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Home My WebLink About20183115.tiffTOWN OF MEAD COMPREHENSIVE PLAN ADOPTION DRAFT, MARCH 2018 2018-3115 CIMYWIc.) 17i cations ' O f I I 'r cc, t PLC Ted, e)O ccc is cry, PtOC E.g./Q.(1/5m) `f/07/19 PL OO13 ACKNOWLEDGMENTS BOARD OF TRUSTEES Gary Shields, Mayor Herman Shranz, Mayor Pro Tern Debra Brodhead, Trustee Chris Cartwright, Trustee Terri Hatch, Trustee Joyce Palaszewski, Trustee Colleen Whitlow, Trustee PLANNING COMMISSION Ryan Sword, Chairman Arthur Harris, Commissioner Diana Kure, Commissioner Jeff Kurtz, Commissioner Richard Macomber, Commissioner Timothy Moorman, Commissioner Gary Shields, Mayor -ex officio TOWN STAFF Helen Migchelbrink, Town Manager Christopher Kennedy, Planning Director Jennifer E. Vecchi, AICP, LEED AP BD+C, Planning Consultant, Vecchi & Associates Erika Rasmussen, Public Works Director Ken Clifford, Engineering Consultant Mary Strutt, CMC, Town Clerk Pam Gehringer, Permitting and Utility Billing Technician Jamie Hickey, Administrative Clerk CONSULTANT TEAM Bruce Meighen, AICP, Logan Simpson Megan Moore, ASLA, Assoc. AIA, Logan Simpson Brooke Seaman, Logan Simpson Kristy Bruce, GISP, Logan Simpson Miriam McGilvray, AICP, Logan Simpson Kristina Kachur, AICP, Logan Simpson Cayla Cothron, Logan Simpson Joe McGrane, Graphic Artist/ Illustrator Jenny Young, PE, AICP, Felsburg Holt & Ullevig Megan Ornelas, GISP, Felsburg, Holt & Ullevig Erica Heller, AICP, Progressive Urban Management Associates Andrea Buglione, Progressive Urban Management Associates PREVIOUS TOWN EMPLOYEES Mike Segrest, Former Interim Town Manager Melissa Mata, Former Administrative Assistant Dawn Adams, Former Assistant Town Manager and Economic Developer SPECIAL THANKS TO THE CITIZENS OF MEAD Thanks to the community members, residents, business owners, stakeholders, and Town boards, commissions and committees who helped shape the vision for the future of the Town of Mead. Town of Mead TABLE OF CONTENTS CHAPTER ONE: INTRODUCTION TO THE PLAN 5 Town Background 5 Purpose of the Plan 6 Why Update the Plan? 6 Plan Development Process 8 Vision Summary 9 CHAPTER TWO: THE VISION FOR MEAD 11 The Shared Community Vision for the Town of Mead• 11 Overview 11 Vision Themes, Goals, Policies and Strategies 12 I. A Small -Town Community Character 13 II. A Diverse Economy 17 III. Friendly Neighborhoods 23 IV. Strong Connectivity 26 V. Dynamic Parks, Recreation and Open Space 32 VI. An Expansive Natural and Agrarian Setting 35 VII. Thoughtful Community Planning, Facilities and Services 39 2018 Future Land Use Plan 42 CHAPTER THREE: DEFINING CHARACTER IN MEAD'S PRIORITY SUB -AREAS 49 The Downtown Sub -area 50 The Highway 66 Corridor Sub -area 58 The East Side Neighborhood 65 CHAPTER FOUR: IMPLEMENTATION AND MONITORING 69 Introduction 69 Plan Monitoring and Amendments 71 Strategic Action Plan 73 Comprehensive Plan LIST OF MAPS AND TABLES MAPS Map 1. Map 2. Map 3. Map 4. Map 5. Map 7. Map 8. Map 9. TABLES Mead's Regional Location 6 Town of Mead and Planning Influence Area Boundaries 7 Trails 27 Future Land Use Plan (2018) 43 Sub -area Boundaries 50 Downtown Future Land Use Plan 51 Highway 66 Corridor Future Land Use Plan 59 East Side Neighborhood Future Land Use Plan 66 Table 1. Projected Population Table 2. Land Use Categories and Descriptions Table 3. Strategic Action Plan 7 45 73 4 Town of Mead Comprehensive Plan CHAPTER ONE: INTRODUCTION TO THE PLAN TOWN BACKGROUND The Town of Mead is a family -friendly community ideally situated in the heart of Northern Colorado, providing an easy commute to Denver, Fort Collins, Boulder, and Longmont. Located in Weld County, Mead is bisected by both Interstate 25 — the main north/south corridor along the Front Range, and Highway 66 — the southern scenic gateway into Rocky Mountain National Park. While Mead's population may be less than 5,000 (4,553 total residents in January 2018), more than 80,000 people drive through its town limits each day. The Town, officially incorporated in 1908, is approximately twelve square miles in size. A larger planning area that spans almost fifty square miles encompasses the town and its surrounding area. The town limits and planning area are collectively referred to as the Planning Influence Area (PIA), which identifies the total area over which the Town of Mead has the legal right to influence development. Mead's Planning Influence Area comprises agricultural land, residential development, lakes and reservoirs, oil and gas wells, industrial parks, and limited commercial and retail property. While preserving the rural, small-town character is integral to the community's identity, regional development pressures to meet residential and commercial demand —coupled with a recent encroachment into the Town's planning area, have already begun to impact Mead's pace of growth. Potential annexations of unincorporated land within the PIA and impending neighboring developments will have a lasting impact on the Town's roads, schools and ability to maintain open space separation between neighboring communities. Among other issues, these concerns prompted this update to the Town's Comprehensive Plan. This Plan responds to these issues, recognizing the need to move forward with diversification of housing types and a focus on economic health and employment opportunities. More importantly, it provides a roadmap for how the Town wishes to grow and develop over the next twenty years so that Mead can continue to remain a tightly knit community that offers beautiful open space and an exceptional quality of life. PURPOSE OF THE PLAN The Mead Comprehensive Plan (also referred to as 'the MCP,' `Comprehensive Plan,' or 'the Plan') is the primary policy document for the community and is focused on enhancing the Town's long-term vitality. It is a 20 -year (2018-2038) strategic plan with guiding policies and action strategies, designed to meet Colorado Statute requirements and articulate a shared vision for the community. The Plan helps shape decisions related to new development, redevelopment, Town programs and services, and is intended to be a living, dynamic document —the policies of which are applied on a consistent basis. Residents may look to the Mead Comprehensive Plan for guidance regarding the goals and commitments aimed at ensuring a resilient and sustainable future for the Town. The Plan's policies and strategies are tools that Mead will use to guide its future. The Mayor, Board of Trustees, Planning Commission and Town departments will also use this Plan to guide their decisions, actions, and relationships with other cities, counties and state agencies. Developed through a dynamic, community -driven planning process, the updated Plan identifies a set of specific, achievable opportunities with a focus on three strategic sub -areas within the Town where it can achieve significant impact in the near term: 1) Downtown, 2) the Highway 66 Corridor and 3) the East Side Neighborhood. A thorough analysis of Mead's existing conditions and growth patterns provided a benchmark for projecting future growth and potential changes in policy. The resulting goal and policy statements together with the Future Land Use Plan helps direct development patterns and infrastructure improvements holistically throughout the Town. These concepts form the foundation for specific zoning and land development code regulations. WHY UPDATE THE PLAN? For the Comprehensive Plan to remain valid and effective, it must be regularly reviewed and amended to accurately address current standards, goals and strategies, and future needs, as well as to provide additional social, economic, and environmental sustainability elements not previously included in the 2009 Mead Comprehensive Plan or current Land Use Code. Furthermore, it is essential that the Town's Comprehensive Plan keeps pace with changing local, regional and global conditions occurring within and outside of the Mead community. Global phenomenons WHO USES THE PLAN? Residents: The Plan identifies potential locations for future parks, trails, community facilities, and other services. Business and Property Owners: The Plan provides land use guidance in undeveloped parts of Mead and unincorporated areas outside of town. Decision -Makers: The Plan provides guidance in budgeting, timing capital improvements, and development review. MAP 1. MEAD'S REGIONAL LOCATION LOVELAND 37.----- L ONGMOA Denver International Airport lb including demographic shifts, technological advancements, and sustainability concerns have all recently accelerated, further emphasizing the need to update the Plan (see Appendix B for more on existing conditions). It is vital to continually analyze current conditions and utilize the best possible projections related to land use, development, environmental factors and population changes; all of which could have a significant impact on Mead and its future character. Mead is one of the many rapidly changing communities along the Front Range, and as such this plan update is essential in determining and fulfilling the future vision for the Town. The 2018 MCP recommends a variety of policies to take advantage of new and unique opportunities while still staying true to the Town's roots and providing the best quality of life for Mead's residents, visitors, employees, and businesses in the years to come. The Plan does not simply meet basic requirements, it is designed to move the community forward and keep the conversation open as the Town experiences growth and change. Understanding Mead's Current Realities Strategic Location: Downtown Mead lies one mile west of Interstate 25 (I-25), just two miles north of Highway 66 (SH 66) —known as the scenic gateway to Rocky Mountain National Park, and about nine miles from the center of Longmont. It is inevitable with the general growth of the Front Range, further induced by the easily accessible interstate for work commutes, its proximity to recreational activities and destinations in the mountains, as well as the growth of neighboring municipalities, that Mead will continue to grow. In addition to being an attractive residential community, more than 80,000 people drive through the Town each day, offering a unique economic opportunity for Mead to capture commuter and tourism revenue. Imminent Growth: Mead's estimated population as of January 2018 was approximately 4,553. Over the next 20 years, the Town is expected to experience unprecedented growth; already foreshadowed by the increasing number of development proposals received by the Town in recent months. The Town understands the need to ensure that future growth is deliberate and planned in a manner consistent with current goals and priorities. Dependent on Mead's actual and projected population growth rates over the next five to ten years, it is recommended that this Comprehensive Plan be reevaluated and updated once the "Town reaches the identified population benchmarks of 7,000 residents (5 years) and 11,000 residents (10 years). Comprehensive Plan TABLE 1. PROJECTED POPULATION Growth Estimates Low (2.2%) Medium (6.0%) High (12.0%) 2023 (5 years) 5,076 6,093 8,024 2028 (10 years) 5,660 8,154 14,141 2038 (20 years) 7,036 14,602 43,920 MAP 2. TOWN OF MEAD AND PLANNING INFLUENCE AREA BOUNDARIES February - June Planning Influence Area (PIA) Boundary: In recent years, an adjacent municipality has annexed land and approved development within Mead's Planning Influence Area boundary. This lack of intergovernmental coordination and adherence to the 2009 Comprehensive Plan vision has raised concerns about preserving a small-town identity and distinct separation from neighboring communities. In addition, the Town of Mead does have an Intergovernmental Agreement (IGA) with Weld County, whereby the County refers development applications that are within the PIA to the Town prior to processing and approval. Without a strategic approach to growth in the PIA, new annexations and developments could have a significant impact on the Town's ability to provide services and infrastructure to its residents without the benefit of an increased tax base. The Need for Growth: For Mead to thrive economically, the Town must strengthen employment opportunities as well as its tax base. This requires a coordinated approach between housing, services and industry. Economic development should include a balance of retail, commercial and light industrial. To increase the tax base to support the retail and services, Mead should move forward with the diversification of housing types to attract and expand the residential development needed to support retail. With deliberate consideration of the factors mentioned above, the 2018 Mead Comprehensive Plan will help guide the Town's approach to preserving, enhancing and growing the community in a way that promotes mutual prosperity, coordinated public investment and a healthy environment. The Plan establishes a basis for future development priorities and provides a balanced, predictable, yet flexible land use plan. The strategies implement this direction for economic development and sustainability, housing diversification, health and well-being, hazard mitigation and resilience, infrastructure upgrades and expansions and general improvements for community services and character. PLAN DEVELOPMENT PROCESS The Mead Comprehensive Plan update was part of a 14 -month initiative that engaged the public in defining a shared vision for the Town through 2038. The multilayered process, which began in February 2017 and concluded with public hearings in April 2018, offered a platform for residents, stakeholders, Planning Commission, the Board of Trustees and Town staff to join in a dialogue focused on capitalizing on emerging opportunities. Process and Schedule e Community Engagement P1 Stakeholder Interviews Survey #1 Plan Audit Existing Conditions Snapshots July - November Town Vision + oals + Initial pportunities Survey #2: The Vision for Mead November - January Plan Framework Implementation Strategies Strategic Action Plan raft Plan urvey #3: Public raft Plan Review ommunity Event Code Recommendations Monitoring Program PC + BOT Public Hearings January - April Town of Mead Public Involvement in the Planning Process Outreach efforts included regular communication with and input from the public, Planning Commission and the Board of Trustees, and employed the critical technical expertise of Town staff: 8 SMALL GROUP STAKEHOLDER INTERVIEWS WITH 57 TOTAL ATTENDEES 2 APPEARANCES AT LOCAL COMMUNITY EVENTS WITH ^J1 SO PEOPLE REACHED 6 ONLINE SURVEYS WITH 17O TOTAL RESPONDENTS 2 EMAIL BLASTS WITH "i1120 RECIPIENTS I COMMUNITY OPEN HOUSE WITH ^J20 ATTENDEES 7 PLANNING COMMISSION MEETINGS 3 JOINT PLANNING COMMISSION & BOARD OF TRUSTEES WORK SESSIONS Over 500 people were reached during the planning process, which is just over 10% of the Town's total population.} * The total estimate could include a small percentage of duplicate participants. Below: Residents and Town leaders attended the Community Open House on March 8, 2018 at Town Hall to review, discuss and share feedback on the Draft Comprehensive Plan. VISION SUMMARY Visioning is a critical step in the articulation of the shared values of Mead's community. The planning process was designed to ensure that these values serve as the basis for the Town's roadmap for future development. Crafted and refined through conversations with community leaders, residents, business owners and staff, the vision for the 2018 Mead Comprehensive Plan recognizes the changing trends in the community while preserving what is valued. The project team began by asking residents and community members what they love most about Mead and what they would like to see change over the next ten to twenty years. The feedback was used to inform the remainder of the plan development process. The most common responses from this initial listening phase are shown in the word clouds on the next page and a full summary of what we heard can be found in Appendix C: Phase 1 Outreach Summary. Comprehensive Plan "What do you love most about the Town of Mead?" Depicted in the word cloud below are the values that Mead residents and stakeholders hold close to their hearts - elements of the community that should remain and be enhanced in the future. These are often the first things mentioned when describing the Town, and are great assets that keep residents here. These concepts speak to the emotional truth about what Mead means to its residents. The larger the word, the more often it was listed as a response. LOCATION + PROXIMITY 10 OTHER DESTINATIONS LARGE RESIDENTIAL LOTS CALM + QUIET ATMOSPHERE SMALL TOWN FEEL _ + CHARACTER NEIGHBORLINESS + fRI[N DLV RESIDENTS SCHOOLS FEEDING OF SAFETYRURAL CHARACTER D SChuot Ut gut C: "Looking ahead 10 to 20 years from now, what are some key opportunities and goals for the Town of Mead?" Depicted in the word cloud below are the responses provided by residents and stakeholders when asked to identify some potential opportunities to improve Mead over the next ten to twenty years. These opportunities were further explored and refined during subsequent phases of the Comprehensive Plan update process. The larger the word, the more often it was listed as a response. POLICIES AND PRACTICh � o BUSINESS FRIENDLY INCENTIVES= ENHANCED LOCAL CULTUREd NEW EMPLOYMENT OPPORTUNITIES SENIOR HOUSIN6y ::ccs6 IROCERYSTOREa6 ctin IMPROVED TRANSPORTATION INFRASTRUCTURE W CAPTURE TOURISM AND COMMUTER REVENUE_IC NEW BUSINESSES AND INDUSTRIES 10 Town of Mead Comprehensive Plan CHAPTER TWO: THE VISION FOR MEAD THE SHARED COMMUNITY VISION FOR THE TOWN OF MEAD: A First -Choke Quality of Life Community set at the base of the Rockies, the Town of Mead is founded on its small-town community character, diverse economy, friendly neighborhoods, strong connectivity, dynamic parks, recreation and open space, expansive natural and agrarian setting and thoughtful community planning, facilities and services. OVERVIEW Importance of Developing a Shared Community Vision As one of the many changing communities along Colorado's northern Front Range, the Town of Mead continues to steadily grow and prosper, identifying itself as a strong community with a bright future. Mead, with its rich heritage, small-town atmosphere, beautiful open space and parks, attractive housing market and strategic central northern Colorado location, is a key location for both commercial and residential development. The shared community vision attempts to put into words what it means to live, visit and work in Mead. It defines how Mead should look and function in the future based on what residents love; how Mead should manage development to achieve that outlook; and how to evolve to meet future needs. Building the vision through community outreach and engagement was invaluable to shaping the future quality of life in Mead. The process challenged residents and community members to think 20 years into the future in the face of change, revealing what they value most about their community and what they would like to see improve as the town continues to mature. The public feedback gathered during the first two phases of the planning process culminated in the overall shared community vision and seven themes that elaborate on specific aspects of that vision. Vision Themes Mead's 2018 Comprehensive Plan evolved through regular communication with and input from the public, with extensive community discussion and debate. This chapter is organized by seven vision themes. Each vision theme has an overarching vision statement followed by a set of goals, policies and strategies that will help ensure a resilient and thriving future for Mead. Highlights from the 2017 Existing Conditions Report are also included to provide an overview of baseline conditions that influence the development of the goals, policies and strategies for each vision theme (refer to Appendix B for the full report). These trends and data helped the public update Mead's vision, identify major opportunities and develop a strategic, forward -thinking land use plan. This Chapter establishes a framework for Chapter 4, where conclusions and actions to guide the future are determined. Several vision themes are continuations of ideas carried forth from the 2009 Comprehensive Plan; many are new, arising from concerns about Mead's future quality of life in the face of significant and imminent change. The following major themes play a critical role in establishing priorities and a framework for future growth: A SMALL-TOWN COMMUNITY CHARACTER DIVERSE ECONOMY FRIENDLY NEIGHBORHOODS STRONG CONNECTIVITY Policy Framework DYNAMIC PARKS, RECREATION AND OPEN SPACE AN EXPANSIVE NATURAL AND AGRARIAN SETTING THOUGHTFUL COMMUNITY PLANNING, FACILITIES AND SERVICES The vision themes together with their associated goals, policies and strategies make up this Comprehensive Plan's Policy Framework, tiering off the development of the overall shared community vision. The specific goals, policies and strategies for each theme begin to put the vision into action and reflect Mead's aspirations and foundation for future decision -making. They serve as a guide to all future land development, Town initiatives and organizations within Mead to achieve the vision of the community over the next 10-20 years. Future Land Use Framework The MCP's Future Land Use Plan establishes preferred development patterns by designating land use categories for specific geographic locations. The land use categories help implement the goals and policies identified within this chapter of the Comprehensive Plan. However, these designations do not preempt the Town's existing zoning regulations, nor are they intended to depict either parcel -specific locations or exact acreage for specific uses. The Future Land Use Plan covers all land within Mead's Planning Influence Area—i.e. all land within its corporate limits and planning area, except for property that is already within the boundaries of other municipalities or is subject to existing boundary agreements. In general, the local mix of land uses should be efficient and sustainable, ensure a balanced economy, provide a wide range of housing choices, minimize conflicts between incompatible uses and focus new development close to existing and planned infrastructure. Mead's primary tools to influence this mix of future land uses are the Comprehensive Plan and Future Land Use Plan. To ensure that the community grows the way it desires, the Town must continually evaluate the direction established in these documents, as they form the basis for specific zoning and land development code regulations. Zoning refers to land use entitlements and requirements that regulate appropriate use, bulk, height, density and other characteristics appropriate for a specific site. VISION THEMES, GOALS, POLICIES AND STRATEGIES The following sections discuss the seven themes of the Plan beginning with an overview of the context and current trends that influence that theme's policy direction. These introductions are followed by the vision statement and the targeted goals to achieve that vision, along with broad policies and specific strategies to accomplish the goals. The vision themes are interconnected; the goals and policies have been developed together with the vision and they often cross-reference goals from other themes. Town of Mead I. A SMALL-TOWN COMMUNITY CHARACTER Overview Mead's Character Mead's small-town feel and rural charm are two intangible assets that have been overwhelmingly expressed by stakeholders as what they love most about their community. As the Town continues to grow and develop, it is important to implement and maintain the existing design guidelines mandated by the Town's Land Use Code (LUC) to ensure that all new development is aligned with expressed community desires and compatible with the character of the surrounding area. During the initial listening phase of the plan update process, residents expressed a common desire to protect the remaining pieces of Mead's history and encourage their incorporation and/or adaptive reuse in future development projects whenever feasible. Several of Mead's historic buildings are concentrated Downtown; the area mentioned most by stakeholders when asked about priority locations to focus on within the Comprehensive Plan. Like many small towns in Colorado and across the country, Mead is focusing on revitalizing and enhancing its downtown core through the Downtown Revitalization Fa�ade Grant Program. Stakeholders agree that restoring the historic fa�ades of the buildings Downtown while occupying them with modern businesses would strengthen the area's aesthetics and encourage more vibrancy within the town core. Mead is home to a unique, historically significant landscape. Roughly 182 homes, just over 13% of Mead's housing stock, were built prior to 1969, making those properties either currently eligible for historic designation consideration or eligible for consideration within the next two years, based on their historic significance to the local history and heritage. In addition to the small-town feel and rural charm, Mead is bisected by two major highways, I-25 and Highway 66. The areas closest to the intersection of these two roads have developed in a distinctly highway commercial character and offer opportunities for a targeted economic development approach. Utilizing tools such as the Town's recently updated construction standards and improved design standards (e.g. signage, pedestrian amenities, wayfinding, lighting, etc.) can continue to enhance Mead's character. Residents want to keep Mead special by maintaining the small-town character while strengthening the economic base and addressing community needs. Comprehensive Plan The Highland Lake Church in Mead is on the National Register of Historic Places. HOMES ELIGIBLE FOR HISTORIC DESIGNATION CONSIDERATION Accommodating Growth While remaining a small, rural community is integral to the community's identity, regional development pressures to meet growing residential and commercial demand may impact Mead's character. The population of the Front Range and Northern Colorado is forecasted to grow at a faster rate than both the state and the nation. As a result, Mead's advantageous location along I-25 will attract both commercial and residential development. With foresight and planning, this growth can be accommodated while still preserving Mead's existing way of life and character, so cherished by its residents. The desired location, density and intensity of land uses will be implemented through the adoption of the Town's Land Use Code. Mead's Land Use Mix The majority of Mead has been developed as residential subdivisions dispersed throughout, but primarily along the periphery, with most of the commercial and employment uses located along I-25 and centrally within the town. Currently, a very small percentage of land within the town limits is used for agriculture, public or mixed - use, with mixed -use only being found in one location Downtown. However, significant tracts of land just outside of the town limits, yet still within Mead's Planning Influence Area, are designated as either agricultural or as mixed -use on the 2018 Future Land Use Plan. Future mixed -use areas surrounded by open agricultural land reinforces the community's desire to preserve agrarian heritage while accommodating new quality housing and commercial areas. The current zoning mix in Mead, shown in the graphic to the right, closely matches the mix of land uses identified on the Town's previous Future Land Use Plan (last updated in 2013), which is a good sign of successful implementation of long-range planning. The updates to the Future Land Use Plan proposed as part of this plan update should be followed by appropriate updates to the Town's Zoning Map (please refer to the Town website to view and download the most recent version of the Zoning Map). Refer to Appendix B for additional information on existing conditions. There are two distinct facets of the Town of Mead: 1. Old Town, with spacious open farm lands integrated throughout; and 2. 1-25 commercial/industrial development with farms that may be developed in the near future. CURRENT ZONING MIX 1% AGRICULTURE 1% DOWNTOWN 22% COMMERCIAL 69% RESIDENTIAL Small -Town Community Character (STCC) Vision Statement A Small -Town Community Character rooted in its rich history, agrarian heritage, natural setting, distinct destinations and unique downtown identity. Goals, Policies, and Strategies STCC GOAL 1: Work to ensure that new development and redevelopment in Downtown Mead preserves and enhances the Town's vitality, history, form and charm through compatibility with the older buildings and emphasis on the unique character of the area. Policy 1A: Expand the Downtown Mixed Use (DMU) zone district east along Welker Avenue and encourage Downtown housing to increase the number of residences within walking distance to enhance the vitality and patronage of the Downtown. Strategy 1A-1. Establish an expanded DMU boundary along the Welker Avenue Corridor and establish design Town of Mead parameters for the creation of a gateway entry at the I-2.5 and Welker Avenue interchange; transitioning from gateway features to a downtown feel that includes attributes of a scaled urban street, with buildings set closer and increased walkability, and expand the DMEI zoning designation to the northwest into the currently -zoned AG area (refer to Chapter 3) . Strategy lA-2. Create a downtown development plan, which identifies uses, design, financing and economic incentives. Strategy 1A-3. Update the Land Use Code to encourage higher downtown density, higher lot coverage and apartments above commercial spaces and garages consistent with and within the Downtown Mixed Use area to attract developers. Policy 1B: Invest in Downtown placemaking. Strategy 1B-1. Develop additional public facilities Downtown, such as a community center and library. Strategy 1B-2. Invest in wayfinding within the Downtown area to direct residents and visitors to community assets including civic buildings, historic buildings, parking, parks and trails. Strategy 1B-3. Offer assistance, such as tenant improvement grants or short-term rent subsidies, to small operators that fill vacancies and add activity in the Downtown area. Strategy 1B-4. Market Downtown Mead's park, playground, dining and other amenities to travelers as a family -friendly place to stop. Strategy 1B-5. Utilize resources to promote historic character and local cultural assets. See DE Goal 3. Policy 1C: Preserve and restore vacant or underutilized buildings through adaptive reuse while allowing for new development and new architecture that enhances the character of the area. Strategy 1C-1. Initiate an in-house study to determine underutilization of buildings within the Downtown Mixed Use area, and promote these buildings for reuse projects. Strategy 1C-2. Investigate the future purchase of buildings for a shared business incubator space or for rentals similar to the strategy utilized in Downtown Louisville. Policy 1D: Balance new development Downtown with an appropriate and convenient amount of parking. Strategy 1D-1. Identify appropriate locations for future parking facilities including temporary areas for special events and utilize wayfinding techniques to identify surface parking lots for visitors. Strategy 1 D-2. Develop a Complete Streets* Program for Downtown as outlined in the Strategic Action Plan and described in the Town's updated engineering and landscaping standards. *Complete Streets are defined by the American Planning Association as "streets that are designed and operated with all users in mind —including motorists, pedestrians, bicyclists, and public transit riders (where applicable) of all ages and abilities —to support a multi -modal transportation system. A complete street network is one that safely and conveniently accommodates all users and desired functions, though this does not mean that all modes or functions will be equally prioritized on any given street segment." STCC GOAL 2: Work to ensure that new development in gateway corridors, such as 1-25, Highway 66, WCR 7 and Welker Avenue, promotes a positive first impression of the Town. Policy 2A: Capitalize on the I-25 interchanges to serve as gateways and to promote the Town's image. Strategy 2A-1. Along the Welker Avenue corridor between I-2.5 and Downtown, reevaluate the location, density and intensity of land uses to promote and enhance Mead's existing way of life and small-town character while still accommodating future economic and population growth (refer to the Downtown Sub -area Plan in Chapter 3). Strategy 2A-2. Regulate the type and design quality of development near interchanges. Identify specific design standards for the Welker Avenue corridor between I-25 and Downtown, and the Highway 66 and I-25 interchange, and incorporate them into the updated Land Use Code (refer to Chapter 3) . Comprehensive Plan 15 Strategy 2A-3. Work with CDOT to develop a branding strategy for the I-2.5 interchanges at Highway 66 and Welker Avenue to establish and promote a unique identity for Mead and to research and identify grant opportunities or partnerships to invest in quality design upgrades at the I-2.5 interchanges that signal to potential visitors and investors that Mead is a community of exceptional quality and character. Strategy 2A-4. Work with CDOT to install typical I-25 wayfinding ng signage for the Highway 66 and Welker Avenue interchanges. Strategy 2A-5. Evaluate sign code standards along I-25 and Highway 66 to differentiate from the Downtown standards and for cohesive application. Strategy 2A-6. Design and install a memorable gateway sign or entry feature at the intersection of Welker Avenue and 3rd Street. STCC GOAL 3: Update and enforce design standards that will result in a charming small-town feel and distinctive, rural image, while allowing for variety and flexibility. Policy 3A: Implement the new construction and landscape standards, and continue to evaluate and update design guidelines as necessary to retain and enhance the Town's rural landscape and feel. Strategy 3A-1. Develop specific design standards for the Downtown and Welker Avenue Corridor and the primary gateway interchanges (refer to the 2018 Future Land Use Plan for gateway locations) based on the recommendations outlined in Chapter 3 for both sub -areas. STCC GOAL 4: Promote and enhance arts and culture within the community. Policy 4A: Support historic preservation efforts and organizations to maintain Mead's historic character and preserve its historic resources (landmarks, buildings, districts or places with historic, cultural or aesthetic significance). Strategy 4A-1. Prioritize pieces of Mead's history and sensitively integrate them into future modern developments within the community (refer to the Historically Significant Properties Map on page 4 of Appendix B: 2017 Existing Conditions Report). Strategy 4A-2. Pursue grants to foster the integration of public art and enhanced local culture in Downtown (i.e. beautification, art in public places, festivals, community events, etc.). Strategy 4A-3. Initiate a committee or recruit a volunteer to work with the Highland Ditch Company to inventory their archives. Strategy 4A-4. Strengthen relationship with Historic Highlandlake to protect Mead's remaining historic assets and places (refer to the Historically Significant Properties Map on page 4 of Appendix B: 2017 Existing Conditions Report). Policy 4B: Investigate options for a usable, permanent funding source to incorporate arts into public parks and spaces. Strategy 4B-1. Re -assess the usability of the 1% capital projects funds for the arts in conjunction with additional methods of funding for the Art in Public Places program. Strategy 4B-2. Continue to update and maintain a list of funding sources for the arts with funding request timelines and the amount of funding available by source. Strategy 4B-3. Investigate options to fund improvements through impact fees and fee -in -lieu. Strategy 4B-4. Extend/ expand the Concerts in the Parks and Sugarbeet Festival with additional marketing, potential timeframe extensions, expanded season(s), and visibility for arts. 1 6 Town of Mead II. A DIVERSE ECONOMY Overview Mead's economic conditions are heavily influenced by being a small community with desirable housing in the midst of a region with strong commuting and employment patterns. Mead citizens desire a "complete" community with more primary jobs, more entertainment and leisure activities, and businesses that meet more of their needs without leaving Town. They would like Downtown to evolve into a community gathering place with a more robust mix of uses and activities. Mead residents are aware that private development will likely drive significant population growth in Mead. As illustrated in the graphic, most residents commute outside of Town for work. However, the number of jobs and commercial businesses are higher than its population size would typically support. Although Mead hosts few large employers, its highly educated population has started many small businesses. Certain industries directly rely on access to regional transportation and availability of land. As Mead grows, there may be more opportunities to attract a wider variety of industries and more primary jobs. Mead has some characteristics that may be out of sync with community aspirations. These include high commuter rates, limited local primary jobs, and competition from more established job centers that offer amenities that workers desire. Mead also has limited retail including basic goods like grocery or hardware, few restaurants, and too small a population to support or attract new retail at a large scale. While the Town is welcoming to a wide array of commercial uses, commercial development to date has focused in a few limited industries, and has not always met residents' priority desires. Some uses that serve primarily those outside the community, such as self -storage, are abundant and seeking to expand. Among the many assets that Mead can leverage to move toward its citizens' vision are: • a highly educated population with high average incomes; • a business- and development -friendly atmosphere and an entrepreneurial spirit; • a wide range of economic development tools; • a regional economy that is robust and growing; • a desirable small-town atmosphere; • quality housing; • available land with flexible zoning; and • two interstate interchanges with planned improvements and available land. With a limited commercial base, the Town and its residents desire to attract retail commercial development and industries that would add employment opportunities. 98 970 OF WORKING RESIDENTS TRAVEL OUTSIDE OF MEAD FOR WORK %OF MEAD'S WORKFORCE COMMUTES IN Employment in the Town of Mead Mead has an estimated 226 businesses and 1,981 total employees, with a 0.45 to 1 employee/residential population ratio. Many businesses are small, with an average of number of nine employees. Compared to peer communities, Mead has the highest proportion of white collar workers (69%); 21% are considered blue-collar, and 9% work in services (2016 ESRI Business Summary). Mead has a 1:1 jobs to housing ratio which is considered ideal, however Comprehensive Plan fewer than 3% of the jobs are actually filled by Mead residents, who instead travel outside of the community to work. The largest employment industries are Health Care and Social Assistance (22%); Manufacturing (15%); Wholesale Trade (14%); and Construction (12%). Eight health care and social assistance establishments employ over 430 people (2016 ESRI Business Summary). According to the 2011-2015 American Community Survey, compared to peer communities Mead has a high number of workers in Manufacturing; Financial Services; Professional, Scientific, and Administration; and Transportation and Warehousing. After Johnstown, Mead has the highest proportion of workers in Agriculture and Mining (3.5%). Mead has lower employment in Information Services (0.6%) than peer communities. LARGEST EMPLOYMENT INDUSTRIES 12% 14% CONSTRUCTION WHOLESALE TRADE 15% 22% MANUFACTURING HEALTH CARE Retail Leakage Retail leakage refers to income spent on goods or services outside of a community. This indicates an unmet retail demand and potential loss of tax revenue. For example, because Mead residents do not currently have access to a large grocery store within the town limits, most residents travel to a nearby community to purchase their groceries, therefore spending their money in communities other than their own. There is leakage in virtually all of Mead's retail sectors, with the exception of Motor Vehicle and Parts Dealers; Auto Parts, Accessories, and Tire Stores; Building Materials, Garden Equipment, and Supply Stores; and Gas Stations. Some of the retail sectors with the highest "gap" (unmet demand) include Furniture Stores; Electronics and Appliance Stores; Food and Beverage Stores; Health and Personal Care Stores; Clothing and Clothing Accessories Stores; Sporting Goods, Hobby, Book and Music Stores; General Merchandise and Department Stores; Florists; Office Supplies; Used Merchandise; and Special Food Services (2016 ESRI Retail Marketplace Profile). For a community of Mead's size, significant retail leakage is not uncommon. Instead, this analysis shows an opportunity to attract specific retail sectors in the future. Retail Potential Despite income and education levels that would appeal to many retailers, Mead's retail potential is currently limited by its small population size. Projected population growth can open up significant opportunity in retail once desired threshold levels for retailers are reached. In Downtown Mead, which currently lacks significant non -local traffic, retailers rely heavily, if not solely, on local customers. As the Town grows, there will be more residents to support retail Downtown as well as the opportunity to create small pockets of neighborhood -serving retail within existing or new housing developments. The 2018 Future Land Use Plan proposes an expanded Downtown Mixed Use District along the Welker Avenue corridor to increase opportunities for economic vibrancy in the Town's Downtown Core. Refer to Appendix B for additional information on existing conditions. Town of Mead Diverse Economy (DE) Vision Statement A Diverse Economy comprised of self-sustaining and resilient businesses and industries that promote economic vibrancy, strengthen the tax base, increase employment opportunities and allow people to live and work in the community they love. Goals, Policies, and Strategies DE GOAL 1: Identify specific, strategic areas for and develop commercial and employment centers of an appropriate size and scale, to ensure a strong and diversified economy and shape community form. Policy 1A: Evaluate and modify existing commercial and industrial land use designations and zoning districts in order to welcome a balanced mix of services and jobs for both local and regional residents, and revenues to the Town. Strategy lA-1. Add a "Business Park" zoning category to the Land Use Code to differentiate from Light Industrial land uses and update the Zoning Map (refer to the 2018 Future Land Use Plan). Strategy 1A-2. Make zoning changes consistent with the 2018 Future Land Use Plan. Strategy 1A-3. For new construction of industrial facilities and commercial retail spaces, encourage flexible design to accommodate cost-effective conversion to other uses or in -place expansion as a company grows. Strategy 1A-4. Build on and market the existing commercial and industrial cluster in Mead, particularly warehouse facilities, as warehouse space is in high demand particularly for small-scale entrepreneurs. Strategy 1A-5. Ensure commercial and industrial districts are connected to residential areas through investment in pedestrian and biking transportation networks. Policy 1B: Protect potentially catalytic parcels, particularly those adjacent to the highway interchanges, to ensure they serve Mead community needs. Strategy 1B-1. Focus regional commercial uses at the northwest and southwest corners of the I-25 and Highway 66 interchange, as well as a secondary focus at the Welker Avenue interchange to attract national brands, as opposed to expecting development all along I-25 at all interchanges. Strategy 1B-2. Initiate a supplemental town -wide retail/ commercial analysis. Strategy 1B-3. Near the I-25 and Highway 66 interchange, identify the most marketable 50 acres for a regional retail center. Where appropriate, reclassify the surrounding lands to allow higher density residential and business park development, which is paramount to strengthening the intersection as a retail development opportunity. Strategy 1 B-4. Investigate public -private partnerships to secure key parcels and spur regional retail development. Strategy 1B-5. Periodically re-evaluate the baseline percentages of land designated for employment zones (e.g. Highway Commercial, General Commercial, Light Industrial, and Business Park zones) outlined in the Comprehensive Plan to ensure it is aligned with desired industry expansion. Policy 1C: Attract Downtown businesses. See DE Goal 3. DE GOAL 2: Expand and attract key job sectors and industries that are matched to Mead's high education levels and regionally central and accessible location. Policy 2A: Pursue and support diverse, appropriate industries that have a current stronghold in Mead or northern Colorado. Comprehensive Plan 19 Strategy 2A -I. Develop a marketing strategy (see DE Goal 6) to promote Mead's available commercial and industrial areas to the following industries: traditional (oil and gas) and renewable energy sectors; logistics and equipment; agricultural processing; health care, manufacturing, wholesale trade and construction; and tourism and hospitality. Strategy 2A-2. Update Mead's Land Use Code for consistency with the County's streamlined regulations for development of wind, solar, and other renewable energies. Strategy 2A-3. Ensure future expansion of industrial park areas including facilities and amenities critical for renewable energy businesses. Strategy 2A-4. Proactively work with landowners to identify opportunities that fit community goals, property owner goals and evolving market realities. Policy 2B: Cultivate amenities and resources that serve small businesses and remote workers. Strategy 2B-1. Support the development of a co -working and small business accelerator space, as feasible, or through other public -private partnership strategies. Strategy 2B-2. Study the feasibility of implementing open access broadband in the Downtown area with the new cable company, TDS Telecom. Strategy 2B-3. Use existing and future town personnel to proactively refer prospective businesses to institutional and regional small business assistance resources. Policy 2C: Identify and pursue diverse, growing industries that capitalize on the strengths of Mead and northern Colorado. Strategy 2C-1. Initiate an economic development plan, under the guidance of the Town Board, to identify and prioritize specific target industries such as health and wellness care, health care information technology, biosciences, energy, tourism and hospitality and others. Strategy 2C-2. Within the economic development plan, develop specific strategies to reach out to identified industries. Strategy 2C-3. Promote Mead as a prime location and educated population base for technical and professional remote work, home -based businesses and start-ups. Strategy 2C-4. Invest in infrastructure such as broadband and/or other high performance networks to encourage professional and technical companies to locate in Mead. Strategy 2C-5. Work with the St. Vrain Valley School District to support and leverage the Mead Energy Academy to attract additional traditional and renewable energy companies to Mead. Policy 2D: Creatively invest sales and property tax revenue streams for strategic investments. Strategy 2D- I . Use short- or long-term revenue streams to finance the expansion of older infrastructure upgrades in the Downtown area to help bring the cost of development on par with greenfield sites. Strategy 21)-2. Promote online shopping and deliveries to increase Mead's sales tax revenues, which are collected where packages and services are delivered. Strategy 2D-3. Contact local grocery stores such as King Soopers to provide grocery delivery service to Mead. DE GOAL 3: Enhance Downtown to differentiate Mead from other small towns in the vicinity. Policy 3A: Incentivize Downtown development. Strategy 3A-1. Market the Mead Towne Center project as an example of desired development form and uses in the Downtown area. Strategy 3A-2. Offer additional grants in the Downtown area to include not only facades and landscaping, hut also tenant and other building improvements. Town of Mead Strategy 3A-3. Consider tax abatements, public -private participation, or other incentives for start-ups in targeted categories (restaurant, retail, office uses). Strategy 3A-4. Identify and explore the use of existing and future sources of Downtown funding. Policy 3B: Develop a vibrant, pedestrian -friendly Downtown that serves the Town's residents, entices pass - through travelers and increases revenues for businesses. Strategy 3B-1. Continue to pursue grants such as the Downtown Revitalization Fa�ade Grant Program, and explore and apply for additional grant programs such as the Main Street Program to enhance the downtown core. Strategy 3B-2. Work with the Town Board to support revitalization efforts. DE GOAL 4: Encourage and develop mixed -use centers in strategic locations especially near Downtown to support commercial and civic uses, promote walkability and bikeability, and provide for a variety of housing options. Policy 4A: Focus on the Welker Avenue (CR 34) corridor between Downtown and I-25 for mixed -use development and improvements. Strategy 4A-1. Consider a taxing district (such as the 11RA) to fund public improvements in the Downtown - to -I-25 corridor along Welker Avenue. Policy 4B: Ensure a mix of housing types in new mixed -use developments. Strategy 4B-1. Encourage developments over a certain acreage to include a range of housing units and sizes that can accommodate working families and young professionals, as well as units that seniors can age into. Strategy 4B-2. Encourage development of live -work units in the Downtown area, along the Welker Avenue corridor, and in new mixed -use areas. Strategy 4B-3. Repurpose or redevelop industrial/agricultural properties in the Downtown area to create new developments that support the values of Mead. Also see walkability and bikeability provisions in the Strong Connectivity section. DE GOAL 5: Support population growth to build a trade area that can support critical retail thresholds. Meanwhile, bolster resident -serving amenities for current residents to attract future populations. Policy 5A: Attract resident -serving uses that meet the needs of existing and future residents. Key uses that can enhance residential demand include grocery and a variety of restaurants. Strategy 5A-1. When developing new neighborhoods, encourage the inclusion of small commercial nodes with neighborhood -serving uses. Strategy 5A-2. Wherever possible within the Priority Sub -areas, initiate public -private development in alignment with property owners and future occupants to create suitable restaurant, grocery, or space suitable for other uses that enhance demand for residential development. Strategy _5A-3. Utilize financing and funding options such as tax increment financing (TIF), site acquisition/ preparation, revolving loan funds (Rik.), tenant improvement, etc. to realize public -private development. Strategy _5A-4. Ensure that zoning near downtown retail areas and future retail centers encourages residential development at densities that support desired retail development. Strategy 5A-5. Encourage retail co -locating that can help support the variety of tenants until and while the customer base grows by offering tenant improvement grants for interior modifications that partition larger retail spaces to accommodate multiple small tenants. Policy 5B: Ensure a mix of housing types. See DE Goal 4. Comprehensive Plan 21 DE GOAL 6: Effectively market Mead as a place to live and do business. Policy 6A: Collaborate with existing entities and partners to market Mead. Strategy 6A-1. Work with all available partners to promote and market Mead's strengths, including its strategic location, highly educated population, superb schools, family -friendly environment, recreation opportunities, and other quality of life amenities as a tool to attract quality jobs and employers. Strategy 6A-2. Continue to work collaboratively with Upstate Colorado Economic Development and the Northern Colorado Economic Alliance to market the region and Mead. Ensure Mead is accurately represented in print, online and in other materials or events (like the site selectors event). Strategy 6A-3. Embrace — and align with — Northern Colorado Economic Alliance's branding strategy to attract creative talent to the region. Provide more links to northerncolorado.com on the Town's website and when engaging with prospective employers. Strategy 6A-4. Build stronger relationships with the nearby Universities (University of Northern Colorado, Colorado State University, University of Colorado) particularly in regard to connecting graduates to internships and working opportunities in Mead. Strategy 6A-5. Focus government processes on efficiency and predictability to promote economic successes. Policy 6B: Take advantage of the highway gateways to market Mead. See STCC Goal 2. Policy 6C: Foster business development. Strategy 6C-1. Under Town Board guidance, create an economic development plan with the assistance of an economic and retail specialist to develop an overall program for the economic health and well-being of the community, with specific focus on the strategic courting and recruitment of prospective industries, businesses and employers. See DE Goal 2. Strategy 6C-2. The Town Board will oversee implementation of the economic development plan in pursuit of business development and recruitment for Downtown and the I-25 and Highway 66 corridors. See DE Goal 2. Strategy 6C-3. Utilize financing and funding options such as tax increment financing, site acquisition and preparation, revolving loan funds, and tenant improvement to incentivize businesses and job creation. Policy 6D: Market the quality and positive characteristics of Mead, such as its mountain views, Downtown charm, exceptional schools, access to major highways, and housing stock. Strategy 6D-1. Develop a branding and marketing campaign that targets primary employers and commercial developers in key industries. Strategy 6D-2. Enhance the quality of online marketing materials to compete with peer communities. 