downtown , it has been somewhat disconnected r physically, culturally and in public perception . The ongoing , transformative changes are achieving Fort �� f7� n • Collins " longstanding Comprehensive Plan goals for M Downtown -supportive uses and urban improvements that weave the area into Downtown 's fabric . r Future Character The term 'innovation district' generally refers to a cluster of - � incubator, research, startup, educational, and creative uses p along with cultural and recreational assets in a walkable, �Le bikeable setting connected with collaborative spaces POWr — and technology. The area 's redevelopment along these lines will continue, building on momentum established by the special, creative enterprises and attractions that have emerged in the area . Underlying and supporting the physical location is the authenticity and vibrancy of the rest of Downtown . The area contains a number of potential opportunity sites for further redevelopment. The Poudre River Whitewater Park will be developed per the 2014 Downtown River y Master Plan, adding a unique attraction in an area currently occupied by outdated buildings in the Poudre River high- risk floodway along the south side of Vine Drive . Vine Drive in the area is a unique, unusual stretch of " ' Minor Arterial' street in the City's classification system " because of shortness of the street segment, presence of the high -risk floodway, and concepts for redevelopment to be unique to the area . As redevelopment projects continue to trigger improvements to Vine Drive, a special alternative street design cross section will be developed The Downtown River Master Plan is available and implemented . For example, curb, gutter, sidewalk, I here or at http : //www. fcgov. com / poudre- bike lanes and street parking will complement the river downtown / pdf/final- plan . pdf park and facilitate redevelopment consistent with the I Subdistrict's character. DRAFT The Downtown Plan 173 ' Ar 1 Rl a The 2014 Lincoln Corridor Plan provided a design Redevelopment and streetscape projects will reinforce concept to transform Lincoln Avenue with improvements the area 's identity with design features that reflect a to the street as public space . Improvements include contemporary semi -industrial character and the river special sidewalks , plazas , bike lanes , streetscape landscape corridor setting . features, and a new bridge over the Poudre River with Contemporary semi - industrial architecture should pedestrian and beautification enhancements . be the starting point for building programming and The street is under construction in 2017 and will design . New buildings should reflect the industrial, complement the private investment which has spurred agricultural and commercial buildings of the area in revitalization in the area . As the centerpiece of the new, creative ways . Contemporary interpretations of area, the street will reflect local values in many ways : simple building forms, juxtaposed masses, industrial materials and industrial details are encouraged . Historic • Make the area an integral extension of resources in the Subdistrict will be a key determinant in Downtown the acceptable degree of programming and compatible • Create a unique identity design . Development should include outdoor spaces such as • Enhance the Buckingham neighborhood patios, courtyards, terraces, plazas, decks and balconies • Improve the experience for people on bikes, to add interest and facilitate interaction . on foot, using transit and driving vehicles Site design and landscaping should reinforce the character of the area with features and materials that • Reflect the history of the area reflect the industrial nature of the area and the river • Celebrate and protect the river landscape corridor setting . Heavy, durable, locally sourced and fabricated components, with materials • Create an environment where businesses can such as metal and stone, should be used creatively to thrive complement building design . • Demonstrate innovation , sustainability and Design guidelines adopted for the River Subdistrict creativity explain and illustrate the design approach that largely applies to the Innovation Subdistrict as well. Sections II -VI of the document are appropriate to the area . W The Lincoln Corridor Plan is available here or at The River District Design Guidelines are http : //www. fcgov. com /planning /pdf/lincoln- available here or at http : //www. fcgov. com / corridor- plan (5-20-14) . pdf historicpreservation/pdf/rdr-design-guidelines. pdf 174 The Downtown Plan DRAFT ' - � � ?�.i 'Y , ..J � / ,� ���5•�� of .�f � .r .gip ���' f}S�• + A a . 4 � r F t. II• • 1 DRAFTRThe Downtown Plan �k7 .�.aWMMW . - . . L Redesign Vine Drive as a ' green stree I _ a incorporating innovative stormwater management techniques and enhanced , - bicycle and pedestrian facilities _ '�► _ ice' C `-1 Showcase innovation and sustainability _ through site and green building design , , 40 . district energy use, and innovative , approaches to land stewardship and conservation . ' . '. y. �y� • . 4� Identify and remediate ( if necessary) t•� brownfield properties that may impact A> y public health or limit redevelopment opportunities . Innovation Subdistrict Future character: A mix of uses supporting partnerships in innovation with a sense of place, grounded in the Poudre A River floodplain V 176 The Downtown Plan DRAFT •,t - y WIWI - '� Celebrate and enhance the River frontage with more recreational and educational areas and native landscaping . = p ,T x O � Implement plans for the Poudre River �- Whitewater Park and associated heritage trail, enhancing flood management, } habitat, recreation and educational opportunities . _ O -- " Energy Gateway" art installation to showcase clean energy innovation . Y loop -r llF c Yy Capitalize on sports elements such as kayaking, running , and biking along the Poudre River. r : Highlight historic resources, e . g . , the Grotto and Power Plant buildings . Build on the success of existing innovative businesses and include residential uses to support live/work possibilities . O DRAFT The Downtown Plan 177 Innovation Subdistrict ( 2 ) t N . ... = _ 7 Maintain a substantial habitat and floodplain protection buffer along the Poudre River as3� properties redevelop . Provide a buffer and transition between higher- intensity industrial/commercial uses and the Buckingham neighborhood to minimize impacts . 178 The Downtown Plan DRAFT Consider a transit circulator connecting the Historic Core . Promote light industrial and mixed uses that offer ,i- activity and visual interest along Lincoln Avenue . tttt - - i 1• L r 16• 1 ICommercial development along Lemay north of Mulberry should respect and express the _ site proximity to the river. Mulberry - - - - � L DRAFT The Downtown Plan 179 r • t1 �f +i . - ' tom ' +- AV Mr ' z : . 5 n ' , , If Ior I Poudre River Corridor The landscape corridor along the Cache La Poudre River through Downtown balancing habitat connectivity, flood mitigation , and recreation Existing Character The Downtown reach of the Cache La Poudre river is an exceptional natural, cultural and aesthetic resource. Fort Collins originated where Downtown meets the river. The river is the community's most important natural feature, Downtown is the community's primary activity center, and the river's landscape corridor is a defining aspect of Downtown . It consists of a series of ;� natural areas and parks, threaded through with trails . Future Character The area is a part of the overall river corridor running through the city and as such, has been a very prominent topic of study, public discussion , and debate for decades . Historic resources that reflect the city's early history exist alongside the river's natural features and modern uses, and create opportunities for education, interpretation and adaptive reuse . Policy direction r for the area is well established in a number of other adopted plans that thoroughly address the complex 1 ;: river-specific issues which range beyond the scope "' �Id @I I w1 ;{ '= of the Downtown Plan . �C . : 2014 Poudre River Downtown Master Plan: This plan was a breakthrough in carefully balancing different objectives and interests . It defines a major multifaceted project with a range of dramatic improvements, including a Poudre River Whitewater Park that is destined to become a significant new attraction and linkage between Downtown subdistricts . The river corridor provides a bitof nature close athand as a counterpoint to intensive activity in other parts of Downtown. 180 The Downtown Plan DRAFT City Plan: The Poudre River Downtown Master Plan implements the City"s overall comprehensive plan, known as City Plan . City Plan highlights the need for special consideration of the Poudre River Corridor due to its great importance to the community. It identifies — the Downtown portion as the Historic and Cultural Core Segment (College Avenue to Lemay Avenue) . Aspects of this segment are : � ,� • Innovative and integrated stormwater management and natural area features , • An emphasis on connecting Downtown to the river corridor with multi-purpose spaces and urban design to celebrate the historic and environmental relevance of the river to the community, • Management of flood hazards and wildlife habitat 5 to blend public safety and ecological values with recreational and cultural values ; and • Management of redevelopment opportunities to be harmonious with the river corridor and its values, with tailored development standards and design guidelines . 2000 Downtown River Corridor Implementation eT • :L , s Program: This is a plan of action for the Downtown � river corridor. It describes a list of projects, priorities and actions needed to implement the program , all based on analysis and outreach . Much of the program has been fulfilled , but it is still a useful reference for The 2014 Poudre River Downtown Master Plan spells out additional, ongoing improvement of the corridor. improvements that will allow people to enjoy the river corridor in a way that supports a functioning ecosystem and also improves protection during floods. 1t4 { 1{ i t 4 4 } 4 r ti .Y i Enhancing the Linden Street and Lincoln Avenue bridges will `' celebrate and announce the river's presence, and strengthen the relationship of the river to Downtown. DRAFT The Downtown Plan 181 Poudre River Corridor Future character: Open space emphasizing habitat, water quality and river access tN Improve flood management, wildlife habitat and recreational experiences through to - the Poudre River Whitewater Park. - O � Create a pedestrian bridge crossing of the Poudre River east of College Avenue . • T L } ' f Provide spur trail connections between the Poudre River Trail and key destinations . • Develop the trail system on the south side of the Poudre River. Note: photo. 182 The Downtown Plan DRAFT Continue to reconnect the river to its floodplain , improve stormwater management and ensure public safety throughout the river corridor. Continue vegetation and habitat enhancement along the River corridor. r Take advantage of educational opportunities afforded by the Poudre River, sanitary sewer treatment facility and solar garden . DRAFT The Downtown Plan 183 1 - — A6 -_ River Subdistrict - • - - • • • 0 - • • • • - a . - . • • • • • - • - W IN M • - - • ON • . • - • • • • • Existing Character The River Subdistrict reflects the entire history of A number of historic structures remain , including the Fort Collins from first settlement to transformative town 's first grain mills, a freight depot, agriculture- development projects in progress at the time of this related supply buildings and small wood houses . writing . Recent redevelopment emphasizes a contemporary The military outpost in the Colorado Territory known interpretation of the area 's ag - industrial character. as Camp Collins became the original townsite of Fort This formerly peripheral area contains two homeless Collins, which is known as the River District today. A shelters, and the river corridor landscape, bridges, short stretch of the Overland Trail stagecoach route railroad rights-of-way, and other public spaces are known as the Denver Road became Jefferson Street, frequented as living space for people experiencing which was the main street through the original townsite homelessness . As new urban design enhancements, and is now the edge of the River District. buildings, and economic activities extend into the The arrival of the Union Pacific railroad in 1910 changed area, the redevelopment highlights the challenge to the area from a central town neighborhood with coexist in an atmosphere of mutual tolerance, respect, houses, businesses and hotels along Jefferson Street and understanding . to a peripheral industrial area and dumping ground Planning and Improvements in the along the river, as the town began to grow to the south away from the river. Jefferson Street and the railroad River Subdistrict : tracks came to represent a physical and psychological barrier, with Jefferson Street as an edge . 2000 Downtown River Corridor Starting in the 1970s, with rising consciousness about Implementation Program environmental damage and concerns about the quality of urban growth, the River Subdistrict has been a major 2008 River District Streetscape subject of public discussion . A steady sequence of Improvements Project community planning initiatives has transformed the area with major cleanup , infrastructure upgrades 2014 Poudre River Downtown Master Plan and community support leading to burgeoning redevelopment and rehabilitation of historic buildings . 2014 Design Guidelines for the River Downtown Redevelopment zoning district 184 The Downtown Plan DRAFT Future Character The area will continue to offer opportunities for more intensive redevelopment with mixed uses that complement the retail/entertainment core . Examples of core-supportive uses include residential units , workplaces, live/work buildings, special attractions, — - educational and recreational uses, and neighborhood- serving commercial uses . Public improvements and redevelopment projects will :` Fall l reinforce the connection of Old Town Square to the - - —" river and to destinations in the Innovation Subdistrict across the river. New development will be integrated and compatiblewith the preservation of historic structures . New r buildings will complement and reinforce the area 's - character with architecture that responds to the historic setting , including use of brick, local stone, and metal r� in contemporary interpretation of the area 's historic vernacular ag-industrial character. T IN _ Streetscapes and other urban design features will be Sam incorporated into projects to highlight aspects of the area history. �t� 1 a � "- ~ ..�- . •RANCH WAY FEED MILLS 411 DRAFT The Downtown Plan 185 Enhance the Fort Collins Heritage Park to include more native landscaping , gathering spaces and opportunities to enjoy the natural setting along the river, while keeping active recreational space I . Mfarl� ! ' 1%W„ tO fa 40 .1 Implement the adopted Jefferson Street design to make the area more inviting through landscaping and pedestrian improvements . - Expand mid - block pedestrian — network along former alley and street rights - of- way. Develop opportunities for artist � . live/work, fabrication and artist retail within existing buildings on the north side of Jefferson Street . River Subdistrict Future character: A mix of uses bridging Downtown with n ' our agricultural and industrial heritage, while emphasizing I V connection to the Poudre River 186 The Downtown Plan DRAFT photo.Note: This is an illustration, not a Celebrate the history of Fort Collins' birthplace through signage , design and creation of a heritage trail . Identify and remediate ( if necessary) brownfield properties that may impact public health or limit redevelopment opportunities . Enhance connections to the Poudre River. Mitigate potential flood risk with storm sewer improvements along Jefferson and Willow Streets . Combine with streetscape improvements . Jam . I F ' ma_ - II " At Establish public - private partnerships to test and demonstrate innovative and sustainable projects . 