Title
A Resolution adopting the 2026 Park System Master Plan
Presenter:
Skyler Rorabaugh, Director, Parks, Recreation and Cultural Services Department
Lonna Thelen, Design and Development Manager, Parks, Recreation and Cultural Services Department
Nick Kuhn and Jeremy Powell, Consultant with Kimley-Horn
Michael Svets, Consultant with PROS Consulting
Body
Summary:
For more than 150 years, Colorado Springs has built a remarkable system of parks, recreation, open spaces, trails, and cultural services that are fundamental to our community’s identity and quality of life. The Park System Master Plan provides a 10-15 year framework for protecting that legacy while preparing for what comes next. Grounded in community engagement and technical analysis, it establishes the vision, guiding principles, goals, actions, and investments that will shape the system for generations to come. This is not a detailed blueprint. It is a portrait of who we’re becoming, shaping every future decision. Parks Recreation and Cultural Services (PRCS) staff requests adoption of the Park System Master Plan by resolution.
Background:
The City of Colorado Springs Parks System is an essential part of our community infrastructure. The Economic Benefits of Parks and Recreation in Colorado Springs study that was completed in 2025 and published by the Trust For Public Land concluded that $1.1 Billion dollars in property value was added to homes nearby parks which equates to $3.75 million in annual property tax. In addition, $268.8 million in visitor spending is generated by park visitors which corresponds to $10.1 million in local sales tax. The Park System Master Plan (PSMP) concludes with one central challenge - protect and reinvest in what Colorado Springs already has while preparing responsibly for what comes next.
Why this plan is needed:
The 2026 PSMP does not start over, it builds upon the legacy and progress that has already been achieved and carries forward community commitments while establishing generations of priorities needed to sustain the system. The City of Colorado Springs is projected to grow by 82,000 residents by 2040 and El Paso County is projected to reach 1 million residents. That growth and changing recreation preferences will increase demand for parks, trails, facilities, programs and open spaces. While expanding infrastructure, deferred maintenance, lifecycle replacement and ecological responsibilities are increasing, overall purchasing power has declined an estimated 35%-45% since 2000, whereas labor, construction, utilities, maintenance and asset replacement costs continue to rise. As a result, current operating capacity remains below what is needed to sustain the level of service historically provided to establish a sustainable relationship between the size and complexity of the park system and the resources available to operate, maintain and reinvest in it. In addition, PRCS’s share of the general fund has decreased from 7.5% in 2019 to 4.0% in 2026.
Colorado Springs’ success has expanded PRCS’s responsibilities. The system now serves a larger, more diverse community, aging assets, growing recreation demand, and increasingly visited natural areas, while available resources have not kept pace leaving PRCS with a $52.2 million-dollar annualized funding gap. The objective is to establish a more resilient financial structure that supports current services while creating predictable capacity for future reinvestment and system needs.
What we learned:
PRCS worked with Kimely-Horn, PROS Consulting and ETC Institute to ensure community engagement was integrated throughout the process. Residents and staff participated through a statistically valid survey, three online surveys, interactive mapping, multiple in-person and virtual public meetings, pop-up events, focus groups and stakeholder interviews.
Public engagement numbers:
6,000+ written comments
3,150+ online survey responses
1,016 statistically valid survey responses
1,400+ engagement hours
954 map comments
The most relevant survey results included:
1. Residents prioritize reinvestment in existing parks and facilities
a. Survey results consistently identified maintaining and improving existing parks as the community's highest priority, with nearly 80% of respondents favoring reinvestment before expansion.
2. Trails, open space and conservation define community priorities
a. The survey confirmed that trails and open space are central to Colorado Springs' recreation identity, with walking, hiking, running, and trail use ranking among the community's most popular activities. Trail connectivity, access, and wayfinding also emerged as top investment priorities, while 28.0% of respondents identified environmental protection as the most important consideration for future projects.
3. Diverse Programs and Activities Aligned with Community Priorities
a. Community feedback consistently emphasized the importance of offering a broad and inclusive range of programs and activities throughout the park system. Cultural activities; opportunities to observe and learn about wildlife and nature; family oriented events; creative arts programming; and outdoor recreation such as biking, camping, and picnicking were identified as high value experiences. In addition, enhanced offerings for seniors and adults ages 55+ emerged as a significant priority. These preferences highlight the community’s desire for varied, enriching, and accessible opportunities that support connection, lifelong learning, and active engagement across all age groups.
4. Everyday park experiences matter as much as destination amenities
a. Residents emphasized the importance of everyday park experiences, identifying homelessness (51%), security concerns (36%), lack of parking (35%), and lack of restrooms (32%) as the most significant barriers to park use. They also prioritized improvements to restrooms, shade, seating, drinking fountains, and trailhead amenities, while 66.2% supported greater transparency regarding funding, project costs, and investment decisions.