22 Town of Mead III. FRIENDLY NEIGHBORHOODS Overview Resident Profile Mead residents are slightly older than both the region and state median age. Without a college campus or professional training center nearby, there is a smaller group of 20- to 30 - year olds living in Mead than is seen in other communities. Families account for 84% of all households in Mead, but the average family size is smaller. Together, this shows a more family -oriented community than all other municipal neighbors, with a higher number of parents that started families later in life. Four out of five Mead residents identify as white, yet Mead has a higher percentage of Asian residents than Weld County or the state. This mirrors the number and origin of foreign -born residents in the Town. Existing Housing The vast majority of the housing stock in Mead is owner - occupied, with less than 5% of the population renting. Residential neighborhoods in Mead consist almost completely of single-family homes, 80% of which has been built since 1990. There are also a number of very old homes that date back to the first part of the 20th century, but overall Mead's housing stock has been rapidly built over the past two decades. In contrast to all other neighboring municipalities and counties, almost half of homes in Mead have four or more bedrooms, indicating much larger homes on average. The cost to live in Mead is also quite a bit higher than surrounding municipalities or the state on average, due in large part to the construction quality and size of modern homes. The median home price in Mead as of 2017 was $300,200, higher than all neighboring municipalities and the State, and median monthly rent was estimated at $2,183. AGE 70+ 605 SOS 40S 30S 20s <20 0.00% 10.00% 20.00% 30.00% FAMILIES 840 OF HOUSEHOLDS Housing in the Town of Mead has developed almost exclusively as single- family residential and often on large lots. The median home price as of 2017 was $300,200. HOUSING NEEDS CHANGE FOR DIFFERENT AGE GROUPS NURSING CARE/ASSISTED LIVING ACTIVE SENIOR/DOWNSIZING MOVE -UP HOME Comprehensive Plan FIRST-TIME HOME APARTMENT RENTING The Town of Mead currently lacks a diversity of housing types to appeal to a younger and older population that may desire more affordable, smaller lots. In response to residents' concerns, this Comprehensive Plan update includes a multitude of strategies to accommodate more diverse housing options. 23 Multi -generational Housing According to the Colorado Division of Aging, Colorado residents are living and staying active much longer than past generations. In Colorado, one in four residents will be over 60 years old by 2040, and the largest portion of the population will be seniors and millennials (DRCOG). Unlike most Colorado communities that are already starting to see larger senior populations, there is a dip in the number of Mead residents in the older age brackets. There are currently very few older seniors living in Mead (over 75 years). In part, this can be traced to residents choosing to downsize or move closer to family after retirement, or possibly to the lack of local nursing and elder care facilities. Changing regional and state demographics may pressure Mead to provide adequate housing and lifestyle options and amenities for these age groups. This means that the ability to live in one's home as they grow older — or age in place - is increasingly important to residents. Unless seniors choose to move to a lifestyle community or downsize after retirement, residents are expecting to be able to live in their homes and be active in their community until they need more specialized care. If the option is available, residents will often prefer to stay in their community even if they have to change their housing arrangement. Without a range of housing sizes and types in Mead, aging residents may decide to leave the community. Refer to Appendix B for additional information on existing conditions. Friendly Neighborhoods (FN) Vision Statement Friendly Neighborhoods comprised of amosaic of high -quality, multi -generational neighborhoods with a thoughtful range of housing options to support existing and prospective residents of all life stages. Goals, Policies, and Strategies FN GOAL 1: Ensure an appropriate mix of housing types and densities, in appropriate locations, to create a harmonious mix of land uses and attract and retain residents. Policy 1A: Provide opportunities for residents of all ages and life stages to live in the community and transition between different housing choices. Strategy lA-1. Encourage the development of senior housing that is accessible via transit and close to amenities. Strategy 1A-2. Add additional language in the Community Design and Development section of the Land Use Code to increase specificity related to allowable and compatible housing developments (i.e. multi -family; small lot residential; large lot residential; high -density housing developments; etc.). Strategy 1A-3. Support the ability to age in place by working with Safebuilt Colorado, Weld County Area Agency on Aging, Weld's Way Home and the Mead Senior Center to develop a resource guide for how to retrofit existing housing stock to ensure ADA accessibility, and publish it on the Town's website. Strategy 1A-4. Encourage the addition of accessory dwelling units (ADUs), such as carriage homes and apartments above garages, in the town to create a variety of housing types suitable for multi -generational livin g Policy 1B: Encourage Downtown housing. Strategy 1B-1. Within the Downtown area, replicate and encourage the small block design and grid pattern radiating outward where existing developments and platted parcels don't interfere to expand Downtown character (refer to the Downtown Sub -area Plan in Chapter 3). Strategy 1B-2. Encourage the development of mixed -use projects that incorporate residential uses within and along the edge of Downtown to support local business and create vitality. 24 Town of Mead Policy 1C: Promote new residential development projects that create a diverse range of attainable housing opportunities in vibrant, accessible neighborhoods. Ensure that all new housing projects are developed to create a sense of community and are compatible with the existing character of the surrounding area. Strategy 1('-1. Encourage diverse, mixed -use development with local services integrated within new neighborhoods. Strategy 1C-2. Encourage the private development of integrated, affordable housing, assisting developers with the financing of public improvements (e.g. I JRA) and streamlining project approvals to the maximum degree possible. Strategy 1C-3. Encourage housing options for the Town's workforce at a variety of price points, including higher income and executive housing. Strategy 1C-4. Diversify and expand housing stock to enable retail, service, and public -sector employees to find affordable housing in the community by providing additional mixed -use residential zoning categories. FN GOAL 2: Strive to enhance property values by improving access to amenities, transportation networks and commercial areas, and maintaining the character and identity of existing residential neighborhoods. Policy 2A: Promote high -quality residential design. Strategy 2A-1. Initiate an in-house housing study with a visual preference component for residents to identify compatible multi -family, senior living, affordable, and workforce housing types, and subsequently integrate the results as design guidelines within the Community Design and Development section of the Land Use Code Strategy 2A-2. Develop a Housing Handbook for developers to strengthen and emphasize Mead's existing residential character that includes and illustrates principles and design standards for building setbacks, garages, etc. and publish it on the Town's website. Strategy 2A-3. Update the zoning code to expand the allowance of ADUs in most residential areas rather than as a conditional use, based on a contextual review of each zoning category. Strategy 2A-4. Provide for minimum single-family lot sizes smaller than the existing 7,000 square -foot lot minimum for future residential developments to accommodate patio homes and other housing product types. Comprehensive Plan 25 IV. STRONG CONNECTIVITY Overview Transportation is a basic human need that affects daily quality of life. Mead residents require transportation to get to work, school, medical facilities, recreational amenities, shopping, and community and social activities. A well- connected and efficient transportation network allows access to higher paying and varied job types, a wider selection of housing options and more convenient health and human services. An integrated multi -modal transportation system allows residents, employees and visitors of Mead the freedom of personal mobility and choice of how to travel whether it's walking, biking, driving, carpooling, or riding public or private transportation. As Mead moves forward, a multi -modal transportation network that embraces emerging technologies in transportation (e.g. autonomous vehicles and shared -use mobility) and leverages Mead's strategic location proximate to regional travelers on I-2.5 and tourists on Highway 66 will be critical in helping Mead grow while maintaining the small-town character that residents have come to love. Mead's residents are currently car - dependent, with a 2017 Walk Score of 26 (on a scale of 1-100). There are two interstate highways (I-25 and Highway 66) that bisect the community, thus creating the need to strengthen connections. Walkable neighborhoods and strengthened trail systems, as proposed in this Plan, can begin to address alternate modes of transportation and enhance town -wide connectivity. Emerging Trends A number of emerging trends are influencing transportation in Colorado and throughout the nation. Shared -use mobility options (e.g. Uber and Lyft) are growing in popularity. Technology in transportation is advancing quickly, through technological innovations in vehicles, the transportation network and interactions between the two. Some new technologies are already seeing widespread implementation to improve safety and traffic flow in Colorado. As technology transforms transportation systems across the country, communities like Mead are trying to position themselves for this ever- changing market even though there is much uncertainty about these technologies. Changes in Information and Communications Technology (ICT), for example, has dramatically changed how people travel and transport goods in the last 10 years in ways never imagined, including GPS enabled real-time traffic data and the ability to have information at our fingertips with smartphones. Although the specific forms and timing of emerging technologies in transportation will vary and cannot be predicted with certainty, innovations with the potential to dramatically influence transportation are certainly on the horizon. Mead should actively monitor these technologies because changes are occurring at a rapid pace requiring communities to be nimble and open to potential changes. 79% MEANS OF TRAVEL TO WORK ��" G\,,c) eGo ce to" sp 44? V 4 S‘" 4 ko %O� ti� 44 7OCV k 04 Mead's geographic location presents an opportunity to connect residents to the 12 -mile Longmont -to -Lyons Regional Trail. Similar regional trail connections have been found to contribute to the local economy by bringing cyclists into and through the area. Town of Mead MAP 3. TRAILS Lake Yen( ET Parks & Open Space Key 1. Vale View 2. Coyote Run 3. North Creek 4. Founders Park 5. Town Hall/ Town Hall Park 6. Ames Park 7. Mead Elementary and Middle School 8. Mead Ponds 9. Grand View 10. Liberty Ranch 11. Mead High School Legend Existing Trail (Concrete) Existing Trail (Gravel) Existing Trail (Private) Existing S!dewalk Proposed Trail Proposed Trail (Concrete) Regional Pa I Highlana Lake to Mead Ponds Loop Mulligan and Foster Reservoir Loop St \'rain Loop Future Grade Separated Trail Crossing Proposed Trailhead Town of Mead Urban Growth Boundary Comprehensive Plan Access to Alternate Modes Across the United States, older adults (65+) are putting more emphasis on how and where they choose to age. While many older adults want to "age in place," many are also now making purposeful decisions about where they want to spend their retirement years based on the availability of public transportation, mobility options and access to goods and services. When older adults and other vulnerable populations can easily and safely access public transportation, they are able to continue to meet their basic needs and travel to medical appointments, shopping, and social and recreational activities without having to drive or rely on others. As of 2017, approximately 3.3% of households in Mead did not have access to a vehicle. As the population ages, the percent of the population that relies on alternate forms of transportation is expected to increase, underscoring the importance of planning for public transportation, bicycle and pedestrian modes, as well as leveraging emerging technologies in transportation. Currently, Mead residents do not have direct access to public transportation. The Regional Transportation District's (RTD) boundary ends at the Boulder County Line and does not service Mead. Bus stops in Longmont provide the nearest access to regional transit service — to Denver, Boulder and Fort Collins. 30,092 2.11 ANNUAL AVERAGE HOUSEHOLD AVERAGE AUTOS PER HOUSEHOLD VEHICLE MILES TRAVELED atiit i ANNUAL AVERAGE TRANSPORTATION COSTS PER HOUSEHOLD IN MEAD $15,649 Trail Connectivity Trail connectivity provides an opportunity for citizens to walk and ride to many destinations instead of relying solely on the automobile to meet transportation needs. Mead currently has nine miles of trails — four miles of private access trails and five miles of public access trails. The recently constructed trail along 3rd Street (from Welker Avenue to Adams Avenue) is an excellent example of a shared -use path that can be used for recreation and travel purposes. The development of a trail network was one of the most common desires expressed by stakeholders about the transportation system. The 2011 Parks, Open Space and Trails Master Plan identifies a network of trails to be built over time. The trail network will serve as the backbone of the bicycle and pedestrian network in Mead, providing a low -stress environment that accommodates people of all ages and abilities. An updated network of bicycle and pedestrian trails as part of a new "trail loop" system is proposed in this Plan, and shown on the Trails Map. An on -street network of bicycle facilities and sidewalks will complement the trail network, expanding the system to all for walking and biking to be used as viable travel options to get between destinations in Mead and the surrounding area. Today, most of Mead's roads are two lanes without shoulders and do not adequately accommodate bicyclists. As traffic volumes increase, the need for separate, designated facilities such as bike lanes or shared -use paths alongside the road will become increasing important to provide a comfortable and riding experience. Sidewalks exist on the local streets within the downtown area and some of the residential neighborhoods, making them very walkable. Other residential neighborhoods in Mead maintain a more rural feel without curb and gutter or sidewalks. Refer to Appendix B for additional information on existing conditions. Comprehensive Plan 29 Strong Connectivity (SC) Vision Statement Strong Connectivity through a safe and convenient transportation network that promotes alternative modes, regional linkages, independent mobility, active lifestyles and social interactions for people of all ages and abilities. Goals, Policies, and Strategies SC GOAL 1: A safe, convenient, and efficient transportation network that meets the Town's mobility needs and is built and maintained through sustainable funding mechanisms. Policy 1A: Develop additional methods of funding capital improvements and on -going street maintenance. Strategy 1A-1. Pursue grant funding (e.g. Energy/Mineral Impact Assistance Fund grants, federal/state funding through the DRCOG TIP process) to supplement Town capital improvement projects. Strategy 1 A-2. Identify candidate projects for various grant funds. Strategy 1A-3. Leverage the existing TIF district to fund transportation and other infrastructure improvements. Strategy 1A-4. Study the feasibility of fee -based funding mechanisms (e.g. road maintenance fees, impact fees with inflation adjustment, and bonding options). Strategy 1A-5. Study the feasibility of a sales tax increase to support the development of road infrastructure improvements based on the Strategic Action Plan and a subsequent detailed development plan. Policy 1B: Identify and implement high priority transportation projects. Strategy 1B-1. Identify existing safety problems and corresponding mitigation measures through regular review of crash patterns. Strategy 1 B-2. Identify existing mobility problems and corresponding mitigation measures through community input and traffic operational analysis. Policy 1C: Construct roadway improvements that complement the surrounding land uses and phase improvements over time. Strategy 1C-1. Identify the desired street cross-section (urban vs. rural) for specific roadways to complement the surrounding existing and future land uses. Strategy 1C-2. Construct roadway improvements to mitigate development impacts. Strategy 1C-3. Preserve right-of-way for future roadway widening as identified in the Transportation Master Plan, but consider implementation of interim solutions that could adequately serve the Town's mobility needs in the short-term (e.g. a two-lane cross-section with bike lanes rather than the full four -lane ultimate cross- section). Policy 1D: Position Mead to leverage emerging technologies in transportation. Strategy 1D-1. Identify location(s) for and implement electric vehicle charging station(s). Strategy 1 D-2. Coordinate with adjacent communities, Weld County, and the Colorado Department of Transportation (CDOT) to ensure future traffic signals have communication compatibility. Strategy 1D-3. Identify priority corridor(s) for vehicle to infrastructure (V2I) communication (allowing vehicles to share information with the components that support the roadway system, which in turn can provide travelers with real-time information), such as I-25 and Highway 66 to leverage CDOT's RoadX initiative to accelerate technology. Strategy 1 D-4. Encourage adequate parking through the development review process. SC GOAL 2: A transportation system that is well integrated with the regional network and transportation services to enable convenient regional travel for Mead residents and visitors. 30 Policy 2A: Engage in regional planning activities to support implementation of regional transportation improvement projects. Strategy 2A-1. Continue to actively engage in DRCOG committee and board meetings to ensure Mead's interests are represented at the regional level. Strategy 2A-2. Work collaboratively with CI)OT and regional partners to implement roadway improvements on I-25 and Highway 66. Strategy 2A-3. Preserve right-of-way for future interchange footprints at I-25/Highway 66, I-25/Welker Avenue, and I-25/CR 38. Strategy 2A-4. Develop new signage to enhance the scenic byway to Estes Park and Rocky Mountain National Park. Strategy 2A-5. Work with Longmont in the development of a connection to Union Reservoir. SC GOAL 3: A connected and integrated transportation network that provides travel options (multi - modal) and enables mobility for people of all ages and abilities. Policy 3A: Incorporate bicycle and pedestrian facilities on the Town's streets where appropriate. Strategy 3A-1. Incorporate sidewalks and bike lanes on Town streets consistent with the Town's typical urban street cross -sections (based on land use context). Strategy 3A-2. Identify optional street cross -sections for enhanced bicycle and pedestrian facilities (e.g. protected bike lanes; wide sidewalks) to be used in mixed -use and higher density areas and where biking and walking activity is expected to be higher. Strategy 3A-3. Identify improvements to enhance the safety of bicyclists and pedestrian crossing major arterial streets like Highway 66. Strategy 3A-4. Connect the on -street bicycle and pedestrian facilities with the trail network to encourage bicycling and walking for recreational and travel purposes. Strategy 3A-5. Investigate opportunities for a bike share or bike library program. Policy 3B: Identify opportunities to leverage existing and future regional transit services to benefit Mead residents. Strategy 3B-1. Capitalize on the Park -n -Ride at 1-25 and Highway 66. Encourage this location as a future regional transit stop. Strategy 3B-2. Coordinate with CDOT's Division of Transit and Rail to consider a Bustang stop. Strategy 3B-3. Develop a strategy for future service including working with RTD and nearby communities. Strategy 3B-4. Monitor the progress of the Front Range Passenger Rail Commission that is actively pursuing rail service from Trinidad to Fort Collins along the I-25 corridor. Strategy 3B-5. Identify a location(s) and option(s) for a future transit huh, which could also function as a mobility hub for inter -modal transfers, future drop-off/pick-up for ride-sourcing/ridesharing, and future bike sharing. Policy 3C: Identify opportunities to improve human services transportation for individuals with disabilities, older adults, and people with low incomes. Strategy 3C-1. Investigate opportunities for connections to Longmont (especially for seniors). Strategy 3C-2. Investigate a possible shuttle/ connections to the Carbon Valley Recreation Center. Policy 3D: Focus on multi -modal transportation connections to bring people Downtown. Strategy 3D-1. Plan for and develop a Downtown trailhead huh that links to and promotes the Town's existing and future trail systems and sidewalks (refer to the Trails Map in this Chapter and the Downtown Sub -area Plan in Chapter 3). Comprehensive Plan 31 V. DYNAMIC PARKS, RECREATION AND OPEN SPACE Overview A growing body of research shows that contact with the natural world improves physical and psychological health. There is compelling evidence showing that when people have access to parks, they exercise more. Regular physical activity has been shown to increase health and reduce the risk of a wide range of diseases, including heart disease, hypertension, colon cancer and diabetes. Physical activity also relieves symptoms of depression and anxiety, improves mood and enhances psychological well- being. To help counteract the increasing sedentary lifestyle and unhealthy diet of Americans, the Centers for Disease Control and Prevention (CDC) has called for the creation of more parks and playgrounds. In addition to health benefits, numerous studies have shown that parks and open space also increase the value of neighboring residential property, with growing evidence pointing to a similar benefit on commercial property value. The availability of these quality -of -life amenities also plays an important role for employers choosing where to locate new facilities and for individuals choosing a place to live. According to The Trust for Public Land's Benefits of Parks Report, play has proven to be a critical element in a child's future success through developing muscle strength and coordination, language, cognitive thinking, and reasoning abilities. In addition to these childhood development benefits, green spaces have effects on the strength of social ties, having a positive correlation with neighborhoods that have greenery in common spaces. With the goal of attracting younger families, as identified through stakeholder interviews in the planning process, park and recreation opportunities and trail connectivity would help to achieve this. Current Facilities Residents of Mead enjoy access to a higher than average number of parks and open space. Total park acreage in the Town of Mead is 374 acres, with 166 acres publicly accessible and managed by either the Town or a homeowners association. This equates to 28 acres of park and open space areas per 1,000 residents, and 24 acres of Town -managed parkland per 1,000 residents. Given the Town's large park acreage, connectivity within and among the park system will become the priority rather than focusing on developing new parks. Similarly, there are also a number of gaps in service to the Mead community including swimming pools, trails, baseball/softball fields and fishing -accessible shorelines. Within a 1/4 -mile walkshed along existing roads, 57% of the residential population is served by a publicly accessible park. This further shows that Mead has a sufficient provision of parks and open space, though lacks connectivity between existing parks and open space with large swaths of residential parcels being un- or under -served by the park system. While parks are located in close proximity to residents, the existing sidewalk and trail infrastructure often limits the ability to easily walk to parks. Refer to Appendix B for additional information on existing conditions. OF THE RESIDENTIAL POPULATION IS SERVED BY A PARK THAT IS PUBLICLY ACCESSIBLE PARKS 6 MINI SNEIGHBORHOOD 3 COMMUNITY Mead has great park assets, but would benefit from improved connectivity at key locations. t ! i hv,. r-i of Mead Dynamic Parks, Recreation and Open Space (PROS) Vision Statement Dynamic Parks, Recreation and Open Space that support healthy lifestyles, ease of access, family -centric values and local heritage. Goals, Policies, and Strategies PROS GOAL 1: Provide a balanced and connected system of recreation facilities, parks, and open space for all ages that promote healthy living. Policy 1A: Meet Mead's growing community needs and diversity through support and promotion of recreation programs and activities, and development, improvement and renovation of facilities. Strategy lA-1. Strengthen and develop partnerships to maximize the available resources within the community for recreation facilities and activities. Strategy 1A-2. In the short-term, work with other public and private agencies to provide for joint use community facilities to the maximum extent possible, such as Town Hall, local churches, the St. Vrain Valley School District, Carbon Valley Park and Recreation District and High Plains Library District. Strategy 1A-3. Over the long-term, plan, develop programming, design and construct a multi -use community and recreation center for all ages, working with DOLA to determine the appropriate timeline to apply for a grant that will match the amount set aside in the Town's Recreation Center Impact Fund. Strategy 1A-4. In the short-term, establish collaborative partnerships with the Carbon Valley Park and Recreation District and Firestone to increase the likelihood of future funding for a local community center and other recreational amenities. Strategy lA-5. Develop Master Plans for Ames Park, Highland Lake and Founders Park. Policy 1B: Provide recreational opportunities through a well-connected trail network. Strategy 1 B- I . Identify and implement a future Town -wide trail network that connects neighborhoods to parks, community amenities and services, and regional trails, and includes a signature loop connecting Highland Lake and Mead Ponds (refer to the updated Trails Map). Strategy 1B-2. Plan for multi -use trails alongside streets in rural areas to ensure connectivity for bicyclists and pedestrians throughout the community (refer to the updated Trails Map). Strategy 1 B-3. Continue to require the provision of right-of-ways for connections of identified trails upon platting new developments to create a continuous trail system. Strategy 1B-4. Complete missing sidewalk connections to the trail and street network (refer to the updated Trails Map) . Strategy 1B-5. Initiate a feasibility study to connect Mead's trails to the regional trail network and work with relevant parties, in collaboration with landowners and adjacent communities, to design and construct the St. Vrain Regional Trail that connects Mead to Longmont. Strategy 1 B-6. Provide grade -separated trail crossings of major arterial streets. Strategy 1 B-7. Investigate the use of abandoned rail right-of-ways to expand trail connections. Policy 1C: Create a Town -wide wayfinding signage program. Strategy 1C-1. Develop a cohesive wayfinding system throughout the Town to direct bicyclists and pedestrians to key destinations such as Downtown, parks and recreational areas. Strategy 1C-2. Identify unique trail, park and open space names that contribute to the branding of the Town and apply them in the wayfinding system. Comprehensive Plan 33 Policy 1D: Develop a network of pocket, neighborhood, community and regional parks and associated trails and open space as the community grows based on level of service benchmarks identified in the 2011 Open Space, Parks and Trails Master Plan. Strategy 1D-1. Add a "Parks and Open Space" zoning category to the Land Use Code to differentiate from Agricultural land uses and update the Zoning Map (refer to the 2018 Future Land Use Plan for specific locations). Strategy 1D-2. Apply the guidelines as identified in the Open Space, Parks and Trails Design Guidelines for park dedication as reflected in code modifications. Dedicated open space should not include a stormwater detention or retention facility (unless dual -use play fields) or landscape buffers from oil and gas facilities. Strategy 1D-3. Require the protection of water resources, ecologically sensitive areas or wildlife corridors and the protection of lands that have outstanding conservation and educational value to the public. These should be integrated into park areas where possible (refer to the Environmental Constraints Map in Appendix D). Strategy 1D-4. Parks and open space should be physically connected by trails and sidewalks where feasible. Strategy 1D -S. Where feasible, locate parks and trails adjacent to new schools as they are developed. Policy 1E: Foster health, safety and the livability of residents by creating convenient and safe opportunities for physical activity. Strategy I E-1. Increase active and passive use of parks and open space for physical activity and encourage residents to access parks by providing accessible and safe routes for walking, bicycling and ultimately, public transportation. Strategy 1E-2. Promote the local development of programs and facilities that foster health and wellness. Strategy 1E-3. Use educational materials, wayfinding and access to natural facilities to promote our access and relationship to nature and healthy eating. 34 Town of Mead VI. AN EXPANSIVE NATURAL AND AGRARIAN SETTING Overview Planning for Post -Disaster Economic Recovery Preventative planning for post -disaster economic recovery before any given environmental disaster occurs helps communities resume economic activities in the wake of damage or destruction by a natural or human -made disaster (e.g., hurricane, landslide, wildfire, earthquake, gas line explosion, or terrorist attack). Plans for post -disaster recovery are characterized by officially adopted policies and implementation tools put in place before or after an event to direct recovery after a disaster event has occurred (APA Sustaining Places: Best Practices for Comprehensive Plans). Many of the policies and strategies presented within this section were taken from the Town's 2016 Hazard Mitigation Plan (HMP). Regulating Energy Production With over 40% of Colorado's active oil and gas wells, Weld County leads the state in crude oil and natural gas production. Due to health and safety concerns, Mead is among many towns that have buffer and spacing regulations in place that limit the number of wells allowed near populated centers. Currently, all wells and developments within Mead's town limits are meeting the Town's regulations. Such regulations establish how far a building or road can be built to a well or flow lines, while complying with state protections of mineral rights. Mead can update the regulations as information is released or safety concerns arise. With the location of existing wells within Mead's PIA, Mead's regulations have a significant impact on where and how new development can occur. Required buffers are relaxed after wells are abandoned and reclaimed in accordance with Oil and Gas Conservation Commission (OGCC) regulations. Water Demand and Use Similar to other communities in Colorado, Mead's water supply must be viewed in terms of its physical availability, legal right to water use and its delivery system. In a naturally arid climate with a complex system of water rights, water districts have a finite supply of surface and groundwater. Incidentally, even as the region's population has grown over the years, the Northern Colorado Water Conservancy District reports that water usage per capita has declined. This trend is largely due to the decrease in agricultural farms, water conservation programs and education and denser development patterns. Half a century ago, about 98% of the region was used for agriculture. Within Mead's PIA, that has now dropped to about 76% and even lower to 50% in the region overall. This decline has a lasting effect on the regional water demand but also the quality of groundwater and environment with regard to contamination from pesticides and fertilizers. Mead relies on Little Thompson Water District (LTWD) and Longs Peak Water District (LPWD) to provide water service. The Town works closely with the water districts to maintain competitive rates and help facilitate future development. Central Weld County Water District (CWCWD) serves a small area within the southeast portion of the planning area. Water continues to be one of the most critical elements for the Town's future expansion potential. CRITICAL ISSUE: The price of water continues to rise while availability is declining, affecting development potential and farmers' ability to continue farming. Adopting and encouraging water conservation methods will be key to Mead's future. Air Quality Due to its inherent effect on respiratory health, air quality has historically been a regional challenge for communities all along the Front Range. Ground -level ozone is a summer air pollution problem that is created when other pollutants Comprehensive Plan from sources like vehicle exhaust, paints, degreasing agents and cleaning fluids react with sunlight. Exposure to concentrations of ground -level ozone has been shown to cause acute respiratory problems, reduced lung capacity and inflammation of lung tissues, and can trigger asthma attacks. Due to certain outdoor activities, these air quality problems are compounded in the summer and warmer months. Based on 2008 air quality standards, Mead is located in an 8,398 square mile nonattainment area (an EPA designation that signifies the area does not meet the air quality standard) that includes much of northern Colorado's Front Range and the Denver Metro area. Refer to Appendix B for additional information on existing conditions. Expansive Natural and Agrarian Setting (ENAS) Vision Statement An Expansive Natural and Agrarian Setting embodied by vast farmland, access to nature, wide open spaces and environmental stewardship. Goals, Policies, and Strategies ENAS GOAL 1: Promote the efficient management of water, energy and waste through a cohesive sustainability program that represents the values of the Mead community. Policy 1A: Promote the efficient use of Mead's energy, water and materials through the way we live and develop our built environment. Strategy 1A-1. Develop a town -wide Sustainability Plan. Strategy 1A-2. Provide access and information to existing programs to facilitate sustainability. Strategy 1A-3. Recognize buildings, businesses and citizens that have demonstrated a commitment to quality growth and sustainable practices through a town -specific awards program. Strategy 1A-4. Host community -wide events and demonstration projects centered on water conservation, recycling, composting and environmental sustainability. Strategy 1A -S. Support cost-effective green/ sustainability efforts in the design and construction of public buildings and amenities, which gives access to the Department of Local Affairs matching funds. Strategy 1A-6. As part of the public education campaigns listed in this section, include a feature piece on the Town's website that highlights examples set by the Town, which contribute to sustainable design. Policy 1B: Encourage water conservation and source acquisition and protection efforts. Strategy 1B-1. Create a Water Conservation Task Force for management of acquisition and conservation efforts to work with the Town's water providers. Strategy 1 B-2. Update construction standards and zoning and building codes related to water use and landscape standards, including the addition of more specific recommendations for xeriscaping in this region. Strategy 1B-3. Continue to work with the water districts to encourage the reduction of water use and the application of best practices from organizations such as Colorado State University for guidelines on responsible and appropriate planting and the Department of Local Affairs (DOLA) publications, Water - Efficient Landscape Design and the WaterWise Landscaping Best Practices Manual. Strategy 1B 4. Initiate a public education campaign on water conservation practices, and publish resources on the Town's website. Strategy 1B-.5. Continue to work collaboratively with Little Thompson Water District on policy decisions and coordinate the location of development and utilities ongoing through the development review process. Strategy 1 B-6. Coordinate with Little Thompson Water District to develop a non -potable water system option to support public facility landscaping and irrigation and ease the regulations regarding irrigation ditch use. Town of Mead Policy 1C: Improve energy efficiency and expand the use of renewable energy including solar power. Strategy 1('-1. Work with United Power and Xcel Energy to develop and promote programs and codes that encourage energy efficiency and access to renewable energy. Strategy 1C-2. Update the Land Use Code to streamline the permitting process for the development of renewable energy projects, similar to Weld County's recently updated regulations. Strategy 1C-3. Work towards the integration of renewable energy components into town projects that are supported with public funds. Strategy 1C-4. Integrate electric car charging stations as part of future Downtown development, transit hubs and commercial projects. Strategy 1C-5. Develop a working partnership with the High School's Energy Academy and utility companies to examine programs and initiatives to improve energy efficiency in Mead, and increase the use of renewable energy and investigate opportunities for pilot programs (e.g. micro -grid). Policy 1D: Improve solid waste management. Strategy 1D-1. On the Town's website, educate the community on the availability of curbside recycling, improved efficiency, and reduction of cost by identifying preferred providers and consolidating service areas. Strategy 1 D-2. Continue to work with local providers to accommodate and encourage precycling ng and source separation recycling programs such as curbside recycling for households and businesses. Strategy 1D-3. Encourage a shift from landfilling solid waste to alternatives that reduce landfilling volume by updating the construction standards to promote the reuse and repurposing of construction materials for redevelopment projects. Strategy 1 D-4. Encourage the innovative reuse of green waste and promote composting and mulching through public education campaigns featured on the Town's website. ENAS GOAL 2: Protect the Town's natural resources, agricultural lands and scenic landscapes. Policy 2A: Assure that new growth within the Town preserves the natural setting and scenic viewsheds where appropriate. Strategy 2A-1. Evaluate and redefine the methodology for the dedication of open space within the community, maintained privately and by the Town. Strategy 2A-2. Upgrade the Land Use Code 'Section 16-2-150 (3)] to ensure that buffers of 100 feet from water bodies are applied. Strategy 2A-3. Promote public awareness of Mead's natural resources by increasing access to Mead's lakes, ponds and streams, by promoting the Town's future trail loop system and wayfinding strategy (see SC Goal 3 )• Strategy 2A-4. Require the dedication of open space or parkland adjacent to open water and streams consistent with the 100 feet code buffer requirements. Strategy 2A-5. To preserve the character of Mead, identify key viewsheds and develop an overlay map. Policy 2B: Preserve Mead's rural and small town character through conservation design and the protection of large-scale open space and farmland. Strategy 2B-1. Work with local landowners to identify high -priority open space and natural resources for permanent protection through regulation, conservation easements or acquisition. Strategy 2B-2. Work with the Weld County Commissioners and the State (e.g. GOCO) to develop permanent funding resources for open space funding (e.g. a countywide open space sales tax). Strategy 2B-3. Identify and maintain the St. Vrain Creek Corridor and adjacent farmland as a green edge for the Town (refer to the updated 2018 Future Land Use Plan). Comprehensive Plan 37 Strategy 2B-4. Connect the natural areas associated with lakes, waterways and open space to create a series of east -west greenways and wildlife corridors, including the St. Vrain Creek Corridor, as identified on the updated Trails