40 Promote building and WOO site design character that expresses agricultural and industrial heritage . Develop a parking structure to serve the subdistrict . Improve intersections on Jefferson - at Mountain and Linden to further support pedestrian crossings . DRAFT The Downtown Plan 187 x 1. ifs• `• .. _ , .r �7 � 1 ... + Y, ,, l North Mason Subdistrict An evolving redevelopment area forming a transition from commercial and civic uses to residential and small neighborhood commercial uses compatible with adjacent neighborhoods Existing Character Future Character This area is transitioning from its origins as an industrial The North Mason area will continue evolving as a multi- edge to an area of contemporary, convenient story, mixed - use edge of Downtown . Comfortable Downtown living and walking . streetscapes will connect to the Poudre River Trail, Notable components and aspects are : Lee Martinez Park, natural areas and the Fort Collins Museum of Discovery from MAX, the rest of Downtown, • Recent redevelopment with mixed - use and CSU, and adjacent neighborhoods. Mason and Howes residential buildings Streets in particular will be strengthened as inviting connections between Downtown, CSU and the river • Gaps in development remain where vacant corridor. parcels can accommodate new buildings and uses The ' Civic Spine' will be completed as a unique off- street connection among various City and County • Modest-scale brick office buildings buildings . • The historic landmark Car Barn—which has been stabilized for use as interim storage while adaptive reuse options are considered • Several vernacular, wood frame homes that are 11 potentially eligible as landmarks • The Hattie McDaniel House, preserved as part of the Cherry Street Lofts redevelopment l r • A potential historic district on the westernmost block face along Meldrum Street � � l Abandoned streetcar track in Howes Street • (underneath street paving) leading to the streetcar barn ( 1 • Initial sections of a mid - block pedestrian connection between Mason and Howes Streets known as the "Civic Spine" 188 The Downtown Plan DRAFT Redevelopment and Intensification . Land uses will complement the Historic Core and Civic Recent construction of contemporary multi -story Subdistrict with an emphasis on residential, office and buildings with incorporated parking represents a studio uses. The historic Car Barn will be repurposed general pattern that will continue as the area evolves to capitalize on its extraordinary potential as a unique with continuing redevelopment on vacant and non- local attraction . Example ideas mentioned in public historic properties . discussion include a marketplace and a museum . Sidewalk gaps will be completed , and streetscapes Properties with aging , non - historic houses along will be enhanced with landscaped setbacks or wide Meldrum Street may change in response to demand sidewalks / plazas attached to buildings containing for intensification, either with additions and remodels or storefront-style commercial uses and building entries. redevelopment. New construction will be compatible An attractive building corner will terminate the view with the existing residential character of the block to west down the Jefferson Street corridor as Jefferson the west and responsive to historically significant and approaches College Avenue. designated properties through responsive design of building massing, materials, windows and doorways . Historic Car Barn from - heyday of the local streetcar system. In the - twentiethsmallest town in - nation to have a municipal streetcar c _ Its . . .L7. networkMason Street North development exemplifies mixed use, transitional scale, multifunctional streets, andan interconnected walking - exploration DRAFT The Downtown Plan 189 North Mason Subdistrict Future character: A mix of uses emphasizing residential character and compatibility with the adjacent neighborhoods t N * * (I Create a unique community space in the abandoned railroad right - of - way that includes bicycle and pedestrian improvements, landscaping that supports �A birds and pollinators and artistic features. 4 err M 141L � - -- a Pit INS r. on � r. - f _ FF ' - Repurpose the historic _ Car Barn for a unique ^ community use . Create an appropriate transition in height, scale and character at the edge of the district as it abuts the residential neighborhood . Emphasize Howes Street as a low - stress bicycle route . Note: photo. 190 The Downtown Plan DRAFT Continue the ' Civic Spine' as an additional, mid - block pedestrian connection linking Downtown to Lee Martinez Park and the �. river. Look for opportunities to include public parking structure space serving Downtown 's north end and MAX . } 1r • aim �. �.- - - � fir" - - �•'�_ - ._ Provide a variety of owner- occupied housing, such as townhouses, urban lofts N it and attached single - family houses, along with apartments . ' CA W ' ANT fi• Provide incentives and requirements that will result in a range of building heights, design variety, and mixed - use Vlopment that complement the hborhood . f y� DRAFT The Downtown Plan 191 SPEED + LIMIT 125 Civic Subdistrict spaceThe center for City and County facilities integrated into the fabric of Downtown public Existing Character The public sector employment and investment The Civic Subdistrict is made up almost entirely of City in the area is a key underpinning of Downtown 's and County institutional and office facilities . Also, Saint economic health and vitality. The presence of Joseph Catholic Church and School also occupyies City and County offices supports a large number more than three quarters of a block. of professional services such as attorneys, title companies, engineers, and architects clustering Civic facilities vary in age . Five major facilities were in the westside areas of Downtown built in the 2000s following a 1996 Civic Center Master Plan, adopted jointly by the City and County, which Future Character reaffirmed the commitment to Downtown for primary Redevelopment for new facilities will continue on civic functions . Other City facilities and properties underutilized properties, replacing aging, non-historic include repurposed older commercial properties with single-story buildings and parking lots over time with interim functions . new City facilities as part of the city's growth and Notable aspects and components are : evolution . As with all of Downtown, historic resources remain in this Subdistrict and new construction should • Downtown's defining street and block pattern with be appropriately responsive to these properties . parking on most streets integrates civic facilities This continuing evolution will reflect the joint City into the larger Downtown and community fabric and County commitment to Downtown Fort Collins • Permanent facilities consist of brick and stone as the primary governmental center. The area brings masonry buildings with generously landscaped civic uses together with joint planning and special grounds and streetscapes giving the area a 'green pedestrian and other transportation connections . edge' of trees, lawns, and other landscaping New City facilities will be programmed and designed to • Sections of a mid-block 'Civic Spine' connection demonstrate the value of Downtown development as provide an alternative off-street public space "smart growth" with efficient use of existing infrastructure linking multiple City and County facilities in new buildings and streetscapes that contribute to the walkable mixed-use setting of Downtown . New • Street parking provides convenient access and buildings will incorporate brick and stone in order to lends activity to the multifunctional street system extend the unifying sense of quality and permanence • Off-street parking is distributed among modest- established among the existing historic and recently sized parking lots fitted into the blocks and the constructed permanent buildings . Civic Center parking structure 192 The Downtown Plan DRAFT Streets and other public spaces will be multi - day and also after- hours and special events activity. functional to encourage community interaction . Street parking will be retained to provide convenience for Mason and Howes Streets in particular will be users, maintain the urban character of Downtown, create strengthened in their respective roles as inviting street activity, provide a buffer and an edge that defines connections among Downtown , CSU , and the the sidewalk as a comfortable pedestrian space and river corridor. They will reflect special attention to tame traffic . walking, bicycling, use of transit and public gatherings, while continuing to accommodate motor vehicles . The 'Civic Spine' will be completed as a special public Increasing parking demands will be met with parking space and walkway linkage that adds an extra incorporated into structures, avoiding the gaps that large dimension to the area with park space, plazas and parking lots would create in the visual and pedestrian multiple building entrances serving multiple functions. environment. Parking structures will be programmed to incorporate other uses along sidewalks, and will have articulated facades with openings proportioned for pedestrian scale . Parking will continue to serve multiple functions—employment activity during the 77f loot" It to 16 i D 3 � 1 • RsI , ? ■ 1, It �LAU to r ' DRAFT The Downtown Plan 193 Civic Subdistrict Future character: Fort Collins " civic canter area - emphasizing permanence and civic pride, and creating strong connections to the Historic Core Promote mixed - use within civic t buildings to make the area more IV 1 active . Increase programmable space for recreation / events and opportunities to enjoy nature to WL bring people in at other times of day/week . ► 1 � Provide more space (s) for open air = ' ` markets, large events and performing arts . WWM - y Enhance stormwater mm management and V� Ww� the streetscape Enhance Howes Street as bicycle and along Magnolia as pedestrian facilities, beautification and part of upcoming stormwater management . 1 utility improvement projects . - � � O Look for opportunities to develop a parking tN structure for a MAX Park - N - Ride . Note: Some detail may be missing. 194 The Downtown Plan DRAFT 1 - Retain the mid - block "civic spine" between • Mason Street and Howes Street throughout the subdistrict. ` •. 90 tit � •• •w � is f �ie.r Create a compact civic center that leaves additional land available for r f- 4�•.•• :: _ •: +�' public development. � � ■ PI Pursue district - scale renewable energy ^ • - A projects on the City civic campus, . such as geothermal production, DC microgrid , combined heat and power , and waste - to - energy conversion . r. , R � Pr. r _ Reduce lighting levels or " blackout" civic and institutional buildings at night to support a If safe and night sky friendly campus setting .mom DRAFT The Downtown Plan 195 - z• h yI3M . ^ 1 44 VIP WO • L Y Canyon Avenue Subdistrict streetsSupportive uses in the widest range of building heights in the city, on green - edged • blocks Existing Character Prior to the 2017 Downtown Plan, this area comprised The range of buildings provides city living , office the southern extent of Downtown with Mulberry employment, attractions and gathering spaces, Street as the southern edge . Mulberry is a natural and neighborhood-serving commercial uses. All demarcation between the area traditionally thought of these uses support the commercial health of of as " Downtown " and the CSU -oriented Campus the Historic Core retail/entertainment area , and North area . Thus a key stretch of Mulberry Street has complement the adjacent Civic Subistrict as a now become a seam in the Downtown fabric rather governmental center. than an edge . • The network of streets and sidewalks leading to Canyon Avenue is a prominent feature forming the and from all destinations is a key aspect. westernmost extent of Downtown , but its namesake Subdistrict also extends to the east side of College Parking is provided on streets and in surface Avenue, to Remington Street and the 11-story DMA parking lots fitted into the blocks. Redevelopment Plaza tower. with intensification of use and activity is creating a Notable aspects and components of the area are : deficit of daytime parking . Spillover parking from CSU is contributing to the deficit and creating • Canyon Avenue's diagonal orientation creates increased pressure on street parking in the area unique traffic patterns and urban design and in adjacent neighborhoods . opportunities with its large 6-way intersections and triangular blocks creating acute -angled properties . • The widest range of building heights in the City, from historic houses to the city's tallest tower buildings at 11 and 12 stories, coexist within the walkable street and block pattern . Blending of = different buildings and uses is aided by the urban forest of mature trees and landscape areas along the streets. 196 The Downtown Plan DRAFT Future Character Redevelopment and Intensification. As stated in past ' ! plans and affirmed in this planning process, this area �1,. 410 a, is suitable for a dynamic, mixed-use environment with 4 . " R • �. Zed . ►� buildings of widely varied ages, sizes, and functions . A number of properties exhibit opportunities for redevelopment based on low utilization of land , low level of investment, outdated non - historically significant development, and inquiries from owners and developers . Ar 14 • Redevelopment will likely involve new buildings that to# are larger than many existing buildings in the area . Redevelopment is typically financially feasible only 4 '? with increased floor area , particularly if parking is to be provided in structures rather than on surface parking lots . Larger buildings bring jobs and housing close to the core, with benefits for transportation and economic goals . 1 •{.. As with all of Downtown, historic resources are present throughout the area and are a key determinant in the acceptable degree of increased programming and compatible design . 44 ` • Architecture and Landscape Architecture. The design of new buildings will reinforce positive existing characteristics of the area to clarify its identity. The !' V, massing on new taller buildings will depend on a combination of landscape setbacks and upper1446 , floor step-backs to mitigate impacts of height upon _ neighborhood character and any historically significant smaller structures . Taller buildings will include publicly _ accessible plaza or courtyard space to further offset the effects of height and mass. Plazas will include planted areas in conjunction with some hardscape materials —� to reinforce the green-edged character of the area . Vd 60;�p 4L •� I L YYa � DRAFT The Downtown Plan 197 Canyon Ave Subdistric _ Bicycle circulation is an increasingly integral component Convening initial stakeholder discussions is crucial of the Downtown transportation network. In particular, first step, followed by : Magnolia Street is identified as a primary east-west bike route, and Mason and Howes Streets as inviting Identification of a champion to lead exploration north-south bike routes in the Downtown . Restriping of the opportunities— a person or entity, likely could be considered to balance the critical function City staff from Planning , Development and of on-street parking with bike safety. Transportation, or Cultural Services. Landscape setbacks. The soft green edge created by Initial assessment of potential improvement landscaped setbacks will remain standard on all blocks scenarios appropriate the area . A workshop west of Mason Street as a crucial aspect of the transition meeting of crucial stakeholders , aided by from the core area to the Westside Neighborhood . facilitation and design expertise, should be an Exceptions to setbacks can be appropriate at building early step . entrances , and where a building features display windows along the street sidewalk intended for Possibilities for incremental, experimental, low- pedestrian interaction . cost steps toward transformation . Canyon Avenue Streetscape. The 1989 Downtown Gateways into Downtown. Mulberry Street is a Plan first noted Canyon Avenue's unique potential as a prominent feature of the subdistrict, and is also special parking street with an "art walk" promenade as one of three long arterial streets that span the city a more interesting visual and pedestrian link between from east to west and connect to Interstate 25. It the Lincoln Center and the Historic Core . The idea forms key gateways at College Avenue and Mason could also make the street an attraction in itself. The Street in addition to the Canyon Avenue entry. These Meldrum Street block between Olive and Magnolia intersections will be improved with features that Streets would be an important component as well in convey, from the CSU -oriented Campus North area, leading to and from the Lincoln Center. A potential their significance as entries to the rest of Downtown . future performing arts center at Mountain Avenue/ Mason Street/ Howes Street could be part of the discussions as a related northern anchor highlighting * ' s ties to the core . ♦ � A* The third of Canyon Avenue 's three blocks forms they westernmost entry to Downtown where Canyon meets Mulberry Street, forming a unique 5-way intersection . ' /' F This exceptional location reinforces the idea of a special _ street with a more tailored gateway into Downtown . , Potential improvements to take advantage of unique urban design opportunities include reducing the width or the number of travel lanes to create space for ' sidewalk improvements, curb extensions, landscaped median islands, crosswalks, sculpture, pedestrian light fixtures, landscape lighting, architectural walls and artful definition of vehicular and pedestrian space . Other ideas could be solicited in a public outreach process . 198 The Downtown Plan DRAFT Potential Corridor Improvements Oak Street G G N _N 7 � >y W PARKING COMPARISONS °f c Proposed Street Tree EXISTING PARKING (MIX OF PARALLEL AND DIAGONAL) 101i STALLS y0 60 Degree Diagonal Parking Variance Required for Stall PROPOSED PARKING �M. Length - 16' vs 21' std- (60 DEGREE HEAD IN) 158 STALLS Existing Street Tree 1 Existing Curb, Typ. NET GAIN 52 STALLS Olive Street Intersection Bulb-Out CD s I c C Post Office C° , 60 Degree Diagonal Parking - Variance Required for Stall Length - 16' vs 21' std. 0 o , CORRIDOR GOALS & OBJECTIVES ' INCREASE PARKING THROUGHOUT CORRIDOR Magnolia Street Enhanced Pedestrian Crossing ENHANCE/MAINTAIN EXISTING PARKWAY WITH SIGNIFICANT TREE - CANOPY (MINIMIZE IMPACT TO EXISTING TREES) r:• � Enlarged Intersection Re-imagine intersections to minimize pedestrian crossing Control Island distances. � 1 MAINTAIN EXISTING CURB LINES THROUGHOUT CORRIDOR i� �, _ Lincoln Center 4 CREATE GATEWAY INTERSECTION AT CORNER OF MULBERRY & CANYON r I CREATE BULB-OUTS AT CORNERS TO CREATE COLORFUL CORNER 1 TREATMENTS Potential Future I y` r I Redevelopment I FACILITATE SAFE BIKE AND PEDESTRIAN MOVEMENT 1 Or' �y — — —� - I Pedestrian Access to �.y Existing Crossing Mulberry Street DRAFT The Downtown Plan 199 ® ® L I ' Y - .' iLr- MON _ r or WV Y�x + a T - r ML - where - -}■ • • • • existingparking spaces could be added in areas by changing stall Note: This is an illustration, not a photo. Some detail maybe missing. Activate 99 convertible" street• arts . To maintain the established character of Downtown , use building setbacks and stepbacks to minimize the perception of density and reduce impacts of taller buildings . J ; •}9�! mom ` f 3 s r + _� Y f" 1" } - ' ' - eEr L x -.