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Home My WebLink About20173833.tiff$4. Dacono �1FY'^ ?,a Dacono Forward Comprehensive Plan Update 2017 Good plans shape good decisions. That's why good planning helps to make elusive dreams come true, Lester Robert Bittei (Ii 1918) writer Om triter, Lena% 1: cr. .41 n ( I11 I1 cc_PLC men/ It),etOCC.C K e) c Las MCI n ) nic,r'7 20174833 Dacono Forward Comprehensive Plan Update 2017 Introduction The City of Dacono would like to thank all the residents, property owners and business owners who participated in the development of Dacono Forward Comprehensive Plan! Darono Joe Baker, Mayor Council Member Robin Dunlap Council Member Debbie Nast() Council Member Kevin Plain Council Member Nicholas Vogel Council Member Kathryn Wittman Council Member Chris Baca Council Member Robert Mauck Daconu Plarirnrig ana toning Commission Stan Owens, Chairperson Joe Baker, Mayor Kevin Plain, City Council Representative Scott Matkovich, Citizen Member Darrel Brunken, Citizen Member Tammy Meredith, Citizen Member / Alternate pity of flacono Staff AJ Euckert, City Administrator Department of Community Development Jennifer Krieger, ACP, Community Development Director Donna Case, Community Development Permit Technician Statutory Requirements In 1987, the state legislature made changes to annexation law limiting municipal annexations to no more than three miles beyond the current municipal boundary in any given year. Further, municipalities in Colorado are required to prepare and adopt a three-mile plan prior to annexing property into their territorial boundaries per C.P.S. 31-12-105 et. seq. The three-mile plan is a long range plan that demonstrates where a municipality will consider annexations, and how they will provide service to newly annexed areas while sustaining adequate levels within the existing municipal boundaries. The statute requires the plan generally describe the proposed location, character and extent of future public utilities, infrastructure and land uses. Although a policy document, it offers assurance that the municipality will only annex land when it is consistent with existing plans for the surrounding area. Source: Department of Local Affairs 1 Dacono Forward Comprehensive Plan Update 2017 Planning Process Technical Advisory Committee AJ Euckert, City Administrator Jennifer Krieger, AICP, Community Development Director Planning Process Technical Advisory Committee (cont'd) Stan Owens, Chairperson Joe Baker, Mayor Kevin Plain,City Council Representative Scott latkovich, Citizen Member Darrel Brunken, Citizen Member Tammy Meredith, Citizen Member / Alternate Consultants Ricker I Cunningham - Community Strategists Bill Cunningham, Principal and Owner Anne Ricker, Principal and Owner Kimley Horn - Land Use and Transportation Planners Mark Bowers, ASLA, AICP, Leed AP BD+C Ignacio Mejia, Senior Planner R fir. �. - Community Surveyors Tom Miller, President and ECO Sonya Wytinck, Director of Research Chelsey Farson, Research Associate 2 Dacono Forward Comprehensive Plan Update 2017 Table of Contents 1 - Plan Basics LANO URBAN "'arias.; P'IANNIMG s w s us" � inithrss f.,e 2 - Vision and Values Cab - Framework for Growth 4 - Going Forward Figures Figure 1: Dacono Municipal Limits and Urban Growth Area Figure 2: Framework Plan Districts Figure 3: Framework Plan Land Uses Figure 4: Framework Plan Urban Design Elements 3 Dacono Forward Comprehensive Plan Update 2017 Table of Contents (cont'd) Tables Table 1: Projected Planning Area Market Absorption Table 2: Overview of Physical Conditions Table 3: Framework Plan Potential Annual Fiscal Revenues Table 4: Framework Plan Potential Annual Fiscal Expenditures Appendices Appendix A: Appendix B: Appendix C: Appendix D: Appendix E: Appendix F: Appendix : Appendix H: Dacono Planning Area Three -Mile Plan Existing Conditions Maps Goals and Objectives of Other Policy Plans Public Participation Documents Summary of One -on -One Interviews Community Survey - Phases i and ii Market Overview Framework Plan Fiscal Impact Analysis Definitions of Lifestyle Modes (Psychographics) Implementation Matrix 4 1 - Plan Basics Introduction Dacono has taken a significant journey ... imagining its best possible future, testing that dream against certain market realities, and charting a course toward its fulfillment. The planning process that culminated in this, Dacono Forward Comprehensive Plan (the Plan), engaged residents, business leaders, property and business owners, and representatives of the development community, to define an ideal community for future generations. With growth throughout the Front Range reaching levels unparalleled in recent decades, and Dacono's strategic location along the Interstate Highway 25 (1-25) corridor, it is geographically positioned to capture a significant share of new development in the region. Understanding that business and property investment can translate into an enhanced quality -of -life for its residents, and advantageous work environment for its businesses, the cites leaders have expressed a desire to proactively partner in advancing projects of importance. At the same time, however, they are keenly aware of potential threats to those qualities that make Dacono a unique and desirable place to reside, work, visit and play. Within the pages that follow are descriptions and illustrations of a vision for Dacono as expressed by its residents, business and property owners, and community leaders.. These are supported by discussions intended to serve as a road map to that vision through actionable steps accomplished over the near- and long-term (2035). Underpinning the desired outcome and implementation approach is a framework of guiding principles, goals, and strategic public initiatives. Comprehensive Plan Cities and counties are authorized to prepare comprehensive plans as a long- range guiding document for a community to achieve their vision and goals. The comprehensive plan (or master plan) provides the framework for regulatory tools like zoning, subdivision regulations, annexations, and other policies. A comprehensive plan promotes the community's vision, goals, objectives, and policies; establishes a process for orderly growth and development; addresses both current and long-term needs; and, provides for a balance between the natural and built environment. (See C.R.S. 30-28- 106 and 31-23-206). 5 What is a Comprehensive Plan? a z )1- _ C 1- rI.i.arm 2RrNc- a REGIONAL a LAND RBAN POLITICAL P-ROC;ESS rrta*EcTY_•. ""'gTOWNPLANNING ARCIITECTURE T@CHNICAL 2 USE INFRASTRUCTURE 0 0 m � C. A comprehensive plan} sometimes referred to as a master plan or land use plan, is a policy document intended to communicate the collective intentions of a community with regard to land use, amenities, capital improvements, and services. Its geographic area of focus should correspond with its municipal boundaries, as well as locations outside those boundaries with potential for being annexed during the life of the plan. Audiences for the information contained in this and similar plans include appointed and elected public officials, city staff, residents, real estate developers, potential and existing business owners, and others invested in the sound growth of the community. Preparation of a comprehensive community plan is a requirement set out in the Colorado State Statute. A complementary document addressing similar matters for parcels located beyond its borders in its extraterritorial area, or urban growth area, is also required, and has been since 1987. This latter document is referred to as a three- mile plan. The Dacono Forward Three -Mile Plan is presented in Appendix A and available online and at Dacono's City Hall for review and reference. Since both are deemed policy rather than regulating documents, additional resources are necessary to protect and advance the goals and objectives stated in each one, Examples of these resources may include multi -jurisdictional agreements, often referred to as intergovernmental agreements (IGAs), building and zoning codes, and development and design standards. Existing agreements, including an IA with Weld County, are also available in the city's offices. Three -Mile Plan In 1987, the state legislature made changes to annexation law limiting municipal annexations to no more than three miles beyond the current municipal boundary in any given year. Further, municipalities in Colorado are required to prepare and adopt a three-mile plan prior to annexing property into their territorial boundaries per C.P.S. 31-12-105 et. seq. The three- mile plan is a long-range plan that outlines where municipalities intend to annex property and describes how they will ensure the adequate provision of services within the newly annexed territory a n d the remainder of the existing municipality. 6 Why Update the Comorehensive Plan? Whereas this Dacono Forward Comprehensive Plan is the community's collective expression of its vision for the future (to the year 2035)/ its purpose is to set the policy framework that will guide future decisions related to growth and development, redevelopment, land use, zoning, and capital investment. It should be a reference for individuals engaged in industry attraction, transportation planning, commercial and retail development, home building, the provision of services, construction of utilities, and programming of parks and open spaces. Ideally, it will facilitate a sustainable and fiscally balanced future for the city, and offer a foundation for future development regulations, policy decisions, and community programs. Dacono's current Comprehensive Plan was adopted in 2005. Since then/ the city, state and nation have suffered through the second largest economic downturn in our country's history, the effects of which transformed real estate markets and lending practices worldwide. The possibility of what Dacono can be needed to be reconsidered through a new lens, with current data, and a fresh perspective. With this new Dacono Forward Comprehensive Plan, the community will be in a better position to improve and enhance its environment for investment, foster resilient partnerships and protect its assets. Compliance with State anc Local Requiremenis Dacono Forward has been prepared in accordance with relevant sections of the Colorado Revised Statute. In addition, it has been prepared in accordance with local regulations as per the City Charter and Section 11-4. Functions of Planning and Zoning Commission of the Intergovernmental Agreement (I) An IGA is any agreement that involves, or is made) between two or more governments in cooperation to solve problems of mutual concern. Intergovernmental Agreements can be made between or among a broad range of governmental or quasi - governmental entities, such as two or more counties, two or more municipalities, a municipality and a special district, and so forth. Governments use IGAs for cooperative planning, development review, resource sharing, joint planning commissions, building inspection services, and more. 7 Municipal Code which states: "(a) The Planning and Zoning Commission shall prepare and adopt, and may amend from time to time, the master plan for the physical development of the city, No such master plan, or any amendment thereto, shall become effective until approved by the city Council;" (b) The Planning and Zoning Commission shall hold the initial hearings relative to proposed subdivision plats, proposed re -zonings, and such other matters as are established by ordinance, and shall make recommendations thereon to the Council; and (c) Except as otherwise provided by Charter or by ordinance, the Planning and Zoning Commission shall have the powers, perform the functions, and follow the procedures, as set forth in the State statutes," Consisfency with Other FIL0 This comprehensive plan update builds on previous planning efforts, including those listed as follows (presented in order of completion or adoption) ■ South Weld Interstate 25 Corridor Master Drainage Plan, 2000 ■ City of Dacono Transportation Plan, 2003 ■ City of Dacono Comprehensive Plan, 2005 ■ City of Dacono Water Master Plan. 2007 ■ City of Dacono Parks, Trails and Outdoor Recreation Master Plan, 2008 ■ City of Dacono Water Conservation Plan, 2011 ■ City of Dacono Potable Water Master Plan, 2014 ■ City of Dacono Regional Transportation and Drainage Impact Fees Analysis, 2014 ■ City of Dacono Rate Study, 2014 ■ Dacono Area Urban Renewal Plan, 2015 8 To this end, many of the goals, objectives, and ideas articulated in those plans, are also represented and carried forth in this Dacono Forward Comprehensive Plan. Examples of shared intentions include: ■ High aesthetic standards for new development ■ Robust and diverse local economy • Improved strategic gateways ■ Connections between neighborhoods and activity centers ■ Variety of housing types • Recreational opportunities for residents of all ages • Preservation of scenic views • Sustainable tax base Although there are obvious commonalities among these various documents,there are also course corrections or new initiatives and areas of emphasis such as: • Identification of corridors for future regional rail lines • Integration of residents from different ethnic and income groups • Safety and security within neighborhoods and commercial areas • Preservation of wetlands and wildlife habitat corridors • Development of a new Old Town Center (formerly City Center) • Passing along development -related costs to private interests • Enhanced code enforcement Actions primarily identified in the 2005 Comprehensive Plan that have been addressed to -date include: 9 ■ Completion of plans for (the city's): • water system • parks, trails and outdoor recreation resources • conservation of water and related resources ■ potable water ■ regional transportation and drainage impact fees ■ Updates to impact and developr lent fees ■ Preparation of a new city logo ■ Commissioning a citywide marketing program ■ Creation of an urban renewal area ■ Amendments to codes and development regulations ■ Completion of a community survey New directives and priorities set forth herein were informed by policy direction (guiding principles) from elected and appointed officials, and a byproduct of qualitative and quantitative information obtained throughout the planning process, particularly related to current and anticipated existing conditions and market trends. Expressed goals, objectives, policies and actions are intended to provide guidance, inform decisions, and assist with prioritizing public initiatives, Bac:Kgrnl Its« .�.,_ -- S - _ VS. • _':CriC . w• _ Tt fi (Taken from the 2005 City of Dacono Comprehensive Plan) The cities of Dacono, Frederick and Firestone, historically referred to as the Tri-Towns and ultimately branded, the Carbon Valley (the Valley), were originally settled by immigrants from Russia, Turkey, Greece, France, Bulgaria, Slovenia, Mexico and Italy. Coal mining, farming and the railroads were early drivers of the region's economy. Coal mining grew due to ample supplies of high-grade sub -bituminous coal, while farming became a primary 10 contributor because of success in growing sugar beets, corn, wheat, grain, tomatoes, pinto beans, potatoes and onion crops. The railroads, in larger part, succeeded because of the first two industries. The mines of Weld County provided a substantial source of revenue for the railroadcompanies and its host communities, Dacono, in particular, as the home of the area's first railway depot, realized ongoing economic benefits from the movement of resources in and out of the community and surrounding community, Charles Lockard Baum, president and organizer of the Consolidated Coal and Coke Co. was responsible for naming Dacono. He chose the first two letters from three local ladies' first names: Daisy, Cora and Nora to form DACONO. The first city plan, which accompanied Dacono's filing for incorporation in 1908, showed proposed home sites and public buildings located in the vicinity of what is now State Highway 52 (SH 52). Seventeen residents cast ballots in favor of incorporation, while one cast a ballot in opposition, Completion of 1-25 in 1960 brought employment opportunities and new growth to the valley, giving it greater access to the growing Denver Metropolitan Area (the Metro Area). In 1969, the region saw its first large-scale residential development, a 480 acre community of permanent mobile and modular homes on individually owned lots. That multi -million dollar development filled a desperate need among industrial and construction laborers working in the area. The discovery of oil in 1972 further fed the region's growth and development, a trend that continues today.' 'planning Area Context The city of Dacono is located in southwestern Weld County, about 10 miles north of the Metro Area's northernmost limits and 44 miles south of Fort Collins. The community's core, its original "downtown,." is located two miles east of 1-25 along the southern edge of SH 52. Denver International Airport (DIA) is located approximately 20 miles south and east of Dacono and accessible via the Metro Area's 470 circumferential beltway. 1 "Green Light on the Tipple" - A History of the Frederick. Firestone, Dacono Region. The Garcon Valley Historical Society for the Tri-Towns, 11 Figure 1: Dacono Municipal Limits and Urban Growth Area 0 i films Legend nano Municipal Boundary Growth Boundary Parole River 4/ Cr 4< Lake .! Pond 1OG=Year Fkxxlplein 1 500 -Year Floodplain The community encompasses approximately three (3) square miles, with an additional 22,000 acres located in its larger Planning Area. Figure 1 reflects the city's 2016 municipal boundaries and urban growth boundary (Planning Area or Three -Mile Area) . Plonninn Prnrecc nnd Cnmmunity InvnIvpmcsr The content of this Dacono Forward Comprehensive Plan reflects a combination of quantitative discovery and qualitative input. Throughout the planning process, consultants for the City sought to engage Dacono's residents, business owners, and others with local knowledge and a vested interest in the community's future. The Carbon Valley Music & Spirits Festival and National Night Out Movie in the Park presented early opportunities to elevate awareness about this City -led effort, and solicit feedback about those community assets that exemplified its essence. Subsequent venues included work sessions with City staff and community leaders, all of which were open to the public, as well as communitywide survey. A complete list of events is provided below. Using Survey Results Monitor trends in resident opinion Measure government performance inform budget, land use, strategic plant, Vngdecisionr Benc-mar€t serviceratingc 12 ■ Technical Advisory Committee Meetings • Interviews with Community Leaders and Key Stakeholders ■ Joint Study Sessions with the city council and Planning and Zoning Commission • Comment Forms at Festival and Event Booths ■ Multi -Phase Community Survey - mail and online A detailed summary of input received, including the results of the community survey are presented in Appendix a Plan Organization While the organizational structure of the 2005 Comprehensive Plan was fairly traditional with an emphasis on what is (was) and what land uses were desired, this Plan was designed to address what is, what lifestyle is desired, and how to get there ... with particular emphasis on product types that will serve desired lifestyles and resources needed to advance and protect its future. As such, the Guiding Principles presented here are intended to serve as guideposts within which the vision will be pursued, and the strategic Initiatives a roadmap for getting there, The format and messaging should provide the reader with an understanding of how people want to live? work? learn and play in Iacono and what is needed to support those activities, rather than a list of acceptable land uses and a discussion devoid of human, material, animal, physical and fiscal impacts. 13 2 - Vision and Values Introduction The Community Vision describes the attributes and qualities Dacono will possess in the future, as defined by its residents, business owners, community leaders, and others who participated in the planning process. As such, it reflects shared values among individuals with diverse interests and a range of perspectives. It is a culmination of the Guiding Principles, or core directives presented below, and offers a context for decision -making. Vision components of the Community Vision for this Dacono Forward Comprehensive Plan, are as follows. In 2035, Dacono will be ... Live ... a community with a diversity of living choices ranging from starter homes and cottages to paired and patio homes. "Baby Boomers" will be able to age in place, while Ivlillennials will find high quality market rate rental options within business and village centers. Individuals within both groups will benefit from connections to public and open spaces, a regional trail system, and a growing n umber of civic and recreational facilities. Commercial offerings and services will be incorporated into n eighborhood centers at appropriate levels of intensity when the market can support them. Work ,,, employment opportunities will be available for individuals in technical, professional, and entrepreneurial fields. Capitalizing on the area's agricultural roots and extension programs available through Colorado State University and community colleges with campuses in North Front Range communities, Dacono will be known for the Community Vision, 2005 The Comprehensive Plan will guide development and redevelopment over the next planning period (about 20 - years) to benefit current and future residents. Given the inevitability that the city will grow and change during this time period, the following vision d escribes the community's d escription of what they would life Dacono to become. O ur future development will be concentrated within a growth boundary, be actively managed, served by adequate public facilities and encourage (foster) economic vitality. O ur community will strive to balance future land uses and ensure economic self- sustai na bility. O ur community will be livable, walkable, safe and d istinctive. O ur environmental resources will be protected and when used, used wisely. O ur citizens will take part in the decisions and actions that affect them. 14 n umber of "home-grown" businesses within its municipal boundaries. Shop .,. commercial retail, restaurant, and professional care facilities will be available within and adjacent to Dacono, shortening the distance to essential products and services for its day- and n ight-time populations. Commercial offerings in the city will be concentrated in combination with region -serving employers within a business park setting along k25, as well as within a newly redeveloped Old Town - Village Center. Play and Move ... several new and established residential neighborhoods will be connected to each other and activity nodes within the city by recreational trails and other infrastructure supporting a safe alternative to vehicular travel. Within established neighborhoods, homes will be maintained to ensure the health and welfare of residents and facilities made available for pedestrians including parks, playgrounds and sidewalks. Existing infrastructure and utilities will be completed and of a capacity to support more intense levels of growth. Learn ... educational facilities will be available for individuals at multiple stages of their lives. In addition to formal learning campuses, continuing education opportunities will be available because of corporate partnerships promoting life-long learning and offering venues where professional skills and expertise can be shared. Honor new neighborhoods will feature amenities representing emerging values around Green (or environmentally -sensitive) development, sustainable living (i.e., farm to table), and recreation including parks and trails. Lead ... this vision and related objectives will be advanced through efforts by its appointed and e lected officials, its residents, business and property owners, and other stakeholders invested in a complete and healthy community.. Guiding Principles The Guiding Principles which informed this Dacono Forward plan are intended to provide direction for future land use and resource investment decisions. To this end, they should be considered in matters related to rezoning, subdivision and site design requests; as well as, the selection of priority initiatives, capital expenditures, and investment incentives. As they relate to this Dacono Forward Plan, they served as the foundation for its Goals (desired outcomes) and Strategic Public Initiatives (recommendations and actions) . Each one reflects the input of 15 participants in the process, citizens and other stakeholders, as well as members of the Technical Advisory Committee and values of the larger community. Collectively they were endorsed by city council during the planning process. 1. Grow the city's economy through diversification of job and business opportunities, and balance growth through efficient development patterns. 