Map. Strategy 2B-5. Create a "Clustered Residential" zoning category and design standards to allow clustered development, preserving density and open space to encourage future residential areas to develop in a way that is compatible with Mead's natural, agrarian setting and rural character. Strategy 2B-6. For key areas, investigate the use of a Transfer of Development Rights (TDR) program with pre -identified sending and receiving zones that could achieve community objectives including rural preservation and attainable housing in targeted locations to support Downtown. Strategy 2B-7. Encourage the preservation of Mead's agricultural history by creating the ability to allow cottage industries (i.e. business or manufacturing activity carried out in a person's home), farm -to -table commerce, continued support of the Farmer's Market Downtown and the promotion of community gardens, fishing, aquaponics and greenhouses. Strategy 2B-8. Integrate agricultural design standards into the Land Use Code that allow for urban agricultural practices including community -accessible food crops within buffer strips along right of ways and alleyways. Strategy 2B-9. Continue to maintain and improve town outreach and relationships with members of the surrounding agricultural community. Policy 2C: Integrate oil and gas operations where appropriate using context -sensitive design and standards. Strategy 2C-1. Continue to update and enforce the Town Code to ensure oil and gas development meets State and local requirements that reduce impacts including air, noise, safety, traffic, visual, and other factors. Strategy 2C-2. Where possible, oil and gas wells should be discouraged from being located in prime developable areas so as not to deter from the community's or private property owner's future ability to achieve their vision. Strategy 2C-3. Where possible, co -locate major infrastructure including pipelines, and locate oil and gas facilities and their associated buffers against greenways, parkland and other public facilities. ENAS GOAL 3: Diversify the local economy to guard against loss of natural resources, increase Mead's overall resilience, and prepare for natural hazards such as fires, drought and extreme weather events. Policy 3A: Continue to work with Weld County to build on emergency preparedness efforts to increase Mead's resilience. Strategy 3A-1. Develop a town -wide emergency preparedness and resilience plan consistent with the Weld County 2016 Multi jurisdictional Hazard Mitigation Plan. Strategy 3A-2. Consistent with the Hazard Mitigation Plan, host a town -specific Policy Group training for the Board of Trustees. Strategy 3A-3. Consistent with the Hazard Mitigation Plan, use money appropriated to Public Works in the Town of Mead 2018 budget to equip the Public Works building with access to back-up power. Strategy 3A-4. Determine the highest risks and appropriate mitigation strategies to protect against and recover from extreme fires, drought and tornadoes. ?g Town of Mead VII. THOUGHTFUL COMMUNITY PLANNING, FACILITIES AND SERVICES Overview Accessible public facilities, strong school systems and reliable public safety are desirable services and resources, and they serve to enhance the quality of life for Mead residents and create an appealing place to live. The Town of Mead partners with regional water, fire and library districts to provide a full range of services to residents. Educational Facilities The St. Vrain Valley School District (SVVSD) serves a majority of Mead school -aged residents, with local elementary, middle, and high schools. As the Town grows to the north, new residents will be served by either the Thompson or Weld County school districts. While Mead does not maintain a local library branch within Town limits, the High Plains Library District provides library services for Mead residents at the Carbon Valley Regional Library in Firestone. The current population benchmark necessary to attract a satellite library branch is 5,000 residents. Mead is almost there, with 4,553 total residents as of January 2018; meaning that the Town should continue conversations with the High Plains Library District to pursue a future library located in Town. Mead's school district, the St. Vrain Valley School District, is ranked 36 out of Colorado's 106 total districts. Source: 2016 Colorado Department of Education Fire and Safety Until recently, Mead was among other small communities in Weld County that contracted with the Weld County Sheriff's Office to provide additional law enforcement services. Mead recently established its own police department. The Mountain View Fire Rescue District provides fire and emergency services to the Town of Mead and surrounding communities. Fire Station #3 and the Town Hall is a joint facility, originally built in 1983 and renovated in 2014. This station protects the northern portion of the Fire District. As the Town grows, it will be vital to work with its fire and safety providers to designate future locations for police and fire stations. Utilities Accessible and affordable utilities contribute to attracting business and making urban and suburban living possible. The Town of Mead provides sanitation and sewer services to a number of subdivisions, while the St. Vrain Sanitation District serves the southern portion of the Town. Two nonprofit water districts currently serve Mead residents with drinking and irrigation water: the Little Thompson Water District and the Longs Peak Water District. As the primary source of water comes from Carter Lake, these districts share water treatment and distribution systems. Central Weld County Water District provides service adjacent to the St. Vrain Creek Corridor in the southeastern portion of the planning area. Events Often in collaboration with local partners, the Town of Mead hosts a number of annual and special community events. Activating parks and civic spaces helps to reinforce the Town's local community and identity. The opportunity to bring residents together also provides important social and mental health benefits. Notable events include the Summer Concert Series, Mead Community Day and Sugarbeet Festival, Downtown Mead Farmers Market, Holiday Celebration, Fishing Derby and Easter Egg Hunt. Frequent partners include the Mead Chamber of Commerce, Mead Area Community Foundation and the Mead Area Rotary Club. Refer to Appendix B for additional information on existing conditions. Comprehensive Plan Thoughtful Community Planning, Facilities and Services (TCPFS) Vision Statement Thoughtful Community Planning, Facilities and Services that support local values, a highly -engaged citizenry, strong social interactions and lifelong learning through deliberate, forward -thinking, fiscally - sound and transparent decision making. Goals, Policies, and Strategies TCPFS GOAL 1: Ensure government services, buildings and equipment needs respond to growth with a cost-effective, high level of service to residents. Policy I A: Develop and maintain mechanisms to provide for maintenance of public infrastructure, buildings, equipment and land. Strategy lA-1. Where feasible and appropriate, locate public facilities within one mile of Downtown to support its vibrancy and create a community heart. Strategy 1A-2. As the Town grows, designate a specific location(s) for a future public works facility and police/fire station(s). Strategy 1A-3. As the Town grows, work with the St. Vrain Valley School District to determine a specific location(s) for a new school(s). See general location of proposed school sites on the 2018 Future Land Use Plan Strategy 1A-4. Update the Land Use Code to include select CPTED (Crime Prevention through Environmental Design) Standards. Policy 1B: Strengthen collaboration with special districts and utility providers. Strategy 1 B-1. Support the Mountain View Fire District to offer the most cost-effective and highest -quality fire safety services to Town residents. Strategy 1 B-2. Support and work with other service providers such as schools and libraries to provide facilities to meet the evolving needs of Town residents. Strategy 1B-3. Collaborate with the High Plains Library District to identify a prospective location within Mead for a public library once Mead's population reaches their required benchmark of 5,000 residents. Strategy 1B-4. Support other special districts serving the Town including the sewer, water and metro districts. TCPFS GOAL 2: Encourage and support community activities to bring together the residents of the community and foster community leadership. Policy 2A: Improve public education and information delivery. Strategy 2A-1. Investigate public -private partnerships to leverage fiber optic infrastructure opportunities to improve internet speeds and incentivize prospective businesses to locate in Mead, such as with TDS Telecom. Strategy 2A-2. Plan for the integration of future technology innovations by creating adaptable spaces within new public buildings that allow for the integration of new technologies. Policy 2B: Continue to encourage residents to become active in the governance and well-being of the Town. Strategy 2B-1. Continue to provide ongoing communication with Town residents regarding activities and actions of the Town through activities, social media promotions, in -person meetings and features on the Town's website. 40 Town of Mead TCPFS GOAL 3: Promote cooperative planning for growth, development and increased coordination by strengthening relationships and maintaining Intergovernmental Agreements (IGAs) between local governments to address major land use, transportation and infrastructure projects. Work together to ensure new projects are cost efficient, meet individual and shared needs and promote mutual benefit Policy 3A: Work with Weld County and adjacent municipalities to develop agreements that support mutually beneficial land use. Strategy 3A-1. Update and maintain existing intergovernmental Agreements (IGAs) with Weld County, Berthoud, Platteville, Longmont and overlapping special districts to help manage growth in an orderly and responsible manner. Strategy 3A-2. Encourage Weld County to maintain rural levels of development unless the area is anticipated to be annexed into the Town, in which case Mead's Comprehensive Plan and Land Use Code would apply. Strategy 3A-3. Work with Weld County and adjacent municipalities on regional land use issues including open space and farmland preservation, municipal boundaries and greenways and trails expansion. Strategy 3A-4. Encourage Weld County to review and accept Mead's Comprehensive Plan to provide citizens with a consistent message. Strategy 3A-5. Coordinate with ongoing participants and relevant organizations in long-range planning efforts (e.g. CDOT PEL Study). Policy 3B: Create a system of tiered growth areas and land uses that encourage compact growth and a rural edge that is respective of the vision for the Town of Mead. Strategy 3B- l . Implement a tiered system of development that encourages compact growth near Downtown, commercial centers, and highway corridors, and the reduction of density on the edge of the Town limits. See ENAS Goal 2. Strategy 3B-2. Identify areas for strategic annexation within the next 5 years. Strategy 3B-3. Develop a handbook and publish it on the Town's website that provides developers with land use options, tools and incentives that encourage annexation and compatible land uses. Comprehensive Plan 41 2018 FUTURE LAND USE PLAN The Future Land Use Plan provides a framework for public and private decisions about how areas should develop in the community. It is the most critical element within the Comprehensive Plan. The land uses described in this section depict the current and recommended future land uses for all property within the Town's corporate limits and Planning Influence Area (PIA). The area covered by the Future Land Use Plan contains lands that are adjacent to the existing community or that the Town of Mead believes are of overall benefit to its residents. While this map is scaled, it remains conceptual in nature and exact boundaries of the proposed land uses may be adjusted based on platting requirements approved by the Town. 42 Town of Mead MAP 4. FUTURE LAND USE PLAN (2018) urea' f ..TH.yrP:c M Fit.', MU -RC p MU -RC MJ-R bitu-RC ;I( narstisurassisoirs. MU -RC MU -RC V CMu mu srp tr' �r A L t TOWN Of MEAD AND PLANNING INFLUENCE AREA MU -RC A a - -alit> i - MS MLA ta a ihr . A �I t _any I ;- ). •# -,Sart a PCS, ap Revised March. 2018 DISCLAIMER: All data and information contained herein are for planning purposes only. 'I his information doe. not replace legal description information in the chain of title and other information contained in afbcial governmental records such 4$ al Ow We County Clerk ar.J Unvrders Ufhcs or in ilK courts- Also. the representation of locations in the map data cannot be substituted for actual legal surveys. The information contained herein is believed accurate anti suitable for limited use and is subset to the limitations set farth above. The Town of Mead makes no warranty as to the accuracy or suitability, of any information contained herein. Users assume all risk and responsibility fur an) and all dam ages. insluding sonssyucntirl danulu. which How [rum ilic user's use of information. FUTURE LAND USE PLAN Land Use Categories RR Rural Residential CR Clustered Residential LLR Large Lot Residential SFR Single Family Residential Multi -family Residential Residential Mixed Use Mixed Use - Residential/Commercial Commercial Mixed Use Downtown Mixed Use Regional Commercial Business Park Planned Industrial Mixed Use Public/Semi-Public POS Park/Open Space A Agriculture Primary Gateways into the Community Secondary Gateways into the Community Mead Town Limits (2018) Mead Planning Influence Area (2018) Proposed Elementary School Sites Proposed Middle School Sites Proposed High School Sites Potential Sites for Public Facilities Section Numbers MU -RC CMU •'- P1 ! P % V • a A ■ • • (Each section represents an area of approximately one square mile) NORTH 43 TABLE 2. LAND USE CATEGORIES AND DESCRIPTIONS Land Use Category Zoning District(s) General Location Uses and Desired Characteristics Rural Residential (RR) Residential Family District -Estate (RSF-E) Single- Near town agricultural the limits outer and uses boundaries adjacent to of other Mead Intended land Large single-family at some discourage and orderly least and ensure -lot, permitted 2 and low and to very leapfrog that progressive preserve -density, development one-half large lands agricultural lots. development agricultural develop estate (2'/z) Should manner. on acres uses. -type lots in also of with an Clustered Residential (CR) I Residential Single District Residential Family (RSF-4) -Family (RSF-1), District Single- Longmont Highway 66 IGA area Corridor and along the in Single-family and that units/acre. neighborhoods housing character space. pockets surrounded accommodates and Intended with with a residential, predominantly high varied by with open 1-4 to access lot mixed create dwelling clustered space sizes density to open rural Large Residential (LLR) Lot I Residential Family (RSF-1) District Single- Near town uses, the limits, and outer along adjacent boundaries highway to agricultural corridors. of Mead I lots Large family a to platted Town associated no development. these predominantly respect change of -lot, limits lands residential at within least very lands in with with to use low one the The remain the development rural that some or -density, (1) Town Pan land intensity character acre. are as development envisions already or parcel larger single Intended adjacent of and lots. with on - to Single- Family Residential (SFR) Residential Family (RSF-4) District Single- located Adjacent facilities streets and and and regional along in multi close around and off and to -family transportation community services commercial proximity local the residential trail such Downtown to systems. collector as uses; corridors planned public uses; Core Clustered, family a acre. well a sufficient parking. density mix -established Intended of residential densities. of size medium up to to to neighborhoods allow -density development four promote Lots (4) should for units off-street stable, single be per - with with of .a. Multi Residential -family Residential family (RMF-8 14) Districts and Multi- RMF- Adjacent complementary shopping uses; near future to provide density and particularly access roads. develop non-residential recreational transportation transit residential off a to and transition in of services retail two service. locations planned uses; amenities; uses. major neighborhoods and corridors between uses, Encouraged near industrial that Requires collector regional can and lower and i Mix multi attached triplexes, and designed homes. 14 for dependency residents, single to family either encourage units those of -family multi or complexes attached medium- Densities per just townhomes, four-plexes, -family single-family who and development acre. on starting amenity wish for the or and units, up Particularly those where stacked. to high condominiums, to decrease car, out. -driven duplexes, or attached eight for that -density, units such compatibly Intended elderly (8) suited are multi- are their as or is Comprehensive Plan 45 Land Use Category Zoning District(s) General Location Uses and Desired Characteristics (RMU) Residential Use family (RMF-8 Residential 14); Single District Residential -Family Districts and (RSF-4) Multi- RMF- 1-25 Located Neighborhood; Highway and surrounding interchange. within 66 and the southwest 1-25 the East interchange; WCR Side of 38 the and large Residential range detached), housing. lot, of density single-family development multi -family, and scale (attached and with including senior a wide and paMixed (MU Mixed Residential/ Commercial -RC) Use — Residential Multi Districts and Residential Family (RSF-4); Commercial -family RMF-14); District (RMF-8 General Single (GC) - Highway Chapter 66 Corridor 3). Sub -area (See A mix family, by small serving of and large commercial pockets senior lot, of single-family, housing, neighborhood uses. supported multi - - iiiit Commercial Mixed (CMU) Use General Commercial (GC) Located to streets; access; Downtown to family major neighborhoods residential. areas along along arterial Core; or with Highway with and transportation and and major easy accessible access collector 66; near near multi- the intensity Mix commercial density within and of entertainment community walking residential retail, uses, office, distance -serving moderate developments establishments. and of to higher high- iii restaurants Downtown Mixed (DMU) Use Downtown Use (DMU) Mixed Mead's north Corridor; Street of in Mead. Chapter and running Downtown See south and 3. access Downtown of through Core; Welker to historic the east Sub Avenue of center -area 1-25, Main Concentrated residential government retail, establishments of establishments Intended point, destination. Mead. and both eating Office as mixed as functions, a retail, community in use is a drive -use, and the encouraged. service, above -to specialized drinking historic specialty and retail gathering office, a heart walk -to Regional Commercial Mixed (RC) Use Highway Commercial (HC) Along with access, interchange. major excellent such highway transportation as the 1-25 corridors corridor and -. Larger retail, to a promote and volumes locations. complementary access. regional the reflect -footprint office, traveling and well Encourage market. the and -designed accessibility public difference commercial service uses Intended a that and development wide uses in serve at can to traffic these uses, range oriented share of Business Park (BP) Business (New Zoning Proposed Category) Park (BP) East and west of the 1-25 corridor. Campus uses with -style integrated office and open employment space. Planned Industrial Mixed (PI) Use Light (LI) Industrial East of the 1-25 corridor. Light operations structure limited create campus mix of manufacturing office, retail an -style or attractive, within development light service settings. an industrial, and enclosed uses. business processes with Intended and a park to or 46 Town of Mead Land Use Category Zoning District(s) General Location Uses and Desired Characteristics Public/Semi- Public (P) Public (O) Adjacent and near to schools. the Downtown Core Public, facilities, as and acre town religious in semi-public, services, services, size. institutions libraries, and and amenities, institutional over utilities, such one (1) It Park/Open Space (POS) ' Agricultural (Current Category) Parks/Open (POS) (New Zoning Proposed Zoning Category) (AG) Space Areas water neighborhoods within bodies, floodplains, and and accessible Downtown. around to Comprehensive, of developed community pocket community space, parks and and parks, and storm grows. parks, open neighborhood integrated preserved drainage space trails, Includes to regional as facilities. network be the plazas, and open Agriculture (A) Agricultural District (AG) Around Planning the Influence outside Area. perimeter of the low Agricultural properties that or ready utilities provide -density nonurban are for currently or a development transition other operations single-family annexed purposes used services. into to the and for and due the residential Intended agricultural are Town. very Town to not lack or of to Gateways N/A Along following been secondary • • (P) identified State WCR WCR WCR major and intersections Highway 7 34 38 arterial (5) (S), (Welker WCR at gateway and 1-25 as 7 primary (P) 66 WCR (S) streets which areas: 9.5 and (P) I-25 (S) (P), at: have or the I-25 Distinct entry monument tional treatment identified dian setbacks. into at signage, the gateways the along gateway, intersection, signs Town special the or to announce of features, approach a landscaped landscape Mead or expanded such direc- to the the me- as at: Avenue) Comprehensive Plan 47 CHAPTER THREE: DEFINING CHARACTER IN MEAD'S PRIORITY SUB -AREAS Based on input from numerous stakeholders throughout the planning process, the Town has identified three geographic areas (sub -areas) that require special attention in the coming years: 1) Downtown, 2) the Highway 66 Corridor and 3) the East Side Neighborhood; as shown in Map 5: Sub -Area Boundaries. The recommendations related to these sub -areas are intended to help Mead capitalize on its future growth, rather than being overrun by it. Deliberate and strategic planning efforts in these priority sub -areas will include the re -designation of some future land uses, encouragement of high -quality urban design with a focus on placemaking, transportation considerations, economic development strategies and corresponding changes to the Land Use Code and Engineering Standards that serve to implement the Plan. Such a comprehensive approach will help set the stage for the appropriate regulatory environment. Planning for how these priority sub -areas should look and function in the future is intended to help ensure that a balance of retail, commercial space and housing is achieved for long-term economic stability, beginning with an initial focus on these priority locations. The Town has already been proactive in making improvements to catalyze private investment, such as offering incentives to qualifying prospective businesses through the Urban Renewal Authority and actively working with local, state and national organizations to attract new businesses and industries. The Town of Mead is already known for having a high quality of life within an area poised to experience significant population growth in the coming years. Utilizing a common sense sustainable solutions approach combined with the strategic introduction of new retail commercial development and influential industry employers, plus the continued development of new forms of housing, will help attract a missing demographic segment of young adults, professionals and growing families. This, in turn, will improve property values and increase the local sales and property tax revenues within the Town. Comprehensive Plan 49 MAP 5. SUB -AREA BOUNDARIES TOWN OF MEAD AND PLANNING INFLUENCE AREA DOWNTOWN 7='t SEP. a LLR LLR LLR it.V THE DOWNTOWN SUB -AREA Overview and Importance of this Area e ois al Rated March, bU S DISCLAIMER. AU data and information contained herein arc for planning purposes only. Thb informati. n dots not replace legal description infortnatson in the chain a title and other information contained in odic sal r yeratrscntal records such as at the Weld County Clerk and Recorders Office ur to the courts. Also the representatson d lo.ations in the map data cannot be substituted for actual legal surveys. The information contained herein is believed accurate and suitable for limited use and is subject to the limitations se forth above. The TOW: o`Mead makes no warranty as to the accuracy or suitability of any information contained herein. Coen assume all risk and responsibility for any and all dam• sin. including consequential damages. which flow from the user's use of information FUTURE LAND USE PLAN Land Use Categories RR) Rural Residential (CR ) Clustered Residential LLR Large Lot Residential [SFR I Single Family Residential Multi -family Residential EgResidential Mixed Use MU -RC Mixed Use - Residential/Commercial Commercial Mixed Use Downtown Mixed Use Regional Commercial Business Park Planned Industrial Mixed Use Public/Semi-Public Park/Open Space Ern (A) a I ♦ . • • • • • • Agriculture Primary Gateways into the Community Secondary Gateways into the Community Mead Town Limits (2018) Mead Planning Influence Area (2018) Proposed Elementary School Sites Proposed Middle School Sites Proposed High School Sites Potential Sites for Public Facilities Section Numbers (Each section represents an area of approximately one square mile) NORTH The Town desires Downtown Mead to serve as the focal point of the community. The downtown core is located primarily on Main Street but encompasses other adjacent commercial areas of the original Town site. For the purposes of this Plan, the Downtown Sub -area refers to a larger area than what Mead residents consider as Downtown in 2018. It includes Old Town, as well as the areas to the east of the downtown core along the Welker Avenue corridor and west of the I-25 interchange (refer to the aerial image below); to enhance the Downtown now and to proactively plan ahead for an expanded Downtown that will serve the growing community in the future. Recognizing that the current Downtown Mixed Use (DMU) zone has no ability to expand to the north or south, and following expressed guidance from the Planning Commission, the 2018 MCP proposes an expanded DMU zoning district along Welker Avenue to drive economic activity and enhance the overall vibrancy of the area. This area is the gateway to Old Town, so an important consideration for planning the Downtown Sub -area is the first impression it leaves on those entering Mead. It should also function as an active destination and community gathering space for residents, visitors and prospective businesses, further reinforced by locating future public facilities as feasible within the area. New development and redevelopment in Downtown Mead should preserve and enhance the Town's history, form Aerial view of the Downtown Sub -area boundary (outlined in yellow) and expanded DMU district (outlined in red) Town of Mead and charm by providing design compatibility between new and older buildings and by emphasizing the unique character of the area. Location and Current Context The Downtown Sub -area consists of the core downtown as well as the proposed extension of the DMU zone along the Welker Avenue Corridor (outlined in red on the aerial image at the bottom of the previous page) and its periphery. The DMU land use classification represents the historic heart of Mead and includes specialized functions, specialty retail, and eating and drinking establishments. The Downtown Sub -area is accessible from historic Main Street, which runs through the center of Mead, as well as from I-2.5 and along Welker Avenue, which has been identified as one of Mead's primary gateways into the community. Currently, the Downtown Sub -area is bordered mainly by residential neighborhoods and vacant land. The only significant geographic constraints that may impact future development of the site are drainage and topography challenges on the northwest and southwest corners of the 1-25 interchange and the railroad tracks which bisect the downtown core. These challenges are far outweighed by the multitude of potential opportunities, which are also addressed within this section of the Comprehensive Plan. Birdseye view of the Downtown Sub -area in its current condition (looking northwest from the I-25 interchange) resi_sivii: 'wee J _ r �.`en• .... "'tom rani+!'"at.IIISIMagrHualitil;*•• •••4 limo 6 ass for Birdseye view of Old Town Mead in its current condition (looking northwest from the intersection of Welker Avenue and 3rd Street) MAP 6. DOWNTOWN FUTURE LAND USE PLAN Comprehensive Plan 51 Future Context The updated Future Land Use classifications within the Downtown Sub -area are shown on Map 6. Among the changes to the 2013 Future Land Use Plan proposed as part of the 2018 MCP for the Downtown Sub -area are: • an expanded DMU land use designation north and south of the Welker Avenue Corridor; • the addition of a designated Business Park area bordering the Regional Commercial area and serving as a transition to residential areas located on the southwest corner of the I-25 interchange; and • two additional Business Park areas located on the northeast corner of the I-25 interchange. The Desired Future Character for Downtown Mead The Downtown Sub -area, and perhaps more specifically the DMU district, is intended to function as a community gathering point and vibrant destination that attracts residents, visitors, employees and prospective businesses and that is easily accessible by car, bicycle, or on foot. Desirable uses within the DMU area include: • Retail establishments, including a small boutique grocery or local market • Quality restaurants, including breweries and coffee shops • Professional office facilities that are not high traffic generators, including but not limited to: medical, architecture, real estate, financial, legal and engineering services • Personal services and servicing facilities • Public and quasi -public buildings including government offices • Public gathering spaces for leisure and local community events Desired attributes within the DMU area include: • Developments designed to respect the historic, gridded street network • Development that is integrated with the scale of existing development and the surrounding environment • The size and shape of structures should be consistent with the historic character of the area, with the building mass broken up • Developments that minimize visible, at grade, on -site and on -street parking • Parking provided on -site or through in -lieu of parking fees used to acquire centralized public lots • Developments that combine small business and specialized retail uses that are attractive to pedestrians and do not generate a high volume of vehicle trips Town of Mead Proposed Land Use, Character, and Form in the Downtown Sub -area DOWNTOWN SUBAREA PLAN QIRDSEYF VIEW OF THE EXPANDED DOWNTOWN CORE ALONG THE WELKER AVENUE CORRIDOR FROM 1-25 Streetscape, branding and signage •— enhancements at Welker Avenue & 3rd Street intersection r Expansion of the Downtown Mixed Use (DMU) zoning district Walkable south -facing shops with charming, "Main Street" character and scale Minor collector as an alternate route for vehicles, accessible via roundabout, CR 7, and/or Welker Avenue Larger -scale commercial uses with parking located in the rear Planned CDOT improvements and monument interchange features --• Downtown redevelopment ,� rCn t"- flat .•GC.' 63C x:.41 y r ``_tt�� ' 0.Q-•, "� )- _ Extension of the Downtown grid pattern Mead Towne Center: 2 -story mixed use building with boutique grocer New trail connection from Town Hall to Ames Park Centrally -located community center adjacent to Ames Park Walkable north -facing shops with charming, "Main Street" character and scale Tree -lined streets to enhance the pedest ian environment Extension of the Downtown grid pattern with flexible design and mix of higher -density residential and retail/office spaces Roundabout that tran ;itions CR 34 from 4 lanes into 2 lanes and serves as a memorable landmark/ gateway feature announcing entry into Mead's Downtown Core Streetscape enhancements along the Welker Avenue Corridor • Safe and interconnected bicycle and pedestrian pathways Large setbacks/ greenways buffering tI� "°r 1 _ � , _ v c Lighting, signage, and wayfinding larger -scale commercial buildings - �, 0 enhancements 'eras -ogle Comprehensive Plan Envisioning the Future of the Downtown Sub -area The Downtown Sub -area Plan on page 53 depicts the same area shown in the aerial image at the top of page 51. It takes the Future Land Use Plan (Map 6) one step further by illustrating the multitude of opportunities within the Downtown Sub -area that the Town can realize over the next 10-20 years by implementing the policy framework outlined in Chapter 2. Chapter 4: Implementation and Monitoring provides detailed action items for how to achieve the vision for Downtown Mead. Key Highlights Among the many opportunities and improvements proposed within the Downtown Sub -area are the following: • Expansion of the Downtown Mixed Use district • Replication of the small -block grid pattern • Diverse, high -quality neighborhoods and commercial areas • New amenities to attract and retain businesses, employees and residents of all ages • A focus on preserving and enhancing Mead's cultural and historic assets • A rejuvenated economic catalyst area • Charming, vibrant, and walkable shopping areas • Improved connectivity and wayfinding • Interchange improvements and monument gateway features • Expanded trail network, including a newly proposed Trail Loop Network connecting parks and reservoirs, strategically located trailhead hubs, and improved trail connections • New and enhanced pedestrian and bicycle facilities • Proposed future community center located adjacent to Ames Park • Enhanced public gathering spaces • Traffic calming measures • Streetscape enhancements • Enhanced housing diversity and Accessory Dwelling Units (ADUs), allowing seniors the opportunity to downsize but remain in Mead • Parallel minor collector network Illustrating Desired Character and Form within the Downtown Sub -area DOWNTOWN CHARACTER ILLUSTRATION PERSPECTIVE VIEW OF THE 1NC-LKERAVE:NUG & 3"' STREET INTERSECTION Comprehensive Han DOWNTOWN CHARACTER ILLUSTRATION PERSPECTIVE VIEW OF THE WEt KER AVENUE & MAIN Si REET INTERSECTION • Create building breaks to create "surprise" or "third spaces" and activate secondary blocks Modify overlay zone to stress form -based approach, allowing flexibility in height, density, and uses 01. Safe crossings - curb extensions narrow the crossing distance, high visibility crossing (pavement markings or materials) Amenity zones alongside sidewalks to offer outdoor space for people - patios, gathering places WELKER AVENUE CROSS SECTION Encourage separation between sidewalk and travel lane to provide a sense of safety and comfort for pedestrians As an extension of the downtown, Welker Avenue will be a two-lane street with on -street parking for retail and commercial patrons. The flexible median width can accommodate a raised and landscaped median and a left turn lane at intersections with a pedestrian refuge, and includes a range for future consideration of angled parking within the median. The wide pedestrian zone also includes a width range for future consideration of patio seating and other amenities within the public right-of-way. Welker Avenue East of 3rd Street Build -to line 14' - 19' Sidewalk & Amenity Zone 56 8' Parking (including Gutter) 11' Travel Lane i 1' Gutter 16' - 22' 1' Landscape Median Gutter set 11' Travel Lane • S 8' Parking (including Gutter) Sidewalk & Amenity Zone 14' - 19' Build -to line Town of Mead Sample Land Use Character Images for Downtown The following images are intended to further illustrate the desired character, form and function within the Downtown Sub -area, as proposed within the policy framework in Chapter 2. The photographs are intended to illustrate the mix of land uses, building types, bulk and heights of structures, and are not intended to suggest architectural style or materials desired in the Town of Mead. LAND USE CHARACTER IMAGES: DOWNTOWN rnn nrph$nci‘in Plan 57 THE HIGHWAY 66 CORRIDOR SUB -AREA Overview and Importance of this Area One of the most unique and appealing characteristics of the State of Colorado is its mountain ranges. The backdrop of the Rocky Mountains is a striking sight all along the Front Range, and Mead is extremely fortunate to have an unobstructed, and unsurpassed, view of Longs Peak — one of the highest and most prominent mountain summits — as its backdrop. The Highway 66 Corridor is widely referred to as the southern scenic gateway to Rocky Mountain National Park, providing easy access to one of the country's most sought after outdoor recreation destinations for not only residents, but travelers year-round. Home sites and commercial sites within mountain vistas like those situated along the Highway 66 Corridor are highly prized assets. The Highway 66 (SH 66) and I-25 interchange is an extremely high -profile intersection that affords traffic counts that exceed 80,000 daily. Currently zoned as Highway Commercial (HC), future development of the northwest and southwest quadrants of Highway 66 has long been anticipated by the Town to comprise large-scale regional retail. The HC zoning designation is intended to accommodate retail, office and service uses conducted entirely indoors. According to the Mead Land Use Code, the HC zoning district promotes well -designed development on sites that provide excellent transportation access, as this area does. In addition, the adjacent City of Longmont has created gateway corridor design standards for the Highway 66 Corridor, including recommendations on setbacks, parking, signage and landscape to retain the mountain views. Within Chapter 4: Implementation and Monitoring, this Plan recommends updates to Mead's zoning code to reflect similar standards, in order to create consistency from the I-25 gateway to the mountains. In 2017, the Town contracted KP & Associates to conduct a Retail Viability Analysis Study for Highway 66 and Interstate 25. The findings showed that opportunity exists to bring regional -scaled retail to this intersection, but only when residential density is significantly increased. That being said, there is a substantial amount of "open" land surrounding the intersection that is available for residential development, which is what the 2018 Future Land Use Plan recommends. Thus, the currently vacant northwest corner of Highway 66 is pre - positioned as an ideal site for regional commercial uses serving the residents of Mead, the traveling public and northern Colorado Front Range residents. The highly desirable combination of proven regional commercial retail potential and expansive natural assets presents an exciting opportunity for the Town to garner regional interest and capture retail sales and tourism revenue through deliberate and thoughtful land use planning and decision making along this vastly traveled corridor. Future development of this landscape should respect the mountain viewsheds and enhance access and use of the area's lakes, ponds and reservoirs. With the overarching goal of becoming a regional attraction that could potentially increase Town revenues significantly, and simultaneously living up to its reputation as the southern scenic gateway to Rocky Mountain National Park, the Highway 66 Corridor Sub -area offers a complex and unique planning and design opportunity. The Town of Mead and the City of Longmont have agreed "to implement design standards intended to preserve the scenic vistas along State Highway 66. These standards are intended to enhance the roadside appearance of developments or redevelopments adjacent to State highway 66 and preserve a scenic entry corridor for both municipalities. Parties agree to use best management practices in the subject area of scenic entry standards. These scenic entry standards should include enhanced setbacks and enhanced landscaping standards." - 2017 Boundary Agreement between the Town of Mead and the City of Longmont, Section 10, Item C, Page 7 Location and Current Context The Highway 66 Corridor Sub -area encompasses the northern and southern areas along Highway 66 from Weld County Road (WCR) 7 to WCR 9.5, including the Interstate 25 (I-25) interchange. Most of the land situated west of I-2.5 is currently vacant, while the land east of 1-25 is primarily comprised of light industrial and business park uses. Future Context The updated Future Land Use classifications within the Highway 66 Corridor Sub -area are shown on Map 7. Among the changes to the Town's 2013 Future Land Use Plan proposed as part of the 2018 MCP for the Highway 66 Corridor Sub -area are: • the addition of several areas re -designated as Mixed Use — Residential/Commercial (MU -RC) areas to accommodate higher density residential development and a variety of housing types with neighborhood - serving commercial uses integrated throughout to support the proposed regional commercial retail center; • the addition of a designated Business Park (BP) area oriented to Mulligan Reservoir; and • the creation of a storage reservoir in a portion of the Liberty Gulch Reservoir, in accordance with the Intergovernmental Boundary Agreement between the Town of Mead and the City of Longmont. Aerial view of the Highway 66 Corridor Sub -area boundary (outlined in red) and its periphery (outlined in yellow) Birdseye view of the Highway 66 Corridor Sub -area in its current condition (looking northeast to the I-25 interchange) MAP 7. HIGHWAY 66 CORRIDOR FUTURE LAND USE PLAN Comprehensive Plan Envisioning the Future of the Highway 66 Corridor Sub -area The Highway 66 Corridor Sub -area Plan on the next page depicts the same area shown in the aerial image at the top of page 59. It illustrates the desired future composition and mix of land uses shown on the Future Land Use Plan (Map 7), but further emphasizes the opportunities within the sub -area that the Town can accomplish over the next 10-20 years by implementing the policy framework outlined in Chapter 2. Chapter 4: Implementation and Monitoring provides detailed action items for how to achieve the vision for this priority sub -area. Key Highlights Among the many opportunities and improvements proposed within the Highway 66 Corridor Sub -area are the following: • Major regional commercial center • Safe bicycle and pedestrian trails including a trail underpass • Placemaking elements • Streetscape enhancements • Greenways and public gathering spaces • Campus -style business park • Interchange monument features • A diversity of housing types and densities Illustrating Desired Character and Form within the Highway 66 Corridor Sub -area HIGHWAY 66 CORRIDOR CHARACTER ILLUSTRATION Town of Mead Proposed Land Use, Character, and Form in the Highway 66 Corridor Sub -area HIGHWAY 66 CORRIDOR SUB -AREA PLAN RIRDSEYF VIEW OF THE HIGHWAY 66 CORRIDOR. FROM CR 7 TO k25 Major regional commercial center (big box retailers) Diversity of housing types and densities integrated with retail uses Roundabouts connecting to CR 7, commercial side -streets, and Highway 66 Compatible multi -family housing Residential/ commercial mixed use N r I • Business Park with offices oriented around Mulligan Reservoir Greenway buffering Mulligan Reservoir with pedestrian and bicycle pathway Bicycle/pedestrian trail with underpass a Gateway feature/signage Smaller -scale highway commercial Minor arterial street behind retail connecting to CR 7 Comprehensive ?tan L.7 4.1 Interchange monument features 7 RIRO access Streetscape enhancements along the Highway 66 Corridor Potential 0.5 mile access point for commercial and highway access Safe bicycle and pedestrian pathways Commercial mixed use 4 -way signalized intersection for commercial and highway access HIGHWAY 66 CORRIDOR CHARACTER ILLUSTRATION i'ERSPFCI IVE VIEW OE 111E HIGHWAY 66 CORRIDOR S I REETSCAN LOOKING WES PERSPECTIVE VIEW OF THE HIGHWAY 66 CORRIDOR - Areassmai HIGHWAY 66 CROSS SECTION, WEST OF 1-25 SH 66 West of 1-25 4 _ Scenic Corridor Setback 10' Shared Use Path 8' 2' 12' Minimum Travel Lane Landscape Gutter Buffer 12' Travel Lane Gutter 12' Travel Lane Comprehensive Plan 16' Landscape Medan Gutter Gutter 12' Travel Lane 12' Travel Lane t r 12' Travel Lane • YAK I ' / F1 -a • Scenic Corridor Setback 8' Minimum Landscape Buffer 10' Shared Use Path 63 Sample Land Use Character Images for the Highway 66 Corridor Sub -area The following images are intended to further illustrate the desired character, form and function within the Highway 66 Corridor Sub -area, as proposed within the policy framework in Chapter 2. The photographs are intended to illustrate the mix of land uses, building types, bulk and heights of structures, and are not intended to suggest architectural style or materials desired in the Town of Mead. LAND USE CHARACTER IMAGES: HIGHWAY 66 CORRIDOR LAND USE CHARACTER IMAGES: EMPLOYMENT CENTERS Town of Mead THE EAST SIDE NEIGHBORHOOD Location and Current Context The East Side Neighborhood refers to the land situated east of WCR 9.5 between WCR 34 and WCR 28, and bounded on the east by the St. Vrain Creek. The area immediately adjacent to the interstate along the east side of I-25 has historically developed as an area for employment in light manufacturing and warehousing. The designation of the Weld County Road (WCR) 9.5 as an eastern arterial roadway provides access to the area which would facilitate the continuation of industrial and business park employment activities that would parallel I-25 for much of the planning area. Further east of WCR 9.5, the East Side Neighborhood is intended to become more residential in character with a combination of mixed -use residential, including a variety of housing types and densities that will create cohesive neighborhood developments. Agricultural lands will continue to be integrated into the East Side Neighborhood to the north, south and east to the St. Vrain Creek, maintaining the rural agricultural character that is so valued by residents. The agricultural community will continue to provide a green edge buffering Mead's corporate town limits to the edge of its Planning Influence Area. Opportunities • New land use and zoning categories, including mixed -use, overlay and transitional zones to support implementation strategies and flexibility • Expansion of residential development as cohesive, planned neighborhoods with a diversity of housing types and amenities • Clustered development standards to provide for oil and gas development, as well as to encourage continued agricultural use • Possible incentives to protect existing agricultural uses while positioning properties for long term development • Incentives for individual landowners to initiate and expedite the annexation process • Enhanced trail connections that leverage the area's natural assets, providing access to the Town's proposed Trail Loop Network and the St. Vrain Creek regional trail system Constraints • St. Vrain Creek Corridor, greenway and floodplain • Proximity to I-25 • Impacts of the Highway 66 PEL Study (in -progress) • Oil and gas operations • Strong agricultural base and limited water availability • Existing commercial and light industrial development along parts of Highway 66 • Political boundaries—Firestone's recent intrusion into Mead's Planning Influence Area and the intensity of pending development in the area Future Context Firestone's recent boundary expansion into Mead's Planning Influence Area prompted the Town of Mead to re- evaluate the Future Land Use Plan for the adjacent areas based on a collective vision that meets property owners' expectations and the Town's desire to solidify