� ��: . � � •Code . � .� _ goat WEL n n 1YAV LT- _ 0 OckMdLILL 40 017 t C. - ; r Create gateway improvements, including rSt buildings, public art, landscaping , and `` eS pedestrian improvements along Mulberry 9 Street, with particular focus on the College, Mason , and Canyon Avenue intersections . Provide opportunities for better parking management • • and bicycle share • • and electric - t • _ r r 1 • AL r LL Historic Core Subdistrict , The social center of Downtown with a diverse spectrum of activity based in commerce , socializing , • community gatherings Existing Character The Historic Core is characterized by historic The area 's existing character has been built up through commercial buildings with ' main street ' shops , an exceptional legacy of extraordinary individual restaurants and pubs , with upper-story office and efforts, special funding mechanisms, and management residential uses . Pedestrian plazas and tree - lined entities that have evolved since the 1970s . Careful streetscapes complement the buildings . Enhanced administration of a historic preservation program pedestrian alleys add another dimension . Old Town and design guidelines for physical changes have also Square is the social and emotional focal point of the been central to the area 's revitalization and existing community. Oak Street Plaza adds another prominent, character. delightful attraction and public gathering space . The area 's mix of activities throughout the daytime, Diagonal street parking —including center parking—is evening and late- night make the area the primary a defining aspect. source of energy driving Downtown 's vibrancy and The Old Town Historic District was added to the success . National Register of Historic Places in 1978 and has ar - become the primary image of Fort Collins in community promotions. Most of the historic buildings throughout the area have been restored through extraordinary public - private partnerships , and numerous new buildings have been fitted harmoniously among the historic buildings and established character. 202 The Downtown Plan DRAFT Future Character Continuation of successful efforts to protect and Other notable aspects of future character include : enhance the Historic Core is the approach to managing ongoing changes. The established historic character and Street parking — will be managed for turnover enhanced pedestrian environment will be maintained . as appropriate to support business patrons and Changes will continue to be carefully programmed adapt to growing demand . and designed to ensure that they extend the positive Parking supply — will be continually managed unique qualities that define the area . Changes that to promote appropriate availability through dilute or detract from the character and identity will be parking structures, permit programs, and avoided . Notable efforts that should continue include : transportation demand management solutions • Thoughtful administration of development to address both short-term customer parking standards and design guidelines . and longer-term employee and resident demand . • Rehabilitation , building maintenance and adaptive reuse programs that preserve and Enhanced pedestrian alleys — additional protect the value of historic buildings . alleys will be transformed per the DDA"s 2006 Downtown Alleys Master Plan depending on • Public- private partnerships and incentive budget programming . programs for special public benefits in development projects such as historic Other, non-enhanced alleys — increased preservation, facade upgrades, outdoor spaces, cleaning , maintenance, and incremental energy-efficiency improvements, public access improvements will be explored in response to and publicly available parking . increasing pedestrian use in high-activity alleys . • Numerous programs already in place to Convertible streets for events — e . g . , Linden address existing and emerging issues . Street will be adapted with appropriate design features to support conversion to enhanced A number of potential opportunities exist for pedestrian-only space for community events . redevelopment, infill and building additions . New structures will complement existing defining building Addition of new courtyards and pocket parks in typology, while including design differences so that underutilized spaces . the new structures reflect their own era and yet are compatible with the character of the historic structures. I i r ` mom r � DRAFT The Downtown Plan 203 Historic Core Subdistrict Future character: The heart of historic Downtown with a mix of uses n � emphasizing community gathering, authenticity and historic integrity I V Improve wayfinding information to / 1 Improve cleaning of alleys that :4 parking , transportation options and are not part of the special alley destination options for pedestrians and motorists . program . • 1 � � � � - ram- • •• .� 1 ' 1 two 010 4116; woo 4 ITS l .. NN • o, O • • , . � �+ t- Provide tools and incentives , for energy - efficiency retrofits that balance improvements and preservation of historic character. • 204 The Downtown Plan DRAFT photo.Note: This is an illustration, not a ® � Maintain a consistent pattern of street trees along all block faces . Continue to support patio culture, but manage encroachments along sidewalks — plantings, bikes/ bike racks, sandwich boards so that pedestrian movements are not restricted . r� Maintain historic character through compatible development, and ongoing investment in building - rehabilitation and maintenance . Develop a parking management strategy that promotes parking -h availability through parking structures i .� � - yam , ' - '•, f and high turnover of on - street �t parking . all Create new and enhanced spaces that provide a respite from the urban environment, including courtyards, plazas, pocket parks, rooftop patios, and parklets . DRAFT The Downtown Plan 205 7 No WL FAM t • -* . 1 r \�1��_ � - r i3 • Ill ' h Campus North Subdistric Where Downtown meetsUniversity Existing Character Mason Corridor is a transformative city-spanning " Enhanced Travel Corridor" featuring MAX high- This area is an interesting example of continual change frequency transit since 2014. It adds a convenient within an enduring urban fabric of streets and blocks . tie to the rest of Downtown . It exemplifies community policies for walkable, mixed- use activity centers in proximity to public transit. The UniverCity Connections initiative launched The area is eclectic, with a juxtaposition of : by City and CSU leadership in 2006 reinforced Campus North 's role as an integral link between • Older houses, some historically significant, mostly CSU and the rest of Downtown . occupied by groups of students or re- purposed The Music District complex, completed in 2016 for small commercial uses . to foster a growing musical community, is a • Modestly scaled 2-story apartment buildings . masterful re- purposing and restoration of grand houses built facing College Avenue prior to • Vintage commercial buildings, some in modified commercialization of the area . It renews and houses along Laurel Street, with a bohemian , strengthens arts and culture ties to Downtown college feel. in line with core UniverCity ideas . • Contemporary redevelopment with larger mixed- Parking is a precious resource as it is throughout use buildings . Downtown . Particular aspects of the Campus North parking situation are : • CSU -owned buildings that provide education and employment opportunities . Most of the houses in the area have ad hoc parking shoehorned into any possible space—with some Integration into Downtown. Mulberry Street was vehicles stacked in tandem, some on bare dirt, in formerly viewed as the southern edge of Downtown, front yards, occasionally across sidewalks, and in but has become a seam in the Downtown fabric as more conventional side and rear yard locations . Campus North has been integrated in : • Commercial uses have very limited parking in • The DDA has expanded their boundarywithin the alleys, plus a few on-street spaces. Highly visible area over time as its mission fits with the intent street parking is crucial to the sense of place and for mixed uses, and its Dalzell Alley makeover viability of commerce, out of proportion to the in 2011 brought a unifying element of quality. actual number of spaces on the street. 206 The Downtown Plan DRAFT • On-street parking contributes to pedestrian activity for parking can be found, possibly including parking and the street as a public space . Along College within structures . Compatible massing proportions, Avenue, it buffers the effects of 34, 000 vehicles building bays, materials, and design of any larger new a day in 2017— many of which are large, loud , buildings should complement the charm and personal or aggressively driven . scale of the area with fine-grained details and unique individual touches along the ground floor. The Mason • Apartments and newer mixed-use buildings have Enhanced Travel Corridor includes a particular vision conventional parking lots . for intensification of activity. • The church occupying the northeastern- most Interesting Streetscapes In the area will involve several block is an outlier in the pattern, with a parking particular considerations : lot occupying nearly an entire half-block . • On-street parking should be maintained as part of Streetscape character consists of landscaped a mixed , fine-grained , low-speed transportation parkways, and stretches of wide attached commercial environment that includes many small connections sidewalks creating 'Main street' commercial frontages . of alleys and driveways, and small quantities of Streetscape treatments vary widely as part of the parking distributed throughout. eclectic character. • Individual case- by-case consideration of varied Future Character streetscape features in the right-of-way—such as parking , bike racks, cafe seating , landscaping Most block faces have a well-established prevailing and art along commercial pedestrian frontages— character and positive identity that will be continued as should be part of the approach to streetscape the area evolves. Historically significant and designated renovations along with unifying design upgrades. properties will serve as a key determinant in the review of increased programming for compatible design . Where parking overwhelms the pedestrian Remodeling and reinvestment for modest, selective experience along the front yards of houses , intensification and re-purposing will be creatively fitted low fences and walls with landscaping will into the mix of development. be encouraged in general , and required in development plans, to offset the intrusiveness Redevelopment of non-historic properties with larger, upon inviting streetscapes . more efficient new buildings will occur where space Y' .. 1 i �r 1 Y 1 AW y DRAFT The Downtown Plan 207 Campus North Subdistrict Future character: A mix of student - oriented uses supporting campus needs with efficient structures that emphasize connectivity to CSU tN Look for opportunities to develop a parking structure for a MAX Park - N - Ride . Promote arts and culture and Nature in the City, including murals, train music, plant murals/green walls and pocket sculpture parks . � Explore creation and funding of a unique and collaborative Mason streetscape program with urban design and art improvements . AlNow _. •• d 51 J '�' � •, I _.MO - 208 The Downtown Plan DRAFT photo.Note: This is an illustration, not a Increase bicycle and car Protect the generous green landscape share opportunities . - , pW. along College Avenue, respecting _ the historic setbacks, parkways, and landscape medians . Support mixed - use redevelopment along the Mason Corridor on non historically significant properties . Maintain a maximum 2 - 3 story building scale along College Ave from Laurel St l JO to Myrtle St, with substantially greater stepbacks above 3 stories . lee c. � -off• ,� i , y . V' • 1 • i 1 loop Iloilo lo, ti �.ls2- lop too "Wolo, Me I g. r DRAFT The Downtown Plan 209 i Fir LL EntrywayCorridor - � An aging highway corridor leading to the heart of Downtown with potential to evolve into a more inviting main entry with sidewalks, landscaping , lighting , public art features • traffic improvements Existing Character Riverside Drive is a stretch of State Highway 14 leading The north side of the street along the river corridor to US Highway 287 and to the Poudre Canyon and is railroad right-of-way, with a track too close to Cameron Pass . Its 45-degree alignment reflects the the street to allow for a sidewalk, street trees, other Overland Trail stagecoach route at the time of initial streetscape features or landscaping along most of the settlement, when this part of the trail was known as area . However, this track, which serves as a site for the Denver Road . The angled alignment follows the parked rail cars only 8 feet from the street, contributes general direction of the Poudre River. to a sense of authentic industrial character as well as The later layout of the growing town on a north-south serving a transportation function for a few remaining orthogonal grid intersected with the highway and industrial and service commercial uses . created a series of small, triangular partial- blocks and 45-degree street intersections . Riverside Drive then Future Character became a residential street at the edge of town , with Envisioned changes mainly involve streetscape houses on the triangular blocks, and Lincoln Avenue improvements related to access control along the became the main route to Denver. The Riverside/ highway. Private redevelopment may occur on any Mulberry Street corner marked the neighborhood given property, but will be limited by the small size boundary, neither street extended beyond the corner. of parcels and blocks . In the postwar decades, Mulberry Street was extended A US 287/S. H. 14 Access Management Report for eastward to US Highway 87, which later became the corridor was jointly adopted by the City and Interstate 25. Mulberry thus replaced Lincoln Avenue Colorado Department of Transportation (CDOT) in as the main highway route into and through town . 2000, and it recommends improvements to create Riverside Drive changed from a neighborhood street to a safer traveling environment while maintaining the serve as a part of the highway route and the triangular vehicular capacity of the street. The recommended blocks redeveloped with roadside commercial uses changes would provide spaces for significant pedestrian such as gas stations, auto sales and repair, liquor sales and beautification improvements . They include curb and office uses . The buildings for these uses were bulb-outs and pedestrian refuge islands at some of the small, low-slung and utilitarian in character, and site 45-degree intersections, which would accommodate improvements such as sidewalks and landscaping were street trees and sidewalks, and a series of landscaped limited . A generally nondescript roadside character medians along the entire corridor. remains in 2017. 