A key finding from the SVS is that the presence of individuals experiencing homelessness is significantly affecting how safe community members feel when using our Park System. This concern is consistently noted as a major barrier to park use and overall visitor comfort. Unless this issue is meaningfully addressed, the long term health, usability, and public perception of the Park System will continue to be negatively impacted and the park system will continue degrade over time.
A complete Park System Assessment was presented to the Task Force, Parks and Recreation Advisory Board, TOPS Working Committee and City Council in December of 2025 and January of 2026, the presentation summarized what was learned from the community and from the data research by the consultant team.
In February, the outcomes of these workshops were used to create a vision survey for both community and staff, as well as for a collaborative implementation workshop with other City departments. During the same period, PROS began working with staff to accomplish a zero-based budget review (ZBR) of several aspects of the system (found in Appendix G).
Where are we going:
The findings from the assessment and community engagement established a clear direction for the future: protect the qualities that make Colorado Springs special while strengthening the park system’s ability to serve a growing and changing community. The PSMP translates that direction into an interconnected framework that moves from what was learned to how PRCS will make decisions, define success, and take action. This vision builds on PRCS’s longstanding role as both steward and service provider. It recognizes that the future of the system depends on protecting natural and cultural resources while providing accessible, high-quality parks, recreation, trails, programs, and experiences that strengthen the community.
How we move forward:
The PSMP establishes a long-term vision, but implementation begins with a focused set of actions that build the financial, organizational, planning, and asset-management foundation needed for lasting success. These First Steps are intended to begin within the first one to three years and position PRCS to make informed decisions, protect existing assets, and responsibly advance future investment. A central focus guides this approach: major capital investment should follow, not precede, the funding, standards, asset data, policies, and organizational capacity needed to sustain it. Together, the First Steps create the foundation for implementation, strengthening the system before advancing
Seven First Steps are included to establish the foundation for implementation:
1. Establish a sustainable reinvestment funding strategy
2. Launch and sustain a public communication and education initiative
3. Develop recreation and cultural services action plans
4. Advance parks as resources for economic development and tourism
5. Modernize park, open space, and trail system planning, classifications, Level of Service and Park Land Dedication Ordinance (PLDO) framework
6. Launch a comprehensive asset management program
7. Progress visionary projects
PRCS intends to advance the seven First Steps in 2027 by engaging a consultant team to produce a unified, City approved implementation baseline, a clear framework for service priorities and public value, and practical, modeled funding and governance options. It will generate targeted insights into community priorities and tradeoffs, establish a coordinated and accessible communications approach, and deliver decision ready scenarios supported by a phased implementation roadmap. Finally, it will provide a structured process for aligning staff, partners, and City leadership around evidence based choices that guide long term sustainability and investment.
Previous Council Action:
N/A
Financial Implications:
N/A
City Council Appointed Board/Commission/Committee Recommendation:
The Parks, Recreation and Cultural Services Advisory Board will hear this item and vote on the Park System Master Plan at their October 8, 2026 meeting.
Stakeholder Process:
Residents and staff participated through a statistically valid survey, three online surveys, interactive mapping, multiple in-person and virtual public meetings, pop-up events, focus groups and stakeholder interviews.
Overall public engagement numbers include:
- 6,000+ written comments
- 3,150+ online survey responses
- 1,016 statistically valid survey responses
- 1,400+ engagement hours
- 954 map comments
Following completion of the final draft, public and staff engagement occurred through a formal comment period from September 2-22, two public open houses, and an online survey. Staff also conducted targeted outreach with Task Force members, Parks Advisory Board members, and key stakeholders to review the plan and respond to questions. These engagement efforts resulted in 18 support letters, which are included as Attachment A.
After hearing public input, the changes below were incorporated into the plan:
- Implemented a stronger, more inspirational storytelling introduction
- Revised Executive Summary content
- Added Actions for:
- Update of Open Space Master Plan
- Develop a Systemwide Safety Strategy
- Coordination with volunteers and friends groups
- Court and field demand and supply evaluation
- Clarified the strategy for communication and education for launch and sustained outreach
- Clarified implementation and phasing
- Minor adjustments to the Park Priority Candidate Map and Open Space Priority Candidate Map
- Added a defined implementation role for the PAB
Alternatives:
City Council may disapprove the proposed resolution, request additional information or suggest changes to the plan.
Recommended Action
Proposed Motion:
A motion to approve a resolution adopting the 2026 Park System Master Plan.
Summary of Ordinance Language
N/A