control over the future character and function of this priority sub -area. Preliminary land use planning for the East Side Neighborhood was initiated in 201.5. The findings from the public outreach process are highlighted within this section and integrated into the 2018 Future Land Use Plan and policy framework. The East Side Neighborhood Future Land Use Plan (Map 8) on the following page represents the culmination of previous outreach efforts and continued communication with the area's stakeholders, and seeks to establish a collaborative vision for the sub -area that provides flexibility for property owners that will hopefully encourage them to initiate the annexation process; thereby decreasing the likelihood of any further intrusions into Mead's Planning Influence Area. Comprehensive Plan The process resulted in the following land use changes to the Town's Future Land Use Map: • a designated Business Park (BP) area that acts as a transitional buffer between the existing light industrial and office park uses to the west and the planned mixed -use and residential areas to the east; and • new Mixed Use — Residential Commercial (MU -RC) designations that allow for flexibility in uses, thus supporting the landowners' desire to maintain control over the future of their property, while furthering community goals outlined during the public planning process. MAP 8. EAST SIDE NEIGHBORHOOD FUTURE LAND USE PLAN IOWN OF FIRESToN F 25 . The Desired Future Character for the East Side Neighborhood The future character of the East Side Neighborhood will be shaped by the following combined priorities voiced by landowners within the neighborhood and representatives of the Town of Mead during the planning process: • Protect Mead's municipal boundaries from encroachment from neighboring towns by encouraging landowners within the planning area to participate in the planning process. • Promote long term economic sustainability and development. • Strategically plan for growth in a logical and sequential manner. • Plan neighborhoods rather than independent subdivisions to promote quality of life with the development of a diversity of housing types and price ranges, with strong connectivity and amenities. • Support the agricultural community and related businesses. • Provide for recreational opportunities and trail connections. • Continue community engagement with the citizens of Mead and adjacent landowners within the planning area to strengthen participation in the planning process and maintain healthy relationships. Town of Mead Sample Land Use Character Images for the East Side Neighborhood The following images are intended to further illustrate the desired character, form and function within the East Side Neighborhood Sub -area, as proposed within the policy framework in Chapter 2. The photographs are intended to illustrate the mix of land uses, building types, bulk and heights of structures, and are not intended to suggest architectural style or materials desired in the Town of Mead. LAND USE CHARACTER IMAGES: EAST SIDE NEIGHBORHOOD Comprehensive Plan 67 CHAPTER FOUR: IMPLEMENTATION AND MONITORING INTRODUCTION This implementation chapter of the Mead Comprehensive Plan identifies commitments to carry out the Plan's goals and policies, including action items, timeframes, responsibilities, funding sources and provisions for plan monitoring and updating. According to State of Colorado Revised Statutes, a comprehensive plan is only an advisory document. The comprehensive plan should provide the rationale which supports municipal ordinances and be used in conjunction with such ordinances. Courts increasingly look to a community's comprehensive plan to evaluate the relative merits and validity of associated regulations, such as annexation review processes, zoning and subdivision codes and impact fees. With completion of this Plan, the Town should review, and revise as appropriate, existing regulations to ensure that the goals outlined in the MCP can be implemented, and that consistency is maintained between these key planning and development documents. Comprehensive Plan 69 Adoption and Amendments to the Comprehensive Plan It was the duty of the Mead Planning Commission to make and adopt this Plan and to certify it to the Board of Trustees. The Board of Trustees endorsed the Plan, and all amendments or revisions will be done by resolution. A complete review of the Plan should occur at least every five (5) years. In addition to the five-year review, it is recommended that the Plan be reevaluated if and when the Town reaches the identified population benchmarks of 7,000 residents and 11,000 residents. The Mead Planning Commission is also charged with the review of development proposals, planning documents, development regulations and related tasks. It is a recommending body and reports its findings to the Town Board, which has the authority to make final decisions for the Town. The Commission is established according to State statutes. The Planning Commission was the review body for the 2018 MCP. Strategies Implementation strategies must be relevant, adaptive and decisive in order to realize the vision, goals and policies of the Plan. Key strategies included in the Strategic Action Plan, are intended to influence future zoning and regulation changes, suggest potential financing tools, establish and leverage new partnerships, prioritize capital investments and redefine land development patterns. The resources and partnerships required for each strategy should be considered in conjunction with annual budgeting and capital planning. Each strategy is outlined by the following elements: • Um_ » » » » Regulatory Reform (R): Some development regulations and standards will need to be updated to ensure consistency with the goals and objectives of the Comprehensive Plan. Capital Projects (PR): These major infrastructure investments and funding partnerships are specifically relevant to the implementation of the Comprehensive Plan goals and objectives, but should be considered in conjunction with other capital improvements to determine priorities, project efficiencies and timing of capital improvement expenditures. Supporting Plans and Studies (P/S): Specific locations or initiatives that may require additional support and direction at a more detailed level than what is established in this Comprehensive Plan. These include site -specific development guidelines, feasibility studies, master plans, sub -area plans, or additional funding mechanisms. Coordination (C): Coordinate with different entities to implement policy or projects, and identify opportunities for cost -sharing. • Responsibility: Town of Mead (TOM) and associated department, and/or board, commission and committee; Weld County (WC); outside agency or district (e.g. CDOT, St. Vrain Valley School District (SVVSD), High Plains Library District (HPLD), etc.) • Timeline: » » Short-term (ST): 0-5 years; Mid-term (MT): 5-10 years; or Long-term (LT): 10-20 years. • Anticipated Cost: » » Low (L): an anticipated cost less than $100,000); Mid (M): an anticipated cost of $100,000 - $250,000); or High (H): an anticipated cost over $2.50,000). • Anticipated Effectiveness: How effective the strategy would be in meeting and implementing the vision of the Town: Low (L); Medium (M); or High (H). • Potential Funding Sources: Possible funding sources including Colorado Department of Transportation (CDOT), Department of Local Affairs (DOLA), Great Outdoors Colorado (GOCO), etc. ir-VJI cap c:I PLAN MONITORING AND AMENDMENTS Annual Report and Work Plan An annual report, prepared by Planning staff, should highlight achievements that have helped implement the Comprehensive Plan (i.e. regulatory updates and capital projects that have been completed or initiated, the status of new supporting plans, the product of new regional or inter -agency partnerships). The annual review should also evaluate and re -prioritize strategies on the horizon, not accomplished in the past year, or, due to new trends, technology or strategic plan priorities, the review may include new strategies not currently listed in this Plan. A Work Plan, exemplified within the sample quadrant diagram below, outlines anticipated timelines based on anticipated cost and effectiveness. Within the Strategic Action Plan (Table 3), each of the seven vision themes has an associated Work Plan. The focus of the initial Work Plan should be on strategies that further the vision of the Comprehensive Plan — generally those included within Quadrant 2 — that are more regulatory in nature, set the stage for subsequent improvements and strategies, and that will have incremental positive change over time. They also have those "low -hanging fruit" strategies that are required for subsequent improvements. Quadrant 1 includes strategies with a similar level of effectiveness, but higher price tags. Quadrants 3 and 4 include strategies that are important but less effective in achieving the vision. Quadrant 4 includes strategies that may take longer to implement as many of them also require additional funding sources. High Anticipated Effectiveness Low Anticipated Effectiveness r 1 1 1 i 1 1 1 1 1 1 1 1 1 1 - - - - - - - - - - - - - - Quadrant 1 0-5Years (High Effectiveness, High Cost) - - - - - - - - - - - SS-- Quadrant 2 0-2 Years (High Effectiveness, Low Cost) - - S--SS--SS - - - - - - - - - =MSS - SS SS Quadrant 4 0- 20 Years (Low Effectiveness, High Cost) Quadrant 3 0- 10 Years (Low Effectiveness, Low Cost) 1 1 1 1 1 1 1 1 1 1 1 1 1 1 —a High Cost Low Cost Comprehensive Plan 1 Comprehensive Plan Amendments The Mead Planning Commission can review and adopt Comprehensive Plan amendments between major updates as necessary to ensure policy direction for future growth. A major update to the Comprehensive Plan shall be prepared at least once every ten years or earlier if necessitated by population growth and/or market changes. Comprehensive Plan amendments may be one of four types, ordered below by magnitude: 1. Administrative Plan Amendments: Minor changes or revisions to the Plan's text, figures, or maps to reflect updated information or grammatical corrections, which can be processed by Town staff and are not subject to the public hearing process. 2. Comprehensive Plan Text Amendments: Changes to the language and text of the 2018 MCP that could revise the Plan's goals or objectives, and should incorporate public outreach. 3. Future Land Use Plan Amendments: Changes to the land use designations or descriptions contained in the Future Land Use Plan, and should incorporate public outreach. 4. Major Plan Update: A chance to reconfirm the Plan's vision and direction with the public every ten years, or as directed by the Planning Commission, Board of Trustees, or Town staff, or based on annual reports. This may or may not result in large-scale changes. (Ovv.ricfJ\1 d TABLE 3. STRATEGIC ACTION PLAN A Small -Town Community Character (STCC) STCC GOAL 1: Work to ensure that new development and redevelopment in Downtown Mead preserves and enhances the Town's vitality, history, form and charm through compatibility with the older buildings and emphasis on the unique character of the area. Strategy/Action Items Type Responsibility Timeline Anticipated Anticipated Funding Cost Effectiveness Source(s) Policy 1A: Expand the Downtown Mixed Use (DMU) zone district east along Welker Avenue and encourage Downtown housing to increase the number of residences within walking distance to enhance the vitality and patronage of the Downtown. Strategy 1A-1. Establish an expanded DMU R TOM/ PC/ ST L H NA boundary along the Welker Avenue Corridor BOT and establish design parameters for the creation of a gateway entry at the 1-25 and Welker Avenue interchange; transitioning from gateway features to a downtown feel that includes attributes of a scaled urban street, with buildings set closer and increased walkability, and expand the DMU zoning designation to the northwest into the currently -zoned AG area (refer to Chapter 3). Strategy 1 A-2. Create a downtown development plan, which identifies uses, design, financing and economic incentives. P/S TOM ST L H NA Strategy 1 A-3. Update the Land Use Code R TOM/ PC/ ST L H NA to encourage higher downtown density, BOT higher lot coverage and apartments above commercial spaces and garages consistent with and within the Downtown Mixed Use area to attract developers. Policy 1B: Invest in Downtown placemaking. MT -LT M -H L -M CIP Strategy 1B-1. Develop additional public facilities Downtown, such as a community center and library. PR TOM/ PROS Committee Type: Regulatory Reform (R), Capital Projects (PR), Supporting Plans and Studies (P/5), Coordination (C); Responsibility: See Page 1 ofAppendixA for acronyms; Timeline: Short-term (ST), Mid-term (MT), Long-term (LT); Anticipated Cost. Low (L), Mid (M), High (H); Anticipated Effectiveness: Low (L), Mid (M), High (H); Funding Source(s): See Page 1 ofAppendix A for acronyms Comprehensive Plan STCC GOAL 1: Work to ensure that new development and redevelopment in Downtown Mead preserves and enhances the Town '.s vitality, history, form and charm through compatibility with the older buildings and emphasis on the unique character of the area. Strategy/Action Items Type Responsibility Timeline Anticipated Anticipated Cost Effectiveness Funding Source(s) Strategy 1 B-2. Invest in wayfinding within the Downtown area to direct residents and visitors to community assets including civic buildings, historic buildings, parking, parks and trails. PR TOM/ PROS Committee MT M L -M CIP; Grants Strategy 1 B-3. Offer assistance, such as tenant improvement grants or short-term rent subsidies, to small operators that fill vacancies and add activity in the Downtown area. PR TOM ST -MT M M -H ED Grants; Down- town Revi- talization Facade Grant Program Strategy 1 B-4. Market Downtown Mead's park, playground, dining and other amenities to travelers as a family -friendly place to stop. PR TOM/ Chamber ST L -M M Existing town & partner resources; CO Tour- ism Office Matching Grant Program Strategy 1 B -S. Utilize resources to promote historic character and local cultural assets. PR TOM/ Chamber ST L -M M NA Strategy 1 B-6. See DE Goal 3. Policy 1C: Preserve and restore vacant or underutilized buildings through adaptive reuse while allowing for new development and new architecture that enhances the character of the area. Strategy 1C-1. Initiate an in-house study to determine underutilization of buildings within the Downtown Mixed Use area, and promote these buildings for reuse projects. Strategy 1 C-2. Investigate the future purchase of buildings for a shared business incubator space or for rentals similar to the strategy utilized in Downtown Louisville. P/S TOM ST L L NA P,/S TOM ST L M NA Policy 1D: Balance new development Downtown with an appropriate and convenient amount of parking. Strategy 1D-1. Identify appropriate locations for future parking facilities including temporary areas for special events and utilize wayfinding techniques to identify surface parking lots for visitors. P/S TOM/ MT Consultant L -M M Down- town Mainstreet Strategy 1 D-2. Develop a Complete Streets P/S TOM/ Program for Downtown as outlined in the Consultant Strategic Action Plan and described in the Town's updated engineering and landscaping standards. MT L -M M General Fund Type: Regulatory Reform (R), Capital Projects (PR), Supporting Plans and Studies (P/S), Coordination (C); Responsibility: See Page l of Appendix A for acronyms; Timeline: Short-term (ST), Mid-term (MT), Long-term (LT); Anticipated Cost. Low (L), Mid (M), High (H); Anticipated Effectiveness: Low (L), Mid (M), High (H); Funding Source(s): See Page 7 of Appendix A for acronyms town of Mead STCC GOAL 2: Work to ensure that new development in gateway corridors, such as 1-25, Highway 66, WCR 7 and Welker Avenue, promotes a positive first impression of the Town. Strategy/Action Items Type Responsibility Timeline Anticipated Anticipated Funding Cost Effectiveness Source(s) Policy 2A: Capitaliz=rthe 1-25 interchanges to serve as gaf eways-and to promote the ownsminan image. Strategy 2A-1. Along the Welker Avenue corridor between 1-25 and Downtown, reevaluate the location, density and intensity of land uses to promote and enhance Mead's existing way of life and small-town character while still accommodating future economic and population growth (refer to the Downtown Sub -area Plan in Chapter 3). R TOM/ PC/ ST BOT L H NA Strategy 2A-2. Regulate the type and design R TOM/ PC/ ST L H NA quality of development near interchanges. BOT Identify specific design standards for the Welker Avenue corridor between I-25 and Downtown, and the Highway 66 and 1-25 interchange, and incorporate them into the updated Land Use Code (refer to Chapter 3). Strategy 2A-3. Work with CDOT to develop a PR TOM/ ST -MT L M CDOT branding strategy for the 1-25 interchanges at CDOT/ PC/ Highway 66 and Welker Avenue to establish BOT and promote a unique identity for Mead, and to research and identify grant opportunities or partnerships to invest in quality design upgrades at the I-25 interchanges that signal to potential visitors and investors that Mead is a community of exceptional quality and character. Strategy 2A-4. Work with CDOT to install typical I-25 wayfinding signage for the Highway 66 and Welker Avenue interchanges. PR TOM/ ST -MT M -H H CDOT CDOT Strategy 2A-5. Evaluate sign code standards R TOM/ PC/ ST L H NA along I-25 and Highway 66 to differentiate BOT from the Downtown standards and for cohesive application. Strategy 2A-6. Design and install a PR TOM ST L -M M CIP memorable gateway sign or entry feature at the intersection of Welker Avenue and 3rd Street. Type: Regulatory Reform (R), Capital Projects (PR), Supporting Plans and Studies (P/S), Coordination (C); Responsibility: See Page 1 of Appendix A for acronyms; Timeline: Short-term (ST), Mid-term (MT), Long-term (LT); Anticipated Cost. Low (L), Mid (M), High (H); Anticipated Effectiveness: Low (L), Mid (M), High (H); Funding Source(s) See Page 1 ofAppendixA for acronyms Comprehensive Plan 75 STCC GOAL 3: Update and enforce design standards that will result in a charming small-town feel and distinctive, rural image, while allowing for variety and flexibility. Strategy/Action Items Type Responsibility Timeline Anticipated Anticipated Funding Cost Effectiveness Source(s) Policy 3A: Implement the new construction and landscape standards, and continue to evaluate and update design guidelines as necessary to retain and enhance the Town's rural landscape and feel. Strategy 3A-1. Develop specific design R TOM/ PC/ ST standards for the Downtown and Welker B0T Avenue Corridor and the primary gateway interchanges (refer to the 2018 Future Land Use Plan for gateway locations) based on the recommendations outlined in Chapter 3 for both sub -areas. L M NA Type: Regulatory Reform (R), Capital Projects (PR), Supporting Plans and Studies (P/S), Coordination (C); Responsibility: See Page 1 of Appendix A for acronyms; Timeline: Short-term (ST), Mid-term (MT), Long-term (LT); Anticipated Cost: Low (L), Mid (M), High (H); Anticipated Effectiveness: Low (L), Mid (M), High (H); Funding Source(s): See Page 1 of Appendix A for acronyms STCC GOAL 4: Promote and enhance arts and culture within the communit;'. Strategy/Action Items Type Responsibility Timeline Anticipated Cost Anticipated Funding Effectiveness Source(s) Policy 4A: Support historic preservation efforts and organizations to maintain Mead's historic character and preserve its historic resources (landmarks, buildings, districts or places with historic, cultural or aesthetic significance). Strategy 4A-1. Prioritize pieces of Mead's history and sensitively integrate them into future modern developments within the community (refer to the Historically Significant Properties Map on page 4 of Appendix B: 2017 Existing Conditions Report). Strategy 4A-2. Pursue grants to foster the integration of public art and enhanced local culture in Downtown (i.e. beautification, art in public places, festivals, community events, etc.). Strategy 4A-3. Initiate a committee or recruit PR a volunteer to work with the Highland Ditch Company to inventory their archives. Strategy 4A-4. Strengthen relationship with C Historic Highlandlake to protect Mead's remaining historic assets and places (refer to the Historically Significant Properties Map on page 4 of Appendix B: 2017 Existing Conditions Report). PR TOM/ De- As Projects M velopers Arise H Develop- ers/Grant Funding PR TOM ST -MT L M -H NA TOM ST -MT L L -M NA TOM/ ST L Historic Highland - lake L NA Policy 4B: Investigate options for a usable, permanent funding source to incorporate arts into public parks and spaces. Strategy 4B-1. Re -assess the usability of the 1% capital projects funds for the arts in conjunction with additional methods of funding for the Art in Public Places program. Strategy 4B-2. Continue to update and maintain a list of funding sources for the arts with funding request timelines and the amount of funding available by source. Strategy 4B-3. Investigate options to fund S TOM/ BOT improvements through impact fees and fee - in -lieu. S TOM/ BOT ST L S TOM ST L ST L M NA M NA M NA Strategy 4B-4. Extend/ expand the Concerts PR TOM MT M M General in the Parks and Sugarbeet Festival with Fund additional marketing, potential timeframe extensions, expanded season(s) and visibility for arts. Type: Regulatory Reform (R), Capital Projects (PR), Supporting Plans and Studies (P/S), Coordination (C); Responsibility: See Page 1 of Appendix A for acronyms; Timeline: Short-term (ST), Mid-term (MT), Long-term (LT); Anticipated Cost: Low (L), Mid (M), High (H); Anticipated Effectiveness: Low (L), Mid (M), High (H); Funding Source(s). See Page 1 of Appendix A for acronyms Comprehensive Plan Small -Town Community Character (STCC) Work Plan High Anticipated Effectiveness Low Anticipated Effectiveness High Cost 1B-1 Action Item Type: • Regulatory Reform (R) Capital Project (PR) lA-2 4B-4 -4111-- ._ _. _ _ B_4 ��.4� �.. 1B-5 2A-6 1 B-2 a lA-1 4A-2 3A-1 48-1 2A-3 • Supporting Plans and Studies (P/S) • Coordination (C) 4A-3 • ofg* Low Cost Town of Mead A Diverse Economy (DE) DE GOAL 1: Identify specific, strategic areas for and develop commercial and employment centers of an appropriate size and scale, to ensure a strong and diversified economy and shape community form. Strategy/Action Items Type Responsibility Timeline Anticipated Cost Anticipated Funding Effectiveness Source(s) olicy 1 A:^ Evaluate and modify i existing commerciat and 'industrial find use designations and zoning districts in order to welcome a balanced mix of services and jobs for both local and regional residents, and revenues to the Town. Strategy 1A-1. Add a "Business Park" zoning category to the Land Use Code to differentiate from Light Industrial land uses and update the Zoning Map (refer to the 2018 Future Land Use Plan). Strategy 1 A-2. Make zoning changes consistent with the 2018 Future Land Use Plan. R TOM/ PC/ ST BOT M NA R TOM/ PC/ BOT ST L M NA Strategy 1 A-3. For new construction of R TOM/ PC/ ST -MT L industrial facilities and commercial retail BOT spaces, encourage flexible design to accommodate cost-effective conversion to other uses or in -place expansion as a company grows. Strategy 1A-4. Build on and market the PR TOM/ existing commercial and industrial cluster Chamber in Mead, particularly warehouse facilities, as warehouse space is in high demand particularly for small-scale entrepreneurs. Strategy 1A-5. Ensure commercial and PR TOM MT -LT H M NA ST -MT L -M H NA industrial districts are connected to residential areas through investment in pedestrian and biking transportation networks. PA CIP Policy 1B: Protect potentially catalytic parcels, particularly those adjacent to the highway interchanges, to ensure they serve Mead community needs. Strategy 1B-1. Focus regional commercial R TOM/ PC/ MT -LT L uses at the northwest and southwest BOT/ URA corners of the I-25 and Highway 66 interchange, as well as a secondary focus at the Welker Avenue interchange to attract national brands, as opposed to expecting development all along 1-25 at all interchanges. H NA Strategy 1 B-2. Initiate a supplemental town - wide retail/ commercial analysis. Strategy 1 B-3. Near the I-25 and Highway 66 interchange, identify the most marketable 50 acres for a regional retail center. Where appropriate, reclassify the surrounding lands to allow higher density residential and business park development, which is paramount to strengthening the intersection as a retail development opportunity. P/S R TOM / PC/ BOT TOM/ PC/ BOT/ URA ST ST -MT L -M L M H General Fund NA Comprehensive Plan 79 DE GOAL 1: Identify specific, strategic areas for and develop commercial and employment centers of an appropriate size and scale, to ensure a strong and diversified economy and shape community form. Strategy/Action Items Type Responsibility Timeline Anticipated Cost Anticipated Funding Effectiveness Source(s) Strategy 1 B-4. Investigate public -private partnerships to secure key parcels and spur regional retail development. Strategy 1B-5. Periodically re-evaluate the baseline percentages of land designated for employment zones (e.g. Highway Commercial, General Commercial, Light Industrial, and Business Park zones) outlined in the Comprehensive Plan to ensure it is aligned with desired industry expansion. Policy IC: Attract Downtown businesses. Strategy 1C-1. See DE Goal 3. P/S/ PR TOM MT M H TIF R TOM/ PC/ LT BOT L -M M DE GOAL 2: Expand and attract key job sectors and industries that are matched to Mead's high education levels and regionally central and accessible location. NA Strategy/Action Items Type Responsibility Timeline Anticipated Anticipated Funding Cost Effectiveness Source(s) Policy 2A: Pursue and support diverse, appropriate industries that northern Colorado. Strategy 2A-1. Develop a marketing strategy P/S TOM/ MT (see DE Goal 6) to promote Mead's available Chamber/ commercial and industrial areas to the PC/ BOT following industries: traditional (oil and gas) and renewable energy sectors; logistics and equipment; agricultural processing; health care; manufacturing; wholesale trade and construction; and tourism and hospitality. Strategy 2A-2. Update Mead's Land Use R TOM/ PC/ ST -MT Code for consistency with the County's BOT streamlined regulations for development of wind, solar, and other renewable energies. ave a current stronghold in Mea s or L -M M NA L -M L NA Strategy 2A-3. Ensure future expansion of industrial park areas including facilities and amenities critical for renewable energy businesses. R/ PR TOM/ PC/ LT BOT NA L EEZ; TIF Strategy 2A-4. Proactively work with C/ landowners to identify opportunities that fit P/S community goals, property owner goals and evolving market realities. TOM MT -LT L L NA Type: Regulatory Reform (R), Capital Projects (PR), Supporting Plans and Studies (P/5), Coordination (C); Responsibility: See Page 1 of Appendix A for acronyms; Timeline: Short-term (ST), Mid-term (MT), Long-term (LT); Anticipated Cost: Low (L), Mid (M), High (H); Anticipated Effectiveness: Low (L), Mid (M), High (H); Funding Source(s): See Page 1 of Appendix A for acronyms �i%! Town of Mead DE GOAL 2: Expand and attract key job sectors and industries that are matched to Mead's high education levels and regionally central and accessible location. Strategy/Action Items Type Responsibility Timeline Anticipated Cost Anticipated Funding Effectiveness Source(s) 411 Policy 2B: Cultivate amenities and resources that serve small businesses and remote workers. Strategy 2B-1. Support the development of a co -working and small business accelerator space, as feasible, or through other public - private partnership strategies. PR TOM MT M L -V1 Grant support, institu- tions (e.g. Universi- ty), SBA funding; REDI grants Strategy 2B-2. Study the feasibility of implementing open access broadband in the Downtown area with the new cable company, TDS Telecom. Strategy 2B-3. Use existing and future town personnel to proactively refer prospective businesses to institutional and regional small business assistance resources. P/S TOM ST -MT L M -H TDS PR TOM ST L M -H NA w Policy 2C: Identify and pursue diverse, growing industries that capitalize on the strengths of Mead and northern Colorado. Strategy 2C-1. Initiate an economic development plan, under the guidance of the Town Board, to identify and prioritize specific target industries such as health and wellness care, health care information technology, biosciences, energy, tourism and hospitality and others. • Identify target industries • Develop specific outreach strategies Strategy 2C-2. Promote Mead as a prime location and educated population base for technical and professional remote work, home -based businesses and start-ups. Strategy 2C-3. Invest in infrastructure such as PR broadband and/or other high performance networks to encourage professional and technical companies to locate in Mead. Strategy 2C-4. Work with the St. Vrain Valley C School District to support and leverage the Mead Energy Academy to attract additional traditional and renewable energy companies to Mead. P/S TOM/ PC/ ST -MT M BOT M NA PR TOM/ ST Chamber L M -H NA TOM LT H M -H CIP TOM/ SVVSD/ Mead Energy Academy ST L L NA Type' Regulatory Reform (R), Capital Projects (PR), Supporting Plans and Studies (P/S), Coordination (C); Responsibility: See Page 1 of Appendix A for acronyms; Timeline: Short-term (ST), Mid-term (MT), Long-term (LT); Anticipated Cost: Low (L), Mid (M), High (H); Anticipated Effectiveness: Low (L), Mid (M), High (H); Funding Source(s): See Page 1 ofAppendix A for acronyms Comprehensive Plan DE GOAL 2: Expand and attract key job sectors and industries that are matched to Mead's high education levels and regionally central and accessible location. Strategy/Action Items Type Responsibility Timeline Anticipated Cost Anticipated Funding Effectiveness Source(s) Policy 2D: Creative �� invest sa es an property tax revenue streams or strategic investments: Strategy 2D-1. Use short- or long-term revenue streams to finance the expansion of older infrastructure upgrades in the Downtown area to help bring the cost of development on par with greenfield sites. Strategy 2D-2. Promote online shopping and deliveries to increase Mead's sales tax revenues, which are collected where packages and services are delivered. PR TOM ST -MT PR TOM/ ST Chamber Strategy 2D-3. Contact local grocery stores such as King Soopers to provide grocery delivery service to Mead. H H L M Oil and Gas fee revenue; TIF Sales Tax PR TOM/ ST Chamber L M DE GOAL 3: Enhance Downtown to differentiate Mead from other small towns in the vicinity. NA Strategy/Action Items Type Responsibility Timeline Anticipated Anticipated Cost Effectiveness Funding Source(s) Policy 3A: 1 ncentivize Downtown development. TOM Strategy 3A-1. Market the Mead Towne Center project as an example of desired development form and uses in the Downtown area. PR ST L L -M NA Strategy 3A-2. Offer additional grants in the Downtown area to include not only facades and landscaping, but also tenant and other building improvements. PR TOM ST M M -H Contin- ue and expand Down- town Revi- talization Facade Grant Program Strategy 3A-3. Consider tax abatements, P/S TOM/ PC/ ST L M -H public -private participation, or other BOT incentives for start-ups in targeted categories (restaurant, retail, office uses). TIF Strategy 3A-4. Identify and explore the use of existing and future sources of Downtown funding. P/S TOM ST L M NA Police 38: Develop a vibrant, pedestrian -friendly Downtown that serves the Town's residents, entices pass - through travelers and increases revenues for businesse Strategy 3B-1. Continue to pursue grants such as the Downtown Revitalization Facade Grant Program, and explore and apply for additional grant programs such as the Main Street Program to enhance the downtown core. C TOM ST L H NA Strategy 3B-2. Work with the Town Board to C TOM/ BOT ST support revitalization efforts. L L NA Town of Meaci DE GOAL 4: Encourage and develop mixed -use centers in strategic locations —especially near Downtown to support commercial and civic uses, promote walkahility and hikeahility, and provide for a variety of housing options. Strategy/Action Items Type Responsibility Timeline Anticipated Anticipated Funding Cost Effectiveness Source(s) Policy 4A: Focus on the Welker Avenue (CR 34) corridor between Downtown and I-25 for mixed -use development and improvements. Strategy 4A-1. Consider a taxing district (such as the URA) to fund public improvements in the Downtown -to -I-25 corridor along Welker Avenue. P/S TOM/ PC/ ST M BOT I✓ TIF Policy 4B: Ensure a mix of housing types in new mixed -use developments. Strategy 4B-1. Encourage developments R TOM/ PC/ ST L M -H NA over a certain acreage to include a range BOT of housing units and sizes that can accommodate working families and young professionals, as well as units that seniors can age into. Strategy 4B-2. Encourage development of R TOM/ PC/ ST L M NA live -work units in the Downtown area, along BOT the Welker Avenue corridor, and in new mixed -use areas. Strategy 4B-3. Repurpose or redevelop R/ TOM/ PC/ MT H M TIF/ EEZ industrial/agricultural properties in the PR BOT Downtown area to create new developments that support the values of Mead. Strategy 4B-4. Also see walkability and bikeability provisions in the Strong Connectivity section. Type: Regulatory Reform (R), Capital Projects (PR), Supporting Plans and Studies (P/S), Coordination (C); Responsibility: See Page 1 of Appendix A for acronyms; libido ! c. Short-term (ST), Mid-term (MT), Long-term (LT); Anticipated Cost. Low (L), Mid (M), High (H); Anticipated Effectiveness: Low (L), Mid (M), High (H); Funding Source(s): See Page 1 of Appendix A for acronyms Comprehensive Plan DE GOAL 5: Support population growth to build a trade area that can support critical retail thresholds. Meanwhile, bolster resident -serving amenities for current residents to attract_ future populations. Strategy/Action Items Type Responsibility Timeline Anticipated Cost Anticipated Funding Effectiveness Source(s) Policy 5A: Attract resident -serving uses that meet the needs of existing and future residents. Key uses that can enhance residential demand include grocery and a variety of restaurants. Strategy 5A-1. When developing new R TOM/ PC/ ST neighborhoods, encourage the inclusion of BOT small commercial nodes with neighborhood - serving uses. Strategy 5A-2. Wherever possible within PR TOM/ PC/ MT -LT M -H the Priority Sub -areas, initiate public -private BOT development in alignment with property owners and future occupants to create suitable restaurant, grocery, or space suitable for other uses that enhance demand for residential development. Strategy 5A-3. Utilize financing and funding PR TOM/ PC/ MT -LT M -H options such as tax increment financing (TIF), BOT site acquisition/preparation, revolving loan funds (RLF), tenant improvement, etc. to realize public -private development. Strategy 5A-4. Ensure that zoning near R TOM/ PC/ LT L downtown retail areas and future retail BOT centers encourages residential development at densities that support desired retail development. Strategy 5A-5. Encourage retail co -locating R/ TOM/ PC/ MT M that can help support the variety of tenants PR BOT until and while the customer base grows by offering tenant improvement grants for interior modifications that partition larger retail spaces to accommodate multiple small tenants. L M NA M -H TIF/ EEZ M -H TIE/ RLF M -H NA M Expanded Down- town Revi- talization Facade Grant Program Policy 5B: Ensure a mix of housing types. Strategy 5B-1. See DE Goal 4. Type: Regulatory Reform (R), Capital Projects (PR), Supporting Plans and Studies (P/S), Coordination (C); Responsibility: See Page 1 of Appendix A for acronyms; Timeline: Short-term (ST), Mid-term (MT), Long-term (LT); Anticipated Cost Low (L), Mid (M), High (H); Anticipated Effectiveness: Low (L), Mid (M), High (H); Funding Source(s): See Page 1 of Appendix A for acronyms Town of Mead DE GOAL 6: Effectively market Mead as a place to lire and do business. Strategy/Action Items Type Responsibility Timeline Anticipated Cost Anticipated Funding Effectiveness Source(s) Policy 6A: Collaborate with existing entities and partners, to market Mead. _ Strategy 6A-1. Work with all available partners to promote and market Mead's strengths, including its strategic location, highly educated population, superb schools, family -friendly environment, recreation opportunities, and other quality of life amenities as a tool to attract quality jobs and employers. C TOM/ ST PROS Committee L -M M -H TOM/ Partner resources Strategy 6A-2. Continue to work collaboratively with Upstate Colorado Economic Development and the Northern Colorado Economic Alliance to market the region and Mead. Ensure Mead is accurately represented in print, online and in other materials or events (like the site selectors event). C TOM/ Chamber/ Upstate Colorado Economic Devel- opment/ Northern Colorado Economic Alliance ST L L -M NA Strategy 6A-3. Embrace - and align with - Northern Colorado Economic Alliance's branding strategy to attract creative talent to the region. Provide more links to northerncolorado.com on the Town's website and when engaging with prospective employers. Strategy 6A-4. Build stronger relationships with the nearby Universities (University of Northern Colorado, Colorado State University, University of Colorado) particularly in regard to connecting graduates to internships and working opportunities in Mead. Strategy 6A-5. Focus government processes on efficiency and predictability to promote economic successes. PR TOM/ ST Chamber/ Northern Colorado Economic Alliance L L -M NA C TOM/ UNC/ CSU/ CU ST L L -M NA R TOM/ PC/ ST BOT L L -M NA Policy 6B: Take advantage of the highs ay gateways to market Mead. Strategy 6B-1. See STCC Goal 2. I yr, Regulatory Reform (R), Capital Projects (PR), Supporting Plans and Studies (P/S), Coordination (C); Responsibility: See Page 1 ofAppendix A for acronyms; Timeline: Short-term (ST), Mid-term (MT), Long-term (LT); Anticipated Cost Low (L), Mid (M), High (H); Anticipated Effectiveness: Low (L), Mid (M), High (H); Funding Source(s): See Page 1 of Appendix A for acronyms Comprehensive Plan DE GOAL 6: Effectively market Mead as a place to live and do business. Strategy/Action Items Type Responsibility Timeline Anticipated Cost Anticipated Funding Effectiveness Source(s) Policy 6C: Foster business development. Strategy 6C-1. Under Town Board guidance, P/S TOM/ create an economic development plan with Consultant/ the assistance of an economic and retail PC/ BOT specialist to develop an overall program for the economic health and well-being of the community, with specific focus on the strategic courting and recruitment of prospective industries, businesses and employers. See DE Goal 2. Strategy 6C-2. The Town Board will oversee implementation of the economic development plan in pursuit of business development and recruitment for Downtown and the 1-25 and SH 66 corridors. See DE Goal 2. ST L -M M -H General Fund/ Partner resources PR TOM/ PC/ ST BOT L M NA Strategy 6C-3. Utilize financing and funding PR TOM/ PC/ MT -LT options such as tax increment financing, BOT site acquisition and preparation, revolving loan funds, and tenant improvement to incentivize businesses and job creation. H M -H TIF, Revolv- ing Loan Funds Policy 6D: Mrket the quality and positive characteristics of Mead, such as its mountain views, Downtown harm,. exceptional schools, access to major highways, and housing stock. L Strategy 6D-1. Develop a branding and PR TOM/ ST -MT marketing campaign that targets primary Chamber employers and commercial developers in key industries. L M -H Existing town & partner resources; REDI Strategy 6D-2. Enhance the quality of online PR marketing materials to compete with peer communities). TOM ST L M Existing town & partner resources Type: Regulatory Reform (R), Capital Projects (PR), Supporting Plans and Studies (P/S), Coordination (C); Responsibility. See Page 1 of Appendix A for acronyms; Timeline:: Short-term (ST), Mid-term (MT), Long-term (LT); Anticipated Cost Low (L), Mid (M), High (H); Anticipated Effectiveness: Low (L), Mid (M), High (H); Funding Source(s): See Page 1 of Appendix A for acronyms Town of Mead Diverse Economy (DE) Work Plan High Anticipated Effectiveness Low Anticipated Effectiveness 2D-1 6C-3 2C-3 4B-34 _ • • k 3A-2 2B-1 High Cost Action Item Type: 1A-4 1B-2 rQ B-5 2A-1 6D-1 3A-3 t8-3 4B-7 5A-4 2B-2 2B-3 2C-2 42 • 6C - 2D -2 1A-1 2D-3 1A-2 3A-4 3A-1 6D-2 6A-3 6A-5 • Regulatory Reform (R) • Supporting Plans and Studies (P/S) Capital Project (PR) • Coordination (C) Low Cost Comprehensive Plan Friendly Neighborhoods (FN) FN GOAL 1: Ensure an appropriate mix of housing t;'pes and densities, in appropriate locations, to create a harmonious mix of land uses and attract and retain residents. Strategy/Action Items Type Responsibility Timeline Anticipated Cost Anticipated Funding Effectiveness Source(s) Policy 1A: Provide opportunities for residents of all ages and life stages to live in the community and transition between different housing choices. Strategy 1A-1. Encourage the development of senior housing that is accessible via transit and close to amenities. C/ R TOM/ PC/ ST -MT M -H H BOT NA Strategy 1A-2. Add additional language in the Community Design and Development section of the Land Use Code to increase specificity related to allowable and compatible housing developments (i.e. multi -family; small lot residential; large lot residential; high -density housing developments; etc.). Strategy 1 A-3. Support the ability to age in place by working with Safebuilt Colorado, Weld County Area Agency on Aging, Weld's Way Home and the Mead Senior Center to develop a resource guide for how to retrofit existing housing stock to ensure ADA accessibility, and publish it on the Town's website. R TOM/ PC/ BOT ST L H NA C/ PR TOM/ ST Weld County Area Agency on Aging/ Weld's Way Home/ Mead Senior Center L -M M NA Strategy 1 A-4. Encourage the addition of accessory dwelling units (ADUs), such as carriage homes and apartments above garages, in the town to create a variety of housing types suitable for multi -generational living. R TOM/ PC/ BOT ST L M NA Police 1 B: Encourage Downtown housing. Strategy 1B-1. Within the Downtown area, replicate and encourage the small block design and grid pattern radiating outward where existing developments and platted parcels don't interfere to expand Downtown character (refer to the Downtown Sub -area Plan in Chapter 3). PR TOM MT -LT M -H H Private Develop- ment; CIP Strategy 1 B-2. Encourage the development R TOM/ PC/ of mixed -use projects that incorporate BOT residential uses within and along the edge of Downtown to support local business and create vitality. ST L H NA Type: Regulatory Reform (R), Capital Projects (PR), Supporting Plans and Studies (P/S), Coordination (C); Responsibility: See Page 1 ofAppendix A for acronyms; Timeline: Short-term (ST), Mid-term (MT), Long-term (LT); Anticipated Cost. Low (L), Mid (M), High (H); Anticipated Effectiveness: Low (1), Mid (M), High (H); Funding Source(s): See Page 1 ofAppendix A for acronyms town of Mead FN GOAL 1: Ensure an appropriate mix of housing types and densities, in appropriate locations, to create a harmonious mix of land uses and attract and retain residents. Strategy/Action Items Type Responsibility Timeline Anticipated Anticipated Funding Cost Effectiveness Source(s) Policy I C: Promote new residential development projects that create a diverse range of attainable housing opportunities in vibrant, accessible neighborhoods. Ensure that all new housing projects are developed to create a sense of community and are compatible with the existing character of the surrounding area. Strategy 1C-1. Encourage diverse, mixed -use R TOM/ PC/ ST L H NA development with local services integrated BOT within new neighborhoods. Strategy 1 C-2. Encourage the private C/ R TOM/ PC/ ST -LT L -H H URA development of integrated, affordable BOT housing, assisting developers with the financing of public improvements (e.g. URA) and streamlining project approvals to the maximum degree possible. Strategy 1 C-3. Encourage housing options R TOM/ PC/ ST L H NA for the Town's workforce at a variety of BOT price points, including higher income and executive housing. Strategy 1 C-4. Diversify and expand housing R TOM/ PC/ ST L H NA stock to enable retail, service, and public- BOT sector employees to find affordable housing in the community by providing additional mixed -use residential zoning categories. J;' a Regulatory Reform (R), Capital Projects (PR), Supporting Plans and Studies (P/S), Coordination (C); Responsibility: See Page 1 of Appendix A for acronyms; Triv4 'i Short-term (ST), Mid-term (MT), Long-term (LT); Anticipated Cost. Low (L), Mid (M), High (H); Anticipated Effectiveness: Low (L), Mid (M), High (H); Funding Source(s): See Page 1 of Appendix A for acronyms Comprehensive Plan FN GOAL 2: Strive to enhance property values by improving access to amenities, transportation networks and commercial areas, and maintaining the character and identity of existing residential neighborhoods. Strategy/Action Items Type Responsibility Timeline Anticipated Anticipated Funding Cost Effectiveness Source(s) Policy 2A: Promote high -quality residential design. Strategy 2A-1. Initiate an in-house housing P/S/ TOM/ ST -MT M study with a visual preference component for R Consultant/ residents to identify compatible multi -family, PC/ BOT senior living, affordable, and workforce housing types, and subsequently integrate the results as design guidelines within the Community Design and Development section of the Land Use Code. Strategy 2A-2. Develop a Housing Handbook PR TOM/ ST -MT L -M M General for developers to strengthen and emphasize Consultant Fund Mead's existing residential character that includes and illustrates principles and design standards for building setbacks, garages, etc. and publish it on the Town's website. Strategy 2A-3. Update the zoning code R TOM/ PC/ ST L H NA to expand the allowance of ADUs in most BOT residential areas rather than as a conditional use, based on a contextual review of each zoning category. Strategy 2A-4. Provide for minimum single- R TOM/ PC/ ST L H NA H General Fund family lot sizes smaller than the existing BOT 7,000 square -foot lot minimum for future residential developments to accommodate patio homes and other housing product types. Type. Regulatory Reform (R), Capital Projects (PR), Supporting Plans and Studies (P/S), Coordination (C); Responsibility: See Page 1 of Appendix A for acronyms; Timeline: Short-term (ST), Mid-term (MT), Long-term (LT); Anticipated Cost. Low (L), Mid (M), High (H); Anticipated Effectiveness: Low (L), Mid (M), High (H); Funding Source(s): See Page 1 of Appendix A for acronyms -sown of Mead Friendly Neighborhoods (FN) Work Plan High Anticipated Effectiveness Low Anticipated Effectiveness • • 44-2 • S i 4-2 1C-4 a 1C-1 2Aa I 2A-3 Ili 1A-3 1 A-4 High Cost Low Cost Action Item Type: • Regulatory Reform (R) Capital Project (PR) • Supporting Plans and Studies (P/S) • Coordination (C) Comprehensive Plan 91 Strong Connectivity (SC) SC GOAL 1: A safe, convenient, and efficient transportation network that meets the Town's mobility needs and is built and maintained through sustainable funding mechanisms. Strategy/Action Items Type Responsibility Timeline Anticipated Cost Anticipated Funding Effectiveness Source(s) Policy 1A: Develop additional methods of funding capital improvements and on -going street maintenance isi Strategy 1A-1. Pursue grant funding to supplement Town capital improvement projects. PR TOM ST L Strategy 1 A-2. Identify candidate projects for various grant funds. Strategy 1 A-3. Leverage the existing TIF district to fund transportation and other infrastructure improvements. PR PR TOM TOM ST ST L L Strategy 1 A-4. Study the feasibility of fee - based funding mechanisms. Strategy 1 A-5. Study the feasibility of a sales tax increase to support the development of road infrastructure improvements based on the Strategic Action Plan and a subsequent detailed development plan. P/S