1. 6/23/2009
Agenda
CAC Meeting 1
• Why update the comprehensive plan
Woodland Park • Summary of public input
Comprehensive Plan Update • Envisioning Woodland Park in 20-30 years
June 22 2009
22,
• Draft vision and guiding principles
• Next steps
Why Update the Comprehensive Plan? Comprehensive Plan Elements
• To arrive at a future of our own choosing • Vision & Guiding Principles
• Incorporate new community members’ • Land Use, Housing, Growth
ideas into the community’s vision
• Community Character & Design
• To proactively address challenges that
the Cit ill face, such as providing
th City will f h idi • City Finances Economic Development
Finances, Development,
affordable housing and public services, Tourism
available land for new development • Community Sustainability, Public Health &
becoming scarce the Environment
• City Services, Water, Wastewater
Comprehensive Plan Elements Community Input
• Transportation • 120 workshop participants
• About 35 middle school and
• Public Safety & Emergency Management high school students
• Parks, Trails, Open Space • 563 survey respondents
• Youth, Ed
Y th Education & R
ti Recreation P
ti Programs
• Arts, Culture & Historic Preservation
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2. 6/23/2009
Participant Characteristics Participant Characteristics
• People living in and around Woodland • 67% of survey respondents do not have
Park, business owners, workers invited to children under 18 living at home
share their opinions • 61% have 2 adult members of HH that are
• Good mix of length of residency – both employed, most full time
survey and workshop • Majority of survey respondents and
• 12% workshop participants under 35, workshop participants work in WP
37% 55-64, 25% 45-54 • 41% college grads, 25% post grad degree
• 10% of survey respondents under 35, • 26% earn $100K-$149K, 24% make $75K-
27% 55-64, 32% 45-54 $99K, 22% $50K – $74K
Participant Characteristics Positive Qualities
Underrepresented
• Young people
• Families
• Commuters
• Those without a college degree
• Renters
Things to Work On Land Use, Housing, Growth
• More things for youth to do • Self-sustainable – live, learn, work, play
• Housing diversity and affordability • Bedroom community, small-town character
• More shopping/jobs/restaurants/ • Increase density near downtown, consider
entertainment options/rec center mixed-use, reduce restrictions and cost to do so
• Traffic (noise, speed, weekend volumes) • Need housing for teachers, police officers, young
people – one third ranked affordable housing
• Government not progressive availability as “bad” or “very bad”
• Lack of diversity • Generally don’t want to grow much, if do, ensure
• WP’s identity existing services not harmed
• Growth
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3. 6/23/2009
Community Character & Design City Finances, Economic
• Welcoming gateways
Development & Tourism
• Do more to encourage our unique, small businesses,
• Overall theme that builds on City’s
strengthen downtown
heritage/history (not Aspen)
• “Many educational opportunities are also job and business
• Strengthen code enforcement opportunities”
• Well connected neighborhoods, • Attract new companies to increase job opportunities (1/3)
flourishing downtown with plenty of
fl i hi d t ith l t f • Attract and grow commercial businesses (half picked as
gathering space either #1 or #2 choice)
• Signatures – trees and flowers, • Expand existing businesses and companies (third choice)
public art, connections to nature, • Increase tourism (fourth)
outdoor recreation
• Woodland Park as “base camp” for mountain activities
• Education and environment are
important
Community Sustainability, Public City Services, Water &
Health & the Environment Wastewater
• Most respondents think the City is at least doing
• Majority of survey respondents ranked overall quality of
an adequate job of informing citizens, welcoming
the environment as “good or very good”
citizen involvement and listening to citizens
• Majority of survey respondents ranked air quality and
drinking water quality as “very good” • Majority said the City is doing at least an adequate
• R
Recycling programs h
li have room f i
for improvement – over
t
job of operating programs and services efficiently,
one-third ranked as “bad” or “very bad” • Mixed results or overall direction the City is taking:
• Stormwater management, erosion control, light pollution 26% “bad/very bad,” 33% “adequate,” 17% “good”
“adequate” or “very good”
• Good rating for efforts re: forest health
Transportation Transportation
• Respondents generally rate Woodland
• High awareness but very low use
Park’s walkability as good, but think
of Ute Pass Express and neutral
crossing Highway24 and walking
interest in expanding the service.
around downtown can be difficult.
• Respondents generally pleased with • Where do people want the City to
City transportation services (i.e. street focus transportation
maintenance, snow removal, etc.). improvements?
• G
Generally, residents are ok with t ffi
ll id t k ith traffic – Top priority -- creating a
congestion levels, timing of traffic pedestrian- and bicycle-friendly
environment.
signals and speed limits on
Highway24. Varied responses to – They are less concerned about
Woodland Park’s bicycle-friendliness. lessening traffic congestion or
Slightly more than half of residents improving parking downtown.
bicycle once a week or more.
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4. 6/23/2009
Public Safety and Emergency Management Parks, Trails and Open Space
• Police service rated very • Availability of recreation opportunities
high and department rated as 4th biggest reason why survey
respondents moved to Woodland Park.
continuing to look for new
• People are generally happy with the
ways to engage the quality of parks and trails but see room
community. for improvement.
• Safety rated very highly • Respondents showed low use of
on community survey and Centennial Trail, parks and Meadow
brought up many times as Woods and City recreation programming
during past year.
a reason why people
• People most interested in developing a
moved to and love
recreation center, improving trails and
Woodland Park. sidewalks, and enhancing neighborhood
parks.