2. New development and redevelopment will meet Dacono's expectations for excellence in design and the creation of places consistent with long-term economic viability. . Today's neighborhoods remain vital and desirable places that meet the needs of existing residents and also appeal to future residents. 21-. Housing choices available in Dacono are accessible and affordable to people at all stages of their lives. City leaders and decision -makers will focus sufficient attention and investment on. distinctive areas throughout the city so that each can achieve the vision described in this plan. 16 3 - Framework for Growth Introduction With an understanding of the desired vision and potential challenges involved in development and redevelopment in the city, participants engaged in the process were involved in the identification of strategic opportunity areas, herein referred to as "districts." In this context, districts are comprised of market supported improvements, co -located and supported by shared infrastructure, that collectively create a "place" providing either an experience or hosting uses which meet the daily needs of an area's residents. Four districts were identified within the Dacono Planning Area including the - Commerce, Small Town, Multi -Generational Living, and Agrarian Living. Each one was informed by its geography and proximity to natural and man-made assets, and while possessing their own set of challenges, they also offer unique opportunities which can benefit from targeted initiatives. The discussion below provides highlights from an analysis of existing and anticipated market conditions, demographic and lifestyle characteristics, and prevailing industry trends that informed identification of the districts and corresponding place types within them. This is followed by an illustration of a framework plan for the planning area showing the location of e ach district and supporting capital enhancements. Contained throughout are references to existing plans and policy documents which support the goals and objectives expressed here, along with an analysis of potential fiscal impacts, near- and long-term, of the district concepts. Existing Conditions Planning for growth requires an understanding of key conditions, both visible and non -visible, all of which can influence property investment decisions among both public and private entities. The discussion which follows provides an overview of those that individually, and collectively, o ffer an indication of obstacles to, and opportunities for, development in the community over the near- and long-term. Investment decisions by municipalities are primarily influenced by three things -- community n eed/ access to capital, and the availability of land or space for improvements. Private sector decisions, on the other hand, while also impacted by these factors, are further subject to judicious consideration of a multitude of additional circumstances which individually or collectively could adversely impact the feasibility of a development project. These circumstances, or influences, most frequently fall into one of six categories -- physical, market, financial/ regulatory, political and organizational. The discussions which follows provides an overview of the first three-- physical, market, financial -- with additional detail found in relevant 17 appendices of this Plan. Financial issues are considered in terms of fiscal impacts to the community associated with various development concepts. The remaining, where relevant, are addressed in Section 4 - Going Forward. Physical Conditions Physical conditions, both natural and man-made, where investigated whereas they can influence not only the type of land uses that develop within a certain geography, but also their format, horizontal or vertical, above grade or below. As you will find, physical conditions impacting properties within Dacono's municipal boundaries and larger Planning Area include natural features such as flood plains, drainageways, and remnants of previous geologic mining; along with man-made improvements such as roadways, utilities, pipelines, railways, and natural resource extraction facilities and their supporting infrastructure. In some instances it is the presence of these conditions, while in others it is their absence that presents the greatest impact. In the context of man-made improvements, specifically, it is most often their capacity or condition that either allows investment to move ahead, or causes its delay. Transportation Systems As reflected in the Framework Plan prepared for Dacono and presented below, is comprised of development districts, gateway improvements, open spaces, non - vehicular connections, and other enhancements to the physical realm. It emphasizes the role of place types in strategic locations that support a range of land uses and real estate products which ultimately will rely on an effective and well -functioning transportation system. To this end, it identifies targeted areas for future transportation - related improvements, all of which generally correspond with the ley corridors, gateways, and activity centers detailed in the city's 2003 Transportation Plan. The City of Dacono Transportation Plan was commissioned by the City so that the community could "plan for and accommodate future growth and development in and around its borders by mitigating existing transportation problems and identifying future transportation needs." It recognized that although Dacono is approximately 20 miles north of the Denver Metropolitan Area, it serves as a bedroom community for its northern suburbs, as well as larger communities along the northern Front Range. It also 18 acknowledged that "the majority of the section line arterial roadways in the Dacono planning area were unpaved at the time, and that section line roads that were paved were generally twenty-four feet wide with minimal unpaved shoulders.." To adequately support anticipated growth and inform development patterns, several new transportation facilities and improvements to existing facilities were recommended throughout the larger Dacono Planning Area. Some were proposed because of forecasted demand locally, while others were identified to support anticipated regional demand. The plan suggested funding for improvements should be shared by the City and private developers, yet also encouraged the use of impact fees as a supplemental resource. With regard to improvements within state highways, whereas they are the primary responsibility of the Colorado Department of Transportation (CDOT), in coordination with the Denver Regional Council of Governments, decisions to improve these facilities, and the ability to do so, will ultimately be contingent on priorities established by these groups and the availability of state and regional funding. Therefore? Dacono will consistently monitor their activities/ while also investigating other state and federal sources. Parks, Trails and Outdoor Recreation In addition to an expanded system of roads, the Framework Plan also emphasizes improving connectivity for other modes of transportation/ pedestrian, bicycle and trail. Several planned bikeways and an expanded trail system are also objectives outlined in the Dacono Parks, Trails and Outdoor Recreation Master Plan. As explained therein, an overriding objective of the community is recreational connectivity, including both heightened walkability and bikeability. In this context, walkability is considered a measure of how user-friendly the area is to people traveling on foot. Similarly, bikeability refers to the extent to which the community accommodates bicycle travel. Residents who participated in that planning process thought these connections were needed between neighborhoods and shopping areas, public facilities (i.e., schools, library, post office, recreational places), and 19 natural features. Key community goals expressed in the plan include: providing equitable access to safe, quality parks, trails and outdoor recreation facilities; using parks and trails to help enhance Dacono's character; featuring public art and offering environmental education in every facility; connecting parks, neighborhoods and businesses to each other and regional trails; and, actively preserving significant open lands. In addition to addressing the type and location of necessary transportation -related capital improvements, the Framework Plan also supports the preservation of existing and future open spaces, and encourages additional public spaces within and between the various development districts. The Recreation Master Plan explains that these community assets contribute favorably to its identity and appeal. To this end, a recommendation of the plan is that all new construction projects demonstrate conservation and environmental sensitivity. Resources identified to advance park and recreation enhancement and preservation projects included development impact fees and grants such as those available through Great Outdoors Colorado (G000). A complete list of goals, policies and strategies presented in the Dacono Parks, Trails and Outdoor Recreation ►aster Plan is presented in Appendix C. Water As impactful as access tocomplete streets are on decisions related to where and how much to development, so too is the availability of water. As reported in the City of Dacono Water ;►aster Plan, municipal water for residents and businesses in Dacono is treated by the Central Weld County Water District (CWCWD or the District) in its Water Treatment Plant (WTP) at the base of Carter Lake. CWCWS was organized in 1965 and initially funded by a $3.8 million general obligation bond for construction of its facilities. It was created to 20 provide reliable and good quality water to rural users and communities who were, at the time, dependent on sub- surface water sources. originally concentrated in central Weld County, the District's domestic water service area now extends to communities in the Carbon Valley including Dacono, Firestone and Frederick. In 1987, the City of Dacono entered into an Intergovernmental Agreement (the CWCWD Water IGA or CWCWD Water Agreement) with CWCWD, making it the city's principal purveyor of eater. The term of the original CWCWD Water Agreement was 20 years, with automatic ten-year renewals. Today the city is a participant in the Northern Integrated Supply Project (NISP) which is a proposed water storage and distribution project that will supply 15 Northern Front Range water partners with 4'2000 acre-feet of new, reliable water supplies. Northern Water, a public agency created in 1937 to contract with the federal government to build the Colorado -Big Thompson Project (C -BT Project), provides supplemental water to the city and more than 640,000 acres of irrigated farm and ranch land, 120 ditches and approximately 925,000 people in eight Northeastern Colorado Counties including Boulder, Broomfield, Lorimer, Logan, Morgan, Sedgwick, Washington and Weld. It is through these and other partnerships and affiliations that Dacono will be able to partner in growing the community in accordance with the Framework Plan and related intentions expressed herein. Potable Water Similar to the agreement with CWCWD for the treatment and transfer of water to its residents and businesses, the City entered into a second agreement with the District, during this same period, identifying the District as its sole provider of potable water service to the community (the CWCWD Potable Water IGA or CWCWD Potable Water IGA). The CWCWD Potable Water Agreement, like the 21 Water Agreement, is scheduled for renewal in 2017 unless "written notice is submitted by either party a minimum of three years prior (November 9, 2014) to the renewal date." According to the Potable Water ICA, "District water is first delivered through its own transmission mains and Master Meter Vaults (MMVs), and then transferred to city -owned infrastructure, including a one million gallon (MG) water storage tank (located south of Dacono's historic core) historic Dacono, resulting in a bifurcated water system." The City commissioned preparation of the Potable Water Master Plan (the Potable Water Plan) in 2014. Its purpose was to plan for the design, construction, and operation of a water utility system for the community consistent with industry standards. One of the primary goals of this plan was to provide a framework for the city to build a redundant water utility, consistent with expressed service level goals. Although existing master meters quantify the amount of water delivered) they conflict with its service level goal of an interconnected water system. In addition to redundancy) another major issue addressed within the plan was how to construct future improvements to assure adherence to service level goals while using the "backbone" infrastructure provided by the District. An efficient, cost-effective, and state-of-the-art system of infrastructure, either existing or planned, will be a critical component of any City -led initiative to attract experienced developers willing to partner and advance the goals and objectives presented herein. As such, the city will ensure policies and procedures that return primary responsibility of the planning and design of future water system improvements to itself. Specifically, going forward, a collaborative process between the city and District related to the planning and design of future system improvements will be pursued. Drainage In 2014, the city retained the services of Tait & Associates to prepare a feasibility report outlining processes which should be used to determine transportation, irrigation and 22 drainage impact fees. Since its completion, it has been referred to as the City Rate Study. In the context of that analysis, its authors investigated municipal drainage and irrigation improvements for the purpose of understanding if existing structures were adequate to handle various flood return periods and target capacities attributable to growth. They found several deficiencies in existing culverts and bridges, and that improvements were necessary to prevent road overtopping in the event of a major flooding event, and handle projected target capacities. In total, nearly 30 improvement projects were identified within the larger Planning Area, with conceptual estimates exceeding $7.8 million. Similar to funding for roadway improvements, recommended resources for drainage improvements included a combination of private participation and nonresidential impact fees. The Market In addition to conditions in the area's physical environment, certain market conditions were also analyzed. These included patterns of property ownership, utilization and size; as well as demographic and psychographic demand drivers, and its climate for investment. Most notable about property ownership in the community is the number (or percent) of local owners. Within the city's municipal boundaries, more than 1,300 of its more than 2300 parcels, or approximately 57%, are owned by someone with a Dacono address. Eighty-nine percent are owned by an interest with a Colorado address, and only approximately 1,400 or 30% of its total acreage is held by someone located outside of the state. This is particularly relevant whereas future efforts to advance the Framework Plan development concepts and larger community vision will have a higher likelihood of success if those most invested in its future are accessible to the city's leadership and staff. In addition to property ownership, another informative market condition are patterns of property use, particularly as they might impact value and resulting municipal 23 revenues. Based on a review of public property records, and preparation of maps illustrating the same information, it appears that there is a comparatively high level of under - utilization among parcels in the city. In fact, not only are there numerous vacant parcels, there are several improved parcels that are under-utilized. For the purpose of this analysis, under -utilization is determined by quantifying the ratio between improvement and total value.. When land values are a disproportionate percentage of total value (improvement ± land), this is often an indication that properties can support a "higher" (in terms of value or intensity) use, When this trend exists, inefficient development patterns are not only pervasive, but municipal revenues are diminished and frequently insufficient to provide adequate levels of service to its residents. Within the Dacono municipal boundaries, less than 10 percent of its total acreage exceeds an 80 percent utilization} while more than 80 percent maintains a ratio of less than 20 percent utilization. Ultimately, this means that the city's efforts to attract desired development should include tailored efforts to attract desired redevelopment, as well. As noted earlier, the city of Dacono encompasses approximately three (3) square miles, with an additional 22,000 acres located in its larger Planning Area. Among its incorporated undeveloped parcels, the vast majority are greater than 20 acres in size. An additional few, primarily located along its minor arterials range in size from 10 to 20 acres, and a similar number ranging in size from 2 to 5 acres are concentrated at the intersection of collectors and arterials. With such a sizable inventory of larger parcels, under a single ownership, and configured to accommodate a range of land uses and product types, the community should be well positioned to capture a reasonable share of the region's growth. What could deter or delay this from happening would be the intentions of the individual property owners, along with their interest, experience and capacity to improve their property in a manner consistent with the objectives of the Framework Plan and expressed community vision. 24 Dacono is located within the Southwest Weld County region, an interconnected, regional Trade Area that includes all or portions of the following communities: Erie, Frederick, Firestone, Mead, Longmont, and Brighton. All of these are rapidly growing edge communities within the Denver -Aurora Combined Statistical Area (CSA). Given Dacono's location within this Trade Area, and particularly along the 1-25 North Corridor, the city is poised to attract their fair share of future residential, commercial and employment growth over the next 20 years. While the larger Trade Area maintains a solid base of middle and upper -middle class demographics which encompasses a broad diversity of psychographic / lifestyle groups, Dacono's demographics reflect a less affluent ($47,100 median household income in the city compared to $62,400 in the Trade Area) and less highly -educated (11% with a college degree in the city, 40% in the Trade Area) population. Both city and Trade Area residents prefer to "age in place", as evidenced by projected growth in the 65+ age group. This results in a relatively stable community environment, with residents preferring to move within the community as lifestyle forces dictate. This stability is further reinforced by a higher share of family -oriented households and higher homeownership figures as compared to the Trade Area, indicating an increased level of "investment" in the community. Dacono is dominated by middle class psychographic segments, indicating moderate retail spending and preferences for more moderately -priced housing. Detailed descriptions of the most prevalent lifestyle groups (psychographic segments) in the Trade Area are presented in the Appendix. Surrounded by attractive exurban alternatives, where single family housing dominates development growth, Dacono is poised to compete for residential diversity providing housing products with high demand that are not being provided in the market (e.g., small lot single family, townhomes, rowhouses, patio homes, etc.). Demand for residential product types will continue to grow significantly over the next twenty years (over 17,400 total units in the 25 Trade Area) with particularly strong growth in ownership price points ranging from $200,000 to $500,000 and rental rates ranging from $800 to $1,000 per month. Dacono's demographics, psychographics and community amenities should enable the city to compete for a broader range of housing types, from single-family detached to niche products in higher demand. Although comparatively modest in size and building class today, Dacono's future as an employment center will likely expand, as its housing inventory expands and diversifies, regional growth along the North 1-25 Corridor continues, and the city better advertises its economic assets and natural amenities. Small local -service businesses will find desirable office opportunities in future i nfill developments, while larger tracts will hold appeal for business park development - potentially capturing a share of forecasted Trade Area employment growth (15 million square feet over the next 20 years) . As the city increases its prominence in Southwest Weld County, it will be able to better compete for new businesses and begin to balance its future development growth in a more sustainable manner. While Dacono remains a bedroom community, its future lies in attracting commercial and employment growth - both to expand its retail base and to enhance live -work opportunities within the city. With significant growth in the Trade Area's daytime and nighttime populations, along with an enhanced regional transportation infrastructure (I- 25 and transit) and development of regionally -recognized business "addresses", Dacono will be better positioned to capture an increasing share of the commercial growth being realized throughout the North 1-25 Corridor. Coordinated public - private efforts will be critical in catalyzing commercial and employment development that stands out from growing regional competition in surrounding communities. A more detailed overview of the competitive market within which Dacono competes for investment is presented in the 26 Appendix, and a summary of demand thresholds by use and product type presented in Table 1 below. Table l : Projected Demand and Market Share City of Dacono Trade Area Demand Market Share Absorption (Units/Sq Ft) Land Use Type (20 Year) LOtiti High Low High Residential (Units): Single Farm ly Detached 9400 ' , 1W' 752 gfl0 Single Family Attached 3i200 8% 10% 256 320 Rental Apartments 33,900 8% 10% 312 390 Subtotal 1600 1,320 1,6501 Non -Residential (Sq Ft) : Retail 4300r000p�' 10% 15% 230000 34SrO00 Employment (Office/Industrial) i 14, x,000 33% 5% 4'14,000 74Or000 Subtotal 17, 1 ! 1,000 674,000 1,085,000 Source: Ricker IC-UIIriIn€ham. In summary, the region is expected tocontinue to grow at rates unparalleled in previous decades, and Dacono is well positioned to capture a fair share of new development as long as the city continues to make strides towards effectively positioning itself for this investment. As explained above, properties throughout the community with the potential for development or redevelopment are subject to a range of conditions, some which present opportunities for investment and others which pose challenges. Where these conditions present circumstances resulting from either an absence of improvements or improvements that are insufficient to support development, capital investments by the city or in partnership with the private sector will be essential. Early priorities will likely include investment in roadway accommodations for vehicles, bicycles and pedestrians; infrastructure and utility extensions and repairs; enhancements to public and open spaces that communicate contiguity; and mitigation of improvements that impede the area's aesthetic appeal. Maps of existing conditions are presented in the Appendix B. 27 Fiscal Impact of Framework Plan The development concepts reflected in the Framework Plan, which shows the community at build -out (approximately 20 years), represents a mix of revenue - generating and cost -producing land uses, collectively intended to maintain and improve the city's sustained fiscal health. The economic balance sheet is the totality of its revenues and expenses with revenues generally including some combination of taxes, bond proceeds, fees, grants, and other monetary benefits resulting from various municipal assets (i.e., earned interest, proceeds from land leases, etc.); and expenses most often including some combination of: salaries of municipal staff, payments to contractors and consultants, municipal services, fees and / or interest associated with any debt, facility and property expenditures, capital improvements, and equipment purchases. A balanced budget is one where revenues are equal to or in excess of expenses. As development occurs in a community, while it provides taxable revenue, property and / or sales, as well as use tax during construction, and lodging tax in the case of hotels and motels; it also creates expenses in the form of public improvements such as infrastructure and utilities, and required municipal services such as police, fire, and others depending on the type of use. Ideally, every new development would be at least self-sustaining, generating revenues at least sufficient enough to address its expenses. However, this is not always the case, particularly when the proposed uses include a disproportionate number of residential units, especially► those at low and moderate price points relative to the market. Factors that can challenge a balanced community budget beyond development that results in a net fiscal imbalance include: deferred and unexpected capital expenditures, policy direction that supports proactive activities to grow and diversify the economy (i.e., property acquisitions, monetary incentives, unplanned participation 28 in public improvements, and others) . While some of these result in a short-term debt overload, others can have a more prolonged impact, thereby forcing the community to either generate additional revenue, or lower costs. Supplemental revenues can be raised by a tax increase, bond issuance, or municipal loan. Whereas most municipal expenses related to salaries and facilities are somewhat fixed, many communities are forced to cut back on services in an effort to save money. This practice, if continued for too long, could compromise the quality -of - life that originally attracted its residents, business and property owners; and, ultimately diminish property values and correspondingly reduce revenues. For the purpose of this planning initiative, the development concepts presented in the Framework Plan, were analyzed to understand their combined impact on the City's balance sheet. While the full fiscal analysis is presented in the Appendix, a summary is presented in Tables 3 and 4 below. Table 2: Framework Plan Potential Annual Fiscal Revenues Product T e Residential (Units):: Single Family Detached Single Family Attache d Rental Apartments Non -Residential (Sq Ft): Retail Employme nt ( Office/Industrial) City of Dacono Added Taxable Added Property Tax Value @ 20-Yr Revenue $22,447,200 $554,311 $6,368,000 $157,251 $4,6'56,600 $114,990 $20, 010,000 5494,127 $32,190,000 $794,900 Prop a rtyr Tax* $2,115,579 Sales Tax** $2,587,500 Total Tax Revenues $4,703,079 Other Revenues *** $578,369 Total Revenues $5,231,448 ba sed on City .024694 property tax rate. ** based on estimated retail sales of S250 per square foot and 39/6City s.alestax rate. ***based on 2016 general fund revenues from permits, fees, licenses, fines, etc. --per capita of $105. 