P/S TOM/ PC/ ST BOT TOM/ PC/ ST BOT L L M -H Energy/ Mineral Impact Assistance Fund; DRCOG TIP fund- ing M -H TIF District funding L -M Road mainte- nance fees; impact fees with inflation adjust- ment; bonding options L -M Sales Tax increase L -M Sales Tax increase Policy 1B: Identify and implement high priority ranspo ration projects. Strategy 1B-1. Identify existing safety P/S (TBC in TOM ST problems and corresponding mitigation upcoming measures through regular review of crash TP update) patterns. L M General Fund Strategy 1 B-2. Identify existing mobility problems and corresponding mitigation measures through community input and traffic operational analysis. P/S (TBC in TOM ST upcoming TP update) L M General Fund Type Regulatory Reform (R), Capital Projects (PR), Supporting Plans and Studies (P/S), Coordination (C); Responsibility: See Page 1 of Appendix A for acronyms; Timeline. Short-term (ST), Mid-term (MT), Long-term (LT); Anticipated Cost. Low (L), Mid (M), High (H); Anticipated Effectiveness: Low (L), Mid (M), High (H); Funding Source(s): See Page 1 of Appendix A for acronyms I own of Mead SC GOAL 1: A safe, convenient, and efficient transportation network that meets the Town mobility needs and is built and maintained through sustainable funding mechanisms. Strategy/Action Items Type Responsibility Timeline Anticipated Cost Anticipated Funding Effectiveness Source(s) Policy 1C: Construct roadway improvements that complement the surrounding land uses and phase improvements over time. Strategy 1C-1. Identify the desired street cross-section (urban vs. rural) for specific roadways to complement the surrounding existing and future land uses. P/S (TBC in TOM ST upcoming TP update) L H General Fund Strategy 1 C-2. Construct roadway improvements to mitigate development impacts. PR TOM/ Developers Strategy 1C-3. Preserve right-of-way for future roadway widening as identified in the Transportation Master Plan, but consider implementation of interim solutions that could adequately serve the Town's mobility needs in the short-term. P/S (ROW TOM needs and interim solutions to be iden- tified in TP update) As devel- opment occurs (all time periods) ST H H Impact Fees; Developer obliga- tions L H General Fund Policy 1 D: Position Mead to leverage emerging technologies in transportation. Strategy 1 D-1. Identify location(s) for and implement electric vehicle charging station(s). PR TOM MT M M Strategy 1 D-2. Coordinate with adjacent communities, Weld County, and CDOT to ensure future traffic signals have communication compatibility. P/S TOM/ WC/ ST CDOT/ adjacent communi- ties L M General Fund; grant funding N/A Strategy 1 D-3. Identify priority corridor(s) for vehicle to infrastructure (V21) communication. P/S (TBC in TP update) TOM/ ST CDOT L H General Fund Strategy 1 D-4. Encourage adequate parking through the development review process. R TOM/ PC/ BOT ST L M Develop- ers [k pt Regulatory Reform (R), Capital Projects (PR), Supporting Plans and Studies (P/S), Coordination (C); Responsibility: See Page 1 of Appendix A for acronyms; Timeline: Short-term (ST), Mid-term (MT), Long-term (LT); Anticipated Cost: Low (L), Mid (M), High (H); Anticipated Effectiveness: Low (L), Mid (M), High (H); Funding Source(s): See Page 1 of Appendix A for acronyms Comprehensive Plan SC GOAL 2: A transportation system that is well integrated with the regional network and transportation services to enable convenient regional travel for Mead residents and visitors. Strategy/Action Items Type Responsibility Timeline Anticipated Anticipated Cost Effectiveness Funding Source(s) Policy 2A: Engage in regional planning activities to support implementation of regional transportation improvement projects. Strategy 2A-1. Continue to actively engage in DRCOG committee and board meetings to ensure Mead's interests are represented at the regional level. Strategy 2A-2. Work collaboratively with CDOT PR TOM/ and regional partners to implement roadway CDOT improvements on 1-25 and Highway 66. Strategy 2A-3. Preserve right-of-way for P/S TOM ST future interchange footprints at I-25/Highway 66, I-25/Welker, and I-25/CR 38. Strategy 2A-4. Develop new signage to PR TOM/ enhance the scenic byways to Estes Park and CDOT Rocky Mountain National Park. Strategy 2A-5. Work with Longmont in PR TOM/COL MT M M the development of a connection to Union Reservoir. P/S TOM ST L L -M NA MT -LT H L -M State/Fed- eral L M -H NA ST M M General Fund General Fund/ grant funds SC GOAL 3: A connected and integrated transportation network that provides travel options (multi - modal) and enables mobility for people of all ages and abilities. Strategy/Action Items Type Responsibility Timeline Anticipated Anticipated Cost Effectiveness Funding Source(s) Policy 3A: Incorporate bicycle and pedestrian facilities on the Town's streets where appropriate. Strategy 3A-1. Incorporate sidewalks and bike lanes on Town streets consistent with the Town's typical urban street cross -sections. PR TOM/ As devel- Developers opment occurs M H Strategy 3A-2. Identify optional street cross- P/S (TBCin TOM sections for enhanced bicycle and pedestrian TP update) facilities to be used in mixed -use and higher density areas and where biking and walking activity is expected to be higher. Strategy 3A-3. Identify improvements to enhance the safety of bicyclists and pedestrians crossing major arterial streets like Highway 66. Strategy 3A-4. Connect the on -street bicycle and pedestrian facilities with the trail network to encourage bicycling and walking for recreational and travel purposes. ST L M -H Impact Fees; developer obligations General Fund P/S (TBCin TP update) TOM ST L M -H Strategy 3A-5. Investigate opportunities for a bike share or bike library program. PR (con- nections to be identi- fied in TP update) P/S TOM MT M M -H General Fund; CDOT; DOLA General Fund TOM MT L L -M Impact Fees; developer obligations Town of Mead SC GOAL 3: A connected and integrated transportation network that provides travel options (multi - modal) and enables mobility for people of all ages and abilities. Strategy/Action Items Type Responsibility Timeline Anticipated Cost Anticipated Funding Effectiveness Source(s) Policy 3B: Identify opportunities to leverage existing and future regional transit services to benefit Mead residents. Strategy 3B-1. Capitalize on the Park -n - Ride at 1-25 and Highway 66. Encourage this location as a future regional transit stop. Strategy 3B-2. Coordinate with CDOT's Division of Transit and Rail to consider a Bustang stop. Strategy 3B-3. Develop a strategy for future transit service including working with RTD and nearby communities. P/S TOM LT M -H NA P/S TOM ST L M -H NA P/S TOM/ adjacent communi- ties/ RTD MT L M -H NA Strategy 3B-4. Monitor the progress of the Front Range Passenger Rail Commission that is actively pursuing rail service from Trinidad to Fort Collins along the 1-25 corridor. P/S TOM/ Front ST Range Passenger Rail Com- mission L M -H NA Strategy 3B-5. Identify a location(s) and P/S (TBCin option(s) for a future transit hub, which could upcoming also function as a mobility hub. TP update) TOM ST L M -H General Fund Policy 3C: Identify opportunities to improve human services transportation for individuals with disabilities, older adults, and people with low incomes. Strategy 3C-1. Investigate opportunities for connections to Longmont (especially for seniors). P/S TOM MT M M General Fund/ grant funding/ private funding Policy 3D: Focus on multi -modal transportation connections to bring people Downtown. Strategy 3D-1. Plan for and develop a Downtown trailhead hub that links to and promotes the Town's existing and future trail systems and sidewalks (refer to the Trails Map in Chapter 2 and the Downtown Sub -area Plan in Chapter 3). P/S/ PR TOM ST -MT L -M M URA/ DOLA/ LOCO/ Down- town Mainstreet i, Regulatory Reform (R), Capital Projects (PR), Supporting Plans and Studies (P/S), Coordination (C); Responsibility: See Page 1 of Appendix A for acronyms; timeline: Short-term (ST), Mid-term (MT), Long-term (LT); Anticipated Cost: Low (L), Mid (M), High (H); Anticipated Effectiveness: Low (L), Mid (M), High (H); Funding Source(s). See Page 1 of Appendix A for acronyms Comprehensive Plan Strong Connectivity (SC) Work Plan High Anticipated Effectiveness Low Anticipated Effectiveness 1C-2, am• 2A-2 High Cost Action Item Type: • Regulatory Reform (R) Capital Project (PR) 3A-4 3A-1 a 2A-4 3D-1 18-1 0� j-3 1A-3 tiob 3B-3 1D-4 10-2 • Supporting Plans and Studies (P/S) • Coordination (C) 2A-1 Low Cost Town of Mead Dynamic Parks, Recreation and Open Space (PROS) PROS GOAL 1: Provide a balanced and connected system of recreation facilities, parks, and open space for all ages that promote healthy living. Strategy/Action Items Type Responsibility Timeline Anticipated Cost Anticipated Funding Effectiveness Source(s) Policy 1A: Meet Mead's growing community needs and diversity through support and promotion of recreation programs and activities, and development, improvement and renovation of facilities. Strategy 1A-1. Strengthen and develop partnerships to maximize the available resources within the community for recreation facilities and activities. C TOM/ ST -LT L PROS Committee M NA Strategy 1 A-2. In the short-term, work with other public and private agencies to provide for joint use community facilities to the maximum extent possible, such as Town Hall, local churches, the St. Vrain Valley School District, Carbon Valley Park and Recreation District and High Plains Library District. Strategy 1 A-3. Over the long-term, plan, develop programming, design and construct a multi -use community and recreation center for all ages, working with DOLA to determine the appropriate timeline to apply for a grant that will match the amount set aside in the Town's Recreation Center Impact Fund. Strategy 1A-4. In the short-term, establish collaborative partnerships with the Carbon Valley Park and Recreation District and Firestone to increase the likelihood of future funding for a local community center and other recreational amenities. C TOM ST L M NA PR TOM/ Consultant MT -LT H H DOLA/ GOCO C TOM ST L M NA Strategy 1A-5. Develop Master Plans for Ames Park, Highland Lake and Founders Park. P/S TOM/ PROS Committee/ Consultant/ PC/ BOT ST -MT L -M M DOLA/ GOCO Type: Regulatory Reform (R), Capital Projects (PR), Supporting Plans and Studies (P/S), Coordination (C); Responsibility: See Page 1 of Appendix A for acronyms; Timeline: Short-term (ST), Mid-term (MT), Long-term (LT); Anticipated Cosi. Low (L), Mid (M), High (H); Anticipated Effectiveness: Low (L), Mid (M), High (H); Funding Source(s): See Page 1 of Appendix A for acronyms Comprehensive Plan PROS GOAL 1: Provide a balanced and connected system of recreation facilities, parks, and open space for all ages that promote healthy living. Strategy/Action Items Type Responsibility Timeline Anticipated Cost Anticipated Funding Effectiveness Source(s) Policy 1B: Provide recreational opportunities through a vs ell -connected trail network. Strategy 1B-1. Identify and implement a future Town -wide trail network that connects n eighborhoods to parks, community amenities and services, and regional trails, and includes a signature loop connecting Highland Lake and Mead Ponds (refer to the u pdated Trails Map). P/S/ PR TOM/ PC/ BOT/ PROS Committee MT -LT M H General Fund/ grant funding/ Strategy 1 B-2. Plan for multi -use trails P/S (TBCin TOM/ ST L alongside streets in rural areas to ensure upcoming PROS connectivity for bicyclists and pedestrians TP update) Committee throughout the community (refer to the u pdated Trails Map). Strategy 1 B-3. Continue to require the provision of right-of-ways for connections of identified trails upon platting new developments to create a continuous trail system. Strategy 1 B-4. Complete missing sidewalk PR connections to the trail and street network (refer to the updated Trails Map). Strategy 1B-5. Initiate a feasibility study to P/S TOM/ PC/ connect Mead's trails to the regional trail BOT n etwork and work with relevant parties, in collaboration with landowners and adjacent communities, to design and construct the St. Vrain Regional Trail. M General Fund R TOM/ PC/ BOT As devel- opment occurs (all time periods) L M Develop- ers TOM ST -MT M H General Fund ST L L General Fund Strategy 1 B-6. Provide grade -separated trail PR crossings of major arterial streets. TOM LT H M General Fund/ grant funding/ state/ fed- eral funds Strategy 1 B-7. Investigate the use of existing abandoned rail right-of-ways to expand trail connections. P/S TOM/ ST -MT BNSFRR/ UPRR M M General Fund Policy I C: Create a Town -wide wayfinding signage program. M CIP Strategy 1C-1. Develop a cohesive wayfinding system throughout the Town to direct bicyclists and pedestrians to key destinations such as Downtown, parks and recreational areas. PR TOM MT M Strategy 1 C-2. Identify unique trail, park and P/S open space names that contribute to the branding of the Town and apply them in the wayfinding system. TOM ST L L NA Type: Regulatory Reform (R), Capital Projects (PR), Supporting Plans and Studies (P/S), Coordination (C); Responsibility: See Page 1 of Appendix A for acronyms; Timeline: Short-term (ST), Mid-term (MT), Long-term (LT); Anticipated Cost Low (L), Mid (M), High (H); Anticipated Effectiveness: Low (L), Mid (M), High (H); Funding Source(s): See Page 1 of Appendix A for acronyms !"own of Mead PROS GOAL 1: Provide a balanced and connected system of recreation facilities, parks, and open space for all ages that promote healthy living. Strategy/Action Items Type Responsibility Timeline Anticipated Anticipated Funding Cost Effectiveness Source(s) Policy 1D: Develop a network of pocket, neighborhood, community and regional parks and associated trails and open space as the community grows based on level of service benchmarks identified in the 2011 Open Space, Parks and Trails Master Plan. Strategy 1 D-1. Add a "Parks and Open Space" R TOM/ PC/ ST L M NA zoning category to the Land Use Code to BOT differentiate from Agricultural land uses and u pdate the Zoning Map (refer to the 2018 Future Land Use Plan for specific locations). Strategy 1 D-2. Apply the guidelines as R TOM/ PC/ ST L H NA identified in the Open Space, Parks and Trails BOT Design Guidelines for park dedication as reflected in code modifications. Dedicated open space should not include a stormwater detention or retention facility (unless dual - use play fields) or landscape buffers from oil and gas facilities. Strategy 1 D-3. Require the protection of R TOM/ PC/ ST L M NA water resources, ecologically sensitive areas BOT or wildlife corridors and the protection of lands that have outstanding conservation and educational value to the public. These should be integrated into park areas where possible (refer to the Environmental Constraints Map in Appendix D). Strategy 1 D-4. Parks and open space PR TOM ST -MT M -H M CIP should be physically connected by trails and sidewalks where feasible. Strategy 1D-5. Where feasible, locate parks R TOM/ PC/ ST -LT L -M H NA and trails adjacent to new schools as they are BOT developed. Policy 1E: Foster health, safety and the livability of residents by creating convenient and safe opportunities for physical activity. Strategy 1 E-1. Increase active and passive PR TOM ST -MT M -H H CIP u se of parks and open space for physical activity and encourage residents to access parks by providing accessible and safe routes for walking, bicycling and ultimately, public transportation. Strategy 1 E-2. Promote the local development of programs and facilities that foster health and wellness. PR TOM ST L M NA Strategy 1 E-3. Use educational materials, PR TOM ST L M NA wayfinding and access to natural facilities to promote our access and relationship to n ature and healthy eating. Type: Regulatory Reform (R), Capital Projects (PR), Supporting Plans and Studies (P/S), Coordination (C); Responsibility: See Page 1 of Appendix A for acronyms; Timeline: Short-term (ST), Mid-term (MT), Long-term (LT); Anticipated Cosi Low (L), Mid (M), High (H); Anticipated Effectiveness: Low (L), Mid (M), High (H); Funding Source(s): See Page 1 of Appendix A for acronyms Comprehensive Plan Dynamic Parks, Recreation and Open Space (PROS) Work Plan High Anticipated Effectiveness Low Anticipated Effectiveness isr44 1B-4 16-1 1 D-5 1B-6 10-4 1C-1 ,E14 t • 4111----4nits SO High Cost Low Cost Action Item Type: • Regulatory Reform (R) Capital Project (PR) • Supporting Plans and Studies (P/S) • Coordination (C) Town of Mead An Expansive Natural and Agrarian Setting (ENAS) ENAS GOAL 1: Promote the efficient management of water, energy and waste through a cohesive sustainability program that represents the values of the Mead community. Strategy/Action Items Type Responsibility Timeline Anticipated Cost Anticipated Funding Effectiveness Source(s) WWI Policy 1A: Promote the efficient use of Mead's energy, water and materials through the way we live and e� elop our built environment. Strategy 1A-1. Develop a town -wide Sustainability Plan. P/S TOM/ PC/ B OT/ Consultant ST L -M NI Strategy 1 A-2. Provide access and information to existing programs to facilitate sustainability. Strategy 1 A-3. Recognize buildings, businesses and citizens that have demonstrated a commitment to quality growth and sustainable practices through a town -specific awards program. Strategy 1 A-4. Host community -wide events and demonstration projects centered on water conservation, recycling, composting and environmental sustainability. PR TOM MT L -M M General Fund/ DOLA General Fund PR TOM MT L NI General Fund PR TOM MT L -M NI General Fund Strategy 1 A -S. Support cost-effective green/ sustainability efforts in the design and construction of public buildings and amenities, which gives access to the Department of Local Affairs matching funds. PR TOM MT L -M M General Fund/ DOLA Strategy 1A-6. As part of the public education campaigns listed in this section, include a feature piece on the Town's website that highlights examples set by the Town, which contribute to sustainable design. PR TOM MT L L NA Policy I B: Encourage water conservation and source acquisition and protection efforts.. Strategy 1B-1. Create a Water Conservation PR TOM/ PC/ ST L Task Force for management of acquisition BOT and conservation efforts to work with the Town's water providers. Strategy 1 B-2. Update construction standards and zoning and building codes related to water use and landscape standards, including the addition of more specific recommendations for xeriscaping in this region. Strategy 1 B-3. Continue to work with the C TOM/ water districts to encourage the reduction of LTWD/ water use and the application of best practices LPWD/ from organizations such as Colorado State CWCWD University for guidelines on responsible and appropriate planting and the Department of Local Affairs (DOLA) publications, Water - Efficient Landscape Design and the WaterWise Landscaping Best Practices Manual. M NA R TOM/ PC/ BOT ST L. M NA Comprehensive Plan ST -LT L M NA ENAS GOAL 1: Promote the efficient management of water, energy and waste through a cohesive sustainability program that represents the values of the Mead community. Strategy/Action Items Type Responsibility Timeline Anticipated Cost Anticipated Funding Effectiveness Source(s) Strategy 1 B-4. Initiate a public education campaign on water conservation practices, and publish resources on the Town's website. PR TOM ST L M General Fund Strategy 1B-5. Continue to work collaboratively with Little Thompson Water District on policy decisions and coordinate the location of development and utilities ongoing through the development review process. • C TOM/ LTWD D ST -LT L H NA Strategy 1 B-6. Coordinate with Little Thompson Water District to develop a non - potable water system option to support public facility landscaping and irrigation and ease the regulations regarding irrigation ditch use. PR TOM ST H M -H General Fund Policy I C: Improve energy efficiency and expand the use of renewable energy including solar power. Strategy 1C-1. Work with United Power and Xcel Energy to develop and promote programs and codes that encourage energy efficiency and access to renewable energy. Strategy 1 C-2. Update the Land Use Code to streamline the permitting process for the development of renewable energy projects, similar to Weld County's recently updated regulations. Strategy 1 C-3. Work towards the integration of renewable energy components into town projects that are supported with public funds. C/R TOM/ PC/ ST BOT L L NA R TOM/ PC/ ST BOT L M NA PR TOM ST -LT L -H M NA Strategy 1 C-4. Integrate electric car charging stations as part of future Downtown development, transit hubs and commercial projects. Strategy 1C-5. Develop a working partnership with the High School's Energy Academy and utility companies to examine programs and initiatives to improve energy efficiency in Mead, increase the use of renewable energy and investigate opportunities for pilot programs (e.g. micro - grid). PR TOM ST -MT H M CIP C TOM/ ST Mead Energy Academy L L NA Type Regulatory Reform (R), Capital Projects (PR), Supporting Plans and Studies (P/5), Coordination (C); Responsibility: See Page 1 ofAppendix A for acronyms; Timeline. Short-term (ST), Mid-term (MT), Long-term (LT); Anticipated Cost: Low (L), Mid (M), High (H); Anticipated Effectiveness: Low (L), Mid (M), High (H); Funding Source(s): See Page 1 ofAppendix A for acronyms own of Mead ENAS GOAL 1: Promote the efficient management of water, energy and waste through a cohesive sustainability program that represents the values of the Mead community. Strategy/Action Items Type Responsibility Timeline Anticipated Anticipated Funding Cost Effectiveness Source(s) I' Policy 1D: Improve solid waste management. Strategy 1 D-1. On the Town's website, educate the community on the availability of curbside recycling, improved efficiency, and reduction of cost by identifying preferred providers and consolidating service areas. PR TOM ST L M General Fund Strategy 1 D-2. Continue to work with local C TOM ST L M NA providers to accommodate and encourage precycling and source separation recycling programs such as curbside recycling for households and businesses. Strategy 1 D-3. Encourage a shift from R TOM/ PC/ ST L H NA landfilling solid waste to alternatives that BOT reduce landfilling volume by updating the construction standards to promote the reuse and repurposing of construction materials for redevelopment projects. Strategy 1 D-4. Encourage the innovative PR TOM ST L M General reuse of green waste and promote Fund composting and mulching through public education campaigns featured on the Town's website. Type Regulatory Reform (R), Capital Projects (PR), Supporting Plans and Studies (P/S), Coordination (C); Responsibility: See Page 1 ofAppendix A for acronyms; Timeline: Short-term (ST), Mid-term (MT), Long-term (LT); Anticipated Cost: Low (L), Mid (M), High (H); Anticipated Effectiveness: Low (L), Mid (M), High (H); Funding Source(s). See Page 1 ofAppendix A for acronyms Comprehensive Plan ENAS GOAL 2: Protect the Town's natural resources, agricultural lands and scenic landscapes. Strategy/Action Items Type Responsibility Timeline Anticipated Anticipated Funding Cost Effectiveness Source(s) r Policy 2A: Assure that new growth within the Town preserves the natural setting and scenic viewsheds where appropriate. Strategy 2A-1. Evaluate and redefine the methodology for the dedication of open space within the community, maintained privately and by the Town. R TOM/ PC/ BOT ST L H NA Strategy 2A-2. Upgrade the Land Use Code R TOM/ PC/ ST L H NA [Section 16-2-150 (3)] to ensure that buffers BOT of 100 feet from water bodies are applied. Strategy 2A-3. Promote public awareness PR TOM ST -MT M M NA of Mead's natural resources by increasing access to Mead's lakes, ponds and streams, by promoting the Town's future trail loop system and wayfinding strategy (see SC Goal 3). Strategy 2A-4. Require the dedication of R TOM/ PC/ ST L H NA open space or parkland adjacent to open BOT water and streams consistent with the 100 feet code buffer requirements. Strategy 2A-5. To preserve the character of R TOM/ PC/ ST L H NA Mead, identify key viewsheds and develop an BOT overlay map. Policy 2B: Preserve Mead's rural and small town character through conservation design and the protecttn 4 of large-scale open space and farmland. Strategy 2B-1. Work with local landowners C/ TOM/ PC/ ST -MT M H NA to identify high -priority open space and P/S BOT natural resources for permanent protection through regulation, conservation easements or acquisition. Strategy 2B-2. Work with the Weld County P/S TOM/ WC/ ST -MT M H NA Commissioners and the State (e.g. GOCO) to SOC develop permanent funding resources for open space funding (e.g. a countywide open space sales tax). Strategy 2B-3. Identify and maintain the St. R TOM/ PC/ ST L M NA Vrain Creek Corridor and adjacent farmland BOT as a green edge for the Town (refer to the 2018 Future Land Use Plan). Strategy 2B-4. Connect the natural areas PR TOM MT H H NA associated with lakes, waterways and open space to create a series of east -west greenways and wildlife corridors, including the St. Vrain Creek Corridor, as identified on the updated Trails Map. Strategy 2B-5. Create a "Clustered Residential"zoning category and design standards to allow clustered development, preserving density and open space to encourage future residential areas to develop in a way that is compatible with Mead's natural, agrarian setting and rural character. R TOM/ PC/ ST -MT M H NA BOT Town of Mead ENAS GOAL 2: Protect the Town's natural resources, agricultural lands and scenic landscapes. Strategy/Action Items Type Responsibility Timeline Anticipated Cost Anticipated Funding Effectiveness Source(s) Strategy 2B-6. For key areas, investigate the use of a Transfer of Development Rights (TDR) program with pre -identified sending and receiving zones that could achieve community objectives including rural preservation and attainable housing in targeted locations to support Downtown. Strategy 2B-7. Encourage the preservation of Mead's agricultural history by creating the ability to allow cottage industries (i.e. business or manufacturing activity carried out in a person's home), farm -to - table commerce, continued support of the Farmer's Market Downtown and the promotion of community gardens, fishing, aquaponics and greenhouses. Strategy 2B-8. Integrate agricultural design standards into the Land Use Code that allow for urban agricultural practices including community -accessible food crops within buffer strips along right of ways and alleyways. PR TOM/ PC/ BOT LT L -M H NA R TOM/ PC/ ST BOT L H NA R TOM/ PC/ BOT ST L M NA Strategy 2B-9. Continue to maintain and improve town outreach and relationships with members of the surrounding agricultural community. C TOM ST L M NA Policy 2C: Integrate oil and gas operations where appropriate using context -sensitive design and standards. Strategy 2C-1. Continue to update and R TOM/ PC/ enforce the Town Code to ensure oil and BOT gas development meets State and local requirements that reduce impacts including air, noise, safety, traffic, visual and other factors. ST L H NA Strategy 2C-2. Where possible, oil and gas R TOM/ PC/ wells should be discouraged from being BOT located in prime developable areas so as not to deter from the community's or private property owner's future ability to achieve their vision. ST NA M NA Strategy 2C-3. Where possible, co -locate R TOM/ PC/ major infrastructure including pipelines, BOT and locate oil and gas facilities and their associated buffers against greenways, parkland, and other public facilities. ST NA M NA Type Regulatory Reform (R), Capital Projects (PR), Supporting Plans and Studies (P/S), Coordination (C); Responsibility: See Page 1 ofAppendix A for acronyms; Ili , r i r Short-term (ST), Mid-term (MT), Long-term (LT); Anticipated Cost: Low (L), Mid (M), High (H); Anticipated Effectiveness: Low (L), Mid (M), High (H); Funding Source(s): See Page 1 ofAppendix A for acronyms Comprehensive Plan ENAS GOAL 3: Diversify the local economy to guard against loss of natural resources, increase Mead's overall resilience, and prepare for natural hazards such as fires, drought and extreme weather events. Strategy/Action Items Type Responsibility Timeline Anticipated Anticipated Funding Cost Effectiveness Source(s) ate- o ... .ac •.u._.. .— ♦...... .. �-r z _n_. Policy 3A: Continue to work with Weld County to build on emergency preparedness efforts to increase MX Mead's resilience. Strategy 3A-1. Develop a town -wide P/S TOM/ PC/ ST -MT M emergency preparedness and resilience plan BOT/ consistent with the Weld County 2016 Multi- Consultant jurisdictional Hazard Mitigation Plan. Strategy 3A-2. Consistent with the Hazard PR TOM/ PC/ ST L L General Mitigation Plan, host a town -specific Policy BOT Fund Group training for the Town of Mead Board of Trustees. M General Fund Strategy 3A-3. Consistent with the Hazard PR TOM ST L L General Mitigation Plan, use money appropriated Fund to Public Works in the Town of Mead 2018 budget to equip the Public Works building with access to back-up power. Strategy 3A-4. Determine the highest risks P/S TOM/ PC/ ST L -M M General and appropriate mitigation strategies to BOT/ Fund protect against and recover from extreme Consultant fires, drought and tornadoes. Type: Regulatory Reform (R), Capital Projects (PR), Supporting Plans and Studies (P/S), Coordination (C); Responsibility: See Page 1 of Appendix A for acronyms; Timeline: Short-term (ST), Mid-term (MT), Long-term (LT); Anticipated Cost Low (L), Mid (M), High (H); Anticipated Effectiveness: Low (L), Mid (M), High (H); Funding Source(s): See Page 1 ofAppendixA for acronyms Town of Mead Expansive Natural and Agrarian Setting (ENAS) Work Plan High Anticipated Effectiveness Low Anticipated Effectiveness 2B-4 2B- 1 B-6 1C-4 High Cost Action Item Type: • Regulatory Reform (R) Capital Project (PR) tit -1 �A-4 2B-6 igib tal 2A-5 2A-1 2A-2 2C-1 ti3 M 78-1 7A-5 7A-2 414 -flit 7D-4 7D-7 1A-3 3A-2 3A-3 1A-6 e• • Supporting Plans and Studies (P/S) • Coordination (C) Comprehensive Plan Low Cost I C„: Thoughtful Community Planning, Facilities and Services (TCPFS) TCPFS GOAL 1: Ensure government services, buildings and equipment needs respond to growth with a cost-effective, high level of service to residents. Strategy/Action Items Type Responsibility Timeline Anticipated Cost Anticipated Funding Effectiveness Source(s) Policy 1A: Develop and maintain mechanisms to provide for maintenance of public infrastructure, buildings, equipment and land. Strategy 1A-1. Where feasible and appropriate, locate public facilities within one mile of Downtown to support its vibrancy and create a community heart. Strategy 1 A-2. As the Town grows, designate C/ R a specific location(s) for a future public works facility and police/fire station(s). Strategy 1 A-3. As the Town grows, work with the St. Vrain Valley School District to determine a specific location(s) for a new school(s). See general location of proposed school sites on the 2018 Future Land Use Plan. C/R TOM/ PC/ BOT/ SVVSD/ CVPRD TOM/ PC/ BOT ST -LT L H NA ST -MT L H NA C/ R TOM/ ST -LT L PC/ BOT/ SVVSD H NA Strategy 1 A-4. Update the Land Use Code to include select CPTED (Crime Prevention through Environmental Design) Standards. R TOM ST L M NA Policy 1B: Strengthen collaboration with special districts and utility providers. Strategy 1B-1. Support the Mountain View C TOM/ ST L Fire District to offer the most cost-effective MVFD and highest -quality fire safety services to Town residents. Strategy 1 B-2. Support and work with C TOM/ ST L other service providers such as schools and SVVSD/ libraries to provide facilities to meet the HPLD evolving needs of Town residents. Strategy 1 B-3. Collaborate with the C TOM/ ST -MT L High Plains Library District to identify a HPLD prospective location within Mead for a public library once Mead's population reaches their required benchmark of 5,000 residents. Strategy 1 B-4. Support other special districts C TOM/ ST L serving the Town including the sewer, water Special and metro districts. Districts M NA M NA M NA L NA Type: Regulatory Reform (R), Capital Projects (PR), Supporting Plans and Studies (P/S), Coordination (C); Hh, , See Page 1 of Appendix A for acronyms; Timeline: Short-term (ST), Mid-term (MT), Long-term (LT); Anticipated Cost Low (L), Mid (M), High (H); Anticipated Effectiveness: Low (L), Mid (M), High (H); Funding Source(s): See Page 1 of Appendix A for acronyms TCPFS GOAL 2: Encourage and support community activities to bring together the residents of the community and foster community leadership. Strategy/Action Items Type Responsibility Timeline Anticipated Anticipated Funding Cost Effectiveness Source(s) Policy 2A: Improve public education and information delivery. Strategy 2A-1. Investigate public -private partnerships to leverage fiber optic infrastructure opportunities to improve internet speeds and incentivize prospective businesses to locate in Mead, such as with TDS Telecom. P/S TOM ST L H NA Strategy 2A-2. Plan for the integration of R TOM/ PC/ ST L M NA future technology innovations by creating BOT adaptable spaces within new public buildings that allow for the integration of new technologies. Policy 2B: Continue to encourage residents to become active in the governance and vs ell -being of the Town. Strategy 2B-1. Continue to provide ongoing PR TOM ST L M NA communication with Town residents regarding activities and actions of the Town through activities, social media promotions, in -person meetings and features on the Town's website. Type: Regulatory Reform (R), Capital Projects (PR), Supporting Plans and Studies (P/S), Coordination (C); Responsibility: See Page 1 of Appendix A for acronyms; Timeline: Short-term (ST), Mid-term (MT), Long-term (LT); Anticipated Cost Low (L), Mid (M), High (H); Anticipated Effectiveness. Low (L), Mid (M), High (H); Funding Source(s). See Page 1 of Appendix A for acronyms Comprehensive Plan 109 TCPFS GOAL 3: Promote cooperative planning for growth, de►'elopnient and increased coordination by strengthening relationships and maintaining Intergo►'ernmental Agreements (IGAs) between local governments to address major land use, transportation and infrastructure projects. Work together to ensure new projects are cost efficient, meet individual and shared needs and promote mutual benefit Strategy/Action Items Type Responsibility Timeline Anticipated Anticipated Cost Effectiveness Funding Source(s) Policy 3A: Work with Weld County and adjacent municipalities to deve op agreemen s t at suppor mutually beneficial land use. NA Strategy 3A-1. Update and maintain existing Intergovernmental Agreements (IGAs) with Weld County, Berthoud, Platteville, Longmont and overlapping special districts to help manage growth in an orderly and responsible manner. Strategy 3A-2. Encourage Weld County to maintain rural levels of development unless the area is anticipated to be annexed into the Town, in which case Mead's Comprehensive Plan and Land Use Code would apply. Strategy 3A-3. Work with Weld County and adjacent municipalities on regional land use issues including open space and farmland preservation, municipal boundaries, and greenways and trails expansion. R TOM/ PC/ BOT/ WC/ TOB/ TOP/ COL/ Special Districts ST L H C/R TOM/ PC/ B OT/ WC ST L L NA C/ R TOM/ PC/ ST L BOT/ WC/ Adjacent Municipal- ities (i.e. COL/ TOB/ TOP/TOF/ TOJ) L NA Strategy 3A-4. Encourage Weld County to review and accept Mead's Comprehensive Plan to provide citizens with a consistent message. Strategy 3A-5. Coordinate with ongoing participants and relevant organizations in long-range planning efforts (e.g. CDOT PEL Study). C/ R TOM/ PC/ B OT/ WC ST L L NA C TOM/ WC/ CDOT ST -MT M -H M NA Policy 3B: Create a system of tiered growth areas and land uses that encourage compact growth and a rural, edge that is respective of the vision for the Town of Mead. Strategy 3B-1. Implement a tiered system of R development that encourages compact growth near Downtown, commercial centers and highway corridors, and the reduction of density on the edge of the Town limits. See ENAS Goal 2. Strategy 3B-2. Identify areas for strategic P/S annexation within the next 5 years. TOM/ PC/ BOT ST L M NA Strategy 3B-3. Develop a handbook and PR publish it on the Town's website that provides developers with land use options, tools and incentives that encourage annexation and compatible land uses. TOM/ PC/ BOT TOM/ PC/ B OT/ Consultant ST MT L L -M H L NA NA Type: Regulatory Reform (R), Capital Projects (PR), Supporting Plans and Studies (P/S), Coordination (C); Responsibility See Page 1 of Appendix A for acronyms; Timeline: Short-term (ST), Mid-term (MT), Long-term (LT); Anticipated Cost: Low (L), Mid (M), High (H); Anticipated Effectiveness: Low (L), Mid (M), High (H); Funding Source(s): See Page 1 of Appendix A for acronyms town of Mead Thoughtful Community Planning, Facilities and Services (TCPFS) Work Plan High Anticipated Effectiveness Low Anticipated Effectiveness c•asinmemPagpacvarnammons.eGscalasseasfieremmeenna.ffis High Cost Action Item Type: Regulatory Reform (R) Capital Project (PR) Comprehensive Plan (2A1 SO 41k #2A-2 3A-4 1JA-4 Low Cost • Supporting Plans and Studies (P/S) • Coordination (C) 7 .Y v4A Town of 412.7 fir' t .r• ` •: "'r • r 3M .4 .4 co*" ete h dia+Mwsaissmessesti •0 r• r ,'44,0 tr. t TOWN OF MEAD COMPREHENSIVE PLAN APPENDIX A: GLOSSARY OF TERMS APPENDIX A. GLOSSARY OF TERMS Acronyms: ADA: Americans with Disabilities Act ADUs: Accessory Dwelling Units APA: American Planning Association BNSF: Burlington Northern Santa Fe BOT: Mead Board of Trustees CDC: Center for Disease Control CDOT: Colorado Department of Transportation COL: City of Longmont CPTED: Crime Prevention through Environmental Design CR: County Road CSU: Colorado State University CU: University of Colorado CVPRD: Carbon Valley Park and Recreation District CWCWD: Central Weld County Water District DE: Diverse Economy DOLA: Colorado Department of Local Affairs DRCOG: Denver Regional Council of Governments EEZ: Enhanced Enterprise Zone ENAS: Expansive Natural and Agrarian Setting FEMA: Federal Emergency Management Agency FLUP: Future Land Use Plan FN: Friendly Neighborhoods GOCO: Great Outdoors Colorado HMP: Hazard Mitigation Plan HPLD: High Plains Library District I-25: Interstate 25 ICT: Information and Communications Technology IGA: Intergovernmental Agreement LPWD: Longs Peak Water District LTWD: Little Thompson Water District LUC: Land Use Code MCP: Mead Comprehensive Plan MVFD: Mountain View Fire Rescue District NSFHA: Non -Special Flood Hazard Area OGCC: Oil and Gas Conservation Commission PC: Mead Planning Commission PEL: Planning and Environmental Linkage PIA: Planning Influence Area PROS: Parks, Recreation and Open Space REDI: Rural Economic Development Initiative RLF: Revolving Loans Funds RTD: Regional Transportation District SC: Strong Connectivity SH 66: State Highway 66 SOC: State of Colorado STCC: Small -Town Community Character SVVSD: St. Vrain Valley School District TCPFS: Thoughtful Community Planning, Facilities and Services TDR: Transfer of Development Rights TIF: Tax Increment Financing TIP: Transportation Improvement Program TOB: Town of Berthoud TOF: Town of Firestone TOJ: Town of Johnstown TOM: Town of Mead TOP: Town of Platteville TP: Transportation Plan UGB: Urban Growth Boundary (aka PIA) UNC: University of Northern Colorado UPRR: Union Pacific Railroad URA: Urban Renewal Area V2I: Vehicle to Infrastructure WC: Weld County WCR: Weld County Road Page 1 of 4 Glossary of Terms: Broadband: The Federal Communications Commission defines broadband as Internet connection speeds of at least 25 Mbps downstream and 3 Mbps upstream. Building Code: A set of rules that specify standards for construction of buildings and are in effect for all permits. Capital Improvement Plan/Projects: A schedule and budget for future capital improvements (building or acquisition projects) for roads, utilities and other capital facilities, to be carried out over a specific time period. Community Vision/Vision Themes: A shared dream of the future characterized by long-term idealistic thinking. Provides the foundation for the development of the Goals, Policies, and Strategies. A vision is not a binding goal and may not be achievable in the lifetime of those participating in the drafting of the Comprehensive Master Plan. Complete Street Program: Complete Streets are defined by the American Planning Association as "streets that are designed and operated with all users in mind including motorists, pedestrians, bicyclists, and public transit riders (where applicable) of all ages and abilities to support a multimodal transportation system. A complete street network is one that safely and conveniently accommodates all users and desired functions, though this does not mean that all modes or functions will be equally prioritized on any given street segment". Density: For residential uses, the number of permanent residential dwelling units per acre of land. For nonresidential uses, density is often referred to as development intensity and is expressed through a ratio of floor area to lot size. Design Guidelines/Standards: Standards or criteria that influence the design of a subdivision, site plan, or structure based on its use, location, or other considerations. Downtown Revitalization Fa�ade Grant Program: A Town grant program that offers $5,000 in funding to business owners and residents in the Downtown Mead Area for improvements to the front of the building or to install landscaping, sidewalk improvements, and street furniture in the public right-of-way. Economic Projection: As defined by the American Planning Association, an economic projection is an estimate of future economic conditions (e.g., employment by industry or sector, personal income, public revenue) for a particular jurisdiction or multijurisdictional area. Front Range: The urban corridor east of the Rocky Mountains extending from Cheyenne, Wyoming to Pueblo, Colorado. Future Land Use Map/ Comprehensive Land Use Plan: Establishes preferred development patterns by designating land use categories for specific geographic locations. Goals: A desired ideal and a value to be sought; an end toward which effort is directed. For the purpose of this Comprehensive Plan, goals are statements of community aspirations for achieving the vision, and are implemented through public programs, investments, and initiatives. Page 2 of 4 Green Businesses: The American Planning Association defines a green business as any business offering environmentally friendly products and services through sustainable business models and practices. Green Jobs: According to the American Planning Association, green jobs are provided by agricultural, manufacturing, research and development, administrative, service, or other business activities that contribute substantially to preserving or restoring environmental quality. Green businesses or jobs may include, but are not limited to, those associated with industrial processes with closed -loop systems in which the wastes of one industry are the raw materials for another. Implementation Indicators, Benchmarks, and Targets: As defined by the American Planning Association (APA), indicators allow quantitative measurement of achievement of the Comprehensive Plan's goals and objectives. Benchmarks are measurements of existing conditions against which progress towards the Plan's goals can be measured. Targets are aspirational levels of achievement for a specific goal or objective often tied to a specific timeframe. Establishing these metrics allows for the monitoring of progress in plan implementation. Intensity: When referring to land uses, the extent to which a parcel is developed in conformity with zoning ordinances. Intergovernmental Agreement: A contractual agreement between the City and another governmental entity. Land Use Code: Compendium of municipal ordinances and codes, including zoning regulations. Level of Service: An established minimum capacity of public facilities or services that must be provided per unit of demand, i.e. per new housing unit. Mixed -Use Development: A development type in which various uses, such as office, retail, and residential, are combined in the same building or within separate buildings on the same site or on nearby sites. Mobility: The ability to move from one place to another, or to transport goods from one place to another. Multimodal Transportation: A transportation system that includes several types (modes) of conveyances such as automobile, bicycle, bus, pedestrian, and retail; and appropriate connections between these modes. Planning Influence Area: The PIA is the Town's legal right to influence development. It includes all land within the Town's corporate limits and its planning area, except for property that is already within the boundaries of other municipalities or is subject to existing boundary agreements. Policy: A statement of standard or a course of action that guides governmental action and decision -making. Population Projection: As defined by the American Planning Association, a population projection is an estimate of the future population for a particular jurisdiction or multi -jurisdictional area. For the purposes of this plan, a compounded population growth projection method was used to estimate the Town's future population over the next twenty (20) years based off of low (2.2%), medium (6.0%), and high (12.0%) growth rates identified by Town staff Page 3 of 4 Quality of Life: The personal perception of the physical, economic, and emotional well-being that exists in the community. Redevelopment: To improve and re -use existing buildings; to demolish existing buildings (often in poor condition) and create new ones; or to increase the overall floor area existing on a property, irrespective of whether a change occurs in land use. Retail Leakage: Occurs when there are unsatisfied demands within the trading area, causing the local population to travel to neighboring areas to buy goods. Snapshots (a.k.a. Existing Conditions): An abbreviated overview of baseline conditions that also defines how those conditions and projections influence the development of goals, policies, and strategies for the Comprehensive Plan. Strategies: A plan of action intended to accomplish a specific principle. Urban Growth Boundary: The Urban Growth Boundary, spans almost 50 square miles, includes agricultural land, residential development, parks and open space, oil and gas wells, industrial parks, and limited commercial and retail, and is the area in which the Town has a legal right to influence development. Urban Renewal Areas: Urban renewal is a state -authorized, redevelopment and finance program designed to help communities improve and redevelop areas that are physically deteriorated, suffering economic stagnation, unsafe or poorly planned. Mead uses urban renewal as a tool to improve business areas in Mead by eliminating blight, assisting private development and redevelopment projects, and planning and building public and public - related commercial improvements as necessary to achieve those goals. Vehicle to Infrastructure Communication: Allows vehicles to share information with the components that support the roadway system, which in turn can provide travelers with real-time information. Zoning District: A set of land use regulations enacted by the City to create districts that permit certain land uses and prohibit others. Land uses in each district are regulated according to type, density, height, and the coverage of buildings. Page 4 of 4 TOWN OF MEAD COMPREHENSIVE PLAN APPENDIX B: 2017 EXISTING CONDITIONS REPORT SNAPSHOT: COMMUNITY CHARACTER OVERVIEW Mead's History and Heritage The Town of Mead was founded in 1906 at the junction of agriculture and the railroad. By the turn of the 20th century, homesteaders were settling and farming the plains in northern Colorado. One such farmer, Paul Mead, promoted the sugar beet industry by writing a song suggesting that a railroad would be built following the song's success. The next year, the Great Western Sugar Company constructed a railroad that bisected Mead's property. The community was established on the site that neighboring farmers used to assemble beets for the Great Western Sugar Company to transport to the sugar mill. It took another two years to be officially incorporated as a town, but the land's original homesteaders took a leadership role in platting and developing the community. Mead's founders also had a hand in defining the local culture. They established a moral cornerstone for the Town by writing into the titles of the lots that no 1908 liquor was ever to be sold on the property.' Ironically, once the Town was incorporated, the ordinance pertaining to the new Town board's meetings, procedures, and duties came second to granting the Town's first liquor licenses.'While food production and processing was initially the primary industry driving Mead's local economy, the Town also became a thriving social and commercial hub for the area. Dances and other forms of entertainment were held at Rose Hall, the Town's community center which was later named Roman Hall.3 At its peak, the Town was home to three general stores, a hotel, a combination grocery store and meat market, two saloons, butcher shop, filling station, two auto garages, farm implement company, two livery stables, a lumberyard, blacksmith shop, drug store, plus a second drug store with the post office in the back, lunch room, pool hall, bowling alley, hoe and harness repair shop, bank, newspaper, Ford car dealership, pickle factory, hay mill, pea hulling factory, Kunner's cucumber factory, library, movie theater, fire department, and two doctors' offices.' Local agriculture made the Town bustling but wasn't enough to save it from the impact of the Great Depression. In the 1930s, the Depression crippled Mead's economy and, with the proliferation of cars making it easier to travel to Longmont, few businesses were left in Mead. FOUNDED 1906 INCORPORATED 6\O OVULATION Ftin 2022 NOW ACCOMMODATING GROWTH While remaining a small-town and rural community is integral to the community's identity, regional development pressures to meet growing residential and commercial demand may impact Mead's character. The population of the Front Range and Northern Colorado is forecasted to grow at a faster rate than both the state and the nation. Denver Regional Council of Governments (DRCOG) forecasts nearly 300,000 new residents in Weld County alone. With the regional pressure to accommodate growth, Mead's population is anticipated to increase 40%, to 6,275 total residents in just five years.5 1 Historic Highland Lake Inc (Myra Imogene Mead Cope, 1969) 2 http✓/www.historichighlandlake.org/mead/meadGov.html 3 http://historichighlandlake.org/mead/meadBusiness.html 4 Historic Highlandlake; http://historichighlandlake.org/mead/ meadBusiness.html 5 5 -year population projection is based on Town staff's knowledge of pending and potential future development projects 2 Town of Mead Comprehensive Plan Mead's advantageous location along I-25 will make it a target for both commercial and residential development. With foresight and planning, this growth can be accommodated while still preserving Mead's existing way of life and character so cherished by its residents. The desired location, density and intensity of land uses will be reinforced in the Town's land use code. MEAD'S CHARACTER Mead's small-town feel and rural charm are two intangible assets that have been overwhelmingly expressed by stakeholders as what they love most about Mead. As the Town moves forward, it is important to implement design guidelines and prioritize pieces of Mead's history to incorporate into future development. Many of Mead's historic buildings are concentrated Downtown, which is also the area mentioned most by stakeholders when asked about priority locations to focus on within the Comprehensive Plan. Like many small towns in Colorado and across the country, Mead is focusing on revitalizing and enhancing Downtown through the Downtown Revitalization Fa�ade Grant Program. This helps strengthen the small-town, rural character by leveraging existing assets. Stakeholders agree that restoring the historic fa�ades of the buildings Downtown while occupying them with modem businesses would strengthen the area's aesthetics and encourage more vibrancy within the Town core. a 182 HOMES ELIGIBLE FOR HISTORIC DESIGNATION CONSIDERATION The Town of Mead is home to a unique, historically significant landscape. Roughly 182 homes, just over 13% of Mead's housing stock, were built prior to 1969, making those properties either currently eligible for historic designation consideration or eligible for consideration within the next two years, based on their historic significance to the local history and heritage. In addition to the small-town feel and rural charm, the Town of Mead is bisected by two major highways, I-25 and Highway 66. The areas closest to the intersection of these two roads have developed in a distinctly highway commercial character and offer the opportunity for targeted economic development and improved design standards that will continue to enhance Mead's character. STAKEHOLDER INSPIRATION During small group stakeholder interviews, participants suggested the addition of a development tool to integrate open space and maintain density. Residents overwhelmingly agreed with Randall Arent's approach in Growing Greener, his illustrated workbook which outlines how to design residential developments that maximize land conservation without reducing overall building density: "Simply stated, Conservation Design rearranges the development on each parcel as it is being planned so that half (or more) of the buildable land is set aside as open space. Without controversial 'down zoning; the same number of homes can be built in a less land -consumptive manner, allowing the balance of the property to be permanently protected and added to an interconnected network of community green spaces. This 'density - neutral' approach provides a fair and equitable way to balance conservation and development objective." Source: "Growing Greener: Conservation by Design (Pennsylvania Department of Conservation and Natural Resources, and Natural Lands Trust), March 2009 Left: Photo by Heidi Melocco, 2016 Photo Contest Submission. image Source: Town of Mead Facebook Page Existing Conditions Snapshots. 