Youth, Education and Recreation Programs Arts, Culture, and Historic Preservation
• Respondents and youth think highly of the • Cultural amenities and
school system. activities not a major reason
• But School District is losing students and for why people moved to
population projections show continued Woodland Park but these
decline in number of youths in Woodland qualities contribute to the
Park. “small town, welcoming
• Youths, Workshop 1 participants and atmosphere and community
survey respondents all support attracting spirit” f
i it” found i W dl d
d in Woodland
more family-friendly and youth-oriented
Park.
activities to the community.
• Teen Center not heavily used and students • Quality of Ute Pass Cultural
are not aware of how to use it. Center rated as average but
• Job opportunities hard to find in Woodland attended less than 5 times in
Park for both adults and youths. the past year by many of
• Most survey respondents not aware of survey respondents.
Build-A-Generation efforts.
Vision What are Guiding Principles?
• Series of overarching themes that capture citizens’
• Overall direction for Plan, foundation on which values and priorities.
Plan’s recommendations are formed. • The Guiding Principles will guide the development of
plan recommendations, i.e., the goals, objectives and
• In 20 to 30 years, what kind of city would you actions in the Plan.
like to leave for the next generation? (
g (Consider
• Th G idi P i i l will h l t ensure th t th
The Guiding Principles ill help to that the
transportation, recreation, schools, shopping,
planning and implementation process moves forward
healthcare, housing, jobs, entertainment, social in a predictable manner and that the Plan remains
gathering places, government services, etc.) consistent with the citizens’ shared vision.
• The Guiding Principles will help us answer the
question: “What should Woodland Park be in the
future?”
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5. 6/23/2009
How are Guiding Principles used
Guiding Principles
in the planning process?
• Enhance Woodland Park’s identity
• Ideas that “measure up” will find a home • Protect the mountain environment, wildlife and
in the plan scenic beauty surrounding our community
• Ideas that are in conflict will not • Sustain WP’s economic diversity and vitality
• Strengthen Downtown as a community resource
• Maintain a high performing government
• Promote Woodland Park as a welcoming
community
• Keep Woodland Park safe
Role of Group Captain
•Keep your table focused, on task and on time.
Enhance Woodland Park’s Identity
•Ensure everyone gets to participate (e.g., politely prevent
• Encourage a high standard of design that respects and augments
one person from dominating the conversation).
Woodland Park’s character and enhances the community’s
•Ensure everyone treats each other with respect. appearance
•Help ensure accurate and clear capture of ideas.
• Promote and market Woodland Park as the regional hub and
Role of Scribe destination for mountain-related recreation activities, cultural affairs
•Take neutral notes. and entertainment events
•Capture ideas accurately. • Highlight and p
g g promote opportunities to showcase and learn about
pp
•Ask questions to clarify and make changes as needed. Woodland Park’s history
Ground Rules for Activity for All Group Members • Integrate local art that contributes to Woodland Park’s character into
•Listen thoughtfully and respectfully. Keep comments brief, the built environment
one person speaks at a time.
•Participate openly, honestly, respectfully, and civilly.
•Ask questions to clarify, rather than convince.
•Keep a problem-solving mindset!
Protect the Mountain Environment, Wildlife and Scenic Sustain Woodland Park’s Economic
Beauty Surrounding Our Community Diversity and Vitality
Promote recycling, reduce natural resource consumption Foster partnerships between local businesses, non-profit
and limit waste production organizations and the City that create employment opportunities and
provide needed services to residents and visitors
Minimize the footprint and impact of new development on
Continue to accommodate businesses, non-profit organizations and
natural resources entrepreneurs that seek to locate in Woodland Park
p
Improve Woodland Park’s walking, biking and bus service Cultivate economic resilience and innovation by supporting diversity,
options to reduce dependency on automobiles innovation and entrepreneurship
Create opportunities for residents and visitors to interact Strengthen partnerships with the Woodland Park School District and
with and learn from nature Pikes Peak Community College to promote life-long learning
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6. 6/23/2009
Strengthen Downtown as a Community Maintain a High Performing Government
Resource
Provide highly responsive, reliable and exceptional services to the
Strive to make downtown a bicycle- and pedestrian-friendly, community
accessible, safe and exciting environment Create an inclusive, transparent and approachable relationship
Support a diverse assortment of businesses that cater to the between residents, business owners and the City
community’s needs Provide public infrastructure, services and utilities in a fiscally
Pursue a recreation center to anchor downtown and further developp responsible and efficient manner
the area as a civic, educational and economic center of activity Encourage progressive, effective leadership and conflict resolution
Encourage mixed-use developments and accessory dwelling units techniques
Promote events and activities located downtown that appeal to Use a variety of communication tools (internet, television, word of
visitors and residents of all ages mouth, newspapers and newsletters, etc.) to help make the
community aware of the City’s initiatives, plans, programs and
opportunities to become involved
Promote Woodland Park as a Welcoming Keep Woodland Park Safe
Community
Encourage a supportive, welcoming attitude throughout the City Collaborate with local, state, and federal entities to prepare for
Design and support parks, trails, festivals and recreation programs to emergencies and natural disasters to coordinate services
provide a variety of opportunities for diverse age groups and abilities Encourage public-private partnerships to prevent crime and increase
that bring the community together community involvement
Provide opportunities for youths to learn, work and volunteer in Continue timely responses to police, fire, emergency management
Woodland Park services and utilities situations
Encourage a varied housing supply to meet the needs of Woodland • Design streets, public spaces, buildings and parking for safety
Park’s diverse population
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