29 Table 3: Framework Plan Potential Annual Fiscal Expenditures Product Type Residents Retail Employees Office/Industrial Employees City of Dacono Added Residents / Added Annual Employees Service Costs* 4,400 $A,353,S96 288 $219.147 822 $526,738 Total Service Costs 54,199,781 Total Revenues $5,281,448 Total surplusf'Deficit $1,081,668 % Surplus,/ } IL 1::ft 26% "based on 2016 general fund expenditures per capita of $762 (incl ud' ng debt service). Note: Sergi c ecost impacts of employees estimated at 113 of resi dents. Source Ricker I Cunt n gha n. Framework Plan In keeping with the Guiding Principles, the Dacono Forward Comprehensive Plan recognizes and affirms the necessity to grow the local economy through the attraction of new, and expansion of existing businesses and industries. The Community Vision and supporting Guiding Principles reflect the value the community places on established neighborhoods) as well as its focused intention to improve those places within the community where development and change will be essential to meet the needs of its increasingly diverse resident and industry bases. With this understanding, the following four strategic opportunity areas, or districts, were identified within the larger Dacono Planning Area: ■ Commerce and Industry District ■ Small Town District ■ Multi -Generational Living District ■ Agrarian Living District Whereas most of the city's land area is currently undeveloped, the health of its economic balance sheet will be influenced by the type, timing and amount of development that occurs in these locations, as well as Target Groups The Branding Study identified similar target markets within the categories of Residential Developers; Large, Government and Higher Education Employers; Millennial / Gen Y Urban Renters; Latino Community; and, 50+ Community. Place Types Place types are land uses and product types that, in combination with supporting uses and enhancements, support an experience. The definitions presented here include an explanation of compatible physical conditions. 30 those that are nearly built -out. To this end, two key planning practices - strategic capital investment and ongoing fiscal assessments will be essential going forward in order to ensure stable progress. Its sustained health will further rely on adherence to elevated development standards, yet off -setting incentives so that the community remain a competitive market for investment. In order for the Districts and uses within them to succeed, opportunities to connect new and established areas of the community with an improved network of roads with adequate accommodations for pedestrians and bicycles, and completed regional trail and local loop, completion of regional and local trail system, a focal point of the Framework Plan, will be essential. Finally? any past perceptions of Dacono as an underserved-urban enclave within Weld County, will need to be dispelled through a multi -faceted overhaul of its image reflected in improvements to the public realm and any messaging to interested investors, most of which is addressed in a related Branding Report completed in conjunction with this Plan. The City understands that a unified vision is the first step, but that it must be closely followed by a long-term commitment by its leadership and staff; along with policies? regulations and resources consistent with an investment "story" that has been vetted by professionals familiar with local and regional market conditions and the economic challenges inherent in rapidly growing community's on the fringe of major metropolitan areas, with aging and incomplete infrastructure. Finally, the Framework Plan illustrates a desired outcome for the community by the year 2035. Inherent in the plan for uses, products and improvements presented is the assumption that certain strategic initiatives will be advanced that effectively foster a favorable environment for growth and development. These initiatives and actions are both area- or district -specific and citywide? and are intended to address all categories of conditions that pose 31 either barriers to, or opportunities for, investment. The citywide initiatives are discussed in the next Section 4: Plan Implementation, and are organized into the following categories: Partnerships, Projects and Programs, and Policy and Regulatory Reform. District -specific initiatives are presented below in conjunction with their corresponding development district. All of the initiatives are presented in a matrix in Appendix H. Figure 1: Framework Plan Development Districts r1 Dacono Boirdary I ICO•Year Floodplain a 0.5 1 Miles Agrarian Living — Siam- ! f:rmvk uteYaar Flnndplain District Concept Elements A description of each district is presented at the end of this section, each one reflecting verifiable market opportunities tempered by limiting conditions, and informed by community objectives. Specific details provided include those listed and defined as follows. Intent Narrative of land uses and product types, physical enhancements, and access to natural amenities; along with an explanation of how existing assets (man-made and 32 public) will be leveraged; and characterization of how it will further stated planning goals and objectives Description Illustration of the District's location within the Dacono planning area, size in terms of acreage, existing zoning classifications on improved and vacant parcels; and, depiction of area amenities and resources Guiding Principles Specific plan principles that will be advanced through development of the District concept Target Markets Resident, consumer and employment markets, as represented by specific psychographic2 and target groups, whose lifestyle needs and desires will be addressed through the introduction of specific place types to the market Supportable Uses and Place Types Uses and products that will be present in the District, and which support a prevailing demographic and / or industry trend (description and representative images) Place Types and Uses List and description of place types within the District along with a graphic illustration of the proportional mix of uses and products, and description of each place type (Note - while the title of select place types may be the same as or sim it a r to a zoning classification, they may or m a y not be consistent with the definition provide) Goals Statements of desired outcome, collectively reflecting the various facets of the Community Vision Strategic Public Initiatives (District -Specific) Actions (capital improvements, policy changes, regulatory amendments, incentives, other municipal projects and 2 Psychographics is a term used to describe the characteristics of people and neighborhoods which, instead of being purely demographic, speaks to choices including consumers' likes, dislikes, lifestyle preferences and purchasing behavior. 33 programs) necessary to advance the District and Community Vision Plan Land Uses The Future Land Use Plan Map offers a more traditional illustration of which land uses might occur within the larger Planning Area, beyond its eastern border, where properties interface with Weld County's jurisdictional boundaries. While the intent of this Dacono Forward Plan is promotion of development concepts that support desired lifestyles as expressed by residents of the community and participants in the planning process, in certain contexts, particularly in the locations where graphics will be relied on to facilitate an effective dialogue among interested partners, this format was deemed more appropriate. Figure 2: Framework Plan Land Uses n aWit IS PERIM emir l.+rn thist4se Ingsari imrrr s &tie giin cirmarril grid j Plan Urban Design Elements +afiUI SSW 1* -P As explained earlier, the experience of other communities has shown that successful community planning initiatives effectively leverage existing land uses, public 34 improvements and community amenities, both existing and planned, in a manner that creates an identifiable "address" or environment for private investment. To this end, in addition to identification of districts, the Framework Plan demonstrates the location of supporting improvements including future community and district gateway treatments, trail connections, and enhanced streetscape. While these may appear to be aesthetic embellishments to the public realm, they are unifying elements that connect different centers of activity, and establish standards of quality and character. Transportation improvements support both vehicular and non -vehicular mobility, supporting a range of lifestyles. The entirety of the Plan draws on an understanding of current conditions and market forces, while also reflecting the Community Vision, Figure Framework Plan Urban Design Elements Ucrnrnunily Gateway (Primary) r *Community Gateway (Secondaryi 443 r r rrr rr ^-rr Dislrict Gateway Dacono Loop Phase .l \"rain Legacy 1R d EnhancedStreetsexape _, Dctc-ono Loop Phase 2 i=v Regrorri1 Troll r 7 Daoono Municipal 8.oundar 100 -Year Floodplain - River I Creek I. 1500 -Year Floodplain 35 Commerce and Industry District The Commerce and Industry District will serve as a gateway to the community with high standards of development, quality building materials, and consistent signage, lighting, and street furniture at both of its primary entry points -- State Highway 52 and County Road 8. Businesses and industries will be the dominant product types, along with large format and free-standing commercial operators primarily serving the District's employment population. Internal roadways will be host to enclaves of development which integrate multiple land uses at a range of densities offering appropriate transitions between concentrations of residential and non-residential products and place types. Access to natural amenities and local neighborhoods will support non -vehicular mobility within and to the district, and visitors will originate from communities both to the north and south via Interstate 25 (1-25), the state's principal north -south roadway. Regional access to Denver International Airport and local access to the Burlington Northern Railway will further enhance the locational desirability of new and expanding businesses with this district's address. Potentially referred to as the Dacono Business Center, investment in the area will further the community's objectives for an enhanced and diverse concentration of companies offering primary jobs for residents in a business park setting. Description Total District Acres 1,7 6 Existing Zoning C -R Commercial Residential C-1 Commercial L-1 Light Industrial R-1 Residential 0 0.6 1 Mlles 36 Fvictinn I (inn' Uses Auto -oriented convenience retail, auto sales, light industrial facilities, outdoor storage yards Natural and Man -Made Amenitie Access to, and visibility from, the 1-25 corridor and 1-25 - County Road 52 interchange, Little Dry Creek, and existing and proposed trail systems Guiding Principle: - Grow the city's economy through diversification of job and business opportunities, and balance growth through efficient development patterns. ■ New development and redevelopment will meet Dacono's expectations for excellence in design and the creation of places consistent with long- term economic viability. ■ City leaders and decision -makers will focus sufficient attention and investment on distinctive areas throughout the city so that each can achieve the vision described in this plan. Those groups with the most significant concentrations in and around Dacono include: Fast -Track Families; Red, white & Blues; Kid Country, USA; Crossroads villagers; Old Milltowns; and, Bedrock America. Among these groups, individuals within the ast-Track Familie segment will find the select land uses and product types in this District most supportive of their needs and lifestyle preferences whereas they can generally be described as having: large family households, one or two earners, incomes above the median, professional jobs, who own rather than rent their homes, and prefer neighborhoods with common spaces and larger lots. Goals Dacono will ... be a community of neighborhoods with a diverse range of housing options attainable to residents across many income levels introduce visitors to the community at primary and secondary gateways and e ntryways, as well as other notable locations grow a sustainable tax base able to withstand economic cycles foster business growth and expand employment o pportunities, including e ntrepreneurial endeavors host a broad mix of retail o perators e ncourage entertainment and recreational facilities appealing to residents across all age groups connect residents' homes to their places of work, learning facilities, and community amenities be supported by a comprehensive system of public infrastructure provide residents access to educational opportunities for children and life-long learners 37 Fast -Track Families With their upper -middle- class incomes, numerous children and spacious homes, Fast - Track Families are in their prime acquisition years. These middle- aged parents have the disposable income and educated sensibility to want the best for their children. They buy the latest technology with impunity; new computers, DVD players, home theater systems and video games; and, they take advantage of their rustic locales by frequently camping, boating and fishing. Supportable Uses and Product Types ■ Housing consistent with the lifestyle preferences of individuals in the Generation X and Y age cohorts (single professionals and young parents) including renting by choice rather than need; Entertainment and recreation options for residents of all ages and daytime populations; ■ Flexible work schedules supported by technology smart homes and adjacency to work places; and ■ Employment centers in a context sensitive environment which can accommodate a range of office or industrial operators. Goals (cont'd) Dacono will ... expand relationships with education and training providers in an effort to complement and expand residents' skill sets and knowledge base protect and promote existing attributes cultivate a climate of respect for the community's agricultural roots and natural resources reflect awareness and understanding of industry trends and their impact on the built environment maintain view corridors of the Rocky Mountains manage and direct growth in a fiscally prudent manner ensure consistency and quality in its built environment be a supportive environment for business growth in close proximity to both non-residential and residential uses 38 Strategic Public Initiatives Commerce and Industry District -Specific 1, Work with representatives of Weld county and the State to understand new industries that could benefit from assets available within Dacono, as well as those existing industries with the potential to cluster and grow related business. 2. Complete the city's economic development "infrastructure" in an effort to attract and grow businesses (i.e., transportation, building, community amenities, others) . 3. Solicit the support of institutional and corporate sponsors in establishing spaces to incubate entrepreneurial businesses; prepare business plans; identify sources; and, complete projects. 4. Partner with educational and training institutions to expand their offerings in response to the needs of existing and targeted businesses and industries. Investigate opportunities to create revenue -sharing districts with adjacent communities, service providers and / or funding entities for the purpose of attracting and supporting commercial operators, regional entertainment venues, and / or recreational facilities. Place Types and Land l lops while the following list of place types represent those with the greatest likelihood of developing within the district, others that may be consistent and compatible are also encouraged. • Business Center • Multi -Use Center Goals (cont'd) Dacono will ... (as presented in the City of Dacono Economic Development and Business Assistance Policy, adopted 13 A p ril 2009, via Resolution 09-18) attract and retain a variety of e mployment opportunities for Dacono residents e ncourage and support a 1 diverse mix of high quality retail and service businesses with an e mphasis on those that are "home-grown" and that contribute to Dacono's sales and property tax base provide needed infrastructure, physical amenities, services and the expansion of other resources attract manufacturing and light industry companies that will provide long-term direct and indirect economic benefits to the community create a vibrant "commercial core" and improve the overall - attractiveness of the community sustain the long-term economic well-being of the city and its citizens through redevelopment and revitalization efforts 39 • Regional Retail ■ Commercial Entertainment ■ Commercial Retail and Service • Employee Residential ■ Lodging • Civic Uses and Community Amenities Commerce and Industry District of Total Development ■ Business Center • Regional Retail ■ Commercial Retail and Service ■ Lodging Business Center The Business Center place type is generally dominated by a mix of employment products/ often classified under the general headings of office and industrial, hosting tenants with limited impacts. Supporting place types often include Commercial Entertainment, Neighborhood and Regional Retail, Lodging; along with Employee Residential/ rental and ownership, often at densities able to transition between non-residential and residential uses. Essential amenities within these settings include well -landscaped roadways, lighted streets, consistent signage or wayfindingf accommodations for non -vehicular mobility, and access to regional trail systems. Business Centers typically locate adjacent to and are visible from major transportation corridors (e.g., highways) interstates) . l�yrelti-Use Center Similar to the Mixed -Use Center place type! the Multi -Use Center place type combines venues that support luring/ shopping/ working/ playing and learning in a common location. The key difference is, Mixed -Use Centers integrate more than one use in a single structure} either vertically or horizontally; while Multi -Use Centers locate multiple buildings around common spaces and shared facilities (particularly parking). Uses within both center types may be marketed individually or collectively. ■ Multi -Use Center Commercial Entertainment ■ Employee Residential ■ Civic Uses and Community Amenities 40 Regional Retc'" The Regional Retail place type is dominated by large format retailers/ primarily national and regional chains, and are often located adjacent to regional malls and entertainment centers, Whereas many have downsized their footprints to a classification referred to as junior anchors, they are now frequently developed within commercial centers having multiple anchors, or as freestanding stores in locations offering favorable access and visibility from region -serving transportation routes. Customers of these store types most frequently arrive by private vehicle, thereby explaining the abundance of surface parking spaces that surround them. c^rcial Entertainment The Commercial Entertainment place type) while frequently found within large master planned developments depending on their size and physical profile, may also be found within the commercial core of communities or in combination with institutional and business campuses. These centers include a mix of commercial entertainment/ shopping and dining opportunities with a regional. The integration and co - location of operators often results in extended stays and comparatively higher spending by its visitors. Commercial Retail and Service The Commercial Retail and Service place type includes retail centers with both commercial and service tenants, as well as single use free- standing spaces. Service occupations found in these settings are primarily personal, medical, and technological They may be located at the entrance to a residential neighborhood or within a business park, as long as access is provided by a major arterial thoroughfare. Employee Residential The Employee Residential place type includes both rental and ownership products at price points attainable by employees at different income levels. Housing projects may feature single- and / or mixed -use buildings with shared amenities and parking facilities and may be located either within neighborhoods dominated by lower density residences or 41 multi -use business centers.. Product types include small lot single-family detached and attached townhomes, duplexes, and condominium ownership units; and rental apartments. Given the profile of their target markets, these residential communities often encourage active living and place a greater emphasis on non -vehicular infrastructure, thereby favoring locations with access to public open spaces, trails, and recreational and cultural facilities. The Lodging place type includes facilities catering to business and vacation travelers seeking limited and extended -stay accommodations with business services either under one roof or close by. It includes international, national and regional hoteliers, as well as, private operators. Properties generally range in size from 100 to 200 rooms. Full -service operators, those with dining and meeting facilities, most often locate either in dense urban centers or along regional transportation routes with proximity to significant day (employment) and nighttime (residential) populations. Limited service operators pursue locations proximate to commercial retail concentrations with restaurants and fitness center. Civic Uses and Community Amenitie., The Civic Uses and Community Amenities place type includes one or more formal or informal, active or inactive, and man-made or natural spaces; often constructed and paid for by the public sector, that complement private development and enhance the community's overall appearance and quality -of -life. Examples include recreation and senior centers, meeting facilities, libraries, plazas, parks, fountains, and trails. 