3 MAP: HISTORICALLY SIGNIFICANT PROPERTIES Highland Lake LEGEND OHistoric Property L.- Historic Area Streets Town of Mead Parks & Open Space Parcels Wcr 36 14 Martin Palmer ari// '.c Fairbairn -2 Fairbairn r E N- r( co Sage c , Dillingham `U ° Dillingham L r=iii. J Welker NE. L Historically Significant Places and Landmarks 1. Richey's Grocery 2. Lorin C. Mead's Home 1875 3. First Blacksmith's Home ca. 1883 4. Cabin/Cafe ca. 1876 5. R.S. True Home "Eastlake" 6. Welty Home 1883 7. R.P. Waite Home"The 8. Ed Kraig Home 1904 9. Mansfield/Coates/True Home 10. Swedish Style Barn 1921 11. George Davis Home ca. 1878 12. Jepperson Home Mid 1880s 13. C.A. Pound Home 1874 14. Fairview Hotel 1890s o o co !9 _ i Wcr 34 15 Kerr Home (Log Cabin) 16. Original Johnson's Corner Gas Station ca. 1942 17. Highlandlake Church 1896 National Register 18. Ren and Carl True Home 19. Highlandlake Pioneer Cemetery 1878 20. United Methodist Church 1907 21. Historic Jail (moved to this location) 22. Caretaker's House 23. Pearl Howlett School (moved to this location) 24. Catholic Church (originally a United Brethren) 25. Grain Elevator 1906 Town of Mead Comprehensive Plan WHAT WE'VE HEARD Issues • The need to preserve the small- town feel and rural character. • Development pressures threaten existing open space vistas that residents cherish as part of Mead's rural character and identity. • Determine strategies to create a balance between economic/ population growth and small- town values. • Downtown's concentration of historic buildings requires ongoing financial support to preserve the area's heritage and character. • Identify methods to maximize the potential economic benefits of having two major highways located within the Town. Highlandlake Church ca. 1900 Original card donated by Mark French March 2017; Photo sourced from Historic Highlandlake's Facebook Page Highlandlake Church ca. 2016 Photo sourced from Historic Highlandlake's Facebook Page Opportunities • Partner with Historic Highlandlake to strengthen efforts for historic preservation. • Capitalize on Mead's longstanding social values —ideals and beliefs such as family friendliness, safety, inclusivity, and hospitality. • Historic places, such as Mead's United Church of Christ of Highland Lake, are important reminders of the community's heritage. Preserving these sites and sensitively integrating them into modern developments will help preserve the rural history and heritage of the area. • Investigate the feasibility of conducting a Historic Resource Survey for the Town of Mead. • Reinforce the location, density and intensity of land uses by strengthening the Town's Land Use Code to protect Mead's existing way of life and small- town character while still accommodating future economic and population growth. • Incorporate planning and design concepts to simultaneously achieve the desired open space conservation and intensity of development. • Continue to pursue grants such as the Downtown Revitalization Facade Grant Program, and explore and apply for additional grant programs such as the Colorado Main Street Program to enhance Downtown. • Actively expand commercial and business park opportunities along the I-25 and Highway 66 corridors with consideration for design elements. Sustainability • Encourage rehabilitation and reuse of existing buildings to limit the consumption of new land, materials and energy. • Strategically design buildings to leverage environmental conditions and implement passive, energy -saving strategies that continue to provide an opportunity for energy savings. Guardian Angels Catholic Church, 2016 Photo by Regina Hubbard, 2016 Photo Contest Submission Image Source: Town of Mead Facebook Page Photo by Paul Marcotte, 2016 Photo Contest Submission Image Source: Town of Mead Facebook Page Existing Conditions Snapshots 5 SNAPSHOT: LAND USE DEVELOPMENT PATTERN The Town of Mead's original core consists of 158 acres along CR 34 and the Great Western Railway, just west of I-25 (shown in blue and labeled 1 on the map to the right). Starting in the 1980s, the Town slowly grew east towards 1-25.1n the 1990s the Town incorporated businesses along SH 66 and I-25, and residential development grew to the north. By 2008, Mead was the fastest growing town in Colorado, with an 8.4% growth rate.6 Even with this accelerated growth, Mead remains a small community and residents are attracted to its small-town feel. The Town's location in the region and accessibility to Longmont and Denver via I-25, position Mead for continued growth. Currently, the Town limits only encompass 12.4 square miles, but the Urban Growth Boundary (UGB) provides the opportunity to grow to 51.5 square miles. This UGB overlaps with the planning influence areas of Boulder, Longmont and Firestone, though inter -governmental agreements (IGAs) are in place to manage growth within these areas. Most recent annexations have occurred to the northeast and southwest of Mead's core, but development has recently slowed. The Town's approach to annexation is to prioritize the acquisition of unincorporated land situated immediately adjacent to its existing Town boundary (approximately 12 sq. mi.) to protect itself from further intrusion into its urban growth boundary (UGB encompasses approximately 50 sq. mi.); to "annex from the inside -out". Current development proposals include Mead Place (residential and commercial), St. Acacius, Westridge (residential and commercial), and Mead Village. Within the current Town limits, DRCOG's 10 -year growth projection anticipates an additional 3,000 single-family housing units and 240 multifamily housing units. DRCOG also predicts significant growth within the UGB/Growth Management Area (GMA) which stretches beyond Town limits at 7,700 single-family and 250 multifamily housing units. -Denve- Post, Census: Data refers to period of 2007-2008 Town of Mead Comprehensive Plan MAP: REGIONAL ANNEXATIONS OVER TIN Larimer Boulder LEGEND 1O6 11 5114) 87 uV 4 63 91 raj 1161 , ' 16 A c i _.� .. _..r.._1047948..........v t32; 73 X7:1 ♦ 9 1 I r. Irani' I 77 c 97 • 59 166;:;R:1 . 99 100 i �� 1098 117 , . r ,R3Ji2i 20x95 -- .Rti-�Q�/Yf�.._.1s. � R 11:1 112 11.3 102��. E TOWN LIMITS 12.4$ nrr;INDP1 1 72 ! :92 A 11 Existing Conditions Snapshots MI r --- -•, 1 Town of Mead Streets County Boundaries Mead Growth Management Area Other Municipalities Annexation Year Before 1980 1981 - 1990 1991 - 2000 2001 - 2010 2011 - Current N AP: MEAD ZONING AND REGIONAL CONTEXT LEGEND C.:1 Town of Mead 1-25 66 Streets 1____j County Boundaries D Mead Growth Management Area Other Municipalities Mead Zoning Agricultural Residential Single Family -Estate Residential Single Family -1 Residential Single Family -4 Residential Single Family -8 Downtown Mixed Use General Commercial Highway Commercial Light Industrial Public County Zoning Agriculture Commercial Employment Industrial Planned Unit Development Residential Town of Mead Comprehensive Plan CURRENT ZONING MIX PURL! AGRICULTURE DOWNTOWN LIGHT INDUSTRIAL COMMERCIAL RESIDENTIAL .w/ MEAD'S LAND USE MIX In general, the local mix of land uses should be efficient and sustainable; ensure a balanced economy; provide a wide range of housing choices; minimize conflicts between incompatible uses; and focus new development within existing and planned infrastructure. Mead's primary tools to influence this mix of future land uses are the Comprehensive Plan and Land Use Map. To ensure that the community grows the way it desires, the Town must continually evaluate the direction established in these documents, as they form the basis for specific zoning and land development code regulations. The majority of Mead has been developed as residential subdivisions dispersed throughout but primarily along the periphery, with most of the commercial and employment uses located along I-25 and centrally within the Town. A very small percentage of land within the Town limits is used for agriculture, public or Downtown mixed -use, with mixed -use only being found in one location Downtown. The current zoning in Mead matches the mix of land uses identified in the 2013 Land Use Map pretty closely, which is a good sign of successful implementation of long-range planning. Existing Conditions Snapshots WHAT WE'VE HEARD Issues • The current focus of commercial development is highway -oriented instead of Downtown -oriented. • There exists a desire to balance density/economic generators with a rural small-town feel. • Mead's agricultural community should be encouraged and supported through land use decisions. • The UGB includes land that is likely to remain semi -rural, would be expensive to service if incorporated, and exceeds the amount of land needed based on population growth. • The UGB overlaps the town limits of Firestone at the southeast. • There is a need for integrated, n eighborhood mixed -use development with local services n ear homes. • Issues exist with land use code clarity, flexibility, usability and predictability. Town of Mead Comprehensive Plan Opportunities • Initiate subarea planning to promote unique and identifiable character. • Annex land early to protect intrusion into the growth boundary, and identify areas for strategic annexations. • Leverage funds for development in the two Urban Renewal Areas. • Capitalize on Areas of Change located along Highway 66, the I-25 corridor, and in Downtown. • Focus new development on infill of vacant parcels within the existing Town limits. • Work with neighboring communities to ensure compatible development through IGAs/boundary agreements. • Leverage the Town's location along I-25 to attract large employers and future bus/ commuter rail station. • Use agricultural land and open space as separators between neighboring communities. Incorporate open space areas along the St. Vrain River to the southeast. ePtablish an IGA with Longmont to access open space to the southwest. Focus commercial development within key centers including owntown and within specific odes along Hwy 66, and CR34. Update land use code regulations o address building form, site esign, compatibility, impact fees, ubdivision design and Planned nit Development (PUD) benefits. ensify the Downtown cor, a Photo by Melissa Stringer, 2016 Photo Contest Submission. image Source: Town of Mead Facebook Page Sustainability • Define a contiguous growth area and encourage desired development (e.g. using incentives/tradeoffs; development agreements) to foster a tiered system of development. • Reevaluate the existing land u se designations from the 2009 Comprehensive Plan, investigate a better land use balance and e nsure adequate provision of opportunities and locations for n ew jobs and employers in Mead. • Develop in a contiguous pattern in tandem with infrastructure improvements. • Plan for a balanced land use mix for fiscal sustainability, characterized by a pattern that includes both residential and nonresidential uses. • Coordinate the land use plan with regional transportation investments, to improve mobility and access for residents. SNAPS I IOT: ECONOMY OVERVIEW Mead's economic conditions are heavily influenced by being a small community with desirable housing in the midst of a region with strong commuting and employment patterns. Mead citizens desire a "complete" community with more jobs, more entertainment and leisure activities, and businesses that meet more of their needs without leaving Town. They would like Downtown to evolve into a community gathering place with a more robust mix of uses and activities. Mead residents accept and even embrace the reality that private development will drive significant population growth in Mead. Most residents commute outside of Town for work. However, the number of jobs and commercial businesses are higher than its population size would typically support. Although it hosts few large employers, its highly educated population has started many small businesses. Thriving industry types relate to transportation access and availability of land; others to meeting the needs of the resident population. As Mead grows, there may be more opportunities to attract a wider variety of industries and more primary jobs. Mead has some characteristics that may be out of sync with community aspirations. These include high commuter rates, limited local primary jobs, and competition from more established job centers that offer amenities that workers desire. Mead also has limited retail including basic goods like grocery or hardware, few restaurants, and too small a population to support or attract new retail. While Mead is welcoming to a wide array of commercial uses, commercial development to date has focused in a few limited industries, and has not always met residents' priority desires. Some uses that serve primarily those outside the community, such as storage, are abundant and seeking to expand. Among the many assets that Mead can leverage to move toward its citizens' vision are: • a highly educated population with high average incomes; • a business and development friendly atmosphere and an entrepreneurial spirit; • a wide range of economic development tools and incentives; • a regional economy that is robust and growing; • a desirable small-town atmosphere; • quality housing; • available land with flexible zoning; and • two interstate interchanges with planned improvements and available land. 1 AVERAGE HOUSEHOLD INCOME 10 41' Si& MEDIAN . OUSEHOLD INCOME • • DIY GRADUATED FROM fl ( HIGH SCHOOL O 40 %HAVE BACHELOR'S DEGREE OR HIGHER Existing Conditions Snapshots 1 i INCOME AND EDUCATION Mead has a higher median household income ($80,064) than three of the Weld County peer communities surveyed (Berthoud, Johnstown, Longmont) and slightly less than two of the Weld County peer communities (Firestone and Frederick). However, Mead has by far the highest average household income out of all the peer communities, at $110,000. Mead also has the lowest proportion of residents living in poverty (1.2%) compared to peer communities.' Mead is highly educated. 93% of the population over the age of 25 has graduated high school, and 40% has a Bachelor's degree or higher. Compared to Frederick, Johnstown and Longmont, this is significantly higher. Berthoud and Firestone each have similar educational attainment levels.8 Mead is part of St. Vrain Valley Schools; a highly desirable and high - performing school district. The St. Vrain Valley School District is ranked 36 out of Colorado's 106 districts.' Firestone and Frederick are part of this same district. Berthoud is part of the Thompson School District, ranked 44 out of Colorado's 106 districts. Johnstown is part of the Weld County School District, ranked 77 out of Colorado's 106 districts. LARGEST EMPLOYMENT INDUSTRIES 12% 14% CONSTRUCTION WHOLESALE TRADE 15% 22% MANUFACTURING HEALTH CARE Mead's school district, the St. Vrain Valley School District, is ranked 36 out of Colorado's 106 total districts. Source: 2016 Colorado Department of Education EMPLOYMENT IN THE TOWN OF MEAD Mead has an estimated 226 businesses and 1,981 total employees, with a 0.45 to 1 employee/residential population ratio. Many businesses are small, with an average of number of nine employees. Compared to peer communities, Mead has the highest proportion of white collar workers (69%); 21% are considered blue-collar, and 9% work in services.10 The largest employment industries are Health Care and Social Assistance (22%); Manufacturing (15%); Wholesale Trade (14%); and Construction (12%). Eight health care and social assistance establishments employ over 430 people." According to the 2011-2015 American Community Survey, compared to peer communities Mead has a high number of workers in Manufacturing; Financial Services; Professional, Scientific, and Administration; and Transportation and Warehousing. After Johnstown, Mead has the highest proportion of workers in Agriculture and Mining (3.5%). Mead has lower employment in Information Services (0.6%) than peer communities. Weld County communities have high rates of residents commuting to work because of a location that is central to both Denver and Northern Colorado job centers, and relatively lower housing costs. Like Berthoud, 97.3% of Mead residents travel outside of the community for work. Frederick and Johnstown both have about 92% commuting rate. Longmont, with nearly 90,000 more people and a larger job base, has somewhat lower commuting rates.'' 7 EST?! 2016 estimates 8 American Community Survey 2011-2015 10year estimates 9 2016 Colorado Department of Education 10 2016 ESR! Business Summary 11 2016 ESP! Business Summary 12 US Census via onthemap.ces.census.gov 12 Town of Mead Comprehensive Plan RETAIL lEAKAGE There is leakage in virtually all of Mead's retail sectors, with the exception of Motor Vehicle and Parts Dealers; Auto Parts, Accessories, and Tire Stores; Building Materials, Garden Equipment, and Supply Stores; and Gas Stations. Some of the retail sectors with the highest "gap" (unmet demand) include Furniture Stores; Electronics and Appliance Stores; Food and Beverage Stores; Health and Personal Care Stores; Clothing and Clothing Accessories Stores; Sporting Goods, Hobby, Book and Music Stores; General Merchandise and Department Stores; Florists; Office Supplies; Used Merchandise; and Special Food Services.13 Mead's Commercial Building Inventory Based on data collected from the Weld County Assessor's databases, the following are estimates on relevant commercial categories in Mead. Note: Longmont and Berthoud were not included, as these communities are not fully in Weld County.14 COMMERCIAL INVENTORY 22 STORAGE WAREHOUSING FACILITIES 19 15% LIGHT INDUSTRIAL MANUFACTURI NG FACILITIES 507,000 SQUARE FEET 52,622 SQUARE FEET i 2% 4 OFFICE BUILDINGS 23,050 SLUARE FEET Roughly 507,000 square feet or 46% of Mead's commercial inventory by square feet is devoted to "Storage Warehousing," or 117 square feet per capita — high compared to neighboring communities. Frederick has nearly 500,000 square feet of storage warehousing as well, but only 38.5 square feet per capita, and Firestone has only 1.4 square feet per capita. Mead has the lowest proportion of office buildings. With four office buildings totaling 23,050 square feet, office buildings make up 2% of Mead's commercial inventory, or 5 square feet per capita. This is a higher per capita rate than Johnstown, but less than Firestone and Frederick's per capita office building space of 10.6 and 17.6, respectively. Mead has a significant amount of space devoted to light industrial manufacturing uses (19 facilities with 52,622 total square feet, and 15% of the Town's total commercial inventory, and 12 square feet per capita). However, the per capita figure is below Frederick and Johnstown by more than 15 square feet per capita. In terms of "retail stores," Mead's square footage per capita is actually the highest among the comparable communities, at 9.4 square feet per capita. Note: there are other building categories in the inventory that could also count as retail, including auto dealerships, neighborhood shopping centers, supermarkets, and mini -mart convenience stores. With those categories added, Mead might be closer to the average or even lower end. Some of the retail sectors with the highest "gap" (unmet demand) include Furniture Stores; Electronics and Appliance Stores; Food and Beverage Stores; Health and Personal Care Stores; Clothing and Clothing Accessories Stores; Sporting Goods, Hobby, Book and Music Stores; General Merchandise and Department Stores; Florists; Office Supplies; Used Merchandise; and Special Food Services. 13 2016 ESR1 Retail MarketPlace Profile 14 Weld County Assessor, Current Inventory, 2017 Existing Conditions Snapshots RETAIL POTENTIAL Despite income and education levels that would appeal to many retailers, Mead's retail potential is currently limited by its small population size. Projected population growth is expected to open up significant opportunity in retail. The adage "retail follows rooftops" is true to an extent. Other rules of thumb include: • "Retailers tend to follow a 50/50/50 rule, meaning the location puts the retailer in view of 50,000 cars per day, 50,000 people and a $50,000 average income. If two of the three exist, a location may be considered."i5 • One general metric for franchises is that they will not have an interest in locating within a community until it has 10,000 residents.' • By one estimate, 1,200 to 1,500 new housing units are needed to build one new block of stores.17 • The proportion of financial support for retail that must be generated locally ranges from 25% to 75%; for isolated retail in new communities, it may be 100%.18 In Downtown Mead, which currently lacks significant non - local traffic, retailers rely heavily, if not solely, on local customers. As the Town grows, there will be more residents to support retail Downtown as well as the opportunity to create small pockets of neighborhood -serving retail within existing or new housing developments. Downtown Mead, Colorado 15 Gibbs Planning Group 16 Assistant Town Administrator Wellington, CO 17 McKinney real estate consultants 18 hops://www.cnu.org/publicsquare/how-calculate-demand-retail One way to determine an optimal ratio of businesses -to - population is to compare the total businesses per NAICS (North American Industry Classification System) category for a larger geography, and apply the ratio to the smaller geography, which in this case is Mead. The businesses per capita for Weld County as a whole multiplied by the ratio of the total population of Mead resulted in the following: • Mead has more construction companies per capita than Weld County has per capita: currently 39 businesses, while the "optimal" number based on population is 19. • Mead also has more manufacturing enterprises than the Weld County per capita rate: 21 manufacturing businesses vs. the "optimal" number of six. • The following bullets highlight retail trade mix in Mead compared to the per capita "optimal:" » » » » Motor Vehicle & Parts Dealers: Mead has eight in this category, compared to the "optimal" number of three. This is consistent with the retail leakage data, which found oversaturation. Electronics & Appliance Stores: Mead currently has no retail stores in this category, but the per capita data suggests Mead could support at least one store. Building Materials, Garden Equipment & Supplies: Mead has five businesses in this category, but the "optimal" number might be closer to two or three. This is consistent with the retail leakage data, which found oversaturation in this category. Food & Beverage Stores: While the per capita numbers suggest Mead is over -served by Food and Beverage stores, the retail leakage data suggests there is considerable unmet demand. Moreover, the sheer number of businesses might be less useful, particularly for food retail, as quality of the products and size of store can be another story entirely not reflected in the data. Clothing & Accessories Stores; Sporting Goods, Hobby, Book, & Music Stores: The per capita indicators suggest Mead could support another small store in these categories. Mead could also support at least one Health and Personal Care store. 14 Town of Mead Comprehensive Plan SALES AND PROPERTY TAX BASE More than half (54%) of Mead's 2016 sales tax revenue was derived from one category: "Administration and Support and Waste Management and Remediation Services."19 The Town's second largest sales tax contributor in 2016 was Retail Trade, at 17%. The amount of retail trade sales tax collected has increased more than 350% from $67,000 in 2012 to $246,000 in 2016. Mead's third and fourth largest sales tax contributors are Wholesale Trade (7%), and Utilities (4.5%). Mining, Oil and Gas contributed 3.7% in 2016. While the percentage of total sales tax revenue is modest, this category has increased drastically in the last few years from just $90 in 2012 to $52,857 in 2016. The oil and gas industry contributes only 3.7% of Mead's total sales tax revenue. However, property tax is the largest source of revenue associated with the industry. In 2016, roughly 46% or nearly $650,000 of the Town's property tax revenue was attributed to the oil and gas industry. In 2008, that number was only 9%, and it has grown annually. By comparison, only 13% of Mead's total property tax revenue came from commercial properties; 30% from residential; 10% from industrial and 1% from agricultural. The oil and gas industry benefits municipalities in the short-term, but the industry is not necessarily a sustainable or a reliable revenue source in the long-term. The average lifespan for a well in the Denver-Julesburg Basin, mostly located in Weld County, is 11 years.'' In today's market with the price of oil, that lifespan may be even less, because operators are looking to extract as efficiently as possible. Moreover, there are growing safety concerns with wells in Northern Colorado, as reactions to recent deadly gas -well fires in Mead and Firestone indicate. Citizens are increasingly weary of the environmental, economic and safety impacts of oil and gas mining. TRAFFIC Mead's location along the I-25 corridor, between Fort Collins and Denver, is a big selling point. However, travel times from peer communities are not starkly different from Mead. Therefore, Mead may have a geographic comparative advantage relative to small communities in other parts of the state, but not necessarily relative to Firestone, Berthoud and Johnstown. Food -related retail, if added, could then increase Mead's livability, potentially accelerating population growth. Retailers are increasingly looking beyond urban centers to locations that are not far from the metro area and have an elevated rooftop to retail ratio. With its proximity to the Front Range metro areas and an increasing number of housing starts, Mead could begin to catch the eye of retailers. INDUSTRY GROWTH PROJECTIONS The Colorado Department of Labor and Employment released 2015-2025 industry employment projections for both the Fort Collins -Loveland Metropolitan Statistical Area (MSA) and the Greeley MSA (Greeley MSA encompasses all of Weld County).'-' The following industries have a projected annual employment growth rate (average for Fort -Collins and Greeley MSAs) above 3%: Accommodation and Food Services; Construction; Health Care and Social Assistance; Professional, Scientific, and Technology Services; and Wholesale Trade. The industries projected to decline by 202.5 include Information and Utilities. While the Fort Collins -Loveland MSA does not have projections for the mining industry, the Greeley MSA projections indicate an average annual loss of 4.4%. Manufacturing employment is expected to increase from 3% annually in the Greeley MSA and only around 1% annually in the Fort Collins -Loveland MSA. 19 Town of Mead Sales Tax Reports 2012-2016 20 CPR article 2015 httpi/www.cpr.org/news/story/colorado-whats-lifespan-oil-and-gas-well 21 COLMI Gateway Existing Conditions Snapshots 15 Using the average percent change from the Fort Collins - Loveland MSA and the Greeley MSA projections, the following indicate potential net gain in jobs for each industry in Mead, starting with the highest predicted employment gains. These are baseline projections that do not account for business attraction efforts, policies, or other potential interventions that may change trend lines. • Health Care and Social Assistance: 183 • Construction: 94 • Wholesale Trade: 93 • Manufacturing: 68 • Retail Trade: 38 • Professional, Scientific, and Technology: 28 • Accommodation and Food Services: 26 • Other Services (except Public Administration): 22 • Educational Services: 17 • Transportation and Warehousing: 9 Mead does not currently have a competitive advantage for manufacturing. Resident stakeholders have voiced a desire for certain higher -level manufacturing (e.g. "clean, responsible and safe manufacturing" or "high-tech companies with a low environmental footprint" suggested below). • Clean, green energy • Clean, responsible and safe manufacturing • High-tech companies with a low environmental footprint • Industrial hemp • Medical technologies • Online distribution centers • Professional offices — e.g. dentists, CPAs, design firms, etc. • Robotics and drones • 11...••••••••••••••Wair, I 22 Town of Mead Planning Staff Report May 30, 2017 NEW COMMERCIAL DEVELOPMENT IN MEAD The Locations and Projections The Town has dozens of recently proposed or approved commercial, residential, and mixed -use developments. According to available maps, staff reports, and conversations with Town staff, most of the developments will occur on raw land, and many are adjacent to I-25 or other major routes like SH 66, Route 32, and Route 34.22 There are at least three business park or industrial park concepts approved, platted, or proposed. They include the Cottonwood development; the further commercial build - out of the Lyons 66 Pacific development just south of SH 66; and the commercial and light industrial build -out of the Ritchie Bros. property. Mixed residential -commercial developments are slated for Mead Place, Welker Farms, and Westridge. Mead Place is proposed to include 300 single-family units, 250 multifamily units, and a significant portion of compact commercial development. Welker Farms could include up to 130 single-family units plus commercial uses. Westridge is platted for up to 500 residential units, plus commercial, on nearly 300 acres in between the Downtown area and I-25. Town staff believes the Westridge concept has the opportunity to utilize best practices in compact mixed -use design and become a major commercial node. Recently proposed Downtown developments include the Mead Towne Center concept; a two-story, mixed -use building located at the south end of Main Street. Proposed uses include a restaurant, coffee shop and upper -level office and apartments. Housing -only proposed developments include St. Acacius (130 lots), Sorrento (200 housing units at 3 units per acre), Range View Estates (up to 80 lots), Mead Village (395 housing units), Coyote Run (240 housing units) and Copper Homes (350 housing units). Copper Homes is a concept with an urban agricultural theme, being designed by Matrix. Another large-scale development — Barefoot Lakes — is technically in the Town of Firestone but Mead - adjacent, and is slated to add 3,500 new households. FUTURE COMMERCIAL nt, DEVELOPMENT IN MEAD • BUSINESS OR INDUSTRIAL PARK CONCEPTS • RESIDENTIAL -COMMERCIAL MIXED USE MEAD TOWNS CENTER (DOWNTOWN) 16 Town of Mead Comprehensive Plan WHAT WE'VE HEARD: Issues • Gateways to Mead (e.g. highway interchanges) do little to market Mead, its amenities, and quality of life. • Storage uses occupy parcels that could attract higher and better u ses more aligned with Mead's ✓ ision. • Lack of a compact, walkable Downtown core, and other quality of life amenities that would attract younger, skilled talent and e mployers. • Lack of a critical mass of businesses, particularly Downtown. Retail potential currently limited by population size. • Lack of key retail options including restaurants and grocery retail. Retail leakage data suggests u nmet demand in virtually all retail sectors. • Too few housing options (typologies and price points). • Oil and gas, a major source of property tax revenue for the / Town, is not a sustainable revenue source. f • Information and utilities industries are projected to decline, slightly, over the next ten years. Existing Conditions Snapshots 17 Opportunities • Attract resident -serving uses that meet the needs of existing and future residents. Key uses that can enhance residential demand include grocery and a variety of restaurants. • Protect potentially catalytic parcels to ensure they serve Mead community needs first. • Market Mead's quality of life, small-town feel and rural character. • Employ best practices in policy, design, zoning and recruitment to e nhance Downtown to meet the n eeds of existing residents and attract new residents. • Design new commercial and residential centers as complete n eighborhoods. • Invest in design upgrades at the 1-25 interchanges that signal Mead as a community of exceptional quality and character. • Develop a branding and marketing campaign that targets primary employers and commercial developers in key industries. Initiate a study to determine the exact industries Mead should target. • Market Downtown to travelers as a family -friendly place to stop (playground, pet relief, dining, easy parking/circulation for trailers and RVs) and including marketing and signage along other corridors (e.g. SH 66) on the way to Rocky Mounta' . National Park.w • Manage storage unit supply. The prime land around 1-25 interchanges might be best designated for other uses, such as higher -serving public and commercial uses. Moreover, financial incentives such as TIF could be granted for new job - creating activity in these zones. • Support new compact, mixed - u se housing developments, including the proposed Westridge development that would fill in the gaps between Downtown Mead and 1-25. Sustainability • Re-evaluate reliance on oil and gas revenues. • Mead is similar to other small communities, but can differentiate by offering amenities like a grocery store, diversity of housing opportunities, and mixed -use walkable centers and n eighborhoods. • Support population growth to reach critical retail thresholds. • Develop complete neighborhoods with a range of small commercial n odes and a mix of housing types in new development, with units for typical working families and young professionals, as well as u nits that seniors can age in place. While retailers' desired traffic counts and population thresholds are not present Downtown at this time, or in the near term, the 1-25 interchange sites represent key opportunities to bring ret now that serves residents an coil) SNAPSHOT: RESIDENTS & HOUSING POPULATION Mead is one of the smaller rural communities along the Front Range with an estimate of just under 4,400 residents. While still small, the Town has more than doubled in size since 2000, and has seen one of the region's highest rates of population growth since 2010. By total population numbers, this amounts to about 150 new residents per year. Population forecasts based on pending and potential future development projects show a 40% increase in Mead's population over five years, swelling to about 6,275 residents.' Using low (2.2%), medium (4.25%), and high (6%) population growth estimates, Mead's population could grow to anywhere between 6,965 to 8,1.58 total residents by 2027. By 2037, Mead's population could total anywhere between 8,346 and 11,923 residents. Given the anticipated increase over the next ten to twenty years, increasing residential density will be necessary if no new land is annexed. RESIDENT PROFILE tilV Nifirth• • • iviftLIJ Mead residents are slightly older than both FAMILIES 111 • the region and state median age. Without a college campus or professional training 84°70 t�center nearby, there is a smaller group of 20 -30 -year old's living in Mead. Families OF HOUSEHOLDS account for 84% of all households in Mead, but the average family size is smaller. Together, this shows a more family - oriented community than all other municipal neighbors, with a higher number of parents that started families later in life. Four out of five Mead residents identify as white, yet Mead has a higher percentage of Asian residents than Weld County or the state. This mirrors the number and origin of foreign -born residents in the Town. EXISTING HOUSING The vast majority of the housing stock in Mead is owner -occupied, with less than 5% of the population renting. Residential neighborhoods in Mead consist almost completely of single-family homes, 80% of which has been built since 1990. There are also a number of very old homes that date back to the first part of the 20th century, but overall Mead's housing stock was rapidly built in just the past two decades. In contrast to all other neighboring municipalities and counties, almost half of homes in Mead have four or more bedrooms, indicating much larger homes on average. The cost to live in Mead is also quite a bit higher than surrounding municipalities or the state on average, due in large part to the construction quality and size of modern homes. The median home price in Mead is $300,200, higher than all neighboring municipalities and the state, and median monthly rent is estimated at $2,183. The average home price per square foot rose to $200, up from $193 over the last year. This is relatively more affordable compared to Berthoud ($234/sq. ft.), Erie ($232/sq. ft.), and Longmont ($243/sq. ft.), but more expensive than Firestone ($183/sq. ft.) or Frederick ($196/sq. ft.).24 MEDIAN HOME PRICE 300,200 23 5 -year population projection is bused uri l own staff's knowledge of pending and potential future development projects 24 Trulia.com Real Estate Overviews 18 Town of Mead Comprehensive Plan MULTIGENERATIONAL HOUSING According to the Colorado Division of Aging, Colorado residents are living and staying active much longer than past generations. In Colorado, one in four residents will be over 60 years old by 2040,25 and the largest portion of the population will be seniors and millennials. Unlike most Colorado communities that are already starting to see larger senior populations, there is a dip in the number of Mead residents in the older age brackets. There are currently very few older seniors living in Mead (over 75 years). In part, this can be traced to residents choosing to downsize or move closer to family after retirement, or possibly to the lack of local nursing and elder care facilities. Changing regional and state demographics may pressure Mead to provide adequate housing and lifestyle options and amenities for these age groups. This means that the ability to 10.00% 20.00% 30.00% live in one's home as they grow older — or age in place- is increasingly important to residents. Unless seniors choose to move to a lifestyle community or downsize after retirement, residents are expecting to be able to live in their homes and be active in the community until they need more specialized care. If the option is available, residents will often prefer to stay in their community even if they have to change their housing arrangement. Without a range of housing sizes and types in Mead, aging residents must leave the community. HOUSING NEEDS CHANGE FOR DIFFERENT AGE GROUPS NURSING CARE/ASSISTED LIVING ACTIVE SENIOR/DOWNSIZING MOVE -UP HOME WHAT WE'VE HEARD AG t 70+ 60s 50s 40s 30s 20s <20 0.00% FIRST-TIME HOME APARTMENT RENTING Issues Sustainability • There is a lack of multigenerational housing options; many of residents' grown children could not afford to live in Mead. • It is difficult for residents to age in place without active adult communities and senior housing options. • Multifamily and affordable housing developments need to be compatible and blend with the existing areas. • Maintain housing affordabijity. • There is very little housing affordability. vi lot c; oy Holly Vejr-ostel- Image Source: }own of Opportunities Opportunities • Design high -quality housing and neighborhoods to attract new residents and investment. • Integrate opportunities for seniors to downsize but remain in Mead (e.g. patio homes). • Create neighborhoods instead of subdivisions. • Locate homes in proximity to schools, parks, shops and services to encourage active transportation and social interaction. • Add new multifamily and senior housing options to broaden multi -generational appeal and improve livability for all ages. • Provide a range of housing sizes, configurations, tenures, ownership structures and price points to accommodate varying lifestyle choices and affordability ds. 25 DRCOG: https://dreog.org/services-and-resources/denver-regional-visual-resources/aging-population-by-county Existing Conditions Snapshots 1 SNAPSHOT: TRANSPORTATION OVERVIEW Importance of Transportation Transportation is a basic human need that affects daily quality of life. Mead residents require transportation to get to work, school, medical facilities, recreational amenities, shopping, and community and social activities. A well-connected and efficient transportation network allows access to higher paying and varying job types, a wider selection of housing options and more convenient health and human services. An integrated multimodal transportation system allows residents, employees, and visitors of Mead the freedom of personal mobility and choice of how to travel —whether it's walking, biking, driving, carpooling, or riding public or private transportation. As Mead moves forward, a multimodal transportation network that embraces emerging technologies in transportation (e.g. autonomous vehicles and shared -use mobility) and leverages Mead's strategic location proximate to regional travelers on I-25 and tourists on SH 66 will be critical in helping Mead grow while maintaining the small-town character that residents have come to love. MEANS OF TRAVEL PATTERNS 79% Means of Transportation to Work TRAVEL TO p The automobile remains the predominant means of travel to work for WORK Mead residents; 79% drive alone to work, and 5% carpool. Alternative travel modes account for only 1% of work trips. A relatively high percent (13%) of Mead residents work from home. is ,So÷ act 30,092 ANNUAL AVERAGE HOUSEHOLD VEHICLE MILES TRAVELED Transportation and Housing Costs Transportation and housing costs in Mead are high; residents spend approximately 64% of their income on housing and transportation (45% is desired to be considered affordable). Annual average transportation costs in Mead are over $15,600 per household. On average, households in Mead own 2.11 automobiles and travel over 30,000 miles per year.'- The average travel time to work for Mead residents is just over 23 minutes.'-' 2.11 AVERAGE AUTOS PER HOUSEHOLD ANNUAL AVERAGE TRANSPORTATION COSTS PER HOUSEHOLD IN MEAD $15,649 26 Center for Neighborhood Technology (CNT) H+P Fact Sheet. 