210 The Downtown Plan DRAFT Additional improvements should include gateway entrance" leading directly to the Historic Core retail/ landscape elements at the Mulberry Street/ Riverside entertainment area, the Old Town and Jefferson Street Drive intersection to highlight the entrance to the parking garages, and various attractions in the River greater Old Town area . District, Innovation Subdistrict, and Lincoln Corridor. While the railroad track precludes full streetscape On the north side of the corridor, the City-owned development along most of the corridor, the track property is separated from the street by the railroad swings further away from Riverside at the northeast with very limited access. The property was recently corner of the Mulberry/ Riverside intersection, creating redeveloped as a community solar farm that also physical space where new landscaping could highlight provides space for a future off-street trail connection the gateway. from Mulberry to Lincoln Avenue . This potential Street and streetscape improvements should then lead connection would partially compensate for the missing to an enhanced gateway intersection at Mountain/ sidewalk along the street, which is precluded by the Lincoln Avenue, an exceptional location where several railroad right-of-way. Residential and commercial vibrant Downtown subdistricts converge . structures on the north side of Riverside include several historic properties that will be a key factor in The overall objective is to change the character from determining redevelopment opportunities for those a nondescript " rear entrance" to a more inviting "front parcels . Extended landscape area/bulbout at 1�' Columnar trees at Riverside/Mulberry corners per access control plan Pcorner Canopy street trees in tree lawn on r P Native grasses and wildflowers within south side of Riverside l i Right-of-way Detached walk Future gateway sculptures (f11 id pi fill of h •� \ Z / 1 ram'- - - � • - _�_ �^o._- ...ry� may' r -- -- 1r - .100 , r, DRAFT The Downtown Plan 211 Udall Natural Area Downtown Plan BoundarL, !Xp. Oak Street 1 \' �M N \- Access Control Bulb-Outs per previously approved plan 6' Wide Parkway, w/ 6' Wide Sidewalk Potential pedestrian Proposed Dead End , Turn - underpass as part of lt around the Magnolia Outfall Project Olive Street s%a 10' Wide Parkway, w/ 6' L9 . p Wide Sidewalk Proposed Dead End , Turn- 1 around I !. Pedestrian Refuge Island Magnolia Street 6' Wide Parkway, w/ 6' Wide — Sidewalk CID� o m m .: CO) < IIIIIIII a � m m m N m rt COP) m m rt rt CID CID CCD rt rt Mulberry Street am a 212 The Downtown Plan DRAFT low CORRIDOR GOALS & OBJECTIVES • Arts in Public Places Sculpture Location Support intersection safety and implement access control plan CREATE TREE CANOPY THROUGH CORRIDOR 4 � CREATE GATEWAY INTERSECTION AT CORNER OF MULBERRY & RIVERSIDE FACILITATE SAFE BIKE AND PEDESTRIAN MOVEMENT A " op: CREATE DETACHED SIDEWALK WITH TREE LAWN APP sculptures at the corner of Mulberry & Riverside MAINTAIN EXISTING CURB LINES THROUGHOUT CORRIDOR Pedestrian Bridge • Poudre River � fl 1 Trail Connection to River District APP sculptures placed along fence line � on Riverside . Fort Collins — 57. Community Solar Access Control Bulb-Outs per L reviously approved plan CO) 1U• � Pedestrian refuge island 1 k CD '— APP sculptures illuminated at night DRAFT The Downtown Plan 213 Entryway Corridor Future character: A movement corridor with visual and A ' pedestrian improvements that incorporate the area 's railroad ' V heritage Widen / redesign sidewalks on the southwest side of Riverside as redevelopment occurs . Construct trail underpass at Olive/ Riverside to link the Eastside Neighborhood and the river trail system . Within strategic locations, remove access points andf construct intersection neck - downs at Riverside that will free up space for landscaping and new sidewalks . Improve stormwater management and reduce flood risk through the Magnolia Street Outfall project. 214 The Downtown Plan DRAFT Note: photo. - ' LA t Explore rezoning of existing single family Maximize tree planting and landscaping along residential properties west of Riverside to both sides of Riverside to create an inviting promote a more residential character. feeling of entry into Downtown . Create a bike and pedestrian trail connection between the community solar garden , Udall Natural Area and Lincoln Ave . Create a gateway feature through landscape, art, signs, at the Mulberry/ Riverside intersection . - ii 'T Ik i. .y DRAFT The Downtown Plan 215 ` • ~• itw ;• �G !' { � ,. •i i_vL\ ,• Fes' `' � ♦fit v . ` • '� ' ' ` '�` �� •' v: 'y •� r 1 r so , w r ' 14 '+ Section 4 : _ Implemen ion • a . IV Vf� 0 � •�� . pw- tt .-q -•. - V. 16. . � - . . ai - i .• - - . -• . ,j. st PAN OL VP • • 7 Kam- - '� • � -•�� � ., r - - c r fit , y _ IL I • / T i 4 t � ,fir • • • R,� �` h ton r Overview This section summarizes the key action items necessary to support the principles and policies presented in . _ the Urban Design , Transportation & Parking , Market & Economy, Arts & Culture, Energy & Environment and Management & Maintenance sections . Some actions : • and recommendations are already underway or will immediately follow the adoption of the Plan . Other actions are identified for the short- and intermediate- _ term, many of which require additional funding or effort by the City, DDA, DBA and other partners . The following ' four timeframes apply to the action items presented in the tables that follow : IL ILI l _ _ rr • „ " ` Immediate Actions (Within 120 Days of • Plan Adoption ) J4 Y �' w + Items identified for initiation or completion concurrently with or immediately following adoption f of the Downtown Plan . � t Short -Term Actions (2017 - 2018 ) i Items identified for initiation within the current ` Budgeting for Outcomes ( BFO) budget cycle . Intermediate Actions (2019 - 2026 ) High - priorityitems that should be initiated and c ' + implemented in alignment with upcoming budget cycles . Ar . q r , _ Ongoing Programs & Actions i Items that are already in progress, do not have a specified timeframe, or that require ongoing coordination to implement. If The Downtown Plan 217 A � l - 1 �► ,l In many cases, multiple departments or partners will The following City departments and organizations cooperate in a particular action . Ongoing collaboration should be consulted or included in the implementation and communication between agencies and stakeholders of specific programs or projects : is essential to the effective implementation of the Downtown Plan . Downtown Development Authority The future of Downtown will be shaped by numerous Downtown Business Association day-to-day decisions, ongoing conversations, and Colorado State University external forces . The actions presented in this section Communications & Public Involvement Office are a starting point and do not encompass all possible Cultural Services actions and decisions that will guide Downtown in the Economic Health direction of the community's vision . The dialogue about • Downtown 's future should not stop here . Engineering Services • Environmental Services Implementation Staffing FC Moves The City, Downtown Development Authority, Downtown Forestry Business Association, other agencies, business owners, Historic Preservation residents, developers and private sector groups will Natural Areas play an important role in achieving the vision of the Neighborhood Services Downtown Plan . • • Operations Services Following adoption of the plan , an interdisciplinary Parks team of City staff will coordinate and monitor the • implementation of the plan . The responsibilities of Park Planning & Development this team will include prioritization of action items, Parking Services identification and pursuit of potential funding sources, Police Services establishment of work teams for specific action items, Recreation and monitoring of the new program and project • Social Sustainability development. The team should include a designated staff lead from Streets Planning Services . The assigned planner will organize Traffic Operations and convene an annual coordination meeting with Transfort all relevant departments, agencies and staff to review Utilities Services (Stormwater, Floodplain, Water, progress and update the status of action items . In Wastewater, Light & Power) addition, Planning Services staff will coordinate regular check-in meetings with DDA and DBA staff to continue the Downtown Plan dialogue track progress toward the goals of the plan , and maintain awareness of important plan updates . PA rr r - - �, =•r��, • �� ~ -yam , _ ..•.._-} �, - � •• l- - 218 The Downtown Plan DRAFT Plan Monitoring & Updates Monitoring and evaluating the success of activities • Ease of traveling by bicycle , walking , public guided by the Downtown Plan will ensure that the City transportation and driving and its partners are on track to achieve the priorities and vision outlined in the Plan . Tracking the status of 0Quality of parks, trails, natural areas, and recreation action items and progress toward goals will be both facilities a qualitative and quantitative exercise that evaluates Feelings of personal safety in parks, trails, natural public policy, investment and improvements throughout areas and recreation facilities Downtown . On an annual basis, staff will examine how the needs and priorities of the Downtown area are . Quality of dining , entertainment and shopping evolving and identify opportunities to correct course, opportunities adapt, or implement new strategies . City staff will continually monitor the status of action ' Quality of job opportunities items and publish an annual status report on the The Downtown Plan should remain relevant and Downtown Plan website . In addition , staff will track responsive to changing conditions . In the next 10 to 15 ongoing responses to the City's Citizen Survey questions years, the City and its partners will evaluate periodically that are relevant to Downtown , including : the overall effectiveness of the plan, until an update to the plan is necessary. If minor changes or additions are • Feelings of personal safety Downtown during the necessary prior to a major update, staff may provide day and at night partial updates . • Availability of parking Downtown Ongoing outreach to residents, developers, and other stakeholders is essential to determine whether the • Quality of programs and facilities at the Museum plan 's action items, projects, and programs are serving of Discovery, Northside Aztlan Community Center, the community's needs and working toward the vision Lincoln Center and Mulberry Pool outlined in the plan . As action items are implemented , Overall quality of life the City will update the website, send email and mailed notifications, and share information at Downtown • Quality of community services events and neighborhood meetings . Certain action items may require additional outreach . • Environmental protection efforts (e . g . , air quality, recycling programs, conservation efforts) r , DRAFT The Downtown Plan 219 Potential Funding Sources Many of the projects, programs and actions identified in this plan are not currently funded . Implementation of the plan 's recommendations will likely be funded in a variety of ways, with participation from multiple City departments, outside agencies and organizations, and private sector companies . Potential funding sources for various action items include, but are certainly not limited to, the list below. Source Description General Fund (City) The General Fund is a primary funding source for many City programs and is allocated through the competitive Budgeting for Outcomes ( BFO) process, which is used to develop the City's two-year budget. The current budget is set for 2017-18 and will provide funding for a number of Downtown programs and projects, including : • Expansion of Downtown maintenance activities • Homelessness initiatives • Downtown Business Association Ambassador Program • Median and streetscape maintenance • Parks, trails and facility maintenance • Urban forest management • Cultural Plan • Historic Preservation Ordinance review • Convention and visitor services • Electric vehicle readiness roadmap • Energy efficiency and water conservation programs • Climate Action Plan program support • Firehouse Alley parking structure operations • Sidewalk, bike route, roadway and intersection improvements • Additional staffing The process for the 2019-20 budget will begin in 2018 . Keep Fort Collins Fort Collins voters approved a 0.85 percent sales tax initiative, Keep Fort Collins Great Great (City) ( KFCG), to provide funding for City projects. KFCG funds projects in many different categories, including fire, police, transportation, streets and parks. KFCG funds are typically allocated through the City's Budgeting for Outcomes ( BFO) process, as described above . Enterprise Funds The City's Enterprise Funds are those that provide services based on user fees, including (City Departments) electric, water, wastewater and stormwater utilities. Other departments and facilities, including Recreation, the Discovery Museum and the Lincoln Center, also generate their own revenue. Art in Public Places Art in Public Places (APP) encourages and enhances artistic expression throughout (City) the city and as part of new development projects. City capital projects with a budget greater than $250,000 must designate 1% of their budget to public art. The program could be applied to enhance Downtown's character and identity and to showcase innovation and sustainability. Voter Approved New capital improvement programs or other initiatives funded by voter-approved sales Sales Taxes (City) taxes could be additional sources of funding in the future. 220 The Downtown Plan DRAFT Source Description Community Capital Fort Collins currently has a capital improvement tax in place, the latest in a series of Improvement such taxes that began in 1973. The current tax is set to expire in 2026 . Several of the Program (City) projects included in the Capital Improvement Program could support Downtown Plan priorities, including : • Poudre River Whitewater Park • Arterial Intersection Improvements • Pedestrian Sidewalk/Americans with Disabilities Act (ADA) Compliance • Safe Routes to Everywhere • Bicycle Plan implementation • Bus Stop improvements • Bridge replacements • Nature in the City implementation • Affordable housing fund • Stormwater management projects (e.g ., Magnolia Street Outfall) Innovation Fund The Innovation Fund is an internal grant program open to all City employees. Proposed (City) projects may be implemented by any City department. Submissions are accepted once or twice a year during the application period . In 2017-18, $50,000 per year is available for innovative projects. Nature in the City The Nature in the City ( NIC) strategic plan was adopted by City Council in 2015. NIC Program (City) is part of the Community Capital Improvement Program (CCIP) tax initiative and will receive $3 million in capital projects funding through 2026. Capital projects will be selected through an annual competitive process. NIC also has programmatic funding, which supports communication and outreach activities. Neighborhood This fund is intended to foster co-creation between the City and residents and to Improvement & incentivize participation in the Neighborhood Connections program . It is intended to Community Building provide neighborhood groups with City resources for community-driven projects that Grant Fund (City) enhance and strengthen neighborhoods. All projects will be initiated, planned and implemented by community members in partnership with the City. Funds are available through a competitive grant process. Street Oversizing Fort Collins collects transportation impact fees through developer contributions in Fund (City) order to finance the Street Oversizing Program, which funds improvements to collector and arterial streets. Downtown The DDA uses Tax Increment Financing (TIF) as the primary tool to accomplish its Development mission of Downtown redevelopment and is authorized to use TIF until 2031. The DDA Authority (DDA) invests in three different types of projects : 1. Enhanced public infrastructure like alleyways, plazas, streetscapes, parking structures and arts/culture facilities 2. Building facades, utility improvements and upgrades 3. Programs, plans and designs for the Downtown area with the City of Fort Collins and other strategic partners . Downtown Business The Downtown Business Association ( DBA) provides funding for events and Association ( DBA) programmatic support to Downtown businesses. DRAFT The Downtown Plan 221 Source Description General Downtown property owners voluntarily created the GID in 1976 for the purpose of Improvement funding parking, pedestrian and street beautification improvements in the Downtown District (GID) area . The GID assesses an additional 4.94 mill property tax on property owners within its boundaries and receives a share of vehicle registration tax. The GID is authorized to issue bonds to pay for larger projects, while smaller GID projects are funded on a "pay- as-you-go" basis using available reserves and revenues that are not already committed . The GID often partners with the DDA, the City, and/or private investment to complete large projects. Urban Renewal The Urban Renewal Authority seeks to revitalize areas of the city deemed blighted and Authority (URA) provide a funding mechanism (Tax Increment Financing) to encourage redevelopment. Qualified projects can receive a portion of property tax generated to be allocated back into the project for the community's benefit. The North College Urban Renewal Area is along Vine Drive partially located within the Downtown Plan area . Improvement In Colorado, municipalities have the option of raising funds for special projects by Districts implementing improvement districts . Improvement districts can be formed in specific parts of the city that stand to benefit from the new project. Landowners within the district often pay either additional property taxes or special assessments. While cities can propose improvement districts, they must then be approved by landowners within the district boundaries. A specific kind of improvement district is a Business Improvement District (BID) . A BID is both an organization and a financing tool. Property owners within a particular area could petition to form a BID and vote to tax themselves with an additional assessment on commercial properties within the BID boundary. Colorado State CSU is a key stakeholder and partner in Downtown's success. CSU partners with the University (CSU) City to share costs on Transfort service, transportation improvements near campus, and other programs and projects. CSU is also a leader in research and development, which may support numerous Downtown priorities. Staff Time For many Downtown Plan action items, the only resource needed is staff time and additional coordination between various City departments and external entities. While additional staff positions would require a funding source, some actions could be accomplished within existing staffing levels. Public- Private In some cases, a business, property owner or developer may seek a partnership with Partnerships the City or DDA to share the costs of specific projects or improvements. For example, parking garages benefit a number of users and are often funded through public-private partnerships. Developers Development and redevelopment projects pay a number of impact fees that fund the development review process, transportation improvements and utilities. In addition, some development projects may be required to dedicate funding toward specific on-site or off-site improvements to be constructed at a later time (e.g ., sidewalks, tree mitigation) . Some of the Downtown Plan priorities may be accomplished through development review requirements. Foundations fr Non- Private philanthropy and support from non-profit organizations will be critical to Profit Organizations achieving some Downtown Plan goals, particularly related to advancing arts and culture, assisting people experiencing homelessness and supporting social programs . 