42 Small Town District The Small Town District will maintain a collection of commercial retail and service uses, complemented by public spaces where residents and visitors can gather and enjoy the area's natural surroundings and mountain vistas. Businesses will include existing and new operators located side -by -side in freestanding and mixed -use structures that serve as a regional draw, while also growing the economy and stabilizing established neighborhoods. Within and beyond the community's original core, commercial and industrial prospects will be encouraged to "incubate" business concepts able to leverage the region's assets (agricultural, technical, biological, etc.), and promote corporate partnerships in related industries. Description 0 CO 1 I. 51 a it i N n u MI Its Total District Acres 1,620 Existing Zoning R-1 Residential R-2 Residential MH Pre -Manufactured Housing C -R Commercial Residential C-1 Commercial Li Light Industrial Existing Land Uses commercial stores, bars, banks, and restaurants; residential neighborhoods and affordable housing enclaves; civic park and public offices; and, industrial and utility facilities Natural and Man -Made Amenities Access and visibility from County Road 52, established commercial uses, residential neighborhoods, and Legacy Trail 43 Guiding Principles Ensure neighborhoods are vital and desirable places that meet the needs of existing and future residents. ® New development and redevelopment will meet Dacono's expectations for excellence in design and the creation of places consistent with long -ter economic viability. City leaders and decision -makers will focus sufficient attention and investment on distinctive areas throughout the city so that each can achieve the vision described in this plan. Target Markets Those groups with the most significant concentrations in and around Dacono include: Fast -Track Families; Red, White & Blues; Kid Country, USA; Crossroads Villagers; Old MiDowns;and, Bedrock America. Among these groups, individuals within the Crossroads Vihut_, t: , Old Milltc.wr } and Bedrock Ain-)erir x (see brief descriptions below) segments will find the select land uses and product types in this District most supportive of their needs and lifestyle preferences whereas they can generally be described as a combination of older retirees and young families. The homes of individuals and families in these groups are generally modest, and include mobile andmodular products.. These individuals prefer living in small affordable communities and access to jobs in construction, agriculture, mining, and manufacturing within a reasonable distance. Their recreational pursuits are largely resource -based including gardening, hunting, fishing, hiking, and camping. While their lives are economically challenging, their quality -of -life is enhanced through access to natural amenities. Goals Dacono be a community of neighborhoods with a diverse range of housing options attainable to residents across many income levels introduce visitors to the community at primary and secondary gateways and e ntryways, as well as other notable locations grow a sustainable tax base able to withstand economic cycles foster business growth and expand employment o pportunities, including entrepreneurial endeavors host a broad mix of retail o perators encourage entertainment and recreational facilities appealing to residents across all age groups keep open spaces and community facilities accessible to the public connect residents' homes to their places of work, learning facilities, and community amenities 44 Crossroads Villagers With a population of middle- aged, blue-collar couples and families, crossroads .. ,_ r �rl,�a►+� ._ Villagers is a classic rural lifestyle. Residents are high school -educated, with lower middle incomes and modest housing; one -quarter live in mobile home; and, there is an air of self-reliance in these households as Crossroads Villagers help put food on the table through fishing, gardening and hunting. Old Milltowns restaurants. Bedrock America America's once -thriving mining and manufacturing towns have aged as have the residents in old Milltowns communities. Today, the majority of residents are retired singles and couples, living on downscale incomes in pre -1960 homes and apartments. For leisure, they enjoy gardening, sewing, socializing at veterans' clubs or eating out at casual Bedrock America consists of young, economically challenged families in small, isolated towns located throughout the nation's heartland. With modest educations, sprawling families and blue-collar jobs, many of these residents struggle to make ends meet. One - quarter live in mobile homes. One in three haven't finished high school. Rich in scenery, Bedrock America is a haven for fishing, hunting, hiking and camping. Goals (cont'd) Dacono offer a full complement of cultural and recreational offerings continue to reflect the community's history as it grows protect and promote existing attributes reflect awareness and understanding of industry trends and their impact on the built environment uphold regulations that preserve the community's current scale and character be aware of the impact design and development standards have on development feasibility manage and direct growth in a fiscally prudent manner ensure consistency and quality in the built environment 45 Supportable Uses and Product Types • Entertainment and recreational options for residents and visitors of all ages ■ Walkable mixed -use environment connected by consistent signage, accommodations for non - vehicular movement, and marketing and promotion • Main street retail in an environment that supports both commercial operators, service providers and entertainment venues Strategic Public Initiatives Commerce District -Specific 1. Amend Section 16-500 of the Municipal Code related to home occupation businesses eliminating identification of specific home occupations that are restricted, and replacing it with a discussion about restrictions on potential impacts associated with certain businesses such as signage, parking, smells, noise, and outdoor storage. In addition, modify the list of occupations provided in order to ensure artisan live -work spaces are allowed. Additional and related changes are presented in the discussion of regulatory amendments in Section 4 of the Plan and in related documents. Foster a high -quality built environment through appropriate standards of development, and completion of enhancements to public spaces and completion of amenities that draw visitors to the area. Collaboratively market spaces and uses in the community's historic core in an effort to grow and diversify commercial offerings, including those requiring temporary accommodations such as food trucks and pop-up stores. Goals (cont'd) Dacono will ... (as presented in the City of Dacono Economic Development and Business Assistance Policy, adopted 13 A p ril 2009. via Resolution 09-18) attract and retain a variety of employment opportunities for Dacono residents encourage and support a diverse mix of high quality retail and services businesses with an emphasis on those that are "home-grown" and that contribute to Dacono's sales and property tax base create a vibrant "commercial core" and improve the overall attractiveness of the community sustain the long-term economic well-being of the city and its citizens through redevelopment and revitalization efforts 46 4. Amend existing codes and regulations to include those tailored to the unique conditions associated with redevelopment projects. As resources are available, and when necessary, assist with removing or improving dilapidating structures (using the urban renewal authority whenever possible and applicable). Note: Use the fist of un-sprinklered buildings on file in the Fire Chief's office as a resource for eligible buildings. 6. Amend the City's Capital Budget to include a line item for completing and improving utilities and infrastructure in established neighborhoods; supplement general fund dollars with urban renewal resources whenever possible. Place Types and Land Uses While the following list of place types represent those with the greatest likelihood of developing within the District, others that may be consistent and compatible are also encouraged. ■ Employee Residential • Mixed -Use Center ■ Commercial Retail and Service • Live -Work • Civic Uses and Community Amenities Small Town District of Total Development 5% • Employee Residential • Mixed -Use Center • Civic Uses and Community Amenities ■ Commercial Retail and Service Live -Work Employee ResidenticThe Employee Residential place type includes both rental and ownership products at price points attainable by employees at different income levels. Housing projects may feature single- and / or mixed -use buildings with shared amenities and parking facilities and may be located either within neighborhoods dominated by lower density residences or multi -use business centers. Product types include small lot single-family detached and attached townhomes, duplexes, and condominium ownership units; and rental apartments. Given the profile of their target markets, these residential 47 communities often encourage active living and place a greater emphasis on non -vehicular infrastructure, thereby favoring locations with access to public open spaces, trails, and recreational and cultural facilities. ►Mixed -Use Center The Mixed -Use Center place type, similar to the ►Multi -Use Center place type, offers people the ability to live, shop, work, play and learn in a common location, and within shared facilities. Commercial retail uses are most often located on the ground floor, with residential and service office uses located on upper floors. Residential products can be either rental, ownership or both; and the center must be served by both vehicular and non -vehicular infrastructure that is connected to area neighborhoods and other centers of activity. Since the intensity of this place type is often higher than single use tapes, it is important to scale the density of its "edges" to ensure compatibility with surrounding uses. Commercial Retail and Service The Commercial Retail and Service place type includes retail centers with both commercial and service tenants, as well as single use free-standing spaces. Service occupations found in these settings are primarily personal, medical, and technological. They may be located at the entrance to a residential neighborhood or within a business park, as long as access is provided by a major arterial thoroughfare. Live-Wor The Live -Work place type includes residential units co -located with either a commercial, service or industrial operation. The living quarters may be accessible from the business space by a shared wall or point of entry, but does not need to be. If they are separate, local codes often dictate the businesses hours of operation, parking for customers, and number and location of utility connections. When the residential unit is deemed the secondary rather than primary structure, they are often treated as an accessory dwelling unit. - Civic Uses and Cori muuity A. enitioJ The Civic Uses and Community Amenities place type includes one or more formal or informal, active or inactive, and man-made or natural spaces; often constructed and paid for by the public sector, that complement private development and enhance the community's overall appearance and quality -of -life. Examples include recreation and senior centers, meeting facilities, libraries, plazas, parks, fountains, and trails. 48 Multi -Generational Living District The Multi -Generational (Living District will be host to neighborhoods that accommodate a wide range of age groups and product types, allowing younger residents to stay in the community and older residents to "age in place." Homes of varying sizes and densities will be co -located so that extended families can live independently, yet in the same neighborhood community. Supporting uses may include small commercial spaces with local serving retailers and service providers; and / or accessory units to primary residences, support entrepreneurial employment endeavors and encore careers or dwelling units for related family members. Gateway improvements will be combined to introduce the community and its neighborhoods to residents in, and visitors to, the region. Natural areas will be protected, yet leveraged to attract high quality home builders who can buyers who value and honor these environments. Description P 05 1 aMIn ERA LtAtt*.i Legend District Distia flar:nnn Mu fnr►nr9ary N.iver/creek 4} 100 -Year Floadplairr 500 -Year Fbodplairr rtl0 cc Total District Acres 6,452 Existing Zoning R-1 Residential R-2 Residential C -R commercial Residential C-1 Commercial I-1 Light Industrial A Agricultural Existing Land Use New and recently developed residential neighborhoods and single family homes, and agricultural land and related operations Natural and Man -Made Amenitie Limited frontage along County Road 52, Little Dry Creek, infrastructure associated with new residential development, and views of the Rocky Mountains 49 Guiding Principles • Housing choices available in Dacono will be accessible and affordable to people at all stages of their lives. ■ New development and redevelopment will meet Dacono's expectations for excellence in design and the creation of places consistent with long- term economic viability. • City leaders and decision -makers will focus sufficient attention and investment on distinctive areas throughout the city so that each can achieve the vision described in this plan. Target Markets Those groups with the most significant concentrations in and around Dacono include: Fast -Track Families; Red, White & Blues; Kid Country, USA; Crossroads Villagers; Old illtowns; and, Bedrock America. Among these groups, individuals within the -ast-Track i-amnia ; fed, 'w nite & blues; ic. H �'ntnr lc A; fPr1 NAMf-n,A'nr ; and r'rnrkk A rnorin, (see brief descriptions below) segments will find the select land uses and product types in this District most supportive of their needs and lifestyle preferences, whereas they can generally be described as having the broadest representation of householders both young and old, single and married with children, and having incomes ranging from upper middle income to below the poverty line. While the community maintains several established neighborhoods and developed enclaves with homes priced at levels considered regionally affordable and attainable, homes in this District would attract home owners seeking a primary home with supporting accommodations for elderly or extended family members. Goals Dacono will ... be a community of n eighborhoods with a diverse range of housing options attainable to residents across many income levels support and pursue the development of housing that allows its residents to age -in - place balance development with the n atural landscape offer residents a comprehensive healthcare infrastructure foster business growth and expand employment o pportunities, including e ntrepreneurial endeavors keep open spaces and facilities accessible to the public be a community that fosters healthy living through accommodations for non - vehicular mobility connect residents' homes to their places of work} learning facilities, and community amenities be supported by a comprehensive system of public infrastructure 50 Fast -Track Families With their upper -middle- class incomes, numerous children and spacious homes, Fast - Track Families are in their prime acquisition years. These middle-aged parents have the disposable income and educated sensibility to want the best for their children. They boy the latest technology with impunity; new computers, DVD players, home theater systems and video games. They take advantage of their rustic locales by camping, boating and fishing. Red, White & Blues The residents Red, White & Blues typically live in exurban towns rapidly morphing into bedroom suburbs. Their streets feature new fast-food restaurants, and locals have recently celebrated the arrival of chains like Wal-Mart and Payless Shoes. Middle-aged, high school educated and lower - middle class, these folks tend to have solid, blue-collar jobs in manufacturing, milling and construction. Kid Country, USA Widely scattered throughout the nation's heartland, Kid Country, USA is a segment dominated by large families living in small towns. Predominately white, with an above -average concentration of Hispanics, these young, working-class households include homeowners, renters and military personnel living in base housing; and, about 20 percent of residents own mobile homes. Goals Dacono will offer residents access to educational opportunities for children and life-long learners protect and promote existing attributes maintain view corridors of the Rocky Mountains manage and direct growth in a fiscally prudent manner ensure consistency and quality in its built environment maintain policies and regulations supporting the district concepts and place types (i.e., live -work) 51 Old Milltowns America's once -thriving mining and manufacturing towns have aged as have the residents in OldMilltowns communities. Today, the majority of residents are retired singles and couples, living on downscale incomes in pre -1960 homes and apartments. For leisure, they enjoy gardening, sewing, socializing at veterans' clubs or eating out at casual restaurants. Bedrock America Bedrock America consists of young, economically challenged families in small, isolated towns located throughout the nation's heartland. With modest educations, sprawling families and blue- collar jobs, many of these residents struggle to make ends meet. One -quarter live in mobile homes. One in three haven't finished high school. Rich in scenery, Bedrock America is a haven for fishing, hunting, hiking and camping. Supportable Uses and Product Types • Housing consistent with the lifestyle preferences of individuals in the Generation X and Y age cohorts (single professionals and young parents) including renting by choice rather than need Flexible work schedules supported by technology smart homes and adjacency to work places ■ Diverse neighborhoods in terms of socioeconomics, income, ethnicity and age Strategic Public Initiatives Multi -Generational Living District -Specific Esi 1. Initiate discussions with regional health care providers to understand their plans for growth and Dacono's potential as a location for a future medical campus facility, consider developing residential development standards for new neighborhoods) addressing building heights, bulk planes, shadows, view corridors, lot coverage, roof pitch and transparency. 52 Within residential development standards, or as a condition of all Planned Unit Developments (PUDs) associated with new neighborhood developments, require conformance in the categories of: signage materials and design, percent of common and park space per number of housing units, restrictions on off-street parking, and connections to trail corridors. 4. Encourage the use of metropolitan or special districts, including urban renewal, to assist with financing the extension of utilities and infrastructure to serve new neighborhoods. Place Types and Land Uses while the following list of place types represent those with the greatest likelihood of developing within the District, others that may be consistent and compatible are also encouraged. • Suburban Residential • Employee Residential • Neighborhood Retail • Senior Living • Commercial Retail and Service Multi -Generational Living District % of Total Development 10% 20% ■ Suburban Residential Neighborhood Retail • Commercial Retail and Service Suburban Residential The Suburban Residential place type includes a variety of residential product types, ownership and rental, attached and detached. While they are most often found within neighborhood developments or subdivisions, they may also exist outside of a master planned community; yet within a fairly narrow range of densities, usually one to three units per acre. They are nearly always located within close proximity or a reasonable distance of a community shopping center; and residences are frequently oriented toward the interior of the neighborhood, and buffered from surrounding developments by public spaces or landscaped areas. Employee Residential Senior Lining 53 Employee Residential The Employee Residential place type includes both rental and ownership products at price points attainable by employees at different income levels. Housing projects may feature single- and / or mixed -use buildings with shared amenities and parking facilities and may be located either within neighborhoods dominated by lower density residences or multi -use business centers. Product types include small lot single-family detached and attached townhomes, duplexes, and condominium ownership units; and rental apartments. Given the profile of their target markets, these residential communities often encourage active living and place a greater emphasis on non -vehicular infrastructure, thereby favoring locations with access to public open spaces, trails, and recreational and cultural facilities. Neighuarhood Rei The Neighborhood Retail place type is frequently host to one or more buildings containing one or more businesses as opposed to a single anchor with supporting inline stores (often referred to as commercial community Center). Unlike larger commercial centers which provide goods and services for regional populations, tenants in Neighborhood Retail centers provide a limited inventory of goods and services focused on the daily needs of the local population. Tenant types include restaurants, retail stores, medical offices, personal service providers, and banks. Senior Living The Senior Living place type includes private homes and shared facilities targeted to individuals and couples in certain age ranges and with specific lifestyle needs. Facilities found within this place type include those offering either a single level} or the full spectrum of care from independent living to acute care. Provisional services may include meal service, police and fire protection, social programs and recreational activities. Private residences include single family dwellings, townhouses, duplexes, high-rise apartments, condominiums, modular and mobile home parks, all of which may be either owned or rented. Commercial Retail and Service The Commercial Retail and Service place type includes retail centers with both commercial and service tenants, as well as single use free- standing spaces. Service occupations found in these settings are primarily personal, medical, and technological. They may be located at the entrance to a residential neighborhood or within a business park, as long as access is provided by a major arterial thoroughfare. 54 Agrarian Living District The Agrarian Living District will be reflective of the rural and exurban lifestyle that exists in the market today. Its character will be shaped by the agricultural roots of the area, and leverage natural features that traverse and surround its boundaries. Dominant land uses will include large -lot residential products surrounded by open space and natural areas, with amenities including private farming operations, community gathering spaces, and commercial sales and service facilities. Widely referred to as an "agri-hood," neighborhoods will be modeled after similar projects including The Cannery in Davis, California and Serenbe in Atlanta, Georgia. Description �L]lenr.r — Hrr, r ::rr..:1c ( f WU-Yna• IFirnrJpUi r 1LbimnnM: itr::rni LniAllrs ', 1U0.Yc;r I ItexlpI in to U. N N H M it 0 06 i Existing Land Uses Single family hornes (rural residential) Total District Acres 5,352 Existing Zoning A Agricultural UD Undeveloped Natural and Man -Made AmenitIec Little and Big Dry creeks, views of the Rocky Mountains 55 Guiding Principles • Housing choices available in Dacono will be accessible and affordable to people at all stages of their lives. ■ New development and redevelopment will meet Dacono's expectations for excellence in design and the creation of places consistent with long- term economic viability. City leaders and decision -makers will focus sufficient attention and investment on distinctive areas throughout the city so that each can achieve the vision described in this Plan. Target Markets Those groups with the most significant concentrations in and around Dacono include: Fast -Track Families; Red, White & Blues; Kid Country, USA; Crossroads Villagers; Old Milltowns; and, Bedrock America. Among these groups, individuals within the -ast-Track Familia ; Red, White & Blues; Kid Country, USA; and Crossroads Villagers (see brief descriptions below) segments will find the select land uses and product types in this District most supportive of their needs and lifestyle preferences, whereas they can generally be described as family -centric with upper -middle and middle incomes. Due to their household sizes and income, they prefer owning as opposed to renting, single family detached homes within neighborhoods or as stand-alone rural residences. While access to commercial stores and professional services is desired, individuals within these groups not only tolerate, but prefer locations along the fringe of a community. Perceived or real "rural living" is a higher priority than proximity to commercial comforts. Goals Dacono be a community of neighborhoods with a diverse range of housing options attainable to residents across many income levels balance development with the natural landscape foster business growth in agricultural related industries, including those supportable within a neighborhood environment (i.e., sustainable neighborhood, community garden) keep open spaces and facilities accessible to the public offer entertainment and recreation facilities appealing to residents of all ages connect residents' homes to their places of work, learning facilities, and community amenities be a community that fosters healthy living through accommodations for non - vehicular mobility be supported by a comprehensive system of public infrastructure 56 Fast -Track Families With their upper -middle- class incomes, numerous children and spacious homes, Fast - Track Families are in their prime acquisition years. These middle-aged parents have the disposable income and educated sensibility to want the best for their children. They boy the latest technology with impunity; new computers, DVD players/ home theater systems and video games. They take advantage of their rustic locales by camping, boating and fishing. Red,White & Blues The residents Red, White & Blues typically live in exurban towns rapidly morphing into bedroom suburbs. Their streets feature new fast-food restaurants? and locals have recently celebrated the arrival of chains like Wal-Mart and Payless Shoes. Middle-aged, high school educated and lower -middle class, these folks tend to have solid, blue- collar jobs in manufacturing, milling and construction. Kid Country, USA Widely scattered throughout the nation's heartland, Kid Country, USA is a segment dominated by large families living in small towns. Predominately white, with an above -average concentration of Hispanics, these young, working-class households include homeowners, renters and military personnel living in base housing; and, about 20 percent of residents own mobile homes. Goals Dacono will ... offer residents access to educational opportunities for children and life-long learners pursue partnerships with state and regional educational institutions, including those that offer extension programs, particularly in agriculture related fields protect and promote existing attributes maintain view corridors of the Rocky Mountains manage and direct growth in a fiscally prudent manner ensure consistency and quality in the built environment 57 Crossroads Villagers With a population of middle-aged, blue-collar couples and families) Crossroads Villagers is a classic rural lifestyle. Residents are high school -educated, with lower middle incomes and modest housing; one -quarter live in mobile home; and, there is an air of self-reliance in these households as crossroads Villagers help put food on the table through fishing, gardening and hunting. Supportable Uses and Product Types ■ Blended urban and rural lifestyles within the same project ■ Housing consistent with the lifestyle preferences of individuals in the Generation X and Y age cohorts (single professionals and young parents) including renting by choice rather than need ■ Education -centered residential neighborhoods (community farms) Strategic Public Initiatives Agrarian Living District -Specific 1. Work with educators and trainers of county, regional and state agencies and institutions, including the Colorado State University (CSU) Extension System, to investigate the potential for development of a demonstration "Agrarian Living" community. 