It is important to note that PlanCOS is an overall guiding document that is linked to numerous other planning tools, including intergovernmental agreements, land use regulations, facility plans, and capital improvement programs. The success of PlanCOS is therefore dependent upon the implementation of a variety of other legislative, regulatory, technical, and financing mechanisms, requiring coordination and cooperation between the public, private, and non-profit sectors within Colorado Springs and where applicable with the County and surrounding municipalities.

Most Important Implementation Initiatives 

PlanCOS is intended to provide a framework and impetus for a variety of implementation initiatives throughout the city organization, and intended to be undertaken collaboratively. Highlighted below are some of the key initiatives with a particularly high degree of relevance and importance to the success of PlanCOS. 

Other Implementation Strategies 

Strategies are described within Chapters 2 through 7 as approaches to further the identified goals and policies. Many of these strategies outline additional programs, plans, standards, and projects that the City can initiate. 

The annual review of the keystone indicators will assess the progress towards the vision and goals of the community and help to identify priority strategies for the upcoming year. As part of the Annual Review, City staff should evaluate the work completed over the past year and prioritize strategies for implementation based on how well the City is achieving its vision and which implementation measures are most needed.

Other Implementation Strategies
 Implementation Strategy
Relevant
Strategies
Type
A.
Expand City support of small business and neighborhood assistance programs
VN-3.C-2
Program
B.
Plan a small business-supportive community hub in the southeast part of the city
UP-1.A-6
Project
C.
Implement the Experience Downtown Master Plan
UP-3.A-1
TE-2.C-1
RC-3.B-1
Programs
and
Projects
D.
Develop design standards for redeveloping corridors and centers
UP-4.B-2
UP-5.A-1
Standards
E.
Revise and adapt codes and requirements for water conservation standards
UP-5.B-3
Standards
F.
Promote electric vehicles in collaboration with Colorado Springs Utilities
SC-1.E-5
Plan
G.
Complete a fully strategic Downtown Parking Plan
SC-1.F-7
Plan
H.
Expand the Art in the Streets program
RC-3.D-1
Program
I.
Build one or more outdoor amphitheaters
RC-3.D2
Project
J.
Complete the first phase of a public arts plan
RC-3.C-1
RC-5.B-2
Plan
K.
Identify and develop city-owned land for community gardens, experimental/educational gardens, and urban agriculture
RC-4.C-2
Project
L.
Develop a local food production, distribution, allocation, and consumption master plan
RC-4.C-5
Plan
M.
Create management plans for greenways
ML-3.B-2
Plan
N.
Establish a composting program on City-owned properties
ML-4.B-2
Program
O.
Initiate an adaptable climate response plan
ML-4.C-5
Plan
P.
Create a City program that recognizes individuals, businesses, and nonprofits for outstanding environmental stewardship behaviors and practices
ML-4.D-1
Program
Q.
Develop a creative citywide integrated urban forest and noxious weed management plan
ML-5.A-1
Plan
R.
Update and implement the Colorado Springs Hazard Mitigation Plan
ML-5.A-5
Plan
 
 
 
 
    

Each strategy can be assessed on cost/effort and effectiveness. The figures below illustrate the methodology to assess each strategy. Quadrant 1 includes projects that are transformative in nature with a higher cost; while Quadrant 2 projects include projects that are a little less costly and will have incremental positive change over time. Quadrant 3 and 4 projects should be pursued as part of a longer work program and evaluated annually by City Council. Many of these projects would also require additional funding sources, including special assessments, or state or federal agencies.

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