222 The Downtown Plan DRAFT Source Description Private Business Private industry will play a role in supporting a number of principles and policies for the Downtown area . In many cases, it makes more sense for businesses and employers to lead the way in innovating and championing new programs, with support from the City and other public entities. State and Federal Several recent large-scale transportation projects in Fort Collins have received state Grants and federal funds, including the MAX Bus Rapid Transit and North College Avenue Improvement projects. These projects received grants because they increased mobility and enhanced alternative modes of transportation . One major source of federal funds is the Transportation Alternatives Program (TAP) section of the Moving Ahead for Progress in the 21st Century Act (MAP-21) . Another potential state-funded option is Funding Advancement for Surface Transportation & Economic Recovery ( FASTER) grant money. The FASTER program provides funding for large capital purchases that have significant regional impacts. Funds are awarded on a two-year cycle . Other federal grant funding sources could include : • Hazard Elimination Program ( HES) • Transportation Investment Generating Economic Recovery (TIGER) Program • Congestion Mitigation and Air Quality Improvement (CMAQ) Program • Surface Transportation Program (STP) Metro Grants • Community Development Block Grant Program (CDBG) • Sustainable Communities Regional Planning Grants • Environmental Protection Agency ( EPA) Smart Growth Grants • Housing and Urban Development ( HUD) programs ONO DRAFT The Downtown Plan 223 Immediate Actions ( 2017m2018 ) Action Items Responsibility . . UD 5b (2) : Adopt a streetscape hierarchy map depicting City - Planning, Budgeting for desired parkway widths and landscaping, hardscape and Utilities, CDOT, Utility Outcomes building setbacks. Providers TP 2i (3) : Evaluate conditions where more parking City - Parking, Traffic Staff Time spaces could be added in existing areas by changing stall configurations . Restripe spaces where efficiencies can be created . EE 2c (1) : Expand education and incentive programs to City — Utilities, Budgeting for encourage energy efficiency retrofits. Articulate the potential Environmental Outcomes, costs and benefits associated with upgrades . Showcase Services, Historic General Fund, deep energy renovations in Downtown buildings . Provide Preservation, DDA,DBA Utilities Enterprise information on short and long-term costs, benefits, Funds and financial return on energy efficiency improvement. Recognize the value of efficient energy performance in older building stock that was designed for natural climate control. TP 2c (1) : Explore staffing and technical needs to extend City - Parking , Staff Time parking enforcement hours after 5 p . m . on weekdays Planning (Monday — Friday) and during the day on weekends (Saturday and Sunday) . TP 2c (2) : Consistent with the preferred alternative from the City - Parking , General Fund 2013 Parking Plan, implement a " pay-by-cell phone" option Planning to allow customers to extend parking time beyond the 2-hour limit. TP 31b (3) : Incorporate variable messaging signage (e .g ., City - Parking , Budgeting for availability of spaces) and other opportunities to provide Planning Outcomes wayfinding to parking . EE 1d (1) : Assist with the identification and remediation City - Utilities, Federal Grants of previously contaminated sites that may impact public Planning, Historic ( EPA), Staff Time health, with consideration for the environmental, social Preservation, Natural and economic costs and benefits of remediation projects. Areas Encourage the selection of plant species that remove contaminants from soils and support bioremediation as appropriate. 224 The Downtown Plan DRAFT ItemsImmediate Actions ( 2017m2018 ) Action Responsibility . EE 4d (1) : Prioritize improvements and determine a realistic City - Utilities Staff Time timeline for upgrades and replacement of water and • wastewater infrastructure throughout Downtown . EE 2f (3) : Apply the Transportation Air Quality Impacts City - Environmental Staff Time Manual to City projects in the Downtown to inform land use Services, Planning , • and transportation decisions. FC Moves, • Engineering , Traffic Operations MM 1a (2) : Bring encroachment requests to interested City - Engineering , Staff Time departments for comment, e.g . Planning and FC Moves . consult with Planning MM 1b (1) : Maintain direct communication between City City - Engineering Staff Time staff and owners where encroachment issues exist. MM 2a (1) : Convene organizations as needed to understand DDA & DBA, Street Staff Time and confront problematic public behavior and promote Outreach Team, responsible enjoyment of Downtown's public space. Police, bar owners, other affected interests. MM 3a (2) : Continue to support evolving efforts by all service City - Sustainable General Fund, providers. Services, Police, Foundations, DDA, DBA, service Nonprofit provider Organizations • MM 4b (1) : Articulate long-term space needs for all Parks City - Parks, Staff Time functions and any related opportunities (e .g . , composting, Operations Services, recycling) . Streets Depts . MM 5a (1) : Convene all interests to address timing of events City - Parks, Events Staff Time and event character in terms of noise, alcohol issues, size, Coordinator, Streets, uniqueness to Fort Collins, appropriate venues, capacity and DBA, other key function of parks and public spaces, and other key factors. producers, Police, consult with all others MM 5b (1) : Convene all interests to evaluate suitability of City - Events Staff Time available venues for relevant event categories. Consider the Coordinator, Parks, value of a consultant study to aid the evaluation . Streets, Natural Areas, Police, DBA, consult with all others DRAFT The Downtown Plan 225 Immediate Actions ( 2017m2018 ) FundingAction Items Responsibility Potential MM 6a (1) : Continue collaboration regarding funding , events, DDA and DBA with Staff Time, DDA, initiatives, and other issues that arise, and continue to seek outreach to related DBA areas for improvement. entities 226 The Downtown Plan DRAFT This page intentionally left blank DRAFT The Downtown Plan 227 ItemsShort �Term Actions ( 2019 � 2020 ) Action - . . Funding UD 1a (1) : Amend the Land Use Code to include new City - Planning Budgeting for Downtown character subdistrict boundaries. Outcomes UD 2a (1) : Amend the existing Land Use Code building City - Planning Budgeting for heights map to include the entire Downtown Plan Outcomes boundary. UD 2a (2) : Evaluate potential Land Use Code height City - Planning Budgeting for incentives for projects with more sensitive building massing . Outcomes UD 2b (1) : Develop Land Use Code building stepback City - Planning Budgeting for regulations based upon results of a financial pro-forma Outcomes analysis, desire to enhance the pedestrian environment, and need to ensure compatible massing and scale with the existing built environment. UD 1b (2) : Develop Land Use Code regulations that set City - Planning Budgeting for specific building mass, bulk and scale transition regulations Outcomes to ensure scale compatibility between character subdistricts, and adjacent to the Old Town Neighborhoods. UD 2c (1) : Evaluate the economic impact of building design City - Planning Budgeting for standards regulating Floor Area Ratio ( FAR), height, massing, Outcomes materials and facade design, and develop performance incentives in order to provide a balance between design performance and cost. UD 2d (1) : Develop Floor Area Ratio ( FAR) and building City - Planning Budgeting for massing regulations in the Land Use Code based upon Outcomes results of a pro-forma analysis. UD 2f (1) : Develop incentives for taller, slender buildings City - Planning Budgeting for based upon results of a pro-forma analysis and impacts to Outcomes solar access, view corridors, and subdistrict character. UD 3a (1) : Develop Land Use Code regulations that City - Planning Budgeting for set specific design metrics on which to base design Outcomes compatibility within its context. UD 3b (1) : Revise the Land Use Code to include greater City - Planning Budgeting for specificity on the range of appropriate building materials, Outcomes window glazing and door options. 228 The Downtown Plan DRAFT ItemsShort �Term Actions ( 2019 � 2020 ) Action - . . Funding UD 4a (1) : Revise the Land Use Code regulations to City - Planning Budgeting for protect and complement the unique character of historic Outcomes Downtown buildings and designated districts. UD 4a (2) : Revise the definition of adjacency as it relates City - Planning Budgeting for to the physical relationship of new buildings to historic Outcomes structures . UD 4b (1) : Update and distribute the Downtown Buildings City - Planning State & Federal historic building inventory. Grants, General Fund UD 4c (1) : Revise the Sign Code to include provisions to City - Planning Budgeting for recreate historic signs if sufficiently documented . Outcomes UD 5a (1) : Develop Land Use Code regulations that identify City - Planning, DDA, Budgeting for performance standards for design elements that activate Private interests Outcomes buildings and private outdoor spaces along public streets. • UD 5a (2) : Amend the Sign Code to require pedestrian- City - Planning Budgeting for oriented signs. Outcomes UD 5c (1) : Amend Article 3 of the Land Use Code to ensure City - Planning Budgeting for ; that all site and parking area design standards match the Outcomes intent of this policy. UD 6c (1) : Amend the Land Use Code to clarify the required City - Planning Budgeting for quantity and location of private open space amenities. Outcomes UD 6d (1) : Amend the Land Use Code to include shadow City - Planning Budgeting for analysis for all private outdoor spaces to maximize solar Outcomes access during winter months. TP 1e (2) : Amend the Land Use Code to integrate car share City - FC Moves, Staff Time and/or bike share to reduce required on-site parking and Planning support multi-modal options. TP 11 (1) : Identify and pursue a funding mechanism for City - Planning, Staff Time transportation improvements Downtown (e .g ., General Transfort, Parking Improvement District or potential parking benefit district; see also paid parking revenue policy in TP 2f) . DRAFT The Downtown Plan 229 ItemsI ShortmTerm Actions ( 2019 � 2020 ) Action - . . Funding ME 11b (1) : Review the Land Use Code (LUC) to identify City - PDT/ Planning, Budgeting for opportunities to provide regulatory relief, density bonuses, Economic Health Outcomes and/or expedited processing for desired business types, mixed-use buildings that incorporate sustainable design and/ or increased affordability, and desired housing types and affordable housing options. ME 3a (2) : Analyze development review requirements City - Planning/ Budgeting for that are in conflict with community goals, among PDT and related Outcomes City departments, or that do not reflect the context departments of Downtown and make appropriate changes to the development review process, if needed . ME 3a (4) : Consider implementing payment-in-lieu City - Planning/ PDT Budgeting for alternatives to meeting public space/plaza and parking Outcomes requirements in the Downtown area . • AC 1d (1) : Audit the City's approach to sustainability to City - Planning Staff Time explore opportunities to incorporate culture alongside Sustainability Service • environment, economic and social elements. Area AC 3c (2) : Review and revise policies that might City - Office of Staff Time unintentionally limit innovative arts programming or business Creative Industries, endeavors. Planning Services AC 4b (1) : Audit the Land Use Code for opportunities to City - Economic Staff Time encourage or incentivize arts and cultural uses. Health, DDA, Organization of Creative Culture AC 5c (1) : Identify and address rules and other barriers that City - Planning, Staff Time may unnecessarily limit expression in Downtown . Organization of Creative Culture AC 5d (1) : Audit the Land Use Code for opportunities to City - Planning Staff Time encourage or incentivize art in new private development and redevelopment projects. 230 The Downtown Plan DRAFT ItemsShort �Term Actions ( 2019 � 2020 ) Action - . . Funding EE 2a (2) : Identify specific strategies and technologies for City - Environmental Budgeting for achieving the community's climate action goals that can Services, Utilities, Outcomes, Staff be better tested Downtown than in other locations in the Planning , Building Time community. Establish requirements for new development that help the community achieve its 2020, 2030 and 2050 targets for greenhouse gas reductions. EE 2d (4) : Incentivize or require new construction from City - Planning, Budgeting for materials that are sustainable and built to last. Design Historic Preservation, Outcomes, Staff buildings in a way that provides flexibility for future use and Environmental Time reuse. Services EE 2e (1) : Acknowledge the environmental benefits, City - Planning, Staff Time including embodied energy, of existing buildings and Historic Presentation, incentivize property owners and developers to reuse Environmental or partially reuse existing buildings prior to considering Services redevelopment. Avoid the environmental costs of demolition and new construction whenever possible. EE 2e (2) : Update and implement requirements for waste City - Environmental Staff Time reduction plans as part of the development review process Services, Building, for demolition and redevelopment projects to ensure that Planning both construction and operations waste are minimized and valuable materials are recovered for reuse. EE 2g (3) : Update parking regulations to address growing City - Planning, Staff Time demand for electric vehicle ( EV) charging infrastructure in Parking Services, FC new development and redevelopment projects and parking Moves facilities. Require dedicated EV and/or car sharing spaces for parking lots over a certain size. EE 3a (1) : Review the Land Use Code and propose City - Planning Budgeting for amendments to clarify open space requirements and Outcomes, Staff ensure standards allow for site-specific solutions based Time on the Downtown context, scale and objectives. Consider payment-in-lieu options to create larger public natural spaces. DRAFT The Downtown Plan 231 ItemsI ShortmTerm Actions ( 2019 � 2020 ) Action Responsibility . . EE 3c (1) : Incorporate best lighting practices and dimming City - Operations Property Owners, capabilities into street, pedestrian and building lighting . Services, Utilities Developers, Select lighting sources with appropriate intensity, color Light & Power output, color rendering and lighting distribution designed to Enterprise Fund support public safety, reduce glare, reduce light trespass and skyglow, and minimize health impacts (such as the impact of blue wavelength light on circadian rhythms) . EE 3c (3) : Complement the primary uses of various City - Planning, Staff Time Downtown character subdistricts with lighting that fits Building Services • the context and priorities for each area (e .g ., minimal lighting and wildlife protection along the river corridor vs. entertainment and holiday light display in the historic core) . • EE 3c (4) : Utilize dimming, automatic timing and motion City - Operations Property Owners, sensor technology to reduce lighting levels along streets Services, Utilities, Developers, and at public buildings, while maintaining visibility, safety and Planning, Building Light & Power security. Services Enterprise Fund EE 4c (2) : Further integrate floodplain regulations into the City - Utilities, Staff Time planning process to create a more informed public and Planning more disaster-resistant community. MM 1a (1) : Review and update guideline brochure for cafe City - Engineering , Staff Time railings in the sidewalk right-of-way. consult with Planning UD 41b (2) : Encourage use of preservation tax credits, City - Historic State & Federal grants for structural assessments and programs that may Preservation Grants, General incentivize the retention and reuse of historic buildings. Fund UD 4c (2) : Provide grant opportunities for historic sign City - Historic State & Federal rehabilitation or reconstruction . Preservation DDA, Grants, General Private interests Fund • TP 1a (1) : Expand the " Downtown " boundary used in the City - Engineering Staff Time • Pedestrian Improvement Program prioritization process to be consistent with the Downtown Plan boundary. 