2. Solicit the interest of potential development partners with the capacity to advance the vision for an "agri-hood" and partner with institutional and corporate partners. Consider developing residential development standards for new neighborhoods, addressing building heights, bulk planes, shadows, view corridors, lot coverage, roof pitch and transparency. 58 4. Within residential development standards, or as a condition of all Planned Unit Developments (PUDs) associated with new neighborhood developments, require conformance in the categories of: signage materials and design, percent of common and park space per number of housing units, restrictions on off-street parking, and connections to trail corridors. 5. Encourage the use of metropolitan or special districts, including urban renewal, to assist with financing the extension of utilities and infrastructure to serve new neighborhoods. Place Types and Land Uses While the following list of place types represent those with the greatest likelihood of developing within the District, others that may be consistent and compatible are also encouraged. ■ Rural Residential ■ Suburban Residential ■ Business Center ■ Commercial Retail and Service ■ Neighborhood Retail Agrarian Living District % of Total Development ■ Rural Residential El Business Center ■ Neighborhood Retail Rural Residential The Rural Residential place type is predominantly comprised of single family houses on larger lots, many with secondary structures such as barns, sheds, or accessory dwelling units. These properties are most often located on the fringe of a community, with or without farming and livestock restrictions; and may include a related commercial operation. Access to municipal services including water and sewer are largely dictated by local codes, but may be dictated by deficiencies in available infrastructure. 5% ■ Suburban Residential Commercial Retail and Service 59 Suburban Residential The Suburban Residential place type includes a variety of residential product types, ownership and rental, attached and detached. While they are most often found within neighborhood developments or subdivisions, they may also exist outside of a master planned community; yet within a fairly narrow range of densities, usually one to three units per acre. They are nearly always located within close proximity or a reasonable distance of a community shopping center; and residences are frequently oriented toward the interior of the neighborhood, and buffered from surrounding developments by public spaces or landscaped areas. Business Cente The Business Center place type is generally dominated by a mix of employment products, often classified under the general headings of office and industrial, hosting tenants with limited impacts. Supporting place types often include Commercial Entertainment, Neighborhood and Regional Retail, Lodging; along with Employee Residential, rental and ownership, often at densities able to transition between non-residential and residential uses. Essential amenities within these settings include well -landscaped roadways, lighted streets, consistent signage or wayfinding, accommodations for non -vehicular mobility, and access to regional trail systems. Business Centers typically locate adjacent to and are visible from major transportation corridors (e.g., highways, interstates). Commercial Retail and Servkt The Commercial Retail and Service place type includes retail centers with both commercial and service tenants, as well as single use free-standing spaces. Service occupations found in these settings are primarily personal, medical, and technological. They may be located at the entrance to a residential neighborhood or within a business park, as long as access is provided by a major arterial thoroughfare. Neighborhood ken oil The Neighborhood Retail place type is frequently host to one or more buildings containing one or more businesses as opposed to a single anchor with supporting inline stores (often referred to as Commercial Community Center). Unlike larger commercial centers which provide goods and services for regional populations, tenants in Neighborhood Retail centers provide a limited inventory of goods and services focused on the daily needs of the local population. Tenant types include restaurants, retail stores, medical offices, personal service providers, and banks. +;resit -sjuiltifik MAINS UEFA.' xo�ie F ( 1ii r, ---r - -_ I Ft I II I a 1 I IL.4 IL, - •i_ _1 -- - 60 4 - Going Forward Introduction Experience has shown that in the context of a communitywide planning endeavor, no single action, tool, or funding source is comprehensive enough to advance the range of goals put forward to achieve the stated vision, much less overcome the inevitable challenges. Rather, positioning a community, its properties and businesses, and changing any adverse or outdated perceptions, will depend on a sustained program of initiatives designed to capitalize on market opportunities and either mitigate or eliminate barriers to investment. The discussion that follows describes an approach for implementing strategic public initiatives, district -specific and citywide, tailored to unique conditions and circumstances impacting the city of Dacono. McvjflT Forwarc The Dacono Forward Comprehensive Plan is a starting point for many of the activities the city will need to advance in an effort to bring the expressed goals and desired outcomes to fruition. Whereas community plans such as this one are policy, rather than regulating documents, additional resources will be needed to protect and further the vision. To this end, this Plan's implementation program addresses a broad range of initiatives — partnerships, projects and programs, and amendments to policy and regulating resources. Actions related to implementing the district development concepts were presented in the previous section; therefore, those presented here are primarily citywide initiatives designed to "ready the larger environment for investment." All of the actions are included in a matrix presented in the Appendix. Ideally the city's leadership will use that information to inform the near- and long-term goals of its various departments. Implementation ... "a means for accomplishing an end" or "an action to put into effect" • . . Source: Webster's Dictionary 61 Procedures for Adoption Procedures for adopting a comprehensive plan in Dacono are described in Ordinance No. 511, An Emergency Ordinance Establishing the Procedure for Adopting a Comprehensive Plan for the City, adopted on August 24, 1998. Section 1 of that decree states, "The exclusive procedure for adoption of a comprehensive plan or any amendment thereto shall be as follows: The Planning Commission shall hold at least one public hearing on the proposed comprehensive plan or amendment thereto. Notice of the public hearing shall be published at least once. The Planning Commission shall adopt the proposed comprehensive plan or amendment thereto by motion, and then shall refer the same to the City Council. 3. The City Council shall consider the proposed comprehensive plan or amendment thereto and may adopt the same, with or without revision, by resolution." These directives were adhered to during adoption of the 2005 Comprehensive Plan, and will be in the context of considering adoption of this update. It is City Council intent that the planning process which culminated in development of this plan will continue after its adoption. They recognize that additional planning and economic studies may be necessary, and that existing regulations and guidelines will require review and amendment. To that end, the public dialogue must continue, and evolving market conditions considered. A scheduled plan update of five to 10 years will enable the 62 community to ensure this master policy document remain relevant and timely. Citywide initiatives identified to advance this Dacono Forward plan fall within three categories ... partnerships, projects and programs, and policy and regulatory reform. Each one is described below and associated actions presented again in a matrix found in Appendix H. Partnerships Experience has shown that no one entity has the resources or experience to advance all of the actions identified herein. Rather, partnerships and the cooperation of multiple entities and organizations, will be essential in order to deliver the infrastructure needed to support the vision. To this end, the city's leaders will continue to advance objectives that align with the intentions of this plan in partnership with allies including: Weld County and other communities in the carbon valley; Central Weld County Water District (CWCWD) and other utility districts; Upstate Colorado Economic Development Corporation; St. grain and Fort Lupton School Districts; and private property and business interests. They believe that cooperative planning not only fosters a supportive environment for comprehensive regional planning, but reduces redundancies in infrastructure and facilities development. Going forward, the city will also pursue partnerships with private sector individuals and groups, particularly those seeking to advance new development and redevelopment projects, and grow the area's commercial and employment base. Whereas municipal resources are limited, both staff and capital, every effort will be made to partner in strategically positioning and leveraging the community's assets. A description of efforts underway with 63 existing partners that will be continued are described as follows. Weld County and Towns of Frederick and Firestone The City► of Dacono entered into an agreement with Weld County, and the communities of Frederick, Firestone and Weld County during the latter part of the 1990s. That agreement, the Interim Coordinated Planning Agreement for the Southern Weld Planning area, was entered into so that the partner jurisdictions remain aware of each other's plans for growth. To this end, it specifies the boundaries of each one's future growth area, and establishes protocols for planning coordination, including creation of an inter- agency development referral process. The foundation of the agreement, as expressed therein, is that urban land uses will occur within municipalities, and that if such uses are proposed outside the municipal boundaries} Weld County staff will recommend that the applicant pursue annexation rather than develop in an unincorporated area. Correspondingly, the municipalities agreed to consider all annexation requests for properties within their larger planning areas. Collectively, the participating entities agreed that a unified system of development standards would be established in an effort to ensure consistent levels of quality and design. Whereas the agreement was first constituted nearly 20 years ago, and while certain parties have since then decided to abstain from further inclusion, Dacono's leaders will consider revisiting its' merits in the context of prevailing market conditions, in an effort to communicate the intentions of this Plan, and to afford its' residents and business interests certain protections including transitions and compatibility among uses within and adjacent to the municipal boundaries. 64 Central Weld County Water District (CWCWD) Water delivered to residents and businesses in Dacono is currently treated by the Central Weld County Water District (CWCWD or the District) in its Water Treatment Plant (Wi?) at the base of Carter Lake, but transfers through city - owned infrastructure ('beyond the District's master meters). This cooperative method of transmission began in 1987 through an Intergovernmental Agreement (IA) between both parties when CWCWD became the city's principal water provider and was in place for 20 years. It automatically renewed in November 2007, and is scheduled to expire in 2017. A water master plan was prepared for the city the same year as the original agreement for the purpose of, "... providing the city's decision -makers with the information and education needed to make sound decisions associated with its water portfolio, in an effort to best position the community for future growth." It recommends that the city begin planning for the construction of its own water treatment facility, similar to one completed by the Town of Milliken. A second agreement with the District makes it the sole provider of potable water service to the community, as well. This latter agreement is also scheduled for renewal in 2017. Potable water is delivered through a bifurcated utility system including District transmission mains, city -owned infrastructure, and a one Million Gallon (MG) water storage tank located south of its commercial core near CO 52 and Cherry Street. A master plan for the city's potable water was prepared in 2014, and makes recommendations similar to those found in the water master plan with regard to the construction and operation of a municipal water utility. Whereas the decision by the community to construct and maintain its own utility systems, separate and apart from a region - serving system, will require a "...shift in city thinking that has 65 historically defaulted to District decisions regarding the best way to provide service to future developments;" community leaders intend to consider preparing an information campaign to educate the citizenry about the importance of these efforts relative to the vision and goals expressed in this and other policy documents. Upstate Colorado Economic Development Corporation Upstate Colorado Economic Development supports municipalities in Weld County with retaining and expanding local businesses and industries, creating new jobs, stimulating income growth, and expanding the tax base of local communities. As a financial contributor to their efforts, Dacono will explore opportunities to more effectively leverage their investment in the organization in the following ways: Site Readiness Grants, community support programs; and access to the Upstate Community Portal, September National Site Selectors Forum, East Coast Recruiting Trip, and customized collateral materials. Upon adoption of this Plan, the City will share this document, as well as its new Logo and supporting branding materials with Upstate. Finally, as time permits, the City will consider its ability to participate on its Board of Directors. School Districts Dacono has a long history of collaborating and communicating with both school districts providing education services to its residents, St. Vrain and Fort Lupton. Its objective in this regard is to ensure that school facilities are located on sites and in areas that best meet the needs of the districts and city. Given the number of new neighborhoods proposed and presented in the Framework Plan, and the fact that many of the homes within them will require some sort of educational infrastructure, representatives of the City will continue these discussions. Ideally, there will be opportunities for one or more future Partnership Actions 1. Review agreement with Weld County regarding development within the Planning Area and incorporate certain provisions addressing adequate protections for uses within both jurisdictions with regard to compatibility among land u ses, intensities of development and potential strategies to minimize potential adverse impacts. 2. Long-term, work with both school districts serving Dacono residents in order to coordinate the programming and development of primary and secondary facilities; and, n ear -term share the city's design guide for public enhancements and infrastructure with the Fort Lupton School District which is planning construction of a n ew school following passage of a recent bond election. 3. Prepare an information campaign to educate the citizenry about the status of existing utilities (water and sewer), the importance of constructing municipal infrastructure in order to advance the vision and goals expressed in t h e development concepts presented herein; and, possible methods for 66 facilities to locate within Daconors municipal boundaries or Planning Area. Private Sector Development Partners As the largest investor in the community, and the entity with the longest -term interest in its success, the City must maintain a visible presence and ongoing leadership in order to ensure it remain a viable and competitive contributor to the region's economy. One way to do this is by offering protections and assurances for its private sector partners. Private property} business and financial interests will play a significant role in advancing the community's vision. In so doing, the City will rely heavily on them for their experience, access to private capital, and willingness to understand inevitable risks. To the extent the City can successfully insulate them from inappropriate scrutiny by uninformed citizens and the press, they will minimize the potential for project to be delayed or derailed. Regardless of its role, participation in any form will provide the City with opportunities to ensure new development and redevelopment is accomplished in a way that balances private investment objectives with community objectives, Projects and Programs A perception persists, most frequently in the context of community -led pro -investment initiatives, that the only contribution of any value the public sector can provide potential business and development interests must be monetary, when in reality this could not be further from the truth. n informal survey of developers and representatives of the building community revealed that supportive projects, programs, policies, and regulations may be as valuable, if not more, than financial assistance. The range of initiatives Dacono chooses to advance) and in what order, will ultimately be determined by its elected and appointed officials. However, these same officials understand that, to the extent possible, their priorities should be those resulting in a visible change whereas Partnership Actions cont'd 3. financing the construction of municipal utilities (cost and return to the community). 4. Research best practices for municipal water conservation including both public and private policies and practices. 5. Expand the City's participation in efforts by Upstate Colorado, possibly including participation on their Board of Directors, but at a minimum ensuring they have current information regarding the status of efforts to improve the physical environment and grow the local economy. 6. Establish a policy that clarifies the range of roles the City will assume in public -private partnerships, including managing project information shared with the community and press. Project and Program Actions 1. Host frequent meetings, with agents of the delivery system1, on key topics such as: industry trends, regulatory impacts, practices in similar communities, and others. 2. Coordinate marketing and promotion efforts for the community. 67 ongoing and sustained consent will inevitably be continent on identifiable progress. To this end, projects and programs identified to further the community's vision and advance stated objectives, fall into the categories ... creative financing, standards and incentives, and capital improvements and asset management. Creative Financing Financing mechanisms used to fund improvements and fill economic project "gaps" within the city's municipal boundaries and larger Planning Area will include a range of resources that can be used individually or in different combinations. Possible sources of funds such as: grants and bonds, low and no interest loans} future district revenues (including urban renewal)} fees) and existing program dollars, will all be considered and if necessary, reallocated to align with the objectives of this Plan. Supplemental project contributions, some monetary and others providing a monetary benefit, including state and federal matching funds (i.e., tax credit, brownfield), expedited entitlements and, capital improvement programs will also be considered. Improvements programs able to address adverse conditions including geological hazards (i.e., mining faults, shafts and vents), floodplains and floodways, and overly restrictive agreements with utility providers will be evaluated. Finally, matching economic development incentives for specific improvements in the physical realm, and / or contributions to fiscal concerns, frequently the most effective and acceptable uses for these resources, will ideally complete the city's comprehensive package of offerings. Whereas each project will warrant a different solution, the combination of resources will be as unique as the project's themselves. What will be essential going forward will be a willingness on the part of both the public and private sectors to be creative and flexible in their approach. Whereas the final development program within any of the districts previously discussed will be unknown until private sector partners are identified, it will be difficult to determine Project and Program Actions cont'd 3. Host state -of -the -city forums for the purpose of: educating appointed and elected officials and citizens; promoting development opportunities; identifying potential partners; and/ sending a message to the private sector that the city is informed and prepared to negotiate. 4. Design and implement a consistent citywide wayfinding program that includes designs for treatments at community and district gateways) within existing neighborhoods, and associated with public spaces. 5. Identify those assets that are unique and attractive to potential retail operators, and prepare a commercial profile highlighting the same; as well as, deficiencies in competitive communities and other commercial environments. 6. Based on the results of the Housing Master Plan, consider establishing annual construction caps on units at certain price points, in an effort to encourage the delivery of a greater diversity of units in terms of price and target markets served. 