27 American Community Survey, U.S. Census Bureau (5 -Year Estimate, 2011-2015) 20 Town of Mead Comprehensive Plan 98 970 OF WORKING RESIDENTS TRAVEL OUTSIDE OF MEAD FOR WORK OF MEAD'S WORKFORCE OCOMMUTES IN Employee Inflow and Outflow An estimated 97% of working residents commute out of Mead while 98% of Mead's workforce commutes in.28 This trend is indicative of the need for jobs that better align with residents' skills, but this pattern is likely to continue with strong job bases in Longmont, Denver, Boulder, and Fort Collins. Future connections to high -quality regional transit services will be important for Mead residents and workers to have commuting options. Access to Alternate Modes Across the United States, older adults (65+) are putting more emphasis on how and where they choose to age. While many older adults want to "age in place," many are also now making purposeful decisions about where they want to spend their retirement years based on the availability of public transportation, mobility options and access to goods and services. When older adults and other vulnerable populations can easily and safely access public transportation, they are able to continue to meet their basic needs and travel to medical appointments, shopping, and social and recreational activities without having to drive or rely on others. Today, approximately 3.3% of households in Mead do not have access to a vehicle.29 As the population ages, the percent of the population that relies on alternate forms of transportation is expected to increase, underscoring the importance of planning for public transportation, bicycle and pedestrian modes, as well as leveraging emerging technologies in transportation. Walk Score Walk Score is a measure of walkability — the higher the score, the easier it is to get around by foot. Originally created for real estate purposes, Walk Score can also be used to assess a community's overall walkability. The Walk Score calculation awards points based on the distance to the closest amenities including businesses, parks, theaters, schools and other common destinations 30 Mead has a Walk Score of 26, indicating car -dependence; that is, most errands require a car. While some nearby communities similar in size to Mead also have a low Walk Score, other communities like Berthoud, Frederick and Johnstown are categorized as "Somewhat Walkable," meaning that some errands can be accomplished on foot. WALK SCORE CAR DEPENDENT 11 26 27 37 39 fir ERIE ON " A A MEAD MILLIKEN PLATTEVILLE FIRESTONE 28 Longitudinal Employer -Household Dynamics (U.S. Census Bureau) 29 American Community Survey, U.S. Census Bureau (5 -Year Estimate, 2011-2015) 30 Walkscore.com r5g SOMEWHATWALKABLE Go A��,1 k k k BERTHOUD FREDERICK JOHNSTOWN Existing Conditions Snapshots 21 Bicycle Activity A bicycle activity heat map from Strava (a leading exercise smartphone application) is shown below. The heat map shows bicycle routing patterns. In the Mead area, the highest bicycle activity is found on County Line Road, on 3rd Street south of SH 66 (in the vicinity of Mead High School) and along a loop in the eastern portion of the planning area along CR 17, SH 66 and CR 19. STRAVA BICYCLE ACTIVITY HEAT MAP: A -7 T 6 6 C) O cx z 0 w COUNTY 8034 Highland Lake COUNTY R1 S74 STATE HWY 66 STATE HWY 66 Liberty Union Reservoir cp? o COUNTY RD 26 rr.i)t:'Y Fry P O c as uNnOJ 0 COUNTY RD 38 Walker Maloy i6 1 n g CCAJNTV R0 Z8 1 A O O . e, r....ari vial COUNTY RI) 36 COUNTY RD )4 C ct z COUNTY RD • 0 'COUNTY RD 3$ 6 COUNTY RD 36 r. U COUNTY RD 34 COUNTY RO 32 COUNTY RD 32 STATE HWY 66 COUNTY RD 13 C STATE HWY 66 ri i1 Gm ALNllOD n 2 Z 1 COUNTY Fir) 34 Gowanda a 1 Wildcat 9 8l Ub AIP4nOn COUNTY RO334 COUNTY RD 26 COUNTY rtD 26 z STATE ► WY a Town of Mead Comprehensive Plan EMERGING TRENDS A number of emerging trends are influencing transportation in Colorado and throughout the nation. Shared -use mobility options (e.g. Uber and Lyft) are growing in popularity. Technology in transportation is advancing quickly, with technological innovations in vehicles, the transportation network and interactions between the two. Some new technologies are already seeing widespread implementation to improve safety and traffic flow in Colorado. As technology transforms transportation systems across the country, communities like Mead are trying to position themselves for this ever-changing market even though there is much uncertainty about these technologies. Changes in Information and Communications Technology (ICT), for example, dramatically changed how people travel and transport goods in the last 10 years in ways never imagined, including GPS enabled real-time traffic data and the ability to have information at our fingertips with smartphones. Although the specific forms and timing of emerging technologies in transportation will vary and cannot be predicted with certainty, innovations with the potential to dramatically influence transportation are certainly on the horizon. Mead should actively monitor these technologies because changes are occurring at a rapid pace requiring communities to be nimble and open to potential changes. CURRENT FACILITIES There are several recent and ongoing plans that provide information and recommendations relevant to Mead's transportation system: • Town of Mead Parks, Open Space and Trails Master Plan (2011) • Town of Mead Transportation Plan Update (2013) • SH 66 Planning and Environmental Linkages (PEL) Study (Ongoing) The first two plans provide town -wide inventory and recommendations that are being used as a starting point for the transportation element of this Comprehensive Plan update. The SH 66 PEL is being led by the Colorado Department of Transportation (CDOT) with Mead and other communities and counties along the 20 -mile corridor serving on the Technical Advisory Committee and the Executive Committee. The purpose of the SH 66 PEL is to develop and evaluate multimodal improvements to reduce congestion, improve operations and enhance roadway safety in the corridor. Mead is situated along I-25, with two interchanges providing access into Mead — one at Welker Avenue and one at SH 66. SH 66 is a CDOT-owned facility that serves as a primary route between I-25 and Rocky Mountain National Park. Mead's arterial roadway network predominately follows the section lines and is complemented by a network of local and collector streets that provide access within residential and commercial areas. Forty-eight miles of the roads within Mead's UGB (excluding I-25 and SH 66) are paved and the remaining 33 miles are gravel roads. All roadways in Mead are two -lanes and most do not provide paved shoulders. Traffic volumes along 1-25 through Mead have increased approximately 6 % over the past five years. Along SH 66, traffic volumes have increased 20 to 25 % in the Mead year in the same time period. The increase in regional traffic along these corridors has resulted in more congestion. The intersection of SH 66 and 3rd Street, for example, operates with high levels of delay, particularly during the morning peak hour. DRCOG's land use and travel demand model forecasts over 2,800 additional households and nearly 800 new jobs within Mead's UGB by 2040. With the local growth, along with overall growth in the region, traffic volumes in Mead are expected to continue to increase. Growth in and around Mead will necessitate paving some of the gravel roads, and some of paved roads will need to be widened to accommodate future travel demands. Vehicle crash information provided by the Weld County Sheriff's Department details information about the location, frequency, and severity of crashes in Mead. Over the past five years, an average of 113 vehicle crashes have occurred in Mead, including on I-25 and SH 66, where the majority of the crashes have occurred. The two intersections along SH 66 within Mead's Planning Influence Area with the highest crash frequency are County Line Road and 3rd Street.31 CRASH HISTORY 31 SH 66 Planning and Environmental Linkages Study; Corridor Conditions Report, June 2017 2014 137 2015 101 Existing Conditions Snapshots 23 MAP: EXISTING ROADWAY SYSTEM —111IN0PM<4 0 PSIS I I Of NM IN II I ;0) i36; 5' �atntttMta=■s.aaatt�taa�aa�tt�tt�tttt�tt�ttttfsf i#ff p • 7 19 I PT3 66 5 7; P 13! 15! ,• 3, • 8' 66 9•'•_ �41.41.01104110t° w 'a o r' .t Co., �,.00 font ta w 4 w o' rase • C t'') ica LEGEND Paved Roads Unpaved Roads Town of Mead Urban Growth las Lem, Area Boundary Over the last few years, the Town has initiated various capital improvement projects in an effort to respond to expressed citizen concern regarding poor road conditions in several areas throughout Town, and make strides to enhance Mead's overall character. Town of Mead Comprehensive Plan MAP: EXISTING TRAFFIC VOLUMES AND FUTURE (2040) FORECASTS 66 NORTH LEGEND Existing Daily Traffic Volumes 0 35,000 70,000 140,000 2040 Traffic Volume Forecasts -11 35,000 70,000 140,000 Town of Mead Ho Urban Growth Boundary Existing Conditions Snapshots Currently, Mead residents do not have direct access to public transportation. The Regional Transportation District's (RTD) boundary ends at the Boulder County Line and does not service Mead. Bus stops in Longmont provide the nearest access to regional transit service — to Denver, Boulder and Fort Collins. Mead currently has nine miles of trails — four miles of private access trails and five miles of public access trails. The recently constructed trail along 3rd Street (from Welker Avenue to Adams Avenue) is an excellent example of a shared -use path that can be used for recreation and travel purposes. The development of a trail network was one of the most common desires expressed by stakeholders about the transportation system. The Parks, Open Space and Trails Master Plan identifies a network of trails to be built over time. The trail network will serve as the backbone of the bicycle and pedestrian network in Mead, providing a low - stress environment that accommodates people of all ages and abilities. An on -street network of bicycle facilities and sidewalks will complement the trail network, expanding the system to all for walking and biking to be used as viable travel options to get between destinations in Mead and the surrounding area. Today, most of Mead's roads are two lanes without shoulders and do not adequately accommodate bicyclists. As traffic volumes increase, the need for separate, designated facilities such as bike lanes or shared -use paths alongside the road will become increasing important to provide a comfortable and riding experience. Sidewalks exist on the local streets within the downtown area and some of the residential neighborhoods, making them very walkable. Other residential neighborhoods in Mead maintain a more rural feel without curb and gutter or sidewalks. WHAT WE'VE HEARD Issues • The posted speed on SH 66 is high (60 mph) and is not conducive to travelers enjoying the Town of Mead and creates a safety concern. • SH 66 acts as a barrier to walking and biking, particularly between residential areas north of SH 66 and Mead High School, south of SH 66. • The vast majority of Mead residents travel outside of Mead for work, and the vast majority of employees in Mead reside outside of Mead. With no public transportation serving Mead, these commuting patterns result in long-distance drive commutes for Mead residents and employees. • As Mead's population ages, there will be an increased need for mobility options for seniors as well as children who cannot drive and those who do not own a car. • As Mead grows, roads will require paving and widening. Not only are transportation capital projects expensive, they add to the maintenance requirements of the Town. Several stakeholders identified the surface condition of Mead's roads to be unsatisfactory. Opportunities • Mead is situated in a strategic location along two important highways -1-25 and SH 66.1-25 carries 80,000 vehicles per day (vpd), offering an opportunity for Mead to act as rest stop for travels. Mead's two 1-25 interchanges (Welker Avenue and SH 66) provide economic development opportunities. SH 66 acts as a gateway into Estes Park and Rocky Mountain National Park; there is an opportunity for unique and inviting development along the SH 66 to attract tourists to linger in Mead. • Coordinate with CDOT on the SH 66 PEL to develop an access control plan that will support Mead's desired economic development plans, and establish a grid system in the surrounding areas to enable traffic circulation. Town of Mead Comprehensive Plan Opportunities Cont'd. • Improve access and mobility through multimodal transportation options such as enhanced trail connections, complete street designs and creative design solutions to slow traffic and create a walkable e nvironment. • Designate some roadway corridors as urban while others should be designated to remain rural. • Consider becoming a part of RTD to bring public transportation to Mead. This involves a 1% sales/ u se tax and must to go to the vote of the people within the desired service area. • Consider working with other n earby communities outside of RTD's boundaries to create a small public transportation service. • Coordinate with CDOT's Division of Transit and Rail to consider a Bustang stop proximate to Mead. • Coordinate with CDOT's Division of Transit and Rail to encourage future high-speed rail service along 1-25 (the 2014 Interregional Connectivity Study identifies rail from Pueblo to Fort Collins). • Position Mead for emerging technologies in transportation including shared -use mobility and autonomous vehicles. • Pursue grant opportunities (e.g., Energy/Mineral Impact Assistance Fund Grants) to help mitigate the impacts of the oil and gas industry on Mead's roads. ! Connect Downtown, neighborhoods and natural areas (e.g. Highland Lake) with trail network to encourage walking and biking for recreational and travel purposes. Sustainability • Establish a funding plan for a sustainable transportation system. • Establish a network of bicycle and pedestrian connections to encourage biking and walking as a means of transportation, reducing reliance on automobile trips and thus decreasing associated air pollutants. • Improve the jobs/housing balance to minimize the need for long- distance commutes. • Minimize pavement widths by u sing the smallest acceptable n umber and width of lanes to reduce impacts to the surrounding environment, construction costs and maintenance requirements. • Encourage the use of e nvironmental protection strategies during transportation system improvement decisions including avoidance, minimization and mitigation of environmental impacts. • Encourage improvements to the transportation system that provide safe facilities for all travel modes to maximize public safety. • Promote the use of recycled materials in transportation infrastructure projects to reduce u se of virgin materials • Improve traffic operations to reduce carbon monoxide, ozone and other pollutants associated with idling and to reduce fuel consumption. Existing Conditions Snapshots ;,;ea:, Photo by Daniele Sproul. ftts e Source: T'own'of Mead Facebook Page SNAPS HOT: PARKS, RECREATION & OPEN SPACE BENEFITS OF GREEN SPACE A growing body of research shows that contact with the natural world improves physical and psychological health. There is compelling evidence showing that when people have access to parks, they exercise more. Regular physical activity has been shown to increase health and reduce the risk of a wide range of diseases, including heart disease, hypertension, colon cancer, and diabetes. Physical activity also relieves symptoms of depression and anxiety, improves mood, and enhances psychological well-being. To help counteract the increasing sedentary lifestyle and unhealthy diet of Americans, the Centers for Disease Control and Prevention (CDC) has called for the creation of more parks and playgrounds. In addition to health benefits, numerous studies have shown that parks and open space also increase the value of neighboring residential property, with growing evidence pointing to a similar benefit on commercial property value. The availability of these quality -of -life amenities also plays an important role for employers choosing where to locate new facilities and for individuals choosing a place to live.32 According to The Trust for Public Land's Benefits of Parks Report, play has proven to be a critical element in a child's future success through developing muscle strength and coordination, language, cognitive thinking, and reasoning abilities. In addition to these childhood development benefits, green spaces have effects on the strength of social ties, having a positive correlation with neighborhoods that have greenery in common spaces. With the goal of attracting younger families, as identified through stakeholder interviews in the planning process, park and recreation opportunities, and trail connectivity would help to achieve this .33 http://ida.ucdavis.edu/LDA 180.181 L/parks__for _people_ _JuI2005.pdf 33 http://ida.ucdavis.edu/LDA180.181Uporks_for people Ju12005.pdf Photo by Dean Hendrickson. Image Source: Town of Mead Facebook Page Town of Mead Comprehensive Plan CURRENT FACILITIES Residents of Mead enjoy access to a higher than average number of parks and open space. Total park acreage in the Town of Mead is 374 acres, with 166 acres publicly accessible and managed by either the Town or a homeowners association. This equates to 28 acres of park and open space areas per 1,000 residents, and 24 acres of Town -managed parkland per 1,000 residents. There are six mini parks, five neighborhood parks, and three community parks in the publicly accessible park system in Mead, as seen in the table below.34 Table 1: Publicly Accessible Parks in the Town of Mead Facility Name Ownership/Maintenance Mini Park Coyote Run 1 H0A Coyote Run 3 H0A Coyote Run 4 H0A Coyote Run 6 H0A Industrial Park Town of Mead Feather Ridge 2 Town of Mead Neighborhood Park Founders Park 1 Town of Mead Founders Park 2 Town of Mead Liberty Ranch 1 Developer Margil 1 Town of Mead North Creek Town of Mead Ames Park Town of Mead Liberty Ranch 2 Town of Mead Town Hall Park Town of Mead These developed parks offer amenities such as outdoor basketball, tennis and volleyball courts, a baseball/softball field, playgrounds, picnic shelters, and a skate park. There are also 8.2 acres of Town -owned greenway areas and the 36 -acre Mead Pond which provides a fishing destination for Town residents. Of the 30 parks and open space areas in the Town of Mead, it's split 50-50 between those that offer amenities and those that do not. 34 Norris Design. Town of Mead Open Space, Parks & Trails Master Plan, 2011 OF THE RESIDENTIAL POPULATION IS SERVED BY A PARK THAT IS PUBLICLY ACCESSIBLE PARKS S NEIGHBORHOOD Iiii)3 COMMUNITY 28 1,000 RESIDENTS AC OPEN OF PARK AND OPEN SPACE AREAS PER Existing Conditions Snapshots 29 \AAP: PARKS, TRAILS, AND SERVICE AREAS Litt i------.—..—..—.._ . • . ■ 1.0s•lesassosa•sassmosois I • • tonsaass I1� .Oa •. V • 4%*L.■ • • "14. r" - • I I, .. a-- 1 , hr...4.04 if r:.. A• • II. I 1 1 --- `�� 1w a i ... 4� la •• l I Li I f. • I e.—...7 �—..—..—.• I %. 03/4,..) I I I I I e`■ —. a.�I ..—..--.—.. a.a 1 ,.. '^• • I I I . i 1 fk •, I/ • � II ■ • I p▪ si • MI .. • I 1 1 1 -a SI `..\ 66 r —.•—. I .• —. • 1 1 4 1 S..—..—..—..—..—..i • .3I'%.0 r-•• -rI ' . •••I I •- • • .—..J .. — 002. • Lawiounqbaitaimainosi sow. .1 • I ■ • I I I 1 I Iced bra" ■ 1.A' . • • I � t • • • a..-..-...��.f. I• I • • lir Tr-4— • . I . I I • • I I J LEGEND r..—..•' Laaani Town of Mead Parks and Open Space Trails Private Access '/,// HOA/Private Public Access HOA/Public Access Public School District Town \N No Amenities r - -1 1/4 -mile Park L .. Access Highway 66 1-25 p1 ►ii kc- Town of Mead Comprehensive Plan With the Town's large park acreage, connectivity within and among the park system will become the priority rather than focusing on developing new parks.35 Similarly, there are also a number of gaps in service to the Mead community including swimming pools, trails, baseball/softball fields, and fishing accessible shorelines 36 Within a 1/4 -mile walkshed along existing roads, 57% of the residential population is served by a park that is publicly accessible. This further shows that Mead has a sufficient provision of parks and open space, though lacks connectivity between existing parks and open space with large swaths of residential parcels being un- or under -served by the park system. While parks are located in close proximity to residents, the existing sidewalk and trail infrastructure often limits the ability to easily walk to parks. TRAIL CONNECTIVITY Mead's geographic location presents an opportunity to connect residents to the 12 -mile Longmont -to -Boulder Regional Trail. Similar regional trail connections have been found to contribute to the local economy by bringing cyclists into and through the area.37 Mead currently has nine miles of trails — four miles of private access trails and five miles of public access trails. The addition of trail connections was a commonly cited desire by stakeholders. Specifically, stakeholders expressed the desire for a trail connection between Downtown and Highland Lake, and connections between neighborhoods and amenities (e.g. parks and retail areas like Downtown). Stakeholders also expressed the need to proactively plan for trails and walkways in new subdivisions when they are developed. The Parks, Open Space and Trails Master Plan identifies a network of trails to be built over time. The provision of a connected network of trails will provide recreational opportunities to Mead residents and contribute to the overall quality of life in Mead. Addressing the need for a connected trail system presents an opportunity for biking and walking as alternate modes of transportation that link key community destinations together. Trail connectivity provides an opportunity for citizens to walk and ride to many destinations instead of relying solely on the automobile to meet transportation needs. 35 '° } 2.0 .7 et a =et, ks and Trails Master Plan, pg. 125 NNW 6 al 7 1 Meod °cef; Spoor: ; Parks and Trails Master Plan, pg. 125, public input through the planning process and comparison of Mead LOS to the Colorado Small Community Perk and Recreation Planning Standards (2003) and NRPA standards for LOS http://www.brtter rootstar.com/2016/03/29/get-ready-to-ride-missoulabitterroot-bike-trail-coming/ Image Source: Town of Mead Facebook Page Existing Conditions Snapshots WHAT WE'VE HEARD Issues • Insufficient opportunity for increased health and wellness of residents. • Maintenance of and funding for existing facilities. • Lack of recreational interest across generations. • Creation of an open space tax to help fund new and maintain existing open space. • Lack of a recreation center. • Enhancements to a safe, connected trail network. Opportunities • Integrate recreation and leisure opportunities for teenagers. • Create usable open space for passive recreation (e.g. connected trails and greenways, open space for nature observation, etc.). • Pursue grant and funding opportunities. • Add a bike path from Downtown to Highland Lake. • Capitalize on a short-term opportunity to integrate additional parks and open space within the nine acres of Town - owned land. • Develop programs to dedicate and maintain open space within the community. • Further develop the trail system both within Town and by ,connecting regionally. Town of Mead Comprehensive Plan Sustainability • Provide public recreational facilities and spaces that accommodate persons of all ages and abilities, and are equitably distributed throughout the community. • Plan for physical activity and healthy lifestyles through active transportation facilities (e.g. sidewalks and bike lanes) and accessible recreational opportunities. • Provide accessible parks, recreation facilities, greenways and open space near all neighborhoods. Photo by Jeffrey Swanson. Image Source: Town of Mead Facebook Page SNAPSHOT: ENVIRONMENT & NATURAL RESOURCES Existing Conditions Snapshots Photo by Tony Lane. Image Source: Town of Mead Facebook Page ENERGY PRODUCTION With over 40% of Colorado's active oil and gas wells, Weld County leads the state in crude oil and natural gas production. Due to health and safety concerns, Mead is among many towns that have buffer and spacing regulations in place that limit the number of wells allowed near population centers. Currently all wells and developments within Town limits are meeting the Town's regulations. Such regulations establish how far a building or road can be built to a well or flow lines, while complying with state protections of mineral rights. The Town can update the regulations as information is released or safety concerns arise. With the location of existing wells within Mead's UGB, Mead's regulations have a significant impact on where and how new development can occur. Required buffers are relaxed after wells are abandoned and reclaimed in accordance with Oil and Gas Conservation Commission (OGCC) regulations. MAP: ENERGY DEVELOPMENT • • • • • • • i! Berthoud • • • • • La rime; -Boulder • Si 0 4 m • Longmont, • • Q • v. /^. • s 0• 6 • f • 0 0 • • • • • • C • e • I 0 • • • • • S • I O S • Berthoud* • t FrC O•0 2 C _.r_.._.._.. n r. •r-• r1 Ikr) • t . a•�Q • ■. J• 0 • 6_■. • r • ' • • z ._.t ._....1 �._..i._..ar ■ 4 0 • • . , U . 0 14'751 S 01. 0 of • ■ ■ 25 • Firestone o • temr 1' r 4 1 _# O • •i ' • Johnstown• 0-a 4�••••••T• •• , o •a • o • s•• • • .p • *n • •� !Johnstown• • O.. • • • • . j * i . • . a: • • • -gat • •a ENO ■ ■ •_ • • • m 0 S. •• • • •• 0 40 • • • • 0 • .•• •• ii?o • • • 1 A .•• 5000•••••Qo•0 • o �� O o • •oo • • •O Op_0 0 i o0 • °• S 0:1 • o • • O 0 • o • • •. •.• •403110 • 0o. • •••o• •• • • •• O • . • • ••co a• • • • • 00 '• 00 •"•Oa • •'b o•• • • ® • •80190. ® • • • �1 ; o • • •fito S. • 8)0 • • • 0 ne :eat a eh ci._.. Ci On. Os 000 • _ Firestone o • • 0 ar • O O m o% 1 "a° O ro • • • 0 0I cp 0 ••3. o•o••000 oo S ®.. •o • i 0 o . 'o■ • • ©• ° 0 q,0 66 8 ••• • •, M • illiken' s • nr 0 • • •� 19 I. 44) Op• e° 04al • •o •0°!: 0 • moo 0 •••p:0•o0 o%.o000 • o °041 • O. .• • O o800' o• ° 0 • o too) % 0 . ea 0 o • ••o• 9,bo% o. • •• .' . 0 0 • • f••°'a•o t0000 is. • ••.o•• •a0 • o• 0 0 es 00, OF^eisone°• ••� es r Q•C• #O • C• • LEGEND Town of Mead Oil and Gas Well Status Streets Producing County Boundaries Drilling Mead Growth Management Area Abandoned Location Other Municipalities Permitted Well Location Shut In (Capable of Producing but not in use) Temporarily Abandoned Plugged and Abandoned • Dry and Abandoned Oil and Gas Buffers 200' 350' 500' 1000' Town of Mead Comprehensive Plan WATER DEMAND AND USE Similar to other communities in Colorado, Mead's water supply must be viewed in terms of its physical availability, legal right to water use, and its delivery system. In a naturally arid climate with a complex system of water rights, water districts have a finite supply of surface and groundwater. Incidentally, even as the region's population has grown over the years, the Northern Water Conservancy District reports that water usage per capita has declined. This trend is largely due to the decrease in agricultural farms, water conservation programs and education, and denser development patterns. Half a century ago, about 98% of the region was used for agriculture. Within the Mead UGB, that has now dropped to about 76% and even lower to 50% in the region overall. This decline has a lasting effect on the regional water demand but also the quality of groundwater and environment with regard to contamination from pesticides and fertilizers. The Town of Mead relies on the following two water districts to provide water service: Little Thompson Water District and Longs Peak Water District. The Town works closely with the water districts to maintain competitive rates and help facilitate future development. Water continues to be one of the most critical elements for the Town's future expansion potential. AIR QUALITY Due to its inherent nature and effect on respiratory health, air quality has historically been a regional challenge for communities all along the Front Range. Ground -level ozone is a summertime air pollution problem that is created when other pollutants from sources like vehicle exhaust, paints, degreasing agents and cleaning fluids react with sunlight. Exposure to concentrations of ground -level ozone has been shown to cause acute respiratory problems, reduced lung capacity, inflammation of lung tissues and can trigger asthma attacks. Due to certain outdoor activities, these air quality problems are compounded in the summer and warmer months. Based on 2008 air quality standards, Mead is located in a 8,398 square mile nonattainment area (an EPA designation that signifies the area does not meet the air quality standard) that includes much of northern Colorado's Front Range and the Denver Metro area. WHAT WE'VE HEARD Issues • Emergency preparedness is a regional issue. • There is a public fear about proximity to fracking operations. • Water demand and availability has a substantial impact on continued agriculture. • Cost of water is rising, while availability is declining. • Required buffers from oil and gas wells restrict development within the Town. Opportunities Existing Conditions Snapshots • Pursue partnerships with Weld County Public Health Department and Colorado State University. • Help negotiate the waste and recycling services available. • Environmental protection should include clean air and water, habitat, and trees. • Establish a Water Task Force to consolidate the water district boundary within Mead. • Educate residents about strategies to reduce air pollution. • Combine irrigated land with dry land to create an agricultural district. • Adopt water reduction and conservation tactics, such as education, warnings, and incentives. • Re-evaluate existing oil and gas regulations to facilitate new residential and commercial growth. Sustainability • Cluster residential development within agricultural areas. • Ease regulations to allow use of brownwater and ditch water. • Establish landscaping guidelines to reflect climate and water conservation needs using xeriscaping and indigenous vegetation. • Encourage various programs for recycling, reuse, water conservation, reduction in use of fossil fuels, reduction of air/noise/ light pollution. SNAPS HOT COMMUNITY FACILITIES & SERVICES Accessible public facilities, strong school systems and reliable public safety are desirable services and resources, and they serve to enhance the quality of life for Mead residents and create an appealing place to live. The Town of Mead partners with regional water, fire and library districts to provide a full range of services to residents. EDUCATIONAL FACILITIES The St. Vrain Valley School District serves a majority of Mead school -aged residents, with a local elementary, middle, and high school. As the Town grows to the north, new residents will be served by either the Thompson or Weld County school districts. While Mead does not maintain a local library branch within Town limits, the High Plains Library District provides library services for Mead residents at the Carbon Valley Regional Library in Firestone. FIRE AND SAFETY Until recently, the Town of Mead was among other small communities in Weld County that contracted with the Weld County Sheriff to provide law enforcement services. With the first two members of the new Town of Mead Police Department recently sworn in, the Town is establishing their own law enforcement agency. The Mountain View Fire Rescue District provides fire and emergency services to the Town of Mead and surrounding communities. Fire Station #3 and the Town Hall is a joint facility, originally built in 1983 and renovated in 2014. This station protects the northern portion of the Fire District. UTILITIES Accessible and affordable utilities contribute to attracting business and making urban and suburban living possible. The Town of Mead provides sanitation and sewer services to a number of subdivisions, while the St. Vrain Sanitation District serves the southern portion of the Town. Two nonprofit water districts currently serve Mead residents with drinking and irrigation water: the Little Thompson Water District and the Long Peak Water District. As the primary source of water comes from Carter Lake, these districts share water treatment and distribution systems. EVENTS Often in collaboration with local partners, the Town of Mead hosts a number of annual and special community events. Activating parks and civic spaces helps to reinforce the Town's local community and identity. The opportunity to bring residents together also provides important social and mental health benefits. Notable events include the Summer Concert Series, Mead Community Day and Sugarbeet Festival, Downtown Mead Farmers Market, Holiday Celebration, Fishing Derby and Easter Egg Hunt. Frequent partners include the Mead Chamber of Commerce, Mead Area Community Foundation and the Mead Area Rotary Club. Town of Mead Comprehensive Plan MAP: COMMUNITY FACILITIES Longmont gt'rlatet.,FF,� rej fit... AID_ at;tltt aaa►� Waal IIINItf lr�F Firestone Firestone mil .■a•t f• Johnstown Milliken LEGEND si 0 a Church Post Office School 0 Fire Town I'll Mead Growth Management Area Other Municipalities Parks and Open Space HOA/Private HOA/Public Access Public School Town Park or Open Space • a a a a I Iaat'al l Urban Renewal Limits of Urban Renewal Area within Mead Town Limits Limits of Urban Renewal Area within Mead Town Limits in Agricultural Production Oar roar 0 r aaati.rel School Districts Johnstown -Milliken RE -5(J) St.Vrain Valley RE -1(J) Thompson R -2(J) Valley RE -1 Existing Conditions Snapshots WHAT WE'VE HEARD Issues • Need a clearer process for permitting and development review. • Infrastructure needs to be upgraded. • Management and monitoring of public information/delivery. • Need to address school overcrowding. • Most provision of utilities and services come from external providers, with no municipal oversight. 38 Opportunities • Collaborate and partner with external service providers and special districts. • Investigate fiber optic opportunities. • Consider future police and fire station locations in regard to new population growth. • Look into feasibility of a local public library branch. • Continue to support the schools to attract more residents. • Investigate grant opportunities to fund programs and infrastructure investment. Sustainability • Implement green building design and energy conservation for all public facilities. • Encourage water conservation efforts and plan for a lasting water supply as the community grows. • Continue regional cooperation and sharing of resources to allow for improved efficiency and cost savings in local government operations. Town of Mead Comprehensive Plan TOWN OF MEAD COMPREHENSIVE PLAN APPENDIX C: PHASE 1 OUTREACH SUMMARY PROJECT OVERVIEW & BACKGROUND: WHAT IS THE COMPREHENSIVE PLAN & WHY DOES IT MATTER? WHAT ISA COMPREHENSIVE PLAN? WHY DOES IT MATTER? WHY UPDATE THE TOWN'S EXISTING PLAN? The Mead Comprehensive Plan is the primary planning policy document for the community. • It will be a long-term, strategic plan with a guiding vision and strategies; • It will shape decisions related to new development, redevelopment, Town programs, and services; and • It is focused on enhancing the Town's long-term vitality. Residents: • [he Plan identifies community character and details like locations for future commercial amenities, housing, parks, trails, community facilities, etc. Business and Property Owners: • The Plan includes land use recommendations and development policies for properties. Town Leaders: • The Plan provides direction on the topics of development, policies, programs, and services provided by the Town. Decision -Makers • The Plan gives guidance on budget, timing for capital improvements, and in review of development proposals. • To remain valid and effective, and more accurately address current standards, goals and future needs; and • To provide additional social, economic, and environmental sustainability components not currently included in the Town's existing Comprehensive Plan or Land Use Code. TOWN OF MEAL) PROJECT OVERVIEW & BACKGROUND: PROCESS & INVOLVEMENT FEBRUARY - JUNE JULY- AUGUST SEPTEMBER- OCTOBER OCTOBER- DECEMBER Community Engagement Plan Stakeholder Interviews and Survey #1 Plan Audit Existing Conditions Snapshots W I CC d 0 Town Vision and Opportunities Survey #2 Community Event Survey #3 Plan Outline Implementation Strategies Strategic Action Plans I W c O S0 W W C 4 Draft Plan Development Survey #4 Monitoring Program Code Recommendations Community Event PC and BOT Public Hearings OUR PROCESS The update process for the ,Mead Comprehensive Plan is one that fully engages the entire community, embraces its cultures, respects the history, and protects the environment. It will build upon and integrate former planning efforts, and define measurable and realistic implementation strategies to achieve the community's vision. The plan update will provide a clear path for creating positive change and serve as a tool for policy change, funding and implementation of projects, and public - private partnerships. Join the conversation! WE WANT TO HEAR FROM YOU! Your involvement is vital to the success of the Comprehensive Plan Update! Our process will include focus groups, public workshops, and events held in -person and online. These opportunities are designed to allow everyone to share their opinions and vision for Mead. Visit www.townofmead.org and click the Comprehensive Plan Update link under "Town Government"--* 'About Us" to learn more about the project, upcoming meetings/events and more opportunities to get involved. OUTREACH TO -DATE Plan Audit Survey: 17 Respondents Small Group Stakeholder Interviews: 57 Interviewees Stakeholder Survey #1: 77 Respondents Appearance at Local Community Events: Concerts in the Park (June 8) and Summer Festival (June 10): ~150 OUTREACH SUMMARY Throughout the process, postcards advertising the online surveys and/or upcoming public events will be distributed at community events and available on the front desk at Town Hall. WHAT WEAVE HEARD TO -DATE: KEY VALUES QiJWHAT DO YOU LOVE MOST ABOUT TH E TOWN OF MEADT Depicted in the word cloud below are the values that Mead residents and stakeholders hold close to their hearts - elements and aspects of the community that should remain, and should be both preserved and enhanced in the future. These are often the first things mentioned when describing the Town, and are the great aspects of Mead's life that keep residents here. These statements speak to the emotional truth about what Mead means to its residents. The larger the word, the more often it was listed as a response. LOCATION + PROXIMITY 10 OTHER DESTINATIONS LARGEITSIDENTIALLOTS CALM + QUIET ATMOSPHERE SMALL TOWN F El + CHARAC1`ER OPENNESS NEIGHBORLINESS + F'IENDLY RESIDENTS SCHOOLS FEELING OF SAFETYRURAL CHARACTER ULU SCHUUL WAY UI 11FF The word cloud shown above represents the collective feedback gathered to -date from stakeholder interviewes, Planning Commission and Board of Trustees work sessions, and public feedback from the online survey responses. 4 TOWN OF MEAD WHAT WEAVE HEARD TO -DATE: KEY OPPORTUNITIES QLOOKJNG AHEAD 10 TO 15 YEARS FROM NOW, WHAT ARE SOME KEY OPPORTUNITIES/ GOALS FOR MEAD?" Depicted in the word cloud below are the responses provided by residents and stakeholders when asked to identify some potential opportunities to improve the Town of Mead over the next ten to fifteen years. These opportunities will be further explored and refined in later stages of the Comprehensive Plan update process. The larger the word, the more often it was listed as a response. W POLICIES AND PRACTICE? _ o -l��-- BUSINESS fRIENDIYINCENI1VESoy ENHANCEDILOCAL Cu'IU.RE� NEW EMPLOYMENT OPPORTUNITIES iir*,SENIORHOUSINGy 0 r. nnanrnu w'REDSIIRE� IMPROVED TRANSPORTATION INFRASTRUCTURE: KE-J CAPTURE TOURISM AND COMMUTER REVENUE IC NE\W BUSINESSES AND iNuuSlults Trird The word cloud shown above represents the collective feedback gathered to -date from stakeholder interviewes, Planning Commission and Board of Trustees work sessions, and public feedback from the online survey responses. OUTREACH SUMMARY 5 STAKEHOLDER INTERVIEWS 4;;4 SUMMARY Introduction The Town of Mead, in collaboration with Jennifer Vecchi and planning consultants from Logan Simpson, conducted a series of eight small group stakeholder interviews to gather valuable feedback from community stakeholders regarding goals, challenges, opportunities, and values present in Mead today. The purpose of the stakeholder interviews was to not only inform the public about the Mead Comprehensive Plan and Land Use Code updates, but to: • stimulate community -wide interest in the Plan; • solicit candid feedback from those who know the community best; • identify initial themes, opportunities, local values, and future goals for the Town; and • generate initial visioning ideas that will help inform the basis for the 2017 Plan. This section of the Phase One Summary outlines the method and structure for the small group stakeholder meetings and summarizes the feedback gathered during the interview process according to plan element. Methodology A total of 57 individuals were interviewed in eight small group stakeholder interview sessions over the course of six days in April, May, and June of 2017. The interviews took place at Mead Town Hall and lasted, on average, 90 minutes each. Catered meals and child care were offered during the group interview sessions. Each session began with a round of introductions and a brief presentation with background information about the Comprehensive Plan and Land Use Code, the update process, and the current context within the Town of Mead. Stakeholders then engaged in an open dialogue, facilitated in an open and relatively informal/ conversational approach by Jennifer Vecchi, and guided by a set of questions intended to meet the objectives described above. During the group sessions, two interviewers from the project team recorded in-depth notes on all concepts introduced by the stakeholder interviewees, along with how many times they were repeated. The notes were subsequently compiled, summarized, and sorted by categories and subcategories. The summarized findings presented in the following pages of this report are organized according to the following eight topics, which will also serve as the primary plan elements within the 2017 Comprehensive Plan: 1. Community Character 2. Land Use 3. Economy 4. Housing 5. Transportation 6. Parks, Open Space and Recreation 7. Environment and Natural Resources 8. Community Facilities and Services Stakeholder Outreach To -Date The project team began their stakeholder interview outreach efforts by compiling an initial list of prospective interviewees that included Town Committee members, area business members, partner agency representatives (Mountain View Fire, Library, Schools, United Power, Anadarko, churches, etc.) and nonprofit board members (Mead Food Bank, Historic Highlandlake, Mead Chamber, etc.). Town Staff then supplemented the list with approximately 35 more people from the voter registration list, totaling just over 100 invitees. Letters signed by the Mayor, on behalf of the Board of Trustees and the Planning Commission, were sent out inviting the recipients to attend their choice of a small group interview session. Near the start of the stakeholder interview outreach process, Mayor Shields highlighted the opportunity to participate in the small group stakeholder interviews as part of his monthly Mayor's Note within the Mead Messenger, which helped to spread the word and resulted in seven self-selected stakeholder interviewees that volunteered to take part in the interviews. O TOWN OF MEAD STAKEHOLDER INTERVIEWS SUMMARY Figure 1: Geographic Distribution of Initial Invitees After the first four meetings, Town Staff created a second list that included additional names from the voter registration list, as well as other randomly selected names chosen from the Assessor's list of property owners in Mead, business owners from the Town's Business License List, and parents from the Town's list of youth recreation participants. Other invitees included individuals recommended by Town Trustees. The second list included approximately 85 individuals. TOTAL INTERVIEWED STAKEHOLDERS 57 Figure 2: Stakeholder Interviewees and Schedule Stakeholders Date # Participants GROUP ONE: Father Alan Hartwey, Balena Glassburn, Chuck Gehringer, Wednesday, April 12, 2017 8 Danielle Schlagel, Fire Chief Dave Beebe, Karen Sekich, Marjorie 4:30 - 6:00 pm Elwood, Pam Gehringer GROUP TWO: Bill Meier, Bob Acker, Brien Sponaugle, Daryl Oster, Eileen Wednesday, April 12, 2017 10 Maresca, Josh Brown, Sheila Swanson, Taryn Brown, Trisha Harris, 6:00 - 7:30 pm Vicki Tillema GROUP THREE: Thursday, April 13, 2017 Ashley Bevan, Carrie Sherk, Jessica Hammer, Joan Magnusson, 7 Tiffany Turner, Tracy Coiling, Winslow Taylor 12:30 - 2:00 pm GROUP FOUR: Saturday, April 29, 2017 Brenda Hall, Bruce Hendrich, Diane Back, Judith Perez, Mary 7 Strutt, Pauli Smith, Richard Macomber 9:30 - 11:00 am GROUP FIVE: Tuesday, May 2, 2017 David Adams, Jim Lewonski, Laura Owen, Paula Lindamood-Cox, RandyZalesky 4:30 - 6:00 pm S GROUP SIX: Tuesday, May 2, 2017 4 Jenni Reher, Kristyn Unrein, Megan Herron, Paul Nilles 6:15 - 7:45 pm GROUP SEVEN: Wednesday, May 10, 2017 Betsy Boll, Brianne Roberts, John Andrews, Josh Barnett, Mark 8 Drouhord, Mark Schell, Ryan Sword, Tim Moorman 11:30 am - 1:00 pm GROUP EIGHT: Friday, June 2, 2017 Andrew Batson, Fred Rubin, Kent Peppier, Mick Richardson, Rod 8 Schmidt, Roger Rademacher, Suzie Spiro, Wendy Meehan 11:30 am - 1:00 pm Total Participating Stakeholders 57 OUTREACH SUMMARY 7 STAKEHOLDER INTERVIEWS SUMMARY Stakeholder interviewees to -date indude representatives from the following groups: ANADARKO BUSINESS OWNERS DEVELOPERS EASTSIDE NEIGHBORHOOD EVENTS COMMITTEE FINANCE COMMITTEE GUARDIAN ANGELS CATHOLIC CHURCH HIGH PLAINS LIBRARY DISTRICT HISTORIC HIGHLANDLAKE LAKE HOLLOW ESTATES HOA LAKE RIDGE HOA LANDOWNERS MEAD ELEMENTARY SCHOOL MEAD FOOD BANK MEAD MIDDLE SCHOOL MOUNTAIN VIEW FIRE RESCUE MULLIGAN LAKES HOA MEAD DOWNTOWN DEVELOPMENT DISTRICT PLANNING COMMISSION PARKS, RECREATION FACILITIES, AND OPEN SPACE COMMITTEE REAL ESTATE AGENTS/BROKERS RESIDENTS/VOTERS TOWN STAFF WATER BROKERS VISIT THE WEBSITE BY SCANNING THE QRCODE WITH YOUR SMARTPHONE! Ongoing Outreach & Public Involvement Opportunities The Mead Comprehensive Plan and Land Use Code Update process will offer multiple opportunities for the public to contribute further on key issues during the public review of all major products before the completion in late 2017. Stay tuned on more ways to get involved by regularly checking the project website for information and updates! Throughout the process, postcards advertising the online surveys and/or upcoming public events will be distributed at community events and available on the front desk at Town Hall. The second online survey is anticipated to launch at the beginning of August. How Will This Information Be Used? The findings from the stakeholder interviews set the foundation for ongoing research and analysis and helps make the most efficient use of project resources by revealing the most pressing issues in which to direct future efforts. The combination of input from stakeholder interviews. public engagement efforts, and the research/ analysis within the existing conditions snapshots will shed light on the most pertinent issues and opportunities to address within the 2017 Mead Comprehensive Plan. If you have questions about the Comprehensive Plan and Land Use Code update, feel free to contact Melissa Mata with the Town of Mead via email, at mmata@townofmead.org, or by phone at (970) 805-4195. PROJECT WEBSITE: http://www.townofinead.org/administration/page/town-mead- comprehensive-plan-and-land-use-code-update TOWN OF MEAD STAKEHOLDER INTERVIEWS SUMMARY Key Stakeholder Values WHAT DO YOU LOVE ABOUT THE TOWN OF MEAD? COMMUNITY EVENTS FAMILY FRIENDLINESS HISTORY AND HERITAGE UNIQUE LOTS THE PEOPLE CLOSENESS