232 The Downtown Plan DRAFT ShortmTerm Ac • 1 1 1 ItemsAction Responsibility . . TP 1e (1) : Continue to expand car share and bike share in the City - FC Moves Budgeting for Downtown area . Outcomes, Developers, DDA, GID, BID, Special District TP 2a (2) : Provide high quality, accessible short-term and City - FC Bikes Transportation long-term bike parking to meet current and future needs at Services Fund businesses/employers and other key destinations. Consider solar lighting components as part of long-term bike parking needs, as applicable. TP 2d (2) : Develop car share programs throughout City - FC Moves, Public-Private Downtown to support employees and visitors. Planning, Parking Partnerships TP 2j (2) : Create a program that provides guard escorts for City - Parking , Budgeting For anyone traveling to or from their parking location . Planning , DBA Outcomes TP 3c (1) : Provide information about travel options and Visit Fort Collins, Staff Time parking locations for everyday access to Downtown, as well DBA, City - FC as for special events (e .g ., festivals, CSU games, etc.) . Moves, CSU ME 1a (1) : Explore creation of a Business Improvement DBA, Downtown DBA, private/ District, housed within the Downtown Business Association, property owners, business, staff to provide supplementary marketing and promotional Downtown business time (for start- support to Downtown businesses and property owners . owners, Economic up costs) ; then This entity should incorporate initiatives to encourage Health Special District local spending, sustain existing Downtown businesses, and (self-imposed support small and local businesses. assessment on commercial property within BID boundary) ME 1c (5) : Further invest in placemaking efforts that enhance City - Planning/ PDT, Budgeting for Downtown's unique attributes, create vibrant "third places, " DDA, DBA Outcomes, and provide amenities that help businesses attract talented DDA, DBA, BID employees. (if established), Public-Private Partnership DRAFT The Downtown Plan 233 ItemsShort �Term Actions ( 2019 � 2020 ) Action - . . Funding AC 1b (1) : The Downtown Business Association ( DBA) will DBA Downtown implement a 24-hour program that provides resources Business (information and marketing) that cater to the different time Association, BID periods of activity. AC 1b (2) : Expand public transportation into evening and City - Transfort Budgeting for weekend hours. Outcomes AC 2a (1) : The City of Fort Collins will hire a Director of City - Cultural Budgeting for Creative Industries within the Cultural Services Department Services Outcomes with connectivity to the Economic Health Office. AC 2a (2) : The Office of Creative Industries will be housed City - Cultural Budgeting for in the Creative Community Center in the historic Carnegie Services Outcomes building , which is already dedicated to community arts and creative uses. The City will also facilitate centralized resources for the creative industries at that site . AC 2b (1) : Convene regular meetings of creatives to garner City - Cultural Budgeting for a complete understanding of their needs, identify resources Services Outcomes that support those needs, engage creatives in policy discussions, and provide a united voice for the creative community. AC 2c (1) : Promote the centralization and availability of Office of Creative Staff Time, General resources, information, announcements, and opportunities Industries, DBA, DDA, Fund, BID related to the creative industries at the Community Creative Visit Fort Collins Center. AC 2d (2) : Sponsor and support programs/events that Office of Creative Staff Time, General promote entrepreneurs and encourage innovation and Industries, DBA, DDA Fund collaboration . AC 3b (1) : The City will cooperate with the Downtown DBA, Visit FC, Office Downtown Business Association, Visit Fort Collins and the Downtown of Creative Industries, Business Creative District to create a campaign that will facilitate Creative District Association interest in Downtown's art and culture scene . AC 3b (2) : Support and promote the Creative District and its DBA, Visit Fort General Fund, BID activities that attract entrepreneurs and an educated work Collins, Office of force. Creative Industries 234 The Downtown Plan DRAFT Short �Term Actions ( 2019 � 2020 ) Action Items Responsibility Potential Funding AC 3c (1) : Support existing and future efforts to create DDA, Office of Budgeting for innovative programming and business opportunities Creative Industries Outcomes Downtown, such as kiosks or pop-up art studios. AC 5b (1) : Evaluate the City's Art in Public Places Program City - Cultural Staff Time • for potential expansion, greater opportunities for artists, and Services increased public engagement. EE 2f (4) : Establish integrated pest management practices to City - Natural Areas, Staff Time reduce pesticide use and runoff and improve environmental Parks, Stormwater, health throughout Downtown . Planning MM 1c (1) : Convene all interests to develop a trial mobile City - Planning, Staff Time, GID; wayfinding solution, using the Downtown Wayfinding Sign DBA, consult with DBA, DDA System Document as a unifying guide. other, DDA, Visit Fort Collins UD6a (1) : Identify the need for future Downtown parks and City - Parks, Planning Budgeting for recreation services within the Parks and Recreation Policy Outcomes Plan update. UD 61b (1) : Create an Urban ' Micro-Space' Design Plan . DDA DDA TP 1c (1) : Explore concepts for Complete Street corridors in City - FC Moves, Transportation the next Transportation Master Plan (TMP) update including Traffic Operations, Services Fund but not limited to : Howes, Mason, Vine, Maple, Mountain Engineering and Walnut (east of College), Magnolia and Canyon (building off the design in Urban Design section) . Emphasize biking, walking, and transit elements, as well as safety improvements for all users . TP 1e (3) : Explore ways to support ride share activity City - FC Moves, Staff Time Downtown . Planning TP 1f (1) : Building off the Bicycle Master Plan, prioritize key City - FC Moves Transportation corridors to improve both north-south and east-west bicycle Services Fund connections (e .g ., Magnolia, Laporte) . Coordinate with the Transportation Master Plan update ( planned for 2017-2018) . TP 1g (1) : Develop a scope and budget for a Downtown City - Transfort Staff Time Circulator as part of the biennial City budget process. DRAFT The Downtown Plan 235 ItemsShort �Term Actions ( 2019 � 2020 ) Action Responsibility . . TP 1g (2) : Perform an analysis of future circulator City - Transfort Staff Time performance, including ridership, using Transfort's transit model. TP 1h (2) : Perform an analysis of future performance City - Transfort Staff Time of Downtown transit routes, including ridership, using Transfort's transit model. TP 1h (3) : Update funding recommendations in the City - Transfort Staff Time Transfort Strategic Operating Plan to reflect proposed enhancements. TP 1i (1) : Develop station area plans for all MAX stations. City - Transfort Federal Grant TP 2a (1) : Develop a bike parking management plan, City - FC Bikes Staff Time including monitoring rack condition/usage, managing abandoned bikes, design guidelines, potential land use code updates, guidelines for on-street bike parking and for long- term (secure covered) parking . Balance parking needs with maintaining a clear area for pedestrians. TP 2b (1) : Develop a technology specification, research City - Parking , General Fund vendors (including initial investment, maintenance costs, Planning, DBA, DDA installation, and integration with other parking technologies such as pay by phone), identify implementation area and develop a comprehensive stakeholder education and communication plan . TP 2d (1) : Create a Transportation Demand Management City - FC Moves, Budgeting for (TDM ) program and TDM Plan . Planning , Transfort, Outcomes DDA, DBA TP 2j (1) : Identify and inventory gaps in safety in parking City - Parking , Staff Time structures and surface parking . This should include secluded Planning areas, limited access areas and poorly lit areas. TP 3a (2) : Develop a comprehensive, integrated mobile City - FC Moves, Budgeting for app ("Downtown at a Glance") that provides information for Transfort, Parking, IT Outcomes different modes of travel and parking availability (including street closures and construction information) . 236 The Downtown Plan DRAFT ItemsShort �Term Actions ( 2019 � 2020 ) Action - . . Funding ME 1e (1) : Identify potential redevelopment opportunities City - Planning/ PDT, Budgeting for that could be appropriate for multi-story, mixed-use Economic Health Outcomes buildings or that could be prime employment sites. Identify and address barriers to redevelopment of these sites . ME 1f (5) : Inventory and monitor the types and prices of City - Planning, Staff time housing Downtown ; analyze the affordability of existing Social Sustainability, Downtown housing . Economic Health ME 2b (4) : Analyze the rate of the City's occupation tax City - Finance Staff Time and the procedures for distributing the revenues generated to better support Downtown's maintenance and policing needs. AC 3a (1) : Engage the creative community in co-creating City - Cultural Budgeting for ' updated Cultural Plans expected in 2017-2018. Services Outcomes • AC 3a (2) : Further examine the feasibility of new venues, City - Cultural Budgeting for including an 1800 — 2200 seat performing arts center Services Outcomes Downtown, which was the highest priority in the previous Cultural Facilities Plan . EE 4a (2) : Determine feasibility and reduce barriers City - Utilities, Staff Time for implementing new sustainability approaches and Engineering , Streets, technologies within the right-of-way (e.g ., geothermal, solar, Stormwater low-impact development, broadband internet, streetscape enrichment, Nature in the City, bike and pedestrian improvements) . EE 4d (2) : Determine an equitable financing mechanism City - Utilities Staff Time for upgrading smaller, deteriorated public water and sewer lines. UD 5b (1) : Construct the Jefferson Street Streetscape City - Engineering General Enhancements project. Improvement District/CDOT/ Federal UD 7a (1) : Develop a final engineering and landscape City - Engineering General design for the Riverside (Mulberry to Mountain) Streetscape Improvement Improvements. District/CDOT/ Federal DRAFT The Downtown Plan 237 ItemsShortmTerm Actions ( 2019m2020 ) Action Responsibility . . TP 1a (6) : Implement a more fine-grained pedestrian City - Planning, FC KFCG, CCIP, DDA network through the use of safe and clear connections (e. g ., Moves, DDA alleys, other midblock connections) . TP 1f (2) : Identify and construct intersection improvements City - FC Bikes, Budgeting for that are beneficial for cyclists (e. g ., in the Loomis, College Traffic Operations, Outcomes, State corridors), as funding allows . Engineering and Federal Grants EE 1b (1) : Support implementation of the projects and City - Park Planning, Budgeting for priorities identified in the Poudre River Downtown Master Parks, Natural Areas, Outcomes, CCIP, Plan, such as the Poudre River Heritage Walk, river Utilities, Planning , Dedicated Sales restoration projects, pedestrian connections, and the Poudre Engineering Tax, State & Whitewater Park. Federal Grants, Other • EE 1c (1) : Create additional sidewalks, trail connections and City - Park Planning, BFO, CCIP, gathering places along the river that allow people to view Parks, Natural Dedicated Sales and experience the Poudre River corridor while minimizing Areas, Planning, Tax, State & impacts to sensitive natural resources . Engineering , Private Federal Grants, Development Developers, Other EE 2g (5) : Include EV charging and car sharing stations in City - FC Moves, Public-Private new and existing public parking garages . Identify additional Parking Services, Partnership, locations for EV parking areas and charging stations. Utilities Private/ Business, Budgeting for Outcomes EE 3b (2) : Proactively plant trees to replace those that may City - Forestry Budgeting for be lost to drought, disease (e .g . , emerald ash borer), or other Outcomes causes . • EE 4a (4) : Work with private sector companies and public City - Utilities, Public-Private agencies to test new wireless telecommunication and Engineering , Private Partnerships internet systems Downtown, as appropriate. Partners • TP 1m (1) : Regularly compile and analyze signalized City - Traffic Ops, FC Staff Time intersection counts by mode, transit ridership, as well as Moves, Transfort • safety data . TP 1m (2) : Compile travel survey data (e.g ., from City - FC Moves, Staff Time ClimateWise, etc.) . Utilities 238 The Downtown Plan DRAFT ItemsShort �Term Actions ( 2019 � 2020 ) Action Responsibility Potential Fun . . TP 1m (3) : Establish mode split baseline. City - FC Moves Staff Time TP 2e (1) : Work with the DDA to develop an inventory City - Planning, Staff Time of private lots, including occupancy, rate and lease Parking, DDA information . • ME 1h (2) : Identify key metrics and data sources and create City - Economic Budgeting for a Downtown-specific economic dashboard to evaluate and Health, DBA, DDA Outcomes monitor Downtown's economic health . EE 2b (2) : Develop a coordinated energy benchmarking City - Environmental Budgeting for • and data transparency program based on the EPA Portfolio Services, Utilities, Outcomes, Staff Manager system to track electric and natural gas usage for CSU, Private Partners Time Downtown businesses and help customers leverage their energy score as an added value for improvements. Require participation for buildings larger than 20,000 square feet (short term) and consider requiring for smaller buildings (longer term) . UD 5b (3) : Clarify the strategy for design and construction CDOT, City - Utilities, Staff time of right-of-way encroachments, including street furniture, Utility Providers paving treatments, planters, landscaping and similar improvements. UD 5e (1) : Uphold adopted Access Management Plans for City - Planning Staff time state—controlled streets Downtown and amend Article 3 of the Land Use Code to ensure that all site, parking area • design and engineering standards match the intent of this policy. • TP 1h (1) : Assess existing ridership and develop strategies City - Transfort Staff Time for implementing additional service and service changes through the Transit Master Plan update (planned for 2017- 2018) . TP 1i (2) : Identify funding mechanisms for joint City - Transfort Public-Private development/shared use opportunities (e.g ., public/ private Partnerships partnerships) . TP 3b (1) : Convene all interests to define an initial trial City - Parking , Staff Time installation of physical, digital, and mobile wayfinding aids Planning, FC Bikes,- for visitors, considering all modes of travel. DDA, DBA DRAFT The Downtown Plan 239 ItemsI ShortmTerm Actions ( 2019 � 2020 ) Action - . . Funding ME 1e (3) : Market the development incentives and financial City - Economic Staff time assistance programs the City currently operates to Health, Social encourage production or rehabilitation of affordable housing Sustainability units. AC 1a (1) : Create formal and informal partnerships Office of Creative Staff Time among organizations involved with arts and culture such Industries, DDA, Art as Colorado State University, Poudre School District, Organizations philanthropic organizations, art advocates, Downtown Development Authority, Downtown Business Association, City of Fort Collins, affinity groups (outdoor, craft spirits, tech) and traditional industries (healthcare, agriculture) . AC 1c (1) : Consult with the creative industries to consider Office of Creative Staff Time potential impacts and to gain insights when making Industries decisions on investment and regulations . AC 1c (2) : Engage artists and creatives in policy creation and City - Cultural Staff Time decision making to leverage their creative problem-solving Services, DDA skills . AC 2b (2) : Once hired, the Director of Creative Industries will Office of Creative Staff Time support and facilitate the Creative Industries Partnership . Industries AC 2d (1) : Support business education for creatives Office of Creative Staff Time through partnerships with existing organizations such as Industries Small Business Development Center (SBDC), Front Range Community College ( FRCC), Colorado State University (CSU ), or other providers . EE 4a (1) : Encourage cooperative approaches to City - Utilities, Staff Time sustainability innovations, such as renewable energy Engineering , production and smart grid technologies, to pilot and test Streets, Stormwater, new methods and distribute financial risk among various Planning, DDA, departments, agencies and parties, especially as it relates DBA, CSU, Places of to achieving the community's climate action goals. Invention Innovators' Create an interdepartmental group that brings together all Network, Private departments involved in construction to identify partnership Partners opportunities, improve coordination and reduce barriers to implementing forward-thinking approaches to utility service . 