68 levels of physical improvements necessary to support them. This said, multiple funding mechanisms and strategies must be in place and available. In addition, the city, together with property and business owners, will need to prioritize the phasing of improvements once funded. Particularly within districts, all uses need to contribute to the larger theme and complement other elements of the "portfolio," highlighting the importance of strategic decisions based on sound business practices. Standards and Incentives High standards of development, as a component of place - making, comes with a price. As evidenced by the Framework Plan, the city's plan for growth is organized around development districts supporting a range of place - types comprised of key land uses and product types. Standards for the design and development of projects in the infill and revitalizing areas of a community will need to balance what are often disproportionately high development costs with comparatively lower revenues in the early phases of many new projects. Within newly developing areas, while challenges will be largely associated with ensuring the availability of adequate and accessible infrastructure and utilities; design and development standards will be essential to protect existing investment and ensure sustained value. This all said, while it may seem counter -intuitive to impose requirements that could potentially render desired development infeasible, standards and guidelines must be established, but their impact understood, and offset. Developers who elect to invest in an as -yet unproven market, do so in spite of prevailing conditions. They recognize that while their risk may be higher in the near -term, so too is their potential for a higher return. Further, they understand that the most obvious way to improve on the risk -return ratio, is to protect investment, theirs and others, by ensuring that all new projects will be designed and developed at a consistently higher level than currently exists. Understanding this, the city will be prepared to offer a range of strategies and resources to off -set their economic impact, while looking forward to a better future. Project and Program Actions cont'd 7. Encourage Upstate Colorado (Weld County's economic d evelopment corporation) to update components of previous regional economic d evelopment strategies related to the identification of targeted growth industries, and community -based attributes that support specific businesses. 1. Identify and establish a range of financing mechanisms able to assist with delivering the place -types identified for the Districts, and mitigate adverse conditions. 2. Define the range of roles the city is willing and able to assume in the context of advancing its economic and community development goals. 3. Adopt policies supporting a proactive approach to growth, and encouraging creative financing strategies (i.e., land write -downs, property swaps, transfer of d evelopment rights, others) . 4. Support private sector requests for creation of metro d istricts to assist with financing capital 69 Capital Improvements and Asset Management In addition to the installation of public infrastructure and utilities, connections to the region's trail system, enhancements to existing landscapes and streetscapes, and specific roadway improvements; this Plan also recommends the city consider assisting with select on -site investments, particularly those that support unique aspects or character -identifying elements of the Development District concepts. Sustaining a long-term program of capital improvements will be imperative should the community elect to solicit either matching state or federal economic development dollars, or leverage incremental tax dollars from participating entities. Several infrastructure, utility, and parks plans identified during the 2005 Comprehensive planning process, some completed, included lists of priority capital investments necessary to advance key initiatives in the community. While the vision described herein has been modified to reflect the sentiments of existing residents and business interests, as well as certain market realities which did not exist when the previous plan was prepared; the city will consider these projects and prioritize those that remain applicable. Ideally, all capital improvement priorities will appear in a capital budget which can serve as a single point of reference for interested parties seeking to understand the community's commitment to growth and development. A final, yet important tool the city will consider is acquisition of properties strategically located to further the intentions of this plan. In as much as site control can provide private entities with not only a certain level of certainty in terms of public entitlements, but timing whereas it negates the possibility of protracted negotiations associated with property acquisition; it mitigates project costs and in so doing, minimizes project risk. Property ownership can also result in lower carrying costs, and provide an asset of monetary value that can be leveraged in the pursuit of project equity. improvements necessary to support new and expanding development projects. 5. Educate residents about why some development projects require public assistance, and those resources the city possesses in this regard. 6. Promote the availability of resources to assist development and business prospects with the potential to advance the vision and provide an economic benefit to the community. 7. Pursue state and federal funding for remediation of environmentally - contaminated properties (particularly those that may be used in the context of former mining operations). 8. As resources are available, and when necessary, assist with assembling and positioning parcels for private development (using the urban renewal authority whenever possible and applicable). 9. Through various mechanisms, including a community survey, investigate public support for a bond issue to fund capital improvements within developed and undeveloped portions of the community. 70 When properties are acquired by public entities for the purpose of positioning them for desired development, an added benefit can be realized when it can be transferred at little or no cost. Land has a monetary value to every project, and as such, provides the public entity with the ability to negotiate for items of community interest. Policy and Regulatory Reform For the City to successfully accomplish many of this Plan's goals, and protect the stated vision, it will need to amend portions of its policy and regulating documents. Whereas the proposed district development concepts identify place types that do not easily fall into existing use categories, recommendations presented herein focus on aspects of land use classifications that should either be expanded, replaced, or clarified. In addition, since the larger planning area includes areas of changer stability and fragility, several planning strategies will be important in order to provide certainty} yet flexibility. While general guidance regarding necessary revisions to the Zoning Code, in particular, the City will complete a thorough diagnosis of all regulating documents following adoption of the Plan. Modifications to certain policy documents will also be necessary in order to ensure public resources are expended appropriately and the community's objectives are communicated consistently. Dacono's original Municipal Code and Home Rule Charter has been in place since the early 1990's. The City has amended the Code and updated its supporting Zoning Map on several occasions, but has not undertaken a significant rewrite or reorganization since its adoption. 10. Investigate opportunities for revenue -sharing districts between the City and other communities that share its municipal boarders, for the purpose of financing the construction of shared cultural} entertainment} and recreation facilities. 1. Recognize the economic challenges private sector developers experience in infill and redeveloping areas and make available resources to off -set (luncheons, dialogue, education) them. 2. Approve a list of tools for the incentive "tool box" that offset the impacts of higher standards (comprehensive incentive package) - promote their use. 3. Consider establishing an overlay zone in the vicinity of the Commerce and Industry District that allows for market - responsive development, yet maintains standards that will encourage the use of high - quality building materials. 4. Create "employment classifications" to replace existing business and industry zoning classifications} placing greater emphasis on the 71 Development District Supportive Regulations The vision and objectives for growth and development in the city's municipal boundaries and larger Planning Area grew out of an understanding of not only physical constraints, but market opportunities. As such, in order for the Plan to remain relevant as market conditions change, consistency with existing regulations will be an on -going pursuit. Recognizing the necessity for fluidity, the City will consider an alternative approach to frequent costly, and time -intensive amendments to policy and regulating documents. One method discussed during the planning process involved preparation of one or more planning overlays, specifically tailored to the different development districts that reflect the desired place -types (as opposed to specific zoning classifications) within them. Unlike community plans designed to provide general guidance, this Dacono Forward plan is intended to offer specific direction. The City accepts that its competitive position for future growth will depend on a significant repositioning of its role in the market (both real and perceived). In addition, its leaders recognize the economic challenges inherent in developing certain product types, particularly in locations rife with deficiencies in infrastructure and utilities. To this end, the City acknowledges that implementation of the Dacono Forward Comprehensive Plan will require not only a shared vision among the City's leaders and citizens, but supportive policies, regulations, and resources in order to lead to quality private investment. While maintaining on -going responsibility for "leveling the investment and regulatory playing fields, and championing the long-term vision," the City is prepared to play both active and passive roles in the furtherance of desired developments, depending on the unique circumstances of specific projects. quality of development and elimination of potential adverse impacts. 6. Promote uses which foster compatible transitions between commercial and residential products, and discourage strip and support nodal development. 7. Develop a single Capital Improvement Program (CIP) that reflects the near- and long-term priority improvements identified in other adopted community plans. 8. Prioritize the construction of infrastructure that allows the City to be an autonomous provider of water and potable water, rather than relying on partnerships with region -serving districts. 9. Prioritize expenditures for capital improvements strategically located to leverage known investment opportunities (near- and mid- term). 10. Complete and improve streets, roadways, thoroughfares and their supporting infrastructure, within and serving established neighborhoods. 72 Implementation Matrix (of Initiatives) A matrix containing the district -specific and citywide initiatives described herein are presented in Appendix H. It provides a format that can be amended as key initiatives are accomplished, and others are identified. Ideally, city staff, along with appointed and elected officials, will assign specific actions to relevant municipal departments and supportive advocacy entities, and meet regularly to assess their collective progress. Conclusion The Dacono community has taken a journey imagining its best possible future, testing that dream against market realities, and charting a course to realize its vision, making the critical next step, protecting the same by immediately advancing a series of initiatives with the potential for near - term results. Whereas the Dacono Forward Comprehensive Plan is intended to be a roadmap, it must be the city's first objective to make sure that its path is devoid of obstacles. The development concepts and implementation strategies presented here are intended to inform private and public decisions regarding the future use of properties within the existing and future municipal boundaries. They were conceived of with a realistic understanding of prevailing conditions, yet intended to be forward thinking, while responsive to the needs and desires of resident, business and property interests. Ultimately, their implementation will result in the realization of desired investment, stabilization of existing neighborhoods, and growth in the larger economy. As explained earlier, the Plan's purpose is to serve as the guidepost for strategic initiatives that will likely take several years to implement. This said, and given the cyclical nature of markets, it will be revisited on a regular basis, and amended, if and when deemed necessary. City leaders 73 are comnitted to the belief that its success will depend on committed on -going leadership, collaboration with its advocacy partners, and ongoing communication with the community at -large. 74 Dacono Forward Comprehensive Plan Update 2017 DA ONO FORWARD I Comprehensive Plan Update 2017 Dacono Forward Appendix Appendix A: Appendix B: Appendix C: Appendix D: Appendix E: Appendix F: Appendix G: Appendix H: Dacono Planning Area Three -Mile Plan Existing Conditions Maps Goals and objectives of Other Policy Documents Public Participation Documents Summary of One -on -One Interviews Community Survey - Phases i and ii Market overview Framework Plan Fiscal Impact Analysis Definitions of Lifestyle Modes (Psychographics) Implementation Matrix DACONO FORWARD I Appendix DACONO FORWARD I Appendix >t Dacono Celetrao Three Mile Plan 2017 The three-mile plan is a long range plan that demonstrates where a municipality will consider annexations, and how they will provide service to newly annexed areas while sustaining adequate levels within the existing municipal boundaries. Dacono Forward Three -ML I ntrnductien This Dacono Forward Three -Mile Plan (the Three -Mile Plan) establishes an approach to address future development outside the city's municipal boundaries and within its established growth boundaries (herein referred to as the Three - Mile Area or Planning Area). It identifies land that may be considered for annexation, subject to negotiations with individual landowners, describes the community's vision for development, and offers guidelines for private landowners wishing to incorporate into the city of Dacono. Its intent is to generally describe the character, location and extent of services and facilities to be provided to unincorporated properties beyond its municipal boundaries. Planning Area Context Incorporated in 1908, the city of Dacono is home to a population of approximately 4,650 residents. Comparatively, Weld County's population (2015) was approximately 285,000, meaning fewer than 20% were citizens of Dacono. Situated along Interstate 25 (1-25) in southwestern Weld County, Dacono is strategically located approximately 10 miles north of the Denver Metropolitan Area, and 44 miles south of Fort Collins. Denver International Airport (DIA) is located approximately 20 miles to the south and east, and accessible via the Metro Area's 470 circumferential beltway. The community's core, its original "downtown," is located two miles east of 1-25 along the southern edge of State Highway 52. Its municipal boundaries encompass approximately three (3) square miles, and its growth boundary (the Planning Area or Area) approximately 22,000 acres. Weld County, on the other hand, comprises nearly 4,000 square miles, making it the third 1 Statutory Requirements In 1987, the state legislature made changes to annexation law limiting municipal annexations to no more than three miles beyond the current municipal boundary in any given year. Further, municipalities in Colorado are required to prepare and adopt a three-mile plan prior to annexing property into their territorial boundaries per C.R.S. 31-12-105 et. seq. The three-mile plan is a long range plan that demonstrates where a municipality will consider annexations, and how they will provide service to newly annexed areas while sustaining adequate levels within the existing municipal boundaries. The statute requires the plan generally describe the proposed location, character and extent of future public utilities, infrastructure and land uses. Although a policy document, it offers assurance that the municipality will only annex land when it is consistent with existing plans for the surrounding area. Source: Department of Local Affairs DACONO FORWARD I Three Mile Plan 2017 largest in the state. Figure 1 below illustrates the location of the city's 2016 municipal limits and its urban growth area. Figure 1: Dacono Municipal Limits and Planning Area U 1 .^.'R. Pd Pi F' 3tc.t. t, Niles :=,TA h lc; 4W,1Y 5eti52-1. m .t S•r°a:,.a t; I-'tHkt SI Legend C. Dacwna Municipal Boundary HI Growth Boundary Parcels River ! Creek Lake/Pond 00 -Year Floodplain 500 -Year Floodplain With natural attributes including access to regional waterways including the Big Cary and St.Vrain Creeks and views of the Rocky Mountain, access to attainable housing alternatives, and proximity to cultural resources; Dacono is expected to realize steady growth with its population estimated to more than double over the next 30 years, exceeding 9,400 by 2045. To accommodate future growth, Dacono anticipates the need for additional municipal services, infrastructure, housing inventory, school facilities, parks, recreational opportunities, and revenues. Existing Conditions According to the Weld County Property Portal, the majority of parcels in the Planning Area are zoned A - Agricultural, with the exception of an assemblage located in the vicinity of County Roads (CR) 21 and 8 designated PUD, and an unincorporated enclave south of Grandview Boulevard classified 1-3 Industrial. Based ona review of the Home Rule Charter for the County of Weld, Colorado, these use classifications were informed by guiding principles (six) which serve as the foundation for land use policy in the County. Those principles include: . Private Property Rights 2 DACONO FORWARD I Three mile Plan 2017 2. Respect for Our Agricultural Tradition 3. Fairness in the Land Use Change Procedure 4. Recognition of the County's diversity 5. Regulations Addressing Land Use Changes. 6. Economic Growth While all of the goals will influence the type, character and quality of development that occurs within the Planning Area and along its municipal edge, the second, "Respect for Our Agricultural Tradition," is particularly impactful. This principle, as expressed in the code, means, "The County has an agricultural tradition, as reflected by its ranking as one (1) of the most economically productive agricultural producing counties in the nation. Land use changes are occurring, and agriculturally zoned land is being changed to residential, commercial and industrial development. As these new land uses evolve, it is important that the established agricultural businesses and associated infrastructures are allowed to continue to operate without adding excessive constraints. Individuals who move into these areas must realize that they will experience conditions and services unlike an urban setting and must be willing to accept this lifestyle. The Weld County Right to Farm Statement can be found as part of the Agriculture goals and policies and, as a part of this Plan, supports the importance of agriculture in the County," Weld County Code Ordinance 2002-6; Weld County Code Ordinance 2008-13 defines Weld County's Right to Farm as follows (taken verbatim): Weld County is one of the most productive agricultural counties in the United States, typically ranking in the top ten counties in the country in total market value of agricultural products sold.. The rural areas of Weld County may be open and spacious, but they are intensively used for agriculture. Persons moving into a rural area must recognize and accept there are d rawbacks, including conflicts with long-standing agricultural practices and a lower level of services than in town. Along with the drawbacks come the incentives which attract urban d wellers to relocate to rural areas: open views, spaciousness, wildlife, lack of city noise and congestion, and the rural atmosphere and way of life. Without neighboring farms, those features which attract urban dwellers to rural Weld County would quickly be gone forever. Agricultural users of the land should not be expected to change their long-established agricultural practices to accommodate the intrusions of urban users into a rural area. Well - run agricultural activities will generate off -site impacts, including noise from tractors and equipment; slow -moving farm vehicles on rural roads; dust from animal pens, field work,. harvest and gravel roads; odor from animal confinement, silage and manure; smoke from d itch burning; flies and mosquitoes; hunting and trapping activities; shooting sports, legal F) DACONO FORWARD I Three Mile Plan 2017 hazing of nuisance wildlife; and the use of pesticides and fertilizers in the fields, including the use of aerial spraying. It is common practice for agricultural producers to utilize an accumulation of agricultural machinery and supplies to assist in their agricultural operations. A concentration of miscellaneous agricultural materials often produces a visual disparity between rural and urban areas of the County. Section 35-3.5-102, C.R.S., provides that an agricultural operation shall not be found to be a public or private nuisance if the agricultural operation alleged to be a nuisance employs methods or practices that are commonly or reasonably associated with agricultural production. Water has been, and continues to be, the lifeline for the agricultural community. It is unrealistic to assume that ditches and reservoirs may simply be moved "out of the way" of residential development. When moving to the County, property owners and residents must realize they cannot take water from irrigation ditches, lakes or other structures, unless they have an adjudicated right to the water. Weld County covers a land area of approximately four thousand (4,000) square miles in size (twice the size of the State of Delaware) with more than three thousand seven hundred (3,700) miles of state and county roads outside of municipalities. The sheer magnitude of the area to be served stretches available resources. Law enforcement is based on responses to complaints more than on patrols of the County, and the distances which must be traveled may delay all emergency responses, including law enforcement, ambulance and fire. Fire protection is usually provided by volunteers who must leave their jobs and families to respond to emergencies. County gravel roads, no matter how often they are bladed, will not provide the same kind of surface expected from a paved road. Snow removal priorities mean that roads from subdivisions to arterials may not be cleared for several days after a major snowstorm. Services in rural areas, in many cases, will not be equivalent to municipal services. Rural dwellers must, by necessity, be more self-sufficient than urban dwellers. People are exposed to different hazards in the County than in an urban or suburban setting. Farm equipment and oil field equipment, ponds and irrigation ditches, electrical power for pumps and center pivot operations, high-speed traffic, sand burs, puncture vines, territorial farm dogs and livestock and open burning present real threats. Controlling children's activities is important, not only for their safety, but also for the protection of the farmer's livelihood. Deference to Weld County's Right to Farm policy combined with an overly permissive list of allowable uses under the Agricultural classification, limited requirements associated with their Site Plan Review Process, and the lenient practice of Use by Special Review (USR) collectively heighten the level of uncertainty for municipalities and other public jurisdictions boarding Weld County. Uses allowed with agricultural zoning include a range of residential, commercial, public and industrial products and those often considered light and heavy industrial products, facilities 4 DACONO FORWARD I Three Mile Plan 2017 and operations. The complete list of 76 uses is provided in the Appendix, along with a detailed description of the County's intentions for properties with this zoning, and their supporting goals and policies. Also presented is a description of the Site Plan Review and Use by Special Review processes. Based on primary research completed during preparation of Dacono Forward, and this Dacono Forward Three -Mile Plan, along with data provided in the Regional Transportation and Drainage Impact Fee Analysis, completed in 2014, within the municipal and Planning Area boundaries, existing and planned land uses are distributed across the following major categories. Industrial: 875 acres, 7.3% of land area Commercial: 1,217 acres, 10.2% of land area Residential: 9,829 acres, 82.5% of land area Open and Civic Space: 1,980 acres As explained in greater detail below, proposed land uses for vacant incorporated and unincorporated properties, correspond fairly well with those designated in the Study, with the majority planned for Residential, Open and Civic Space, and a supporting few for Commercial or Industrial development. Review and Update The city's most recent Three -Mile Plan was adopted by Resolution No. 16-12, A Resolution Designating a Three -Mile Plan for the City of Dacono, Colorado. Substantive changes reflected in this Dacono Forward Three -Mile Plan include recommendations related to desired future land uses, quantification of capital improvements necessary to serve future populations, identification of existing partnerships and agreements that will require review and amendment in order to advance the community's vision for the Planning Area, and references to Weld County policies that support the objectives of this Dacono Forward Three -Mile Plan. Annexation Policy In an effort to ensure annexations occur in an orderly and cost-effective manner, and without adverse physical or economic impacts to the community, the City has established an Annexation Policy (the Policy), major elements of which are presented below. In addition to specific provisions called out in the Policy, properties considered for annexation should: offer a logical extension of the municipal boundaries, support connections to urban services and facilities, provide an opportunity to strengthen local economic conditions, and be suitable for either development or community improvements. 