AND QUALITY OF FAMILY LIFE HIGH RESIDENT INVOLVEMENT OLD SCHOOL WAY Of LIFE OPEN SPACE VISTAS OPENNESS LARGE RESIDENTIAL LOTS SMALL TOWN FEEL AND CHARACTER NEIGHBORLINESS SCHOOL SPORTS AND RECREATION PROGRAMS PARTNERSHIPS WITH OIL AND GAS COMPANIES CALM AND QUIET ATMOSPHERE DOWNTOWN SCHOOLS POTENTIAL OUTOOOA RECREATION AHD LEISURE PROXIMITY TO EVERYTHING MOONiAIN YI[WS FARMS AND FIELDS RURAL CHARACTER TOWN'S COMMITMENT TO PUBLIC ENGAGEMENT FEELING OF SAFETY HOMETOWN UNIQUENESS nun or urt TOP 5 RESPONSES Small -Town Feel and Character Schools Rural Character Openness The People Who Live and Work in Mead The word cloud shown above represents the collective feedback gathered to -date from stakeholder interviewes, Planning Commission and Board of Trustees work sessions. It does not include the public feedback from the online survey responses. OUTREACH SUMMARY 9 STAKEHOLDER INTERVIEWS SUMMARY Summarized Feedback: COMMUNITY CHARACTER Values Closeness and Quality of Quality of Life Family Life 2% 2% Community Events 2% Proximity to Everything 5% History/Heritage 5% Old -School Way of Life 5% Neighborliness 5% Hometown Uniqueness 5% Potential 4% Family -Friendliness 4% Calm, Quiet Atmosphere 7% Safety 7% The People 9% Small -Town Feel and Character 27% Rural Character 1 1% TO1AIN OF MEAD STAKEHOLDER INTERVIEWS SUMMARY Summarized Feedback: COMMUNITY CHARACTER Goals and Opportunities Preserve Rural Character Preserve Current Quality of Life Enhanced Sense of Community Capitalize on Community Culture and Uniquity Stricter Design Standards Downtown Beautification Public Art Protect the Town's Heritage and Historic Assets Preserve Family -Friendly Character Enhanced Local Culture 1 1 1 1 2 2 0 Key Topics and Issues • Balance between Economic/Population Growth and Small -Town Values • Historic Preservation • Preservation of Small Town Feel and Rural Character • Social Values - ideals and beliefs such as family friendliness, safety, inclusivity, hospitality 1 2 3 3 3 3 3 4 "Hospitality is a great rural value, and it's free. That's something that we can really capitalize on." "Everything needs to remain family - friendly." "H stot•y! We need to protect what's left in terms of historical assets and buildings." OUTREACH SUMMARY 11 STAKEHOLDER INTERVIEWS SUMMARY Values Downtown 10% Farms and Fields 10% 12 Summarized Feedback: LAND USE Unique Lots 10% Openness 40% Large Residential Lots 30% "Acquire land early. Don't get trapped by neighboring communities moving faster. We don't want border wars." "Protect the boundary to the west and the east. " lC)wN OI MEAD STAKEHOLDER INTERVIEWS SUMMARY Summarized Feedback: LAND USE Goals and Opportunities Self-sustaining Development Reduce Commercial Lot Sizes Preserve Open Space Buffer between Neighboring Cities and... Ability to Live and Work in the Same Place Strategic Annexations Streamlined Review and Permitting Process Evaluate Developer Incentives and Tradeoffs Expansion and Densification of Highway Corridors Strategic Land Use Designations Increased Attractiveness to Developers Downtown/ Downtown Mixed Use Expansion Boundary Control Key Topics and Issues Land Use Agreements • Boundary Control - including intergovernmental agreements (IGAs) with neighboring jurisdictions to 1 2 2 2 2 2 2 2 3 II 6 0 1 2 3 4 5 t 7 prevent intrusion into Mead's growth boundary • Early Annexation from the "Inside -Out" • Tiered System of Development to Guide Future Growth Code Issues • Building Form and Design - including building height, density, design, materials and relation to nearby buildings • Code Clarity, Flexibility, and Predictability • Complexity and Usability of the Code • Impact Fees Design of Development • Business Buildings • Compatibility - regulations to achieve compatible buildings and developments • Densification of the Downtown Core • Open Space Preservation • Rural by Design • Site Design • Special Agreements - includes incentives, density bonuses, Planned Unit Developments (PUDs) • Subdivision Design - complete sustainable neighborhoods, including block length, multi -modal road network, lot types and sizes, open space and trails, connectivity to surrounding areas OUTREACH SUMMARY STAKEHOLDER INTERVIEWS SUMMARY Summarized Feedback: ECONOMY Goals and Opportunities New Employment Opportunities Thriving Downtown Business Friendly Incentives, Policies and Practices Grocery Store Capture Tourism and Commuter Revenue New Businesses and Industries Restaurants Private Sector Support Diversify Revenue Base Retain Existing Businesses, Industries and Employers Less Monetary Leakage Local Attractions Downtown Attractions Generate Investment Local Attractions Public/ Private Partnerships Coffee Shop(s) 1 1 1 1 1 1 0 2 2 2 2 3 3 4 4 5 7 10 17 PRIORITIZE ECONOMIC DEVELOPMENT ALONG HIGHWAY 66 4 6 8 10 12 14 16 18 QHOW CAN MEAD CAPTURE COMMUTER AND TOURISM REVENUE? A: HOTELS ALONG THE HIGHWAY FOR TOURISM AND BUSINESS TRAVELERS HIGHWAY 66 INTO ROCKY MOUNTAIN NATIONAL PARK: USE LAND USE GUIDELINES/IGA WITH LONGMONT TO ENHANCE THE SCENIC CORRIDOR AND CAPITALIZE ON THE FACT THAT IT'S THE BEST ROUTE TO RMNP AND ESTES PARK -THIS COULD INCLUDE SIGNAGE THAT MARKETS MEAD'S PROXIMITY (ONLY 35 MILES) TO ESTES PARK AND RMNP RESTAURANTS, COFFEE, GAS, RESTROOMS AT HIGHWAY INTERCHANGES BREWERIES TO ATTRACT A YOUNGER CROWD A THRIVING DOWNTOWN 14 "We need to keep businesses in Town. The Town needs to be more business friendly and better at attracting new businesses that may want to locate in Mead. We should reach out to business owners or prospective business owners to find out what they need in order to thrive in Mead." "Because I live in Mead, I want things in Mead. Downtown is the most important to ni'. " "We need jobs. Good jobs." TOWN OF MEAD STAKEHOLDER INTERVIEWS SUMMARY Summarized Feedback: ECONOMY Key Topics and Issues A Sustainable Economy • Business Costs and Regulations • Capturing commuter/tourism revenue with development focused along Highway Corridors • Dining, Entertainment and Leisure Options that Attract Younger Demographic (e.g. Breweries) • Diversification of Mead's Tax Base/Revenue Sources • Ease and Affordability of Permitting/Review Process • Grocery Store Feasibility • Impact of Oil and Gas as Primary Revenue Source • Industry Attractiveness • Lack of Rooftops to Support New Retail and Commercial Growth • Monetary Leakage • Need for New Businesses, Employers, and Industries • Policies and Incentives for Attracting New Businesses and Industries A Thriving Downtown • Beautification • Boutique Retail, Restaurants, Coffee Shops, Daily Services • Density • Design of Buildings • Enhanced Downtown Character • Outdoor Seating • Parking • Public Art • Public Spaces • Walkability "Create a thriving downtown — cute little .shops, places for people to dine; a mixture of a bunch o f things. I want to have a revenue base where people can entertain themselves in Town. Research shows that just five restaurants downtown leads to more vibrancy and attracts other businesses to the area. " OUTREACH SUMMARY A: A: WHAT TYPES OF RETAIL AND SERVICE BUS N ESSES WOU ED YOU LIKE TO ATTRACT TO MEAD? ART STUDIOS BARS CAFES/ COFFEE SHOPS CAR WASH GAS STATION (FOR PASS -THROUGH TRAVELERS) GROCERY STORE HOTELS MICROBREWERIES, WHISKEY DISTILLERIES AND WINERIES NEIGHBORHOOD -SERVING RETAIL AND SERVICES RESTAURANTS UNIQUE, OLD -SCHOOL, BOUTIQUE, COUNTRY SHOPS WHAT TYPES OF I N DUSTRI ES AND EMPLOYERS WOULD YOU LIKE TO ATTRACT TO MEAD? CLEAN, GREEN ENERGY CLEAN, RESPONSIBLE, SAFE MANUFACTURING HIGH TECH COMPANIES WITH LOW ENVIRONMENTAL FOOTPRINT INDUSTRIAL HEMP LEADING COMPANY LIKE BOULDER SCIENTIFIC MEDICAL TECHNOLOGIES ONLINE DISTRIBUTION CENTERS PROFESSIONAL OFFICES - E.G. DENTISTS, CPAS, DESIGN FIRMS, ETC. ROBOTICS AND DRONES SCIENTIFIC SMALL BUSINESS START-UPS PUBLIC STORAGE 15 STAKEHOLDER INTERVIEWS SUMMARY Goals and Opportunities Preserve Large Lot Sizes More Housing Downtown Foster a Multigenerational Community Low Density Development Ability to Age in Place Mulifamily Housing Downtown Sustainable Neighborhoods Affordable Housing Options Senior Housing New Housing Options Summarized Feedback: HOUSING 2 2 2 3 7 9 0 1 2 3 4 5 6 7 8 9 10 Key Topics and Issues • Ability to Age in Place - active adult communities, senior housing options • Compatible Multifamily and Affordable Housing Developments • Housing Affordability • Housing Diversity • Multigenerational Attractiveness "DOWI1lOW1? housing will bring Downtown vibrancy." "We need housing for young families; active senior citizens; empty nesters; accessible homes (one level) for the elderly and disabled...apartments and options for people who can't afford to buy single family homes in Mead or don't want to deal with the upkeep." "We need opportunities for seniors to downsize but still stay in Mead. Patio homes for seniors are super popular right now." 16 TOWN OF MEAD STAKEHOLDER INTERVIEWS SUMMARY Summarized Feedback: TRANSPORTATION Key Goals and Opportunities NEW TRAILS AND TRAIL CONNECTIONS MASS TRANSIT (INCLUDING REGIONAL BUS CONNECTION) BIKE PATHS IMPROVED TRANSPORTATION INFRASTRUCTURE - INCLUDING ROAD IMPROVEMENTS, PAVING, UPGRADED INTERCHANGES, ETC.) ADD SIDEWALKS SUPPORT AND PLAN FOR FUTURE TRANSPORTATION TECHNOLOGY INNOVATIONS (E.G. DRIVERLESS CARS) IMPROVE BIKEABILITY LITY SAFE TRAIL NETWORK IMPROVED WAYFIN DING AND SIGNAGE CAPITALIZE ON RAIL AND AIRPORT FOR EMPLOYMENT OPPORTUNITIES MULTIMODAL TRANSPORTATION BIKE SHARE ADD AND IMPROVE PARKING (ESPECIALLY DOWNTOWN AND HIGHWAY 66/9.5) Key Topics and Issues • Poor Road Conditions throughout Town - including improvements and funding sources • Bikeability -including local and regional bicycling and bike share opportunities • Charging Stations for Electric Cars • Current versus Future Road Capacity • Impact of Future Growth on Traffic Congestion • Integration of Relevant Plans and Studies by other Entities • Leveraging Grants • Mass Transit and Multimodal Transportation • Planning for Innovations in Transportation Technology • Prioritization of Key Connections and Roadway Improvements • Regional Trail Connection • Road Layout, Design, and Priority Locations • RTD • Traffic Calming by Design • Transportation Infrastructure to Support Alternate Modes of Transportation • Walkability - including the addition of sidewalks "Improving roads will be critical in planning for growth: how to lay out roads and where." OUTREACH SUMMARY 17 STAKEHOLDER INTERVIEWS SUMMARY Summarized Feedback: PARKS, RECREATION & OPEN SPACE Values: outdoor recreation and leisure opportunities; Downtown Park; existing trails Goals and Opportunities RECREATION DESTINATIONS - E.G. HIGHLAND LAKE: SMALL CAMPING AREA, FISHING, ETC. PARK IMPROVEMENTS - INCLUDING NORTH CREEK (FOUNDER'S PARK) SAFETY IMPROVEMENTS NEW TRAILS AND TRAIL CONNECTIONS - INCLUDING LOCAL AND REGIONAL TRAIL CONNECTIVITY • RECREATION OPPORTUNITIES FOR ALL AGES NEW RECREATION CENTER BIKE PATH AND PAVED ACCESS TO AND AROUND HIGHLAND LAKE USABLE OPEN SPACE FOR PASSIVE RECREATION STRIVE TO PROTECT MEAD'S OPEN SPACE BUFFER BETWEEN NEIGHBORING MUNICIPALITIES INCREASED EMPHASIS ON HEALTH AND WELLNESS Key Topics and Issues • Health and Wellness • Leveraging Grants • Maintenance and Funding • Multigenerational Attractiveness • Open Space Tax • Recreation Center • Safe, Connected Trail Network • Usable Open Space for Passive Recreation "Create usable open space for passive recreation. It's nice to look at, but it's better to be able to use it..a cause worthy of resident tax dollars." "Open space tax usually passes overwhelmingly and it can often increase property values." 18 TOWN OF MEAD STAKEHOLDER INTERVIEWS SUMMARY Summarized Feedback: ENVIRONMENT & NATURAL RESOURCES Values: Open Space Vistas; Mountain Views Goals and Opportunities SECURE A WATER RESOURCE CREATE A WATER TASK FORCE PLANT MORE TREES ENHANCE WASTE AND RECYCLING SERVICES COMPOSTING BEAUTIFICATION Key Topics and Issues General • Communication with Weld County Public Health Department • Enhanced Waste and Recycling Services • Emergency Preparedness • Environmental Protection - includes clean air and water, habitat, trees • Mineral Rights • Public Fear about Proximity to Fracking Operations • Transparency and Delivery of Public Information • Water Conservation Water • Agricultural Impacts • Brownwater Use • Cost • Economic Development Impacts • Lack of Available Water • Land Development Impacts • Landscaping and Beautification • Water Task Force "Enhance recycling and composting opportunities within the community." OUTREACH SUMMARY 19 STAKEHOLDER INTERVIEWS SUMMARY Summarized Feedback? COMMUNITY FACILITIES & SERVICES Values Town's Commitment to Public Engagement 8% High Resident Involvement\ 8% School Sports and Recreation Programs 17% )0 Schools 67% ":..Communicate and educate the community about what's available and not available [in terms of public services for the Town of Mead]. Manage and monitor resident expectations. Public information could be better." TOWN OF MEAD STAKEHOLDER INTERVIEWS SUMMARY Summarized Feedback: COMMUNITY FACILITIES & SERVICES Goals and Opportunities Upgraded Sewer Infrastructure Charging Stations for Electric Cars Downtown Investigate Grant Opportunities Protect and Support the Ag Community Invest in Our Schools Public Library Attract a New School Upgrated Water Infrastructure Improved Public Education and Information Delivery Key Topics and Issues 8% 8% 8% 8% 8% 8% 23% 0% 5% 10% 15% 20% 25% • Clear process for permitting and development review • Collaborative Partnerships with External Service Providers/ Special Districts • Continued Support for Schools • Fiber Opportunities • Future Station Locations (Police and Fire) • Infrastructure Upgrades • Management and Monitoring of Public Information/Delivery • Oversaturated Schools • Provision of Utilities and Services from External Providers • Public Library -feasibility • Streamlined Mail Delivery Service OUTREACH SUMMARY 21 STAKEHOLDER INTERVIEWS SUMMARY Summarized Feedback: KEY PARTNERSHIPS & LOCATIONS :WHAT ARE SOME KEY ORGANIZATIONS OR GROUPS THAT THE TOWN OF MEAD SHOULD BUILD AND/OR STRENGTHEN RELATIONSHIPS WITH IN THE FUTURE? A: Agriculture Community (Farmers and Ranchers) Business Community (Private Sector) Carbon Valley Recreation District Churches Colorado State University DRCOG Highland Ditch Company High School Energy Academy Historic Highlandlake Library Districts Little Thompson Water District Longstanding Families Main Street Program Mead Chamber Mead Downtown Development District Neighboring Jurisdictions Oil and Gas Industry Planning Commission Parks, Recreation Facilities, and Open Space Committee Rotary Schools/School District Weld County l) WHAT ARE SOME KEY LOCATIONS WITHIN MEAD TO FOCUS FUTURE GROWTH AND DEVELOPMENT? Ames Park County Road 34 (Welker) Downtown Highland Lake Highway 66 Corridor Highway 7 Corridor 1-25 and Hwy 66 1-25 Corridor 1-25 Interchanges Land Adjacent to Boundaries Mead Ponds NW Corner of Highway 66 and 1-25 Sekich Business Park Area ONLINE STAKEHOLDER SURVEY #1 SUMMARY H IGHL1GHTS 77 RESPONDENTS 93 PERCENT OF RESPONDENTS LIVE IN MEAD 9 QUESTIONS 94 PERCENT COMPLETION RATE ADVERTISED ONLINE, AT TOWN HALL & DURING TWO COMMUNITY EVENTS LIVE FOR APPROXIMATELY ONE MONTH CONTENT FOCUSED ON VALUES, GOALS, OPPORTUNITIES & ISSUES OUTREACH SUMMARY 23 SURVEY 1 SUMMARY :WHAT DO YOU LOVE MOST ABOUT THE TOWN OF MEAD? A: 60 4 c 40 V 20 0 G fi lc" O b1/4o .16 s o s4G k_cdb 1fi� SGT 0QGfi 4) �fi�� .'`a o% afr ft/ \be Ot Szj TOP 5 RESPONSES Small -Town Feel and Character Calm, Quiet Atmosphere Neighborliness and Friendly Residents Rural Character Mead's Location and Proximity to Other Destinations CD 0 t ems . -} TOWN OF MEAD SURVEY 1 SUMMARY CtIF THE TOWN OF MEAD IS KNOWN FOR ONE THING 10 TO 15 YEARS FROM NOW, WHAT WOULD YOU WANT IT TO BE? A: TOP 3 RESPONSES Charming, Small -Town Feel and Character Safe Family -Friendly highland feeling Local corn m u n e ty dens;tv great businesses friendly quiet place tiotisirg Live ee close 2 5 family 'safe growth corridor rural good OUTREACH SUMMARY 25 SURVEY 1 SUMMARY :LOOKWG AHEAD 10 TO 20 YEARS FROM NOW, WHAT ARE YOUR GOALS FOR THE TOWN OF MEAD? A: 100 4-4 g 50 O V 0 •105•1��5fi� . to�1 �eC5~�� ofi� .1�ti��5\ •�ofi5 /cc' wotip~ e�5� �� a*1 �� o'� o� �� C� 5 �� e�fi b ��' �� ate{ o 4s- �,�C o ;��o ice eil b% to. 4s\�� X% fiMI .� a1fi% \cd cew 4, G�� .`�° �� gg`" ��` ti'g`' �4 �list �° %�� a by ' �� , ." + fi fiG o 1fi 4�° �5� 044 -Cs O O 6e e #1/4Cd seC1 TOP 3 RESPONSES A Small, Local Grocery Store Enhanced Local Culture that Capitalizes on Mead's "Hometown Uniqueness" New Entertainment and Leisure Options )0 TOWN OF MEAD SURVEY 1 SUMMARY A: WHAT ARE SOME KEY LOCATIONS WITHIN THE TOWN OF MEAD THAT THE COMPREHENSIVE PLAN UPDATE SHOULD FOCUS ON? 60 50 40 gab 0 30 U 20 10 0 Downtown County Road 1-25 Highway 66 Highland Lake Other - Write In 34/Welker Interchanges Corridor (Required) TOP 3 RESPONSES Downtown County Road 34/ Welker 1-25 Interchanges OUTREACH SUMMARY SURVEY 1 SUMMARY QWHAT ARE SOME KEY PARTNERSHIPS FOR THE TOWN OF MEAD TO ESTABLISH AND/OR MAINTAIN AND STRENGTHEN IN THE FUTURE? A: 60 40 20 0 "(errs ttJ CO •15 q> SGT �° ��° G°� � �a e '1/4° 4 O 4e,. 4‘1/4 .s0 scs- easoo C Se' •{� G 343 CO;1/4•P �1/4e� Cd is 4zb t 449 44„-bG ��1 �� bao b �4 G C, 5�fi 1/40 TOP 5 RESPONSES Schools/ School District Agriculture Community - Area Farmers and Ranchers Mead Downtown Development District Weld County Water Districts TOWN OF MEAD SURVEY 1 SUMMARY A: WHAT TYPES OF RETAIL AND SERVICE BUSINESSES WOULD YOU LIKE TO ATTRACT TO THE TOWN OF MEAD? TOP 3 RESPONSES Grocery Store Coffee Shops Restaurants shopst!tstat ion boutique nit \ retail L. gas convenience � diner 66_ � _mead stores brewery cream el OUTREACH SUMMARY 29 SURVEY 1 SUMMARY A: WHAT TYPES OF BUSINESSES OR INDUSTRIES WOULD YOU LIKE TO ATTRACT TO THE TOWN OF MEAD THAT WOULD PROVIDE JOB OPPORTUNITIES? TOP 3 RESPONSES Technology Energy Agribusiness Qj WHAT LOCATIONS SHOULD BE THE PRIMARY FOCUS FOR THESE BUSINESSES AND EMPLOYMENT OPPORTUNITIES? A: TOP 3 RESPONSES Downtown Highway 66 Corridor Along 1-25 30 r I SURVEY 1 SUMMARY A: WHAT TYPES OF HOUSING MIX WOULD YOU LIKE TO ATTRACT IN THE NEXT 10 TO 20 YEARS IN THE TOWN OF MEAD? Affordable Workforce Housing Compatible Multifamily Housing Other Senior Housing Value Low Density Single -Family Housing Senior Housing Other - Write In (Required) Compatible Multifamily Housing Affordable Workforce Housing OUTREACH SUMMARY Low Density Single Family Housing Percent 62.3% 18.8% 11.6% 5.8% 1.4% Responses 43 13 8 4 1 PLAN AUDIT SUMMARY INTRODUCTION There are several plans that Mead uses to guide development and growth in the Town. First and foremost is the Mead Comprehensive Plan (MCP), a long-term policy document for the community with guiding visions and strategies relating to new development, redevelopment, Town programs, and services. The MCP was last updated in 2009 and included 43 goals across 10 categories. Other supporting plans include the 2011 Open Space, Parks & Trails Master Plan and the 2013 Transportation Plan. An audit of these plans was conducted to further understand these plans, how Mead's goals operate today, and what needs and conflicts exist under current regulatory guidance in relation to expected future demands. Using an online survey tool, Town Staff and representatives assessed the current direction of these three plans, considering the relevance and necessity of the goals. In this sense, a goal is an end toward which efforts are directed and that provides the community with direction. A goal is a desired ideal and a value to be sought. HIGHLIGHTS 12 TOWN STAFF AND LEADERS 3 PLANS 50 GOALS 27 TRANSPORTATION PROJECT AND ACTIONS. 1�2 MCP GOALS WERE UNANIMOUSLY IDENTIFIED TO REMAIN 62 SUGGESTIONS AND COMMENTS 100% AGREEMENT ON ENVIRONMENTAL AND NATURAL RESOURCE GOALS 32 TOWN OF MEAD AUDIT RESULTS: COMMUNITY CHARACTER GOAL KEEP / DROP / REFINE COMMENTS Mead Comprehensive Plan (MCP) the Goal: will charm older preserve area. New by buildings development and providing enhance and design by emphasizing and the compatibility redevelopment Town's the history, unique between in form the character Old and new and Town of Keep Goal: accommodate neighborhoods connectivity implemented. Streets to and appropriate and all recreational areas. new development connections A spine trails trail must should to system provide adjacent to be planned or provide and Keep/ Refine • I the think wording. this is important, but not firm on Goal: along high SH66 and -quality CR7, Development Welker and CR1, Welker image. Avenue SH66 and that need Key and CR1 occurs locations to serve CR7, and I-25 along as include Welker I-25, and a gateways and CR38. I-25 SH I-25, 66, and CR7 with SH66, Welker and a Keep/ Refine • • "High sure though end Add 5 if up the -quality it's since with Intersection hard such the image" to different get different of is too SH rather specific gateways development. 66 and vague. Not here might WCR Goal: interchanges Develop along commercial I-25 to and employment serve as regional draws. activities at the Keep/ Refine • We opportunities well help revenues • What employment elements • This creating when a regional right need we commercial with "regional" should need as increase is into a Loveland kind we commercial along confusing to unique draw to for are a have of small rethink the is these draw. we the commercial stating with possible on and town. desired? and want. more I-25 in "regional when 20-30 rural small in You with what Westminster the employment interchanges town. Regional flow this cannot areas... town Are we and town draws"? talk goal for there I of area corridor increased about have then agree is feel about retail tough too to design as close. a boom we but and retail type OUTREACH SUMMARY 45 AUDIT RESULTS: COMMUNITY CHARACTER GOAL KEEP / DROP / COMMENTS REFINE Additional goals to support Community Image and Design: • Techniques to protect the small town atmosphere. • The overall character of the town should be considered, not just old town and the major intersection. Particular attention to the transportation system. Do we want curb and gutter? Or a more rural setting? • Create required design elements to set Mead apart from other jurisdictions along I-25. • We need clear corridors and types of development desired for each. TOWN OF MEAD AUDIT RESULTS: LAND USE GOAL KEEP DROP REFINE / / COMMENTS Mead Comprehensive Plan (MCP) Goal: preserve characteristics Development and enhance within the Town. the or small around town Old qualities Town will and Keep of Goal: areas opportunities between agricultural w If is the to more desire protect uses to assist intensive, of and and the urban preserve them landowner potentially in uses that their should in land, effort. incompatible rural be provide and agricultural Keep/ Refine • • • • and development. Each be town property economic Define preservation. trusts? Should intensive agricultural We should case compatible site should how etc say basis. should owners potentially be potential "Transitions work the uses looking transition be land desires to" evaluated together of incompatible the will at owner natural and from with property. assist with to on and meet maximize more ALL case the the the land a Transitions encouraged. The Partnerships town Goal: infrastructure Development and public should facilities. pay its own way with regard to Keep/ Refine • • • Be towns alternate Benefit responsibility do for have While realistic not public to offer; I believe through funding believe pay facilities. vs. be to for they what creative the development lacking sources. pay other with infrastructure, solely should infrastructure. neighboring helping has responsible they find a I URA for are Nor Goal: County, districts Formulate adjacent to provide intergovernmental municipalities for managed and growth. agreements overlapping with special Weld Keep Goal: fiscal Growth and economic should ensure health is the safeguarded. Town's current and future Keep/ Refine • We need to improve to the be actively town's looking economic for ways health. OUTREACH SUMMARY AUDIT RESULTS: LAND USE GOAL KEEP / DROP / COMMENTS REFINE Goal: Old Town will serve as the focal point for the community. The Town will endeavor to create a downtown development plan, establish a boundary for the area and establish policies to deal with the uses, design, financing and economic incentives for implementation of the plan. Goal: Establish Old Town as an area of mixed uses allowing for special commercial and civic uses with adequate parking and access for pedestrians and bicycles. Goal: Include mixed use, commercial, and industrial districts to provide services and jobs to both local and regional residents, and revenues to the Town. Keep Keep Keep Additional goals to support Growth Management: • Balanced economic and housing and specific strategies for economic sustainability and diversity of housing • Focus development in defined neighborhoods and transportation corridors. TOWN OF MEAD AUDIT RFSULTS: ECONOMY GOAL KEEP / DROP/ REFINE COMMENTS Mead Comprehensive Plan (MCP) Goal: located, Promote to create commercial/industrial an economically sustainable development, community. properly Keep/ Refine • • • leaves • The ensure "integrate" Would specifically corridors, proper Add sustainable developing businesses allowed to like economic more for "create not location. instead to state interpretation community" programs to uses call just flourish" an should sustainability. commercial economically of out properly to promote. retail help be with located... of reviewed and new and what "by to retail is that to Goal: economic Support development various organizations within the Town. which encourage Keep Goal: unique, area. Old Town area will fiscally -successful, be attractive, targeted for enhancement vibrant commercial of a Keep/ Refine • • Define focus Add "vibrant programs businesses vibrant to other "vibrant commercial to to neighborhoods commercial help flourish." commercial small/medium area that areas. by area." developing will to say Additional • • Targeted Focus action government goals strategies to support process for economic on efficiency development and predictability, as to promote economic successes. Economy: OUTREACH SUMMARY AUDIT RESULTS: HOUSING KEEP GOAL DROP REFINE / / COMMENTS Mead Comprehensive Plan (MCP) Goal: densities, harmonious Ensure in appropriate mix an appropriate of land locations, uses. mix of housing so as to types create and a Keep/ Refine • like Housing affordable citizens Mead that that and is manageable will want to attract live in as well and retain a community as land Goal: a sense -use Encourage of development mixes and community. housing densities of various to enhance housing types, safety and Keep/ Refine • the Enhancing community but not same safety are so much goal. and partially so that a sense they complementary should of be in Goal: Strive property values. to develop land use patterns which will enhance Keep/ Refine • think • I a in know many I when considered, the the Maintain almost narrow think a community, primary Town. that this residents appropriate, selected enhancing view a but goal of goal and be at to the but of that property the values drop the clear, providing property needs at the same is Board it however, because same important of values time, values housing members. time, it I that may is is to I be not in it should property is housing Additional • • Housing harmonious it Need doesn't strategic diversity goals imply mix that actions of to is land support mentioned, anything uses might other Housing: but mean than nowhere what that does it IF different is already mention types here a goal of might of housing be providing is sought allowed, after. housing it is for different done so harmoniously, life stages. A but TOWN OF MEAD AUDIT RESULTS: TRANSPORTATION GOAL KEEP DROP REFINE / / COMMENTS Mead Comprehensive Plan (MCP) Goal: and anticipated industry. infrastructure Pursue needs funding improvements of sources the and Town to residents, implement support businesses the transportation future and and Keep Goal: system. Create a safe, efficient pedestrian and bicycle trail Keep/ Refine • Define we the want to extent link to of other the system and regional trails. how Goal: system transportation Consider as potential efforts the I-25 corridor opportunities for future and area to the further residents. existing regional railway Keep/ Refine • Based system difficult • CHANGE: and "Consider a Colorado railway the on I think to existing experience system corridor pursue the "Consider this I-25 railway that to piece corridor with the covers be a" would I-25 system" the and the Railway corridor be to lobby Northern for transferred Goal: new ROW development Support to accommodate to public the concept occurs the ownership. of along arterials North/South the desired will be arterials. alignments, required As the to be Keep/ Refine • Evaluate standards by type and location Additional • The with around town in the the needs town. goals housing to A to develop support bike areas a system would small public they be a transportation have viable in option. Denver system is especially a good alternative. when we are A small trying bus system to increase that commerce could travel Transportation: like also 2013 Transportation Plan Project Improvements Turn (RC): Lane Probable SH and 66 / Third Signalization Cost: $800k Street - Intersection Add Westbound Safety Right Keep Project and Signalization (RC): WCR7 / WCR Probable 34 Cost: Intersection $600k Improvements Keep/ Refine 1 • I guess go seems to 4 if -lanes, like we assume a signal a big jump. Welker is and necessary, 7 both but it Project (No widening) (RC): Welker Avenue Probable Cost: / Railroad $300k Crossing Upgrade Keep/Drop OUTREACH SUMMARY 39 AUDIT RESULTS: TRANSPORTATION COAL KEEP DROP REFINE / / COMMENTS Project Widen (RC): to add Welker center Avenue turn lane from 1st Probable Street Cost: to 3rd $900k Street — Drop • Do that 3rd? • Completed many people turn into 1st through Project Widen (RC): to add Welker center Avenue turn from lane 3rd Street Probable Cost: to 7th $900k Street — Drop • Completed Project Reconstruct Probable (RC): Cost: WCR with intersection $700k 34.5 / WCR alignment 5 Improvements improvements — Keep/ Refine Project Mead Cost: $500k (RC): to the Heritage Regional Trail Trail on at the WCR St. 7 from Vrain Downtown River Probable Keep Additional • Skipped • There is the near intersection a need -term for a turn projects: I know signal little at about. WCR 5 and highway 66. Project Probable (LC): Cost: Third $300k Street / Railroad Crossing Upgrade Keep/ Refine Project WCR $600k (RC): 38 — Widen Street to add Widening center turn from lane WCR Probable 34.5 Cost: to Refine/ Drop • I'm connected development. think widening priority. improvements. not a assuming improving Transportation it At to least up these traffic 3rd not improvements studies what St isn't compared planner! in is the important, necessarily do for I meantime, know? future to other are but a I'm I Third Because north But Project Southbound (RC): WCR Left Turn 34.5 / WCR Lane Probable 7 Realignment Cost: $450k and Add Drop/ Refine Project to 4 lanes (RC): Welker (I-25 to WCR Avenue (WCR 5) Probable 34) Cost: Widen $2M from 2 lanes Drop/ Refine Additional • I feel mid-term very unqualified to projects: answer some of these questions! TOWN OF MEAD AUDIT RESULTS: TRANSPORTATION GOAL KEEP DROP REFINE / i COMMENTS Project Probable (LC): Cost: Extend $4M WCR 32 from WCR 1 to WCR 3 Drop/ Refine Project Probable (LC): Cost: Extend $4M WCR 3 from WCR 32 to WCR 34 Drop/ Refine Project Probable (LC): Cost: Extend $4M WCR 38 from WCR 1 to WCR 3 Drop/ Refine Project Probable (RC): Cost: Widen $800k the Welker Avenue / Railroad Crossing Drop/ Refine Project Probable (RC): Cost: Widen the $600k WCR 32 / Railroad Crossing Drop/ Refine Project between Cost: (RC): WCR $300k Construct 32 and Minor WCR 34 Collector (at '/2 section) Railroad Crossing Probable Drop/ Refine Project from SH (RC): 66 Construct to WCR 40 Western (5 miles) Parallel Probable Arterial Cost: on $8M WCR 5 Drop/ Refine Project 9.5 Road from Probable (RC): WCR Construct 32 to Cost: WCR $5M Eastern 34 Parallel mile) — Arterial Realign on WCR Frontage Drop/ Refine (1 lanes Project (RC): Probable Widen Cost: WCR $10M 34 from I-25 to WCR 17 to four Drop/ Refine Project 17) Probable (RC): Widen Cost: SH $39.6M 66 to four lanes (WCR 1 to WCR Keep/ Refine • Seems needs like from the we'll PEL. learn more about 66's Project Cost: $11.9M (RC): Extend WCR 40 from WCR 3 to I-25 Probable Drop/ Refine Project miles two-lane at (General $1.45M/mile)* rural cross Road section. Paving): Pave Probable Cost: County $50,750 Roads *Based (35 on Drop/ Refine Additional • Work with long-term engineering projects: staff to refine and discuss with Board of Trustees OUTREACH SUMMARY 4 1 AUDIT RESULTS: TRANSPORTATION GOAL ._ KEEP / DROP / REFINE COMMENTS Action: study requirements, to Periodically reflect growth and construction update trends, the Town's transportation costs. traffic impact improvement fee Keep they Action: and speed are Monitor appropriate limits, traffic as further and control safe. growth devices, such occurs to as make stop -control sure that Keep Action: developments impacts fees evaluated. the standard that arterials Require to are cross the appropriate Developers adjacent so surrounding sections. traffic that the to impact should their requirements roadway for these developments studies be responsible improvements from for system, internal all to and for proposed meet improving the can roadways, impact Mead's be Keep Action: apply for Maintain an active Improvement membership in Program DRCOG (TIP) and funds. Keep/ Refine • We but is the need we should best to be one a member look for into us. of an whether MPO, DRCOG yes, Transportation Action: studies concerns to Participate ensure are addressed that in ongoing the at regional transportation of Mead's level. interests planning Keep and Town a 42 TOWN OF MEAD MJJT)JT RESULTS: PARKS, OPEN SPACE & RECREATION KEEP / GOAL DROP/ COMMENTS REFINE ead Comprehensive Plan (MCP) Goal: balanced and open Provide and space a connected vision all ages. and system implementation of recreation plan for facilities, a parks Keep for Goal: facilities reinforce Pursue to Old serve the Town. development the needs of the of community community recreation and to Keep/ Refine • Drop "reinforce Old Town" to Goal: strategy equestrian provide Develop to create opportunities recreation. a comprehensive a connected for system pedestrian, plan and of trails bicycle implementation and and greenways Keep Goal: the Town. Develop a cohesive way -finding system throughout Keep Goal: open space Develop programs areas within the to obtain community. and maintain desired Keep/ Refine • Develop open maintained space programs within privately to the dedicate community, and by the desired Town. Goal: provide extent Work possible. for with joint other use community public and facilities private agencies to to the maximum Keep 2011 Open Space, Parks & Trails Master Plan _ Goal: facility Meet improvements Mead's growing and community renovations. needs through Keep/ Refine • Add "development" Goal: facility Meet development. Mead's growing community needs through Keep/ Refine • • Does Like have but Combine it a been I didn't... mean rec with center? given building previous That had I new answer read goal facilities? the might full plan, Goal: needs Provide of the Mead programs and community. activities to serve the diverse Keep/ Refine • Mead activities; their own is not the responsible various programs & groups activities to provide can create OUTREACH SUMMARY AUDIT RESULTS: PARKS, REC & OPEN SPACE GOAL KEEP DROP REFINE / / COMMENTS Goal: and increase Maintain and the capacity improve of the the to service expand to the services. public Keep/ Refine • Is this pretty previous goal? much the same thing as the Town's Town Goal: parks, Maintain trails and and open improve space the areas. level of maintenance at all Keep Goal: available facilities Strengthen resources and activities. and within develop the partnerships community for to maximize recreation the Keep Goal: planning facilities. Create for long-term financial a growing system of stability park and while open also space Keep Additional • I • • I'm residents Add a feel goal. "agricultural not we sure Both have have goals if an to it's within to immediate pay support heritage" included Town, Firestone need goals. somewhere and Parks, or by for Longmont connecting Open a recreation in the for to Space above the a center use goals, regional and . of It those trail Trails: is but not further system. facilities. good developing that in order to the trail swim or system use should a gym that definitely be TOWN OF MEAD AUDIT RESULT• ENVIRONMENT & NATURAL RESOURCES GOAL KEEP / DROP / COMMENTS REFINE Mead Comprehensive Plan (MCP) Goal: area through Preserve the and use complement of indigenous natural vegetation. characteristics of the Keep Goal: wildlife such and Seek as wildlife by wetlands, to directing protect habitat jurisdictional development areas. natural habitats, floodplains, away ecosystems from riparian sensitive and areas areas Keep Goal: water reduction encourage to new Encourage conservation, of development the pollution reduction various reduction within to the of programs light the air, in use water and community. for recycling, of fossil and noise land. pollution fuels, reuse, Also and related Keep Additional • Integrate goals sustainability to support elements into all eight and categories Natural of the Resources: plan update Environment OUTREACH SUMMARY AUDIT RESULTS: COMMUNITY FACILITIES & SERVICES GOAL KEEP / DROP / COMMENTS REFINE Mead Comprehensive Plan (MCP) Goal: needs cost-effective, Ensure grow government with high-level the Town's services, of buildings expansion service to in order the citizens. and equipment to provide a Keep/ Refine • Add citizens" focus at on the end with a recreation of something "service center." like of the "with a Goal: future Ensure growth new buildings and size of the are adequately community sized and its to needs. anticipate Keep Goal: reinforce Locate the significant vitality of "Old public Town" facilities Mead. in such a way as to Keep/Drop • Locate where best for Town Goal: sustainability Public buildings efforts in should their consider design and cost-effective construction. green/ Keep/ Refine • Add in "when possible" traveled throughout Goal: Off-street roads, the and community. bike and sidewalks pedestrian along trails, streets bike should lanes be along provided Keep/ Refine • Add in "where possible" land. Goal: maintenance Develop and of maintain public infrastructure, mechanisms buildings, to provide equipment for and Keep Goal: cost services. -effective Work with and safety highest service -quality providers to police and offer fire safety the most Keep/ Reinfe • Support effective departments. a Town high -quality police and cost and fire - Goal: libraries Work to with provide other facilities service providers to meet the such needs as schools of and the residents. Keep Goal: irrigation Develop of public a non -potable facility water landscaping. system to support Keep Goal: together Encourage the and residents support of the community community. activities to bring Keep Goal: and Encourage well-being of residents the Town. to become active in the governance Keep Goal: regarding Provide activities on -going and communication actions of the Town. with Town Residents Keep TOWN OF MEAD TOWN OF MEAD COMPREHENSIVE PLAN APPENDIX D: ENVIRONMENTAL CONSTRAINTS MAP ENVIRONMENTAL CONSTRAINTS IN THE TOWN OF MEAD AND PLANNING INFLUENCE AREA 40 SI O OM Town of Mead and 00 , Planning Influence Area I nvironmental Constraints es -s Mewl Town Llm IS GMA Wells Oil and Gas Buffers tre 2oa 360' 60Y r i ooa NB Parks and Open Space Trees Comps Proposed Trails — Proposed Trade &tees Finland Labe Loop Ikrlpn Reler Loop at lhaln Loop Regional Trill 2013 Future Land Use Plan POS A Stale Pollees Conservation Areas teems 1o0-lool sNa.re ten 100 is Flood Plain wlneoa.a 10oaool Vitestodes B,iler TOWN OF MEAD, COLORADO PLANNING COMMISSION RESOLUTION NO 1 -PC -2018 A RESOLUTION OF THE PLANNING COMMISSION OF THE TOWN OF MEAD, COLORADO ADOPTING THE TOWN OF MEAD 2018 COMPREHENSIVE PLAN, DATED MARCH, 2018, CONTAINING THE DESCRIPTIVE AND OTHER MATERIAL INTENDED BY THE COMMISSION TO FORM THE WHOLE OR PART OF THE COMPREHENSIVE PLAN, INCLUDING MAPS DEPICTING THE LAND USE PLAN/MEAD AREA OF INFLUENCE, AND TABLES DESCRIBING THE HISTORICAL AND PROJECTED POPULATION GROWTH, RESIDENTIAL LAND USE, AND LAND USE DISTRIBUTION. WHEREAS, the Town of Mead prepared and published the Public Draft of the Town of Mead 2018 Comprehensive Plan cm February 28, 2018, and published notices for public hearings by the Planning Commission and Board of Trustees on March 19, 2018 in the Longmont Daily Times -Call and March 31, 2018 in the Greeley Tribune, WHEREAS, the Planning Commission of the Town of Mead held a public hearing on the Comprehensive Plan on Wednesday, April 4, 2018, in accordance with notice published, and WHEREAS, oral and written testimony was given during the public hearing by members of the public residing both within and without the corporate boundaries of Mead, and WHEREAS, it is the desire and intent of the Planning Commission of the Town of Mead to hereby exercise its authority to adopt the Town of Mead 2018 Comprehensive Plan, as the official Master Plan of the Town of Mead as provided by C R.S 31 -23-206, and to forward an attested copy of the Comprehensive Plan to the governing body of the Town of Mead and to the governing body of Weld County for approval and upon acceptance by the Board of Trustees and/or the Weld County Commissioners, the Comprehensive Plan is to be filed with the Clerk and Recorder for Weld County NOW, THEREFORE, BE IT RESOLVED by the Planning Commission of the Town of Mead, Colorado, that Section 1. The Town of Mead 2018 Comprehensive Plan, dated March 201$, is hereby adopted by the Town of Mead Planning Commission as the Master Plan for the Town of Mead as provided by CRS 31-23-206 Section 2. The Chairman of the Mead Planning Commission shall affix his/her signature to the adopted Town of Mead 2018 Comprehensive Plan, and to the Town of Mead Land Use Plan/Mead Area of Influence Map, attesting to the approval of said documents by the Town of Mead Planning Commission Section 3. The adopted Town of Mead 2018 Comprehensive Plan, and the Town of Mead Land Use Plan/Mead Area of Influence Map shall be sent to the Town of Mead Board of Trustees and to the Weld County Commissioners as the adopted Master Plan for the Town of Mead as provided by C R S 31-23-208 Section 4. Effective Date This resolution shall become effective immediately upon adoption 20110328 PC Resolution Adopting 2018 Comprelirnsn a I l . doU 3284018 5 14 PM suction 5. Repealer. All resolutions, or parts thereof, in conflict with this resolution are hereby repealed, pro% idlcki iliac such repealer shall not repeal the repealer clauses of such resolution nor revive any resolution thereby. Section 6. Certification. I he Secretary of the Planning Commission shall certify to the passage of this resolution and make not less than one copy of the adopted resolution available for inspection by the public during regular business hours. INTRODUCED, READ, PASSED AND ADOPTED THIS 4t DAY OF April , 2018. ATTEST: By ecre Approved as to form: Z bigiii, too TOWN OF ME 0.' . •. O'•-9:;' . • • 1 , : O = Chai an ;o•.• �•�. • O; .Q.` . /1O. e,•••.....•••.• Q` s• /0', • I ry C \/```" /it ib�111innf3�,`` By: Is/ Richard E. Samson Richard E. Samson, Town Attorney 201801214 Po Raolut an Adopting 2018 Con retiaratve Mattoon 318'2018 5 14 PM TOWN OF MEAD, COLORADO RESOLUTION NO. 31- R -2018 A RESOLUTION OF THE TOWN OF MEAD, COLORADO, ACCEPTING THE TOWN OF MEAD 2018 COMPREHENSIVE PLAN, DATED MARCH, 2018; DECLARING THE TOWN OF MEAD'S COMPLIANCE WITH C.R.S. 31-23-206, et seq.; AND ADOPTING THE THREE-MILE ANNEXATION PLAN. WHEREAS, the Town of Mead prepared and published the Public Draft of the Town ofMead 2018 Comprehensive Plan on February 28, 2018, and published notice for public hearing by the Planning Commission on March 19, 2018, in the Longmont Daily Times -Call and public notice March 31, 2018, in the Greeley Tribune; WHEREAS, the Planning Commission of the Town of Mead held a public hearing on the Comprehensive Plan on Wednesday, April 4, 2018, m accordance with notice published; and WHEREAS, oral and written testimony was given during the public hearing by members of the public residing both within and without the corporate boundaries of Mead, and WHEREAS, by Planning Commission Resolution No. 31- 2018, adopted April 4, 2018, the Planning Commission of the Town of Mead exercised its authority to adopt the Comprehensive Plan, with amendments, as the official master plan of the Town of Mead as provided by C.R.S 31-23-208, and WHEREAS, the Board of Trustees of the Town of Mead reviewed and considered the Town of Mead 2018 Comprehensive Plan at their regular meeting on Monday, April 9, 2018; and WHEREAS, it is the desire and intent of the Board of Trustees to accept the Town of Mead 2018 Comprehensive Plan, prepared by the Town of Mead and adopted by the Mead Planning Commission on April 4, 2018, as the official master plan of the Town of Mead as provided by C R.S. 31-23-206; and WHEREAS, it is the desire and intent of the Board of Trustees to find and declare that it is in compliance with the requirements of C.R.S 31-23-206 requiring a recreation and tourism element in its master or comprehensive plan; and WHEREAS, it is the intent of the Board of Trustees to adopt "TOWN OF MEAD 2018 COMPREHENSIVE PLAN" as the "Three -Mile Annexation Plan" for the Town of Mead to fulfill the mandate of C.R.S. 31-12-105(1)(e), and to provide for its annual updating through appropriate amendments adopted in conjunction with the annexation of land to the Town; NOW THEREFORE, BE IT ORDAINED by the Board of Trustees of the Town of Mead, Weld County, Colorado, that: Section 1. The Town ofMead 2018 Comprehensive Plan, prepared by the Town of Mead, Colorado and adopted by the Town of Mead Planning Commission, by Planning Commission Resolution No. 31-2018, on April 4, 2018, is hereby approved and adopted by the Board of Trustees of the Town of Mead, Colorado as the official "master plan" for the Town of Mead as provided by C.R.S. 31-23-208. Section 2. The Town of Mead hereby finds and declares that it is in compliance with the requirements of C.R S 31-23-206 requiring a recreation and tourism element in its master or 20180328 BOT Resdutlon Adopting Conwahunslva Plan 2018 (02).doc 328/2018 202 FM Page 1012 comprehensive plan. Section 3. The "TOWN OF MEAD 2018 COMPREHENSIVE PLAN' published by the Town of Mead Planning Commission in March 2018, along with accompanying maps, plats, charts and descriptive material, is hereby adopted as the master plan for the three-mile area surrounding the Town of Mead and is to be known as the "Three -Mile Annexation Plan" required by C.R.S. 31-12-105(1)(e). Section 4. Except as provided by statute, the adopted Town of Mead 2(118 Comprehensive Plan, shall be advisory only. Section 5. Effective Date. This resolution shall be become effective as provided by law. Section 6. Repealer. All resolutions, or parts thereof, in conflict with this resolution are hereby repealed, provided that such repealer shall not repeal the repealer clauses of such resolution nor revive any resolution thereby. Section 7. Certification. The Town Clerk shall certify to the passage of this resolution and make not less than one copy of the adopted resolution in ailable for inspection by the public during regular business hours. INTRODUCED, READ, PASSED, AND ADOPTED THIS 9'h DAY OF April , 2018. ATTEST: TOWN OF MEAD \‘• \ON OP 4.„ By Mary E. S tt, C • , own rt . � d4c? hiel . , Mayor SEA L Approved as to form: r- : Oi .C. : O; By /s/ Richard E. Samson ''�•O0.1•7•4;'.• • ••'vOSamson, Town Attorne 1,,, Y, `/,?0 �� Richard E. Y '''' I'll'' 20180328 8OT Resolution Adopting Comprehensive Plan 2018 (D2).doc 3/28/2018 2 02 PM ttfid., Page 2 d 2 Hello