240 The Downtown Plan DRAFT ItemsShort �Term Actions ( 2019 � 2020 ) Action - . . Funding MM 3a (1) : Publish and share frequent, coordinated Homeward 2020, Staff Time, information about efforts to address homeless-related DDA/ DBA, City, Foundations, DDA, issues. numerous entities DBA MM 3c (1) : Implement, monitor, and shape the Homeward Homeward 2020, General Fund, 2020 program in collaboration with all service providers and City - Manager, Foundations other interests. Sustainability, Other related entities MM 4a (1) : Convene all funding sources to evaluate current City - Parks, DDA, Staff Time and future budgetary issues, considering likely expansion of Planning, Others as services (e.g ., Campus North, Canyon, Lincoln, Innovation appropriate Subdistrict, and qualitative enhancements) . MM 41b (2) : Revisit and confirm preliminary findings of City - Parks, Staff Time suitability of Streets Facility property for current and future Operations Services, space and operational needs. Streets Depts . MM 41b (3) : Identify and pursue an appropriate budgeting City - Parks, Staff Time strategy. Operation Services., City Manager's Office MM 4d (1) : Review the Downtown Plan with Parks staff and City - Planning, Staff Time related interests to identify appropriate programs, funding Parks, Others as sources and budgeting approaches to each Subdistrict. appropriate MM 61b (1) : Conduct conceptual BID reconnaissance effort DBA, DDA, City DBA, Staff Time, with potentially interested property owners, and explore -Economic Health, DDA potential functions and boundaries. Consult with all other interests DRAFT The Downtown Plan 241 Mid erm Actions1 028 ) Action Items Responsibility . . UD 1a (2) : Establish guidelines for character subdistrict City - Planning Budgeting for improvements that support the unique identity of the Outcomes subdistrict. TP 1n (3) : Explore options to reduce drivers "rolling coal. " City - Traffic Staff Time Operations, Police Services TP 2h (1) : When a sustainable funding source for new City - Parking , Staff Time parking is in place, explore revisions to the Land Use Code Planning allowing new development to pay a fee-in-lieu for of part or all the on-site parking requirements. ME 1c (4) : Support the development of larger floorplate City - Economic Budgeting for office and commercial spaces to attract incubator graduates Health, DBA, DDA, Outcomes and growing primary employers. SBDC, Chamber ME 1d (1) : Encourage the development of small-format City - Planning/ PDT, Budgeting for retail spaces in infill and redevelopment projects to provide DDA Outcomes opportunities for unique shopping options, creative studio/ gallery spaces, and other small-scale retail uses. • ME 1f (1) : Support creation of housing at higher densities in City - Planning/ PDT Budgeting for key Downtown areas (for example, the Mason corridor) . Outcomes ME 1f (3) : Evaluate and adjust neighborhood compatibility City - Planning/ PDT Budgeting for standards and parking standards in order to encourage Outcomes higher densities in key areas of Downtown . ME 1g (1) : Encourage multiple uses near or inside City, County, State, Budgeting for government facilities to generate pedestrian traffic outside Federal Government, Outcomes of typical business hours. Facilities/Operation Services, Planning / PDT ME 3a (1) : Develop new policies and modify current policies, City - Planning/ PDT, Budgeting for procedures and practices to reduce and resolve barriers Historic Preservation, Outcomes to compatible infill development and redevelopment. Engineering/ Building Emphasize new policies and modifications to existing Departments, policies that support a sustainable, flexible and predictable Utilities approach to infill development and redevelopment that respects and maintains existing character. 242 The Downtown Plan DRAFT Mid erm Actions1 028 ) ItemsAction Responsibility . . EE 2f (2) : Require radon testing and mitigation for new City - Environmental Staff Time residential development, redevelopment, and remodels. Services, Building Consider requiring testing and mitigation for commercial Services development projects. EE 4e (1) : Encourage use of the Net Zero Water Planning City - Utilities, Staff Time Toolkit by property owners and developers to evaluate water Planning , footprints for properties, identify opportunities to reduce Environmental • water demand and help property owners save on utility Services costs. TP 2e (2) : Determine pricing and develop an online City - Planning , Budgeting For " marketplace" that allows customers to purchase parking in Transfort, DDA Outcomes private facilities, as available, or utilize existing services like " ParkHound" to curate a "one-stop shop" for parking . AC 11b (3) : Consider a "cultural sites trolley" that can circulate City - Transfort, DDA, Budgeting for around Downtown to the various cultural facilities. DBA Outcomes AC 4a (1) : Inventory existing spaces and buildings that could City - Economic Budgeting for be used for affordable start-up, live and/or work space Health, DDA, Office Outcomes, and invest in public-private partnerships to develop new of Creative Industries Downtown affordable creative spaces. Development Authority AC 4b (2) : Explore the use of flexible funding streams for City - Economic Staff Time arts, cultural and creative uses. Health, DDA, Organization of Creative Culture AC 4b (3) : Provide data/information to developers and Office of Creative Staff Time landlords on the value of retaining a mix of creatives in Industries, Culture Downtown . Services, DBA AC 5a (1) : Inventory micro-urban space such as alleys, Organization of Budgeting for parking lots, and other utility areas to incorporate art and Creative Culture, Outcomes develop public and/or private art programs for those DDA spaces. DRAFT The Downtown Plan 243 • erm Actions1 028 ) Action Items Responsibility . . EE 2b (1) : Develop informational and educational resources City - Utilities, BFO, Staff Time on clean energy (solar, geothermal, hydropower, wind Environmental or other technologies) that acknowledge the unique Services, Historic constraints and opportunities Downtown . Preservation, Planning, Economic Health, DDA EE 2g (1) : Develop a business electric vehicle ( EV) charging City - Utilities, BFO, Staff Time station incentive program to increase installation of EV Environmental charging stations at existing businesses and institutional Services, FC Moves facilities. EE 2g (4) : Explore opportunities for block or district-scale City - FC Public-Private electric vehicle ( EV) programs. Moves, Parking Partnership, Services, Utilities, Private/ Business, Environmental Staff Time Services, DBA EE 2g (6) : Identify partnership opportunities for providing City - FC Moves, Public-Private real-time EV charging station availability information . Parking Services, Partnership, BFO Environmental Services, Utilities TP 1a (5) : Evaluate pedestrian bulb-outs to enhance City - FC Moves, Staff Time walkability and reduce crossing distance at key Engineering intersections. TP 1b (1) : Building off the Arterial Intersection Prioritization City - FC Moves, Staff Time Study, do a more detailed analysis within the Downtown Traffic Ops, area to evaluate and prioritize potential improvements for Engineering various modes at intersections . • TP 1n (4) : Pursue more efficient ways of managing deliveries City - Traffic Staff Time Downtown . Operations ' TP 2f (2) : Research and identify preferred vendor and meter City - Parking , General Fund type (e.g ., single- space or multi-space, pay by space, pay by Planning license plate, cell phone only) . TP 2f (3) : Develop a technology specification, research City - Parking, General Fund vendors (including initial investment, maintenance costs, Planning installation, and integration with other existing parking technologies) . 244 The Downtown Plan DRAFT Mid erm Actions1 028 ) Action Items Responsibility . . TP 2f (4) : Identify implementation area and develop a City - Parking , Staff Time comprehensive stakeholder education and communication Planning plan . TP 2f (5) : Identify specific use of revenue generated from City - Parking , Staff Time on-street paid parking fees that support City policies. Planning TP 2g (1) : Identify conditions that warrant the development City - Parking , Staff Time of new parking structures. Planning, Economic Health TP 2g (2) : Explore various funding sources for development City - Parking , Budgeting For of parking structures such as public-private partnerships, Planning Outcomes parking district, tax increment financing (TIF), parking fee-in- lieu, on-street paid parking, and other creative fundraising techniques such as memorial bricks and advertising rights. TP 2g (3) : Explore development of parking structures City - Parking , Staff Time to encourage primary employment on the fringes of Planning, Economic Downtown . Health TP 2i (1) : Create a comprehensive regulation document City - Parking , Staff Time for public parking facilities (on street and structured) in Planning Downtown . TP 2i (2) : Analyze appropriate triggers for removing on-street City - FC Moves, Staff Time parking in favor of bike parking, car share, and/or bike share Parking , Planning , spots in the context of the overall supply and availability of parking . TP 2k (1) : Begin conversation in the City Plan and City - Transfort / Budgeting for Transportation Master Plan update planned for 2017- 2018. Parking Outcomes ME 1e (2) : Examine fee structures for redevelopment City - Planning/ Budgeting for (permits, capital expansion, street oversizing, planning, etc.) PDT and related Outcomes to encourage the development of mixed-use buildings with departments smaller, more affordable units. Ensure that fee structures reflect the unique context of Downtown development. DRAFT The Downtown Plan 245 Mid erm Actions1 028 ) Action Items Responsibility . . ME 2a (1) : Conduct in-depth research that considers several DDA, DBA, City - Budgeting for scenarios for 1) continued public investment in Downtown Economic Health Outcomes, infrastructure, public space, and redevelopment and 2) DDA, General adequate funding for ongoing Downtown maintenance and Improvement operations after the expiration of Tax Increment Financing District (TIF) in 2031. ME 2b (1) : Evaluate the current operations and efficacy of City - Planning/ PDT, General the General Improvement District (GID) ; consider expansion Economic Health Improvement of the GID boundary to appropriate character subdistricts District (e .g . the River Subdistrict) as development moves further from the historic core area when appropriate. ME 2b (3) : Evaluate the feasibility of establishing a City - Economic Budgeting for Downtown economic development fund to further support Health, DDA Outcomes public-private partnerships in the Downtown area . ME 3a (3) : Develop and maintain development fee schedules City - Planning/ Budgeting for that account for differences between redevelopment and PDT and related Outcomes greenfield development costs, and aim to provide fair and departments equitable apportionment of cost for the different types of development. EE 2b (8) : Identify obstacles and opportunities to support City - Utilities, DDA, Staff Time, BFO the development of public and /or private district energy, Environmental combined heat/ power, smart grids, demand response Services, Private systems, a zero energy district and other energy innovation Partners projects in the Downtown area . EE 2e (3) : Consider the environmental and economic City - Building, Staff Time potential of a mandated deconstruction and salvage Planning, program for buildings constructed prior to a certain date to Environmental encourage recycling and reuse of materials. Services EE 2g (2) : Evaluate the effects of additional vehicle City - Utilities, BFO, Staff Time charging stations on grid management and existing utility Environmental infrastructure . Identify needed improvements to support Services, FC Moves demand . 246 The Downtown Plan DRAFT • erm Actions1 028 ) Action Items Responsibility . . EE 2g (7) : Explore the transformation of the Mason Street City - FC Moves, BFO, Public-Private Corridor from a designated "enhanced travel corridor" to Planning, Utilities Partnership a "transportation innovation corridor" that integrates and supports new transportation technologies and products (e .g ., driverless cars, shared cars, electric and alternative fuel vehicles) . EE 3d (2) : Identify possible locations acceptable for limited City - Natural Areas, Staff Time food production in strategic locations along the Poudre Parks, Park Planning, River and throughout Downtown . Stormwater MM 2a (2) : Continue to seek and support initiatives, City - Parks, Natural Staff Time programs and staffing to build proactive relationships Areas and understanding regarding related issues, and assist in reducing conflicts in public space related to disruptive behavior (see also Policy MM 3b) . TP 1b (2) : Implement multi-modal intersection-related City - FC Moves, Budgeting for improvements identified in TP 11b (1), including identifying Traffic Ops, Outcomes, KFCG, and pursuing funding within the larger citywide project Engineering CCIP prioritization process. TP 1d (1) : Construct the full design of the Lincoln Corridor City - Engineering , Budgeting for Plan . FC Moves, Traffic Outcomes, Operations Developers, DDA, GID, BID, Special District TP 1d (2) : Update and implement the Riverside Access City - Engineering , Budgeting for Control Plan, building on the Jefferson Street Design and FC Moves, Traffic Outcomes, the with updated design from Downtown Plan , see the Operations Developers, DDA, Entryway Corridor Subdistrict section on page 213. GID, BID, Special District TP 1d (3) : Implement the Jefferson Street Design . City - Engineering , Budgeting for FC Moves, Traffic Outcomes, Operations Developers, DDA, GID, BID, Special District TP 1j (1) : Design and construct potential access City -Transfort, Traffic Budgeting for improvements for buses, particularly for exiting off Maple Operations, FC Outcomes and turning south onto Mason . Moves DRAFT The Downtown Plan 247 • erm Actions1 028 ) Action Items Responsibility Potential Funding TP 1j (2) : Design and construct potential access City—Transfort, Budgeting for improvements for cyclists and pedestrians. Engineering , Traffic Outcomes Operations, FC Moves ME 1c (3) : Invest in the physical assets (sidewalks, utilities, City - Planning/ PDT, Community buildings) necessary to support entrepreneurship in Economic Health, Capital • parts of Downtown that currently lack adequate physical DDA, Utilities Improvement infrastructure . Program ( BOB 2 .0), State 6 Federal Grants, DDA, GID, private/business, Public/ Private Partnership TP 21b (2) : Develop strategies to provide parking utilization City — Parking General Fund data to the public in both online and mobile application Services, CPIO form . ME 1h (1) : Anticipate potential impacts of the sharing City - Planning/ PDT, Staff Time, • economy (i . e ., car share, short-term rentals) and ensure that Economic Health Budgeting for policies for land use, municipal regulation, and economic Outcomes development are reviewed as needed . • ME 1h (3) : Update market conditions and trend analyses City - Economic Budgeting for every five years and make appropriate adjustments to the Health, Planning Outcomes • Downtown Plan and key metrics. EE 2a (3) : Partner with CSU "s Eco-District initiative to test City - Environmental Staff Time, and demonstrate innovative and sustainable projects in the Services, Utilities, Research Grants, Downtown, potentially including a zero energy district. Planning, CSU Public-Private Partnerships TP 1g (3) : Identify and pursue potential Downtown Circulator City - Transfort Staff Time • funding partnerships (see also AC 11b (3)) . TP 2f (1) : Work with the Parking Advisory Board to identify City - Parking, Staff Time • thresholds based on parking utilization data that would Planning warrant initiation of an on-street paid parking system . 