5 DACONO FORWARD I Three Mile Plan 2017 Annexation is the legal process by which a city adds to its jurisdiction. The City of Da c ono's authority to annex territory is established by Section 30, Article 11 of the Colorado Constitution and the Colorado Revised Statutes, (CRS 331-12-10). The basic requirement for property to be annexed voluntarily is that at least one -sixth of the perimeter of the area proposed for annexation is contiguous with the city. The state statute allows that this one- sixth contiguity may be established by the annexation of one or more parcels in a series. Further, annexations m a y be considered together and completed simultaneously. Eligibility for Annexation Inorder for property to be annexed, it must meet the following eligibility requirements: ■ One -sixth boundary contiguity between municipality and property to be annexed ■ Shared community interest ■ Intended for urban level development ■ Capable of being integrated into the municipal boundaries ■ Comprising more than fifty percent (50%) of the landowners and own more than fifty percent (50%) of the property to be annexed, excluding public streets, alleys and lands owned by the City of Dacono ■ Not part of annexation proceedings initiated by another municipality ■ Located within three miles of the municipal boundary ■ Contiguous to other parcels located within the municipal boundaries (not a flagpole) ■ Eligible for inclusion in all special districts ■ Accessible to adjoining land, easement and franchise owners ■ Landowner or district consent if: o Divided property interest held in "identical ownership" unless separated by a "dedicated street, road or other public way" O Exceeding 20 acres and valued in excess of $200,000 o Requiring detachment from a school district In addition to the findings of fact required by state law, in order for property to be eligible for annexation to the city by petition, the City Council must determine that the land use plan of the property to be annexed is in full compliance with the City of Dacono Comprehensive Plan (Dacono Forward). Annexation Petition and Affidavit of Circulator Petitions seeking annexation of land to the city shall comply in all respects with the requirements and laws of the State of Colorado. The petition for annexation and zoning must be signed by persons comprising more than 50% of the property owners and owning more than 50% of the 6 DACONO FORWARD I Three Mile Plan 2017 property or properties. The petition shall contain signatures and addresses of such owners, as well as the date of each signature. Annexation Impact Report An annexation report shall be prepared include the following: ■ Statement indicating requirements set out in the Colorado Annexation Act have been addressed. Description of existing and proposed land uses for the property or properties to be annexed. ■ List of zoning classifications and any special conditions being requested. Statement acknowledging: City's plans for extending or providing services within the area; o City's plans for financing infrastructure to be extended to the area; o All existing districts within the area; and Effect of the annexation on area school district. ■ Development plan for the property or properties demonstrating conformance with the Comprehensive Plan (Dacono Forward). ■ Request of the City to approve the annexation and zoning as indicated. Statement explaining why it is necessary and desirable for the City to annex the property or properties. This Three -Mile Plan does not assume, propose, or guarantee that any property within the Planning Area will be annexed by the City. The process of annexation is extensive and regulated by the requirements of C.R.S. Title 31, Article 12 and established City policies and practices. Consistency with Other Plans This D►acono Forward Three -Mile Plan does not seek to duplicate previous efforts that more thoroughly characterize extraterritorial areas, but rather build on those planning initiatives, many of which were completed at the direction of the previous comprehensive plan, including those listed here (presented in order of completion or adoption) and referenced in the discussion regarding the provision of services to properties within the Planning Area. ■ South Weld Interstate 25 Corridor Master Drainage Plan, 2000 ■ City of Dacono Transportation Plan, 2003 ■ City of Dacono Comprehensive Plan, 2005 7 DACONO FORWARD I Three Mile Plan 2017 • City of Dacono Water Master Plan, 2007 ■ City of Dacono Parks, Trails and Outdoor Recreation Master Plan, 2008 • City of Dacono Water Conservation Plan, 2011 ■ City of Dacono Potable Water Master Plan, 2014 • City of Dacono Regional Transportation and Drainage Impact Fees Analysis, 2014 Dacono Area Urban Renewal Plan, 2015 Future Land Uses and Planning Districts As explained in the Comprehensive Plan (Dacono Forward), the experience of other communities has shown that successful community planning initiatives effectively leverage existing land uses, public improvements and community amenities, in a manner that creates an identifiable "address" or environment for private investment. For this reason, the approach taken to demonstrate the community's intentions for growth was one that portrayed the community as a series of districts with land uses and infrastructure supporting anticipated day and evening activities, along with lifestyle needs and preferences. Figure 2 below illustrates the location of each one. Figure 2: Plan Districts Map I Plannin.q Area Boundary 500 -Year Floodplain cm" Multigeneralional Living District U U.S 1 Comm rcie ■lp i s tralet_ l C�1 ii i�GRALEta wl Miles n fl• BiH�i1N,� `,115 -'1.51) �! sr:ir #11.151-H4:1 +i Nbq cit* a �1 Small aft 0�',`. To n w I District a 11 GRAND VIEW'. c C CDanrbc' Municipal Boundary River I Creek CR 10 If of i1.CR14 trk or C) Agrarian Living District 100 -Year Floodplain LT ° Agrarian Living District Small ThWn District — — - ry ac 1 I Commerce Distnct 8 DACONO FORWARD I Three Mile Plan 2017 As shown above, two of the four districts maintain properties and improvements located outside the current municipal boundaries and within the Planning Area. These include the Multi - Generational and Agrarian Living Districts. A brief description of the vision for each one is provided as follows. ►ulti-Generational Living District The Multi -Generational Living District will be host to neighborhoods that accommodate a wide range of age groups and product types, allowing younger residents to stay in the community and older residents to "age in place." Homes of varying sizes and densities will be co -located so that extended families can live independently, yet in the same neighborhood community. Supporting uses may include small commercial spaces with local serving retailers and service providers; and / or accessory units to primary residences, support entrepreneurial employment e ndeavors and encore careers or dwelling units for related family members. Gateway improvements will be combined to introduce the community and its neighborhoods to residents in, and visitors to, the region. Natural areas will be protected, yet leveraged to attract high quality home builders who can buyers who value and honor these environments. The Multi -Generational District encompasses more than 6,450 acres with zoning classifications including: R-1 - Residential, R-2 - Residential, C -R - Commercial Residential, C-1 - Commercial, I - 1- Light Industrial, and A - Agricultural. Existing uses include new and recently developed residential neighborhoods of single family homes, along with agricultural land and related o perations. Desired uses (or place types as they are referred to in the Comprehensive Plan) include: Suburban, Employee and Senior Living Residential, and Neighborhood and Commercial Retail and Service. Agrarian Living District The Agrarian Living District will be reflective of the rural and exurban lifestyle that exists in the market today. Its character will be shaped by the agricultural roots of the area, and leverage n atural features that traverse and surround its boundaries. Dominant land uses will include large - lot residential products surrounded by open space and natural areas, with amenities including private farming operations, community gathering spaces, and commercial sales and service facilities. Widely referred to as an "agri-hood," neighborhoods will be modeled after similar projects including The Cannery► in Davis, California and Serenbe in Atlanta, Georgia. The Agrarian Living District encompasses more than acreage 5,350 acres with zoning classifications including: A - Agricultural and UD - Undeveloped. Existing uses are exclusively single family homes, most of which would be characterized as rural residential. Desired uses 9 DACONO FORWARD I Three Mile Plan 2017 include: Rural and Suburban Residential, Business Center, and Neighborhood and Commercial Retail and Service. Figure 3 illustrates the type and location of place types and land uses desired for unincorporated parcels in the Planning Area. Figure 3: Future Land Use Map River ! Creek Comm erne IDistrict 0.5 1 PI.aemir' gArea Soundary C M4ntcipal acundary Service Provisions Transportation 140 -Year FIQQtlan 5UQYear Flnndpbin Agrarian Loving Dietrict Multi gem er'alian al Living District Small Town Distriot The goals and objectives of the city of Dacono Transportation Plan (the Transportation Plan), while completed in 2003 and prior to adoption of the previous 2005 Comprehensive Plan, were in alignment with those reported in that document, as they are with those reported in Dacono Forward, The Framework Plan map prepared for Dacono and its Planning Area, illustrates the location of: development districts, open and public spaces, non -vehicular connections, and other enhancements to the physical realm; and shows where future transportation improvements might be located within corridors, gateways, and activity centers identified as priorities in the 2003 Transportation Plan. 10 DACONO FORWARD I Three Mile Plan 2017 Whereas the intent of the Transportation Plan was to identify opportunities to improve connectivity options for all modes of transportation including vehicular, pedestrian, bicycle and transit; and participants in the Dacono Forward planning effort characterized vehicular and non -vehicular connectivity as an imperative objective for the community; the execution of projects to advance this directive will inevitably be a priority capital expenditure. Transportation improvements to achieve these objectives in the Planning Area and accommodate 2025 traffic forecasts are described in detail in the Transportation Plan, but generally include: new construction of collector and arterial roadways, and enhancements to existing roadways such as paving and accommodations for non -vehicular mobility. Of the nearly 20 improvement projects identified, conceptual estimates of cost exceed $53.8 million. A transportation plan for Weld County details improvements necessary to accommodate traffic increases through 2035. Those identified that will impact properties in the Planning Area include an access control plan for State Highway 52, and an intersection improvement plan at County Roads 6 and 19. These total approximately $800K. The City's Plan proposes that funding for improvements within city -maintained rights -of -way be shared with private developers. An impact fee program for residential and nonresidential development was established in 2016 to supplement available resources in furtherance of this objective. To -date, the cost of improvements within state-owned roadways, while the responsibility of the Colorado Department of Transportation (CDOTJ in coordination with the Denver Regional Council of Governments, have been shared by these entities, in partnership with the City. Decisions whether to improve these facilities, and the ability to do so, were contingent on the priorities of these groups and the availability of state and regional funding. The City's Plan proposes to continue leveraging these relationships and the resources of each one. Parks and Recreation �h �h * The Dacono Parks, Trails and Outdoor Recreation Master Plan (the Recreation Plan) A, sets forth Dacono's vision for its system of parks, trails and outdoor amenities within Nod la its municipal boundaries and the Planning Area. Key community goals expressed t • 4 therein include (taken verbatim): Providing equitable access to safe, quality parks, trails and outdoor recreation facilities; • Using parks and trails to help enhance Dacono's character; • Including public art and environmental education in every facility; 11 DACONO FORWARD I Three Mile Plan 2017 ■ Connecting the city's parks, neighborhoods and businesses to each other and to regional trails; and, ■ Actively preserving significant open lands. Based on the findings of the Recreation Plan, it was recommended that D►acono provide 7.5 acres of park land per 1,000 residents. This standard was determined with consideration of: the City's budget, anticipated population thresholds, resident profile, and ratios of similar nearby municipalities. Using this target, it was determined that approximately 185 acres of land would be needed to accommodate future park development. Funding for property acquisition and related improvements were assumed to be derived from a combination of local and state sources, along with private contributions from area developers. A►n additional resource, the Weld County Trails Master Plan, describes planned improvements to the county's trail system. The Plan's purpose was to assist the County and local communities when applying for trail improvements or extension grants. Completed in the summer of 2015, and prepared by the University of Colorado Denver, Colorado Center for Community Development, it prioritized trail segments along the St. Vrain and South Platte River including those located in the Planning Area. Completion of trail connections will create greater contiguity between parcels, neighborhoods, and activity centers, and further a principal objective of the Dacono Forward Comprehensive Plan. Public Utilities and Infrastructure Water As reported in the City of Dacono Water Master Plan (the Water Master Plan), municipal water for residents and businesses in Dacono are treated by the Central Weld County Water District (CWCWD or the District) in its Water Treatment Plant (WTP) at the base of Carter Lake. CWCWS was organized in 1965 and initially funded by a $3.8 million general obligation bond for construction of its facilities. It was created to provide reliable and good quality water to rural users and communities who were, at the time, dependent on sub -surface water sources. Originally concentrated in central Weld County, the District's domestic water service area now extends to communities in the Carbon Valley including Dacono, Firestone and Frederick. In 1987, the City of Dacono entered into an Intergovernmental Agreement (the CWCWD Water I A► or CWCWD Water Agreement) with CWCWD, making it the city's principal purveyor of water. The term of the original CWCWD Water Agreement was 20 years, with automatic ten-year renewals. Today the City is a participant in the Northern Integrated Supply Project (NISP) which is a proposed water storage and distribution project that will supply 15 Northern Front Range water 12 DACONO FORWARD I Three Mile Plan 2017 partners with 40,000 acre-feet of new, reliable water supplies. The U.S. Army Corps of Engineers began the Environmental Impact Statement (EIS) process in August 2004 and is estimated to complete the Final EIS (FEIS) in 2017, with a Record of Decision scheduled for 2018. NISP, in partnership with Northern Water, Northern Water and the NISP, have developed and submitted a plan to the U.S. Army Corps that will mitigate environmental effects identified in the EN. Northern Water is a public agency created in 1937 to contract with the federal government to build the Colorado -Big Thompson Project (C -BT Project). The C -BT Project provides supplemental water to more than 640,000 acres of irrigated farm and ranch land, 120 ditches and approximately 925,000 people in eight Northeastern Colorado Counties including: Boulder, Broomfield, Larimer, Logan, Morgan, Sedgwick, Washington and Weld. Northern Water also provides cities, towns, rural -domestic water districts and industries with year-round deliveries, including the city of Dacono. Northern Water and the U. S. Bureau of Reclamation jointly operate and maintain the -BT Project, which collects West Slope water and delivers it to portions of the eight Northeastern Colorado counties listed above. In addition, Northern Water collects, distributes and monitors weather and water quality data, tracks stream flows and reservoir levels, and provides water planning and water conservation information. In addition to operating and maintaining the C -BT Project, Northern Water also provides: Water conservation information Weather & evapotranspiration information ■ Streamflow and reservoir level information Water quality information • Environmental stewardship ■ Regional water supply planning Potable Water rt Similar to the agreement with CWCWD for the treatment and transfer of water to its residents and businesses) the city entered into a second agreement with the District, during this same period, identifying the district as its sole provider of potable water service to the community (the CWCWD Potable Water IGA or CWCWD Potable Water IGA). The CWCWD Potable WaterAgreement/ like the Water Agreement, is scheduled for renewal in 2017 unless "written notice is submitted by either party a minimum of three years prior (November 9, 2014) to the renewal date." According to the Potable Water IGA, "District water is first delivered through its own transmission mains and Master Meter Vaults (MMVs), and then transferred to City -owned 13 DACONO FORWARD I Three Mile Plan 2017 infrastructure, including a one million gallon (MG) water storage tank (located south of Dacono's historic core) historic Dacono, resulting in a bifurcated water system." The City commissioned preparation of the Potable Water Master Plan (the Potable Water Plan) in 2014. Its purpose was to plan for the design, construction, and operation of a water utility system for the community consistent with industry standards. One of the primary goals of this Master Plan is to provide a framework for the City to build a redundant water utility, consistent with expressed service level goals. Although existing master meters quantify the amount of water delivered, they conflict with its service level goal of an interconnected water system. In addition to redundancy, another major issue addressed within the plan is how to construct future improvements to assure adherence to the service level goals while using the "backbone" infrastructure provided by the District. As acknowledged by its authors, accomplishing the goals will require a shift away from relying on the District to determine the best way to provide service to future developments to a more City -driven focus. As such, the City will ensure policies and procedures that return primary responsibility of the planning and design of future water system improvements to itself. Specifically, going forward, a more collaborative process between the City and the District related to the planning and design of future system improvements will be pursued. Drainage la In the context of completing the Rate Study for the city, the City's consultants investigated municipal drainage and irrigation improvements for the purpose of understanding if existing structures were adequate to handle various flood return periods and target capacities attributable to growth. Based on their findings, several improvements were recommended including: construction of new culverts and bridges to prevent road overtopping in the event of a major flood) and updates to existing irrigation culverts and crossings deemed inadequate to handle target capacities. Of the nearly 80 improvement projects identified for the Planning Area, conceptual estimates of cost exceed 7.8 million. Similar to required roadway improvements, the City proposes that funding for improvements will be shared with private developers, and that established nonresidential impact fees will be used to supplement these resources. Health and Human Services a Several departments in the Weld County government structure provide a range of public health and human services for residents of the county. Among them are: ■ Child Support Services 14 DACONO FORWARD I Three Mile Plan 2017 ■ Child Welfare ■ Community Resources ■ Employment Services ■ Child Care, Financial, Food and Medical Services ■ Area Agency on Aging In addition to public resources, private and non-profit groups providing related services in the vicinity of Dacono include: ■ Boulder County Health ■ Tri-County Medical Center ■ North Range Behavioral Health ■ United Medical Center of Berthoud ■ Nextera Healthcare Salud Family Medical Centers ■ Salud Family Health Centers ■ Children's Hospital Colorado North Campus ■ Centura health Physicians Group Women's Health ■ SCL Physicians ■ Mental Health partners ■ Centura Health Physicians Group ■ UC Health Carbon Valley Health Center ■ NextCare Urgent Care ■ Mental Health Partners ■ Longmont United Hospital Implementation Initiatives Dacono has existing partnerships with: Weld County; Central Weld County Water District (CWCWD); communities of Erie, Fredrick and Firestone; Upstate Colorado Economic Development Corporation; and St. Vrain Sanitation District. It communicates regularly with the St. Vrain and Fort Lupton School Districts, both of which serve residents of the community. As evidenced by the number of agreements currently in place, City leaders consider cooperative planning essential to support regional efforts and reduce redundancies in infrastructure and facilities development. With regard to the Planning Area, the City intends to continue its practice of partnering with those entities having a shared interest in how properties DACONO FORWARD I Three Mile Plan 2017 within its borders develop. To this end, existing policy and regulating documents, including those listed below, may require review and amendment, and new agreements may need to be established in furtherance of this objective. • Weld County Intergovernmental Agreement • Interim Coordinated Planning Agreement for the Southern Weld Planning Area • Tai -cities Development Standards • Central Weld County Water District Intergovernmental Agreement (Water) • Central Weld County Water District Intergovernmental Agreement (Potable Water) Weld County Policy and Regulatory Support While references from the Weld County code, chapter 22 - Comprehensive Plan, Article I - General Provisions, Division 1 - Preface, adopted by Weld County code Ordinance 2002-6, and 2008-13, and Chapter 23 - Zoning, adopted by Weld County code Ordinance 2000-1, previously discussed in the context of conditions which challenge implementation of Dacono Forward and this supporting Dacono Three -Mile Plan, other excerpts, presented below, provide confirmation of the County's support for the efforts of its communities to plan for sound growth and development within its municipal boundaries and planning areas. Sec. 22-2-30. Urban development. G. Municipal urban growth areas, and uses within these areas, should be determined through coordination between the county, the participating jurisdiction and the individual landowner. Development in the area surrounding municipalities requires this type of coordination, which is achieved, in part, through these methods: the three-mile referral, Intergovernmental Agreements, a standard quarter -mile County Urban Growth Boundary, landowner notification and community dialogue. When growth at the municipal / county levels is not coordinated, numerous problems can occur with incompatible adjacent land uses and violations of private property rights as the most obvious. Sec. 22-2-40. Urban development goals and oolicee" B. UD. Goal 2. Strive to establish an Intergovernmental Agreement concerning urban growth areas with each municipality in the county. 