248 The Downtown Plan DRAFT Mid erm Actions1 028 ) Action Items Responsibility . . ME 11b (2) : Work with existing Downtown businesses that are City - Economic Staff time interested in relocation ; facilitate opportunities for adaptive Health reuse and redevelopment. ME 1f (2) : Support reform of the construction defects City - Economic Staff time claim legislation to encourage development of for-sale Health condominiums . ME 1f (4) : Public-private partnerships should be used to City - Social Public-Private achieve key community objectives, including parking , Sustainability, Partnerships sustainable design, and affordability. Economic Health ME 2a (2) : Educate the public and stakeholders in the City City - Economic Staff Time organization about the impact of investments that have Health, DDA been funded through TIF resources. AC 3a (3) : Support the creation of a community-centered City - Economic Budgeting for use in the Car Barn Health Outcomes AC 4a (2) : Support and promote existing creative spaces, City - Economic Staff Time both public and private, so they remain a resource for Health, DDA, Office creative industries . of Creative Industries MM 2a (4) : Identify opportunities to increase recreational use City - Parks, Police Staff Time • of parks and natural areas where concentrations of illegal and other integral activity and encampments are a problem, to provide higher departments visibility and make spaces more family-friendly (e. g ., disc golf course in Gustav Swanson Natural Area) . MM 4a (2) : Prepare a report for City Council and others City - Parks, Staff Time summarizing key budget forecast issues to inform biennial DDA, Others as budgets and the programming of new improvement appropriate projects. MM 4c (1) : Ensure that aging improvements e .g ., trees and City - Parks, Staff Time plants, special paving, planter walls, pedestrian lights, street Planning/GID, other furnishings, holiday lights infrastructure, irrigation, fountains City departments as are maintained by responsible parties. needed MM 4e (2) : Work with haulers to explore cleaning, City - Environmental Staff Time maintenance and litter clean-up as part of their service for Services., DDA, Parks, enclosures. Private/ Business, Other City Depts. DRAFT The Downtown Plan 249 • erm Actions1 028 ) Action Items Responsibility . . MM 4e (3) : Provide educational information and signage City — Environmental Staff Time regarding waste reduction, waste management and Services, DDA, Parks, recycling . Planning , Private/ Business MM 4e (4) : Work with individual property owners to reduce City — Environmental Staff Time waste, coordinate with neighbors on waste collection and Services, DDA utilize best practices for waste management. MM 4e (5) : Explore reducing the frequency of large waste City — Environmental Staff Time vehicles Downtown by identifying opportunities for shared Services, DDA, resources, coordinated collection schedules, single- Private/ Business provider contracts, bicycle-based recycling and food waste collection, and other actions. MM 4e (6) : Explore options and technology for year-round City - Parks, Staff Time drinking fountains to reduce beverage container waste . Environmental Services MM 6b (2) : If a base of initial support emerges, explore a DBA, DDA, City - DBA, Staff Time, public deliberation process to discuss BID concepts and Economic Health, DDA potential suitability for Downtown or parts of Downtown . Consult with all other interests 250 The Downtown Plan DRAFT This page intentionally left blank DRAFT The Downtown Plan 251 Ongoing Actions Action Items Responsibility . . AC 5d (2) : Explore opportunities for artwork to stand in lieu Planning Staff Time, New of design requirements. Development EE 1a (2) : Continue to conserve land along the Poudre City - Natural Areas, Staff Time River to protect floodplain areas and optimize carbon Parks, Park Planning, sequestration through floodplain requirements and natural Stormwater habitat buffers . EE 1b (2) : Continue to ensure new development creates City - Planning Staff Time an adequate transition between Downtown and the river, with special consideration for avoiding negative impacts of development projects on the aesthetics and character of the Poudre River. EE 2b p) : Promote and incentivize the use of passive urban City - Planning , Developers, cooling strategies, such as tree canopies, reflective roofs Utilities, Natural Private/ Business, and pavement, living walls and green roofs, and shading Areas, Environmental DDA canopies and devices over windows, walls, parking lots and Services other open areas. • EE 2d (2) : Promote green building practices that support City - Planning, Staff Time community goals when providing public financing for new Building, Economic development or redevelopment projects (e.g ., LEED, Energy Health, DDA Star, Living Building Challenge, WELL Building and Net Zero Energy Building strategies) . EE 3a (2) : Incorporate pocket parks, plazas, courtyards, City - Planning, DDA, Developers, DDA, safe children 's play areas, green roofs, living walls, and Parks, Engineering , BFO opportunities to enjoy nature into new development, Natural Areas existing properties (public and private), streetscapes, alleyway improvements and other projects . MM" EE 3a (3) : Incorporate landscaping that benefits birds, City - Planning, Parks, Developers butterflies, pollinators and other urban adapted wildlife Engineers, Natural species into new development, existing properties, Areas, DDA streetscapes, alleyway improvements and stormwater management projects. EE 3a (4) : Incorporate setbacks or varied edges into large City - Planning , Parks, Developers infill buildings to create a green edge and publicly accessible Engineers, Natural gathering spaces where appropriate for the context and Areas, DDA desired character of a block or subdistrict, while considering any impacts to affordability of development projects. 252 The Downtown Plan DRAFT Ongoing Actions Action Items Responsibility . . EE 3b (1) : Continue to incorporate street trees and high- City - Planning, Developers, BFO quality landscaping in all development. Continue to maintain Forestry the health and longevity of the existing , mature tree canopy Downtown . EE 3c (2) : Ensure that lighting levels on existing and new City - Utilities, Staff Time development sites are adequate to protect public safety and Planning , Building ensure personal security while protecting natural features Services (e .g ., the Poudre River corridor) from unnecessary light spillage . Revise the Land Use Code to reflect best lighting practices. =,A EE 3d (1) : Encourage the planting of fruit trees as part of new City - Planning Developers development projects when appropriate, as determined by Forestry and other City departments. EE 4b (1) : Continue to require and encourage best practices City - Utilities, Staff Time ' for Low-Impact Development (LID) as part of all new Engineering , ; development to reduce the amount of runoff and improve Planning stormwater quality. EE 4c (1) : Continue to require new development and City - Utilities Staff Time redevelopment be protected from flood damage by complying with floodplain regulations in Chapter 10 of the Municipal Code. EE 4e (2) : Encourage public and private landscaping City - Utilities, Staff Time that utilizes xeric and wildlife-friendly plant species and Planning management techniques . Continue to provide resources and technical assistance to property owners and developers . TP 1a (2) : Continue to implement the Pedestrian City - Engineering , KFCG*, CCIP* Improvement Program, including identifying potential Streets improvements in coordination with the Street Maintenance Program (SMP) and other capital project opportunities . TP 1a (3) : Continue to update ramps at intersections to make City - Engineering CCIP* • pedestrian pushbuttons accessible for people using mobility devices. TP 1a (4) : Continue to implement Leading Pedestrian City - Traffic Staff Time Intervals at appropriate Downtown intersections. Operations DRAFT The Downtown Plan 253 Ongoing Actions Action Items Responsibility Potential Funding TP 1h (4) : Continue to support and expand regional transit City - Transfort General Fund, service offerings (e .g ., Bustang, FLEX) . Grants, and support from other communities and transportation agencies in the region* TP 1k (1) : Continue implementing the Bus Stop Improvement City - Transfort, Budgeting for Program . Engineering Outcomes TP 3a (1) : Expand the use of real-time bus arrival information City - Transfort Budgeting for to additional bus stops (e.g ., for the proposed Downtown Outcomes Circulator in TP 1g), and identify opportunities for improved communication of other transit information . TP 31b (2) : Continue to implement the Bicycle Wayfinding City - FC Bikes Transportation Plan . Services Fund* • TP 3d (1) : Work with employers to provide information Visit Fort Collins, Staff Time • on travel options and special programs (engagement, DBA, City - FC incentives) via the Transportation Demand Management (see Moves also TP 2d (1)) and ClimateWise programs to promote the use of public transit, biking, and walking . 1 ME 1c (1) : Continue to support Fort Collins' Downtown City - Economic Budgeting for business incubation programs and industry cluster groups Health Outcomes as key elements of both innovation and future employment growth in the City. ME 1d (2) : Support and develop programs that encourage City - Economic Budgeting for residents to spend dollars locally. Health, Planning/ Outcomes, PDT, DBA, DDA DBA, BID (if established) AC 1a (2) : Develop a creative industries partnership to City - Economic Budgeting for engage all creatives and advance the industries . Build the Health Outcomes partnership's role in arts, culture and creativity at the city, state, national and international levels. 254 The Downtown Plan DRAFT Ongoing Actions Action Items Responsibility . . EE 2a (1) : Create ongoing awareness about climate action City - Environmental BFO, Staff Time and encourage community members to suggest and Services, Utilities demonstrate local ideas that support greenhouse gas reduction and sustainability goals . Sustainable projects should be visible and /or accessible to the public to celebrate innovation and provide educational opportunities. EE 2b (5) : Ensure that opportunities to produce and utilize City - Utilities, DDA, Staff Time clean energy are available and affordable to all businesses, Private Partners property owners and tenants, regardless of business size or socioeconomic status. Explore solutions that allow multiple tenants and condominium owners to produce and utilize clean energy in shared buildings, both residential and commercial. EE 2d (1) : Support green building projects that exceed City - Planning, Staff Time, BFO minimum code requirements through incentives, rebates, Building, technical assistance and other initiatives. Work with Environmental developers, lenders and property owners to overcome the Services, Utilities perception that green building practices cost more than traditional building techniques . EE 2d (3) : Encourage developers and property owners to City - Utilities, Staff Time utilize the City's Integrated Design Assistance Program . Planning, Provide technical assistance and education on the benefits Environmental and business case for green building practices. Emphasize Services green building practices for both existing and new buildings that improve long-term affordability and financial returns for property owners and tenants . EE 2f (1) : Strongly encourage best practices to detect, City - Environmental Staff Time prevent and mitigate indoor air pollutants such as carbon Services, Utilities, monoxide, volatile organic compounds, radon and particle Building Services pollution for redevelopment projects that utilize existing buildings. Encourage best practice maintenance of heating, ventilation and air conditioning ( HVAC) systems to maintain healthy indoor environmental quality. Encourage the design, construction and operation of buildings that meet WELL Building standards or similar measures of superior indoor environments . DRAFT The Downtown Plan 255 Ongoing Actions Action Items Responsibility . . EE 4c (3) : Continue to work with stakeholders to educate City - Utilities Staff Time the community on flood safety and property protection techniques. TIP 1n (2) : Pursue ways to mitigate train horn noise. City - Traffic Staff Time Operations, City Manager's Office ME 2b (2) : Create and maintain an inventory of prioritized DDA, GID, BID (if Budgeting for public improvement needs for the entire Downtown Plan created) Outcomes, area . Ensure that implementation of public improvements General is distributed throughout the Downtown subdistricts as Improvement appropriate. District, DDA • EE 2b (4) : Identify buildings and sites with the greatest City - Utilities, Private Staff Time, BFO and most effective opportunities to integrate photovoltaic Partners and solar thermal systems, including self-storage, warehouses, large office buildings, and other uses with suitable roof space. Create education, incentives, rebates, demonstrations, and partnership opportunities to facilitate participation . EE 4d (3) : Ensure that infrastructure is sized to allow for City - Utilities Staff Time planned or future development and adequately accounts for potential impacts to the water and wastewater system . AC 5a (2) : Program "convertible" streets that can be used for Organization of Budgeting for art events (Canyon Avenue, 200 block of Linden and 200 Creative Culture, Outcomes block of Howes) . DDA, City - Planning EE 2a (4) : Showcase art, clean energy, and nature together City - Art in Public Art in Public Places through Art in Public Places projects and other artistic Places, Utilities, Fund installations. Natural Areas EE 2b (6) : Develop subdistrict- or community-scale solar City - Utilities, Private Public-Private gardens that are available to both business and residential Partners Partnerships, subscribers . Consider installation on top of parking garages, Private/ Business, sites with limited development potential and other suitable BFO, Subscribers/ sites. Ratepayers 256 The Downtown Plan DRAFT Ongoing Actions Action Items Responsibility . . EE 4a (3) : Seek private and other creative funding sources for City - Sustainability Staff Time innovative capital projects that support multiple sustainability Services, Utilities, goals. Engineering , City Managers Office, Places of Invention Innovators" Network, Private Partners TP 1n (1) : Use crash data to monitor, evaluate, and identify City - Traffic Staff Time potential improvements on an ongoing basis. Operations, Police Services EE 1a (1) : Evaluate the impacts of water supply storage and City - Utilities, Natural Staff Time delivery projects on the aesthetics, ecological functions and Areas, Planning, natural character of the river. Environmental Services MM2a (3) : Evaluate local efforts and best practices from Funders, Service Staff Time, other cities (e .g ., Street Outreach Team , Give Real Change Providers, City Foundations/ campaign ; Homeward 2020 ; Ambassador/ Host Program) to Philanthropy/Non- inform the ongoing solutions in Fort Collins . Profits, General Fund TP 1f (3) : Continue to coordinate with the Street City - FC Bikes, Budgeting for Maintenance Program (SMP) and other capital projects to Streets, Traffic Outcomes, State add/improve bicycle facilities when opportunities allow. Operations and Federal Grants TP 1n (5) : Continue coordinating with CSU to manage the City - Traffic Staff Time impacts of large university-related events on Downtown . Operations, Police Services, CSU ME 1c (2) : Support the enhancement of the community's City - Economic Staff time • economic base and job creation by focusing on retention, Health, DDA, DBA expansion, incubation and recruitment of start-ups, maker spaces, artisan manufacturing, and other businesses that bring jobs and import income or dollars to the community. ME 1d (3) : Support the retention and recruitment of retailers DBA, City - Economic Staff time and development projects that have a high potential impact Health on sales tax generation, specifically focused on increasing the amount of retail sales generated within the Downtown area . DRAFT The Downtown Plan 257 Ongoing Actions Action Items Responsibility . . ME 1h (4) : Regularly share Downtown economic information Economic Health, Staff time with the public, business owners, and property owners in DBA, DDA multiple formats . AC 51b (2) : Explore opportunities to collaborate with Neighborhood Staff Time the Neighborhood Connections Program to develop a Services, neighborhood-based public art program . Organization of I Creative Culture, Cultural Services AC 5b (3) : Convene all stakeholders to explore opportunities Organization of Staff Time and structure that could support additional public and/or Creative Culture, Art private arts initiatives. Organizations M EE 2b (3) : Explore a variety of funding sources and creative City — Environmental Staff Time financing mechanisms to promote clean energy production Services, Utilities, Downtown, including public-private partnerships, Colorado DDA, DBA, CSU, Commercial Property Assessment Clean Energy (C- PACE), Private Partners DDA incentives, attracting private investment such as the Solar Power Purchase Program, or other appropriate mechanisms. EE 21b (9) : Engage innovative groups, such as the " Places City, CSU Staff Time of Invention Innovators' Network, " in conversations about ways to encourage innovation, reduce risks, showcase local technologies and pilot university research . EE 3a (5) : Showcase art, energy, and nature together Office of Creative Public-Private through Art in Public Places projects and other artistic Industries, DDA, Art Partnership, installations. Organizations State and Federal Grants, Private/ Businesses EE 4b (2) : Coordinate implementation of the projects City — Engineering, Staff Time detailed for the Old Town Drainage Basin in the Stormwater Utilities, Natural Master Plan with other public and private development Areas, Parks, and improvement efforts. Major capital projects planned to Planning remove structures from the floodplain and mitigate potential flood risks in the Downtown area include the Downtown River District (Jefferson/Pine) and Magnolia Outfall. 258 The Downtown Plan DRAFT Ongoing Actions Action Items Responsibility . . MM 2c (1) : Continue open exploration of issues and possible Police, Operations Staff Time new locations for a D1 Substation, with collaboration among Services affected City departments and other key interests. MM 4e (1) : Research and share information about City, DDA, Private/ Staff Time urban solutions for enclosures to accommodate waste, Business recycling, cooking oil, composting and linen bins while maintaining aesthetic quality. Support coordination among property owners to reduce the number of enclosures and receptacles. DRAFT The Downtown Plan 259