1. UD. Policy 2.1. The County should consider the following elements which beginning to form an Intergovernmental Agreement with a municipality concerning urban growth areas: 16 DACONO FORWARD I Three Mile Plan 2017 Establish an agreed -upon urban growth area boundary,giving consideration to the municipality's comprehensive plan. Likewise, the municipality agrees to limit its expansion to defined areas where it plans to provide municipal services within a defined time period. • Annexation patterns should directly correlate with municipalities' and / or agencies' recognized service areas and the timing of infrastructure availability. • Annexations should be with both municipality and County approvals. Expansion of municipal boundaries through annexation should include n otification of all unincorporated property owners within one (1) mile of the subject property. Common development standards should be agreed upon within designated geographic areas, which may include areas within the municipal boundaries. These should include items such as roadways (types, widths, horizontal design} access and spacing) and drainage (on -site, off -site, discharge, easement treatment and regional facilities). Establish provisions addressing extension of infrastructure and services required by u rban development. Include a definite time line and capital improvements funding strategy for roadways, sewer, water, drainage, schools, emergency services, civic facilities and other infrastructure and services necessary to support u rban development, defining how and when these areas will be served. ■ Establish provisions for removal of property from the Intergovernmental Agreement urban growth area if infrastructure and service provision is not completed as described above. • Strive to set common urban development fees within the Intergovernmental Agreement urban growth area, to encourage parity when a developer is processing land use cases in either the county or a municipality. Municipalities should take responsibility for roads that are annexed and the addressing of annexed properties. Intergovernmental Agreements should also contain clauses addressing rural and agricultural land uses. UD. Policy 2.5. Update and revise Intergovernmental Agreements, as needed, because of changing conditions.. a. Recommended Strategy UD.2.5.a. Utilize a third party, such as the Department of Local Affairs, to facilitate new and revised Intergovernmental Agreements discussions. UD. Goal a. Until Intergovernmental Agreements are in place with a particular municipality, define a standard County Urban Growth Boundary as a one -quarter -mile DACONO FORWARD I Three Mile Plan 2017 perimeter around the municipal limits that are currently physically served by central sewer (whether by the municipality or other recognized agencies). 5. UD. Policy 3.5. Encourage any lower -density uses proposed within the County Urban Growth Boundary to be designed in a manner that will accommodate more intensive redevelopment/ as planned or projected, for the future in that location. Sec. 22-2-60. Unincorporated communities and historic townsites goals and policies. C. UD. Goal 4. Promote a quality environment which is free of unsightly materials, including but not limited to derelict vehicles, refuse and litter. Sec. 22-2-70. Industrial development. C. It is essential to have supporting utilities, public services and related facilities for any industrial development. The fiscal limitations of both the private and public sector cannot sustain indiscriminate development without regard for how such services and facilities will be provided. 18 DACONO FORWARD I Three Mile Plan 2017 Dacoi Appendix Division 1 - A (Agricultural) Zone District Allowable Uses Sec. 23-3-20. - Uses allowed by right 1. Single Family Dwelling Unit and Auxiliary Quarters 2, Farming, Ranching and Gardening and Related Uses . Temporary Storage for Related Uses (Weld County Code Ordinance 2007-1) 4. Grazing of Livestock 5. Feeding of Livestock 6. Oil and Gas Facilities 7. Public Parks and Recreation Facilities 8. Public Schools 9. Utility Service Facilities 10. Alcohol Production 11. Temporary Group Assemblages 12. Asphalt or Concrete Batch Plant 13. Mobile Homes 14. Police and Fire Stations or Facilities 15. Borrow Pits 16. Manufactured Homes 17. Animal Boarding 18. Telecommunication Antenna Tower 19. Disposal of Biosolids 20. Disposal of Domestic Septage 21. Temporary Seasonal Uses 22, Group Home Facility 23. Foster Care Home 24. County Grader Shed 25. Cargo Containers 19 DACONO FORWARD I Three Mile Plan 2017 Sec. 23-3-40. - Uses by special review. 26. Mineral Resource Development Facilities 27. Agricultural Service Establishments 28. Animal Boarding and Animal Training Facilities 29. Alcohol Production 30. Animal Waste Recycling or Processing Facilities 31. Custom Meat Processing 32, Livestock Sale Barns and Facilities 33, Forage Dehydration Facilities 34, Livestock Confinement Operations 3. Rodeo Arenas, commercial 36. Roping Arenas 37, Race Tracks and Race Courses 38. Drive -In Theaters 39. Golf Courses 40. Shooting Ranges 41. Guest Farms and Hunting Lodges 42. Fairgrounds 43. Public or commercial Camping 44. Commercial Recreational Facilities 45. Public Utilities Facilities 46. Public and Quasi -Public Buildings 47. Airports and Airstrips 48. Junkyards or Salvage Yards 49. Kennels 50. Solid Waste Disposal Sites and Facilities 51. Keeping, Raising or Boarding of Exotic Animals 52. Telecommunication Antenna Towers 53. Multi -Family Dwellings 54, Expansion or Extension of Nonconforming Uses 55. Home Business 56. Accessory Buildings 57. Correctional Facility 58. Child Care Facility 59. Bed and Breakfast Facility 60. Processing 61. Research Laboratories 62, Heaving Manufacturing, Processing 63. Wind Turbine 20 DACONO FORWARD I Three Mile Plan 2017 64. Cemetery 65. Residential Therapeutic Center 66.. Wind Generators 67. Brewery 68. Brewpub 69. Distillery 70. Winery 71. Noncommercial Towers 72. Pipeline - Domestic Water 73. Pipeline - Natural Gas 74. Pipeline - Petroleum Products Other Than Natural Gas 75. Small Scale Solar Facility 76. Medium Scale Solar Facility Division 1 - A (Agricultural) Zone District Intent Sec. 23-3-10. - lrite Agriculture in the COUNTY is considered a valuable resource which must be protected from adverse impacts resulting from uncontrolled and undirected business, industrial and residential land USES. The A (Agricultural) Zone District is established to maintain and promote agriculture as an essential feature of the COUNTY. The A (Agricultural) Zone District is intended to provide areas for the conduct of agricultural activities and activities related to agriculture and agricultural production without the interference of other, incompatible land USES. The A (Agricultural) Zone District is also intended to provide areas for the conduct of USES by Special Review which have been determined to be more intense or to have a potentially greater impact than USES Allowed by Right.. The A (Agricultural) Zone District regulations are established to promote the health, safety and general welfare of the present and future residents of the COUNTY. (Weld County Codification Ordinance 2000-1) Sec. 22-2-10. - Agriculture of the coax A. Historically, Weld County is one (1) of the economically largest agricultural producing counties in the nation, regularly the top producer of traditional crops (Le., when excluding citrus- or nut -producing counties). The agricultural sector is an important element of the overall County economy. The diversity of agriculture in the County ranges from crops, rangelands and feedlots to other forms of agribusiness, agri-tourism, agri-tainment and hobby farms. 21 DACONO FORWARD I Three Mile Plan 2017 E. The intent of the agricultural Goals k to support all forms of the agricultural industry and, at the same time, to protect the rights of the private property owners to convert their agricultural lands to other appropriate land uses. The County recognizes the importance of maintaining large contiguous parcels of productive agricultural lands in nonurbanizing areas of the county to support the economies of scale required for large agricultural operations. C. The diversion and application of irrigation waters to farmland in the County has been the main economic driver for the county since the 1860s. Currently, the majority of these waters are used for irrigation. in addition, shallow wells in alluvial areas are also productive sources of irrigation. As the population expands, so does the need for domestic, commercial and industrial supplies. Land use regulations in the County should protect the infrastructure used for the delivery of water to users. D. Extraction of natural resources is an important part of the economy of the County. Such extraction operations should minimize the impacts to agricultural lands and agricultural operations. E. In keeping with the intent of the preamble of the Weld County Charter "to provide uncomplicated, unburdensome government/ responsive to the people," development in rural areas provides opportunities for land divisions that are exempt from subdivision regulations and allows land use by small agricultural operations and home businesses. These lots retain the agricultural zoning designation and support a high -quality rural character, while maintaining freedom from cumbersome regulations. F. Land use policies should support a high -quality rural character which respects the agricultural heritage and traditional agricultural land uses of the county/ as agricultural Ia nds are converted to other uses (excluding urban development) . Rural character in the County includes those uses which provide rural lifestyles, rural -based economies and opportunities to both live and work in rural areas. The natural landscape and vegetation predominate over the built environment. Agricultural land uses and development provide the visual landscapes traditionally found in rural areas and communities. (Weld County Code Ordinance 2002-6; Weld county code Ordinance 2008-13) Sec. 22-2-20. - Agriculture goals and policies. A. A. Goal 1. Respect and encourage the continuation of agricultural land uses and agricultural operations for purposes which enhance the economic health and sustainability of agriculture. 1. A. Policy 1.1. Establish and maintain an agricultural land use designation to promote the county's agricultural industry and sustain viable agricultural opportunities for the future. 2. A. Policy 1.2.Support the development of creative policies for landowners to voluntarily conserve agricultural land. a. Recommended Strategy A.1.2.a. Examine opportunities to provide preservation techniques and incentives for voluntary conservation. 22 DACONO FORWARD I Three Mile Plan 2017 3. A. Policy 1.3. Encourage management practices which sustain practical agricultural productivity when irrigated lands are converted to nonirrigated agricultural uses through water transfers, dry -ups or land -idling programs. a. Recommended Strategy A.1.3.a. Explore incentives or programs to ensure that weeds are properly managed on dried-up properties. 4. A. Policy 1.4. Recognize the changing dynamics of agricultural land uses, their locations and the size and scope of operations when developing land use regulations. A. Policy 1.5. Support and entice agriculturally related businesses and processing facilities. B. A. Goal 2. Continue the commitment to viable agriculture in Weld County through mitigated protection of established (and potentially expanding) agricultural uses from other proposed new uses that would hinder the operations of the agricultural enterprises. 1. A. Policy 2.1. Adjacent lands owned or leased by an agricultural operation should be used in determining allowable animal unit densities. 2. A. Policy 2.2. Allow commercial and industrial uses, which are directly related to or dependent upon agriculture, to locate within agricultural areas when the impact to surrounding properties is minimal or mitigated and where adequate services and infrastructure are currently available or reasonably obtainable. These commercial and industrial uses should be encouraged to locate in areas that minimize the removal of agricultural land from production. a. Recommended Strategy A.2.2.a. Establish land use regulations which minimize burdensome restrictions placed on the land use changes. b. Recommended Strategy A.2.2.b. Facilitate a timely determination in the approval process for agriculturally related enterprises. 3. A. Policy 2.3. Encourage development of agriculture and agriculturally related businesses and industries in underdeveloped areas where existing resources can support a higher level of economic activity. Agricultural businesses and industries include those related to ranching, confined animal production, farming, greenhouse industries, landscape production and agri-tainment or agri-tourism uses. C. A. Goal 3. County land use regulations recognize and respect the rights afforded by the State Constitution and associated statutes of individually decreed water rights. Water rights are considered real property and should be protected as any other private property right. 1. A. Policy 3.1. Land use regulations and policies should encourage water rights to voluntarily remain and be put to beneficial use in the County. 2. A. Policy 3.2. Land use regulations should not interfere with the transfer of water rights and/or their associated uses. 3. A. Policy 3.3. Land use regulations should consider the traditional and future operational viability of water -delivery infrastructure when applications for proposed land use changes are considered. 23 DACONO FORWARD I Three Mile Plan 2017 4. A. Policy 3.4. Land use regulations should attempt to limit increased exposure of liability to water -delivery entities when land use changes are considered. D. A. Goal 4. Promote a quality environment which is free of derelict vehicles, refuse, litter and other unsightly materials. 1. A. Policy 4.1. Property owners should demonstrate responsibility of ownership by minimizing safety and health hazards resulting from, but not limited to, unsafe or dangerous structures and noncommercial junkyards. a. Recommended Strategy A.4.1.a. Develop programs for cleanup of abandoned property, junk and weeds. E. A.Goal 5. Provide for the minimum buildable lot size of parcels in the agricultural areas created without County approval to be in conformance with state statutes. 1. A. Policy 5.1. Recognize that viable agricultural operations can function on small acreages. a. Recommended Strategy A.5.1.a. Review County regulations and consider creating a minimum lot size standard of thirty-five (35) acres in agricultural areas. F. A. Goal 6. Provide mechanisms for the division of land in agricultural areas to support the continuation of agricultural production. 1. A. Policy 6.1. Support the continuation of division of lands in agricultural areas that are exempt from subdivision regulations. a. Recommended Strategy A.6.1.a. Consider road reservation/dedication and road access location requirements for land use changes that are exempt from the subdivision process, as applicable, and in accordance with the Weld County Transportation Master Plan. 2. A. Policy 6.2. Support opportunities, such as but not limited to hobby farming and home businesses, to supplement family income and reduce living expenses for farm families and others who prefer a rural lifestyle. 3. A. Policy 6.3. Encourage multi -generational, caretaker, guest and accessory quarters. a. Recommended Strategy A.5.3.a. Develop land use regulations that allow for auxiliary housing, without an attachment or square footage requirement, on agricultural lands that are suitable for those uses. This would include those units that are now considered nonconforming. Regulations could address compatibility and impacts associated with such housing. A. Policy 6.4. Encourage agri-tourism. a. Recommended Strategy A..6.4.a. Review land use regulations to ensure that they are consistent with this Policy and that they support agri-tourism. Explore other regulatory and non -regulatory options that promote and enable rural tourism events and sites. 24 DACONO FORWARD I Three Mile Plan 2017 G. A. Goal 7. County land use regulations should protect the individual property owner's right to request a land use change. 1. A. Policy 7.1. County land use regulations should support commercial and industrial uses that are directly related to, or dependent upon, agriculture, to locate within the agricultural areas, when the impact to surrounding properties is minimal, or can be mitigated, and where adequate services are currently available or reasonably obtainable. a. Recommended Strategy A.7.?.a. Review the zoning regulations to ensure that they are consistent with this Policy. 2. A. Policy 7.2. Conversion of agricultural land to nonurban residential, commercial and industrial uses should be accommodated when the subject site is in an area that can support such development, and should attempt to be compatible with the region. a. Recommended Strategy A.7.2.a. Review land use regulations for small home based businesses that are not uses allowed by right in the Agricultural Zone District, and which are located in rural subdivisions. 3. A. Policy 7.3. Conversion of agricultural land to urban residential, commercial and industrial uses should be considered when the subject site is located inside an Intergovernmental Agreement area, Urban Growth Boundary area, Regional Urbanization Area or Urban Development Nodes, or where adequate services are currently available or reasonably obtainable. A municipality's adopted comprehensive plan should be considered, but should not determine the appropriateness of such conversion. H. A. Goal 8. Ensure that adequate services and facilities are currently available or reasonably obtainable to accommodate the requested new land use change for more intensive development. 1. A. Policy 8.1. The land use applicants should demonstrate that adequate sanitary sewage and water systems are available for the intensity of the development. 2. A. Policy 8.2. The land use applicants are responsible for contacting and determining the status of a water well through the State Division of Water Resources and should be aware that ownership of a parcel of land with a well does not guarantee the use of the well. 3. A. Policy 8.3. The land use applicants should demonstrate that the roadway facilities associated with the proposed development are adequate in width, classification and structural capacity to serve the proposed land use change. 4. A. Policy 8.4. The land use applicants should demonstrate that drainage providing stormwater management for the proposed land use change is adequate for the type and style of development and meets the requirements of county, state and federal rules and regulations. DACONO FORWARD I Three Mile Plan 2017 5. A. Policy 8.5. The land use applicants should demonstrate that public service providers, such as but not limited to schools, emergency services and fire protection, are informed of the proposed development and are given adequate opportunity to comment on the proposal. I. A. Goal 9. Reduce potential conflicts between varying land uses in the conversion of traditional agricultural lands to other land uses. 1. A. Policy 9.1. Employ consistency and fairness in the application of the principles of this Comprehensive Plan to help reduce conflicts between the residents, theCounty, the municipalities and the varying land uses. 2. A. Policy 9.2. Consider the individuality of the characteristics and the compatibility of the region of the County that each proposed land use change affects, while avoiding requirements that do not fit the land use for that specific region. 3. A. Policy 9.3. Consider mitigation techniques to address incompatibility issues. Encourage techniques and incentives, such as but not limited to clustered development and building envelopes, to minimize impacts on surrounding agricultural land. 4. A. Policy 9.4. Consider conservation of natural site features such as topography, vegetation and water courses, in conjunction with the conversion of land uses. a. Recommended Strategy A.9.4.a. Provide land owners with information about voluntary techniques to preserve significant agricultural lands, historic sites and wildlife habitats. 5. A. Policy 9.5. Applications for a change of land use in the agricultural areas should be reviewed in accordance with all potential impacts to surrounding properties and referral agencies. Encourage applicants to communicate with those affected by the proposed land use change through the referral process. 6. A. Policy 9.6. Municipalities should be encouraged to include all private property owners, business owners and residents outside of their municipal boundaries in any growth management discussions and decisions that affect the future land use of such private property owners' land. a. Recommended Strategy A.9.6.a. Collaborate with municipalities to notify unincorporated property owners of municipal land use policies that may affect the future land uses of private property owners' land. 7. A. Policy 9.7. Protect privately owned open space. Privately owned agricultural lands provide relatively open landscapes. Unlike urban open space areas, public access to these lands is not allowed. These lands are not guaranteed to remain traditional agricultural lands, but can be converted by the individual land owner to other uses through the appropriate land use processes. a. Recommended Strategy A..9.7.a. Explore strategies for educating the public about protecting privately owned open space.. 26 DACONO FORWARD I Three Mile Plan 2017 J. A. Goal 10. The County recognizes the right to farm. 1. A. Policy 10.1. Distribute informational handouts and make available electronic sources of information pertaining to what should be expected of living in agricultural areas? for use by rural homeowners, landowners and residents. 2. A. Policy 10.2. In order to validate this recognition of a right to farm, the statement listed below should be incorporated into all land use plats and Homeowners' Association (HOA) documents. Site Plan Review Process Site Plan Review Required. No land, BUILDING or STRUCTURE shall be USED/ changed in USE or type of occupancy, DEVELOPED, erected, constructed? reconstructed, moved or structurally altered or operated in the C-1 Zone District until a Site Plan Review has been approved by the Department of Planning Services. It shall be necessary that the applicant in the C-1 Zone District certify and state that the performance standards and district requirements that are applicable to the DEVELOPMENT and USES of property zoned C-1 have been or shall be complied with according to the intent of Article II, Division 3 of this Chapter. This shall be accomplished through the Site Plan Review application process. Uses listed in Subsection D above as Uses by Special Review in the C-1 Zone District shall be exempt from the Site Plan Review process and shall make application for approval of a permit in accordance with the requirements and procedures set forth in Article II, Division 4 of this Chapter. 1. Commercial towers subject to the provisions of Section 23-4-800. 2. Church. Division 4 - Uses by Special Review Sec. 23-2-200. - Intent and applicability A. Uses by Special Review are USES which have been determined to be more intense or to have a potentially greater impact than the Uses Allowed by Right in a particular zone district. Therefore, Uses by Special Review require additional consideration to ensure that they are established and operated in a manner that is compatible with existing and planned land USES in the NEIGHBORHOOD. The additional consideration or regulation of Uses by Special Review, and the application to a Use by Special Review of Performance, Design and Operations Standards listed both herein and for applicable USES from any zone district, are F DACONO FORWARD I Three Mile Plan 2017 designed to protect and promote the health, safety, convenience and general welfare of the present and future residents of the COUNTY. B. The Board of County Commissioners may approve the establishment of a Use by Special Review by granting a Special Review Permit. All requests for Special Review Permit shall be reviewed by the Planning Commission. The Planning Commission recommendation shall be forwarded to and considered by the Board of County Commissioners except for the following conditions. Any DEVELOPMENT or USE which requires a Special Review Permit and which is initiated by a general purpose local government. State, United States government, special district or authority created under the provisions of the laws of the State, or any public utility whether publicly or privately owned, shall require review and approval by the Planning Commission only as set forth in Division 5 below. C. Any person filing an application for a Special Review Permit shall comply with the COUNTY procedures and regulations as set forth herein. Any expansion or enlargement of a Use by Special Review shall be treated as a new USE and shall require a new application under the provisions of this Division. D. Ordinary repairs and maintenance may be performed upon STRUCTURES associated with a Use by Special Review so long as such repairs and maintenance do not have the effect of expanding or enlarging the USE. E. Applications for Special Review Permits shall be completed as set forth in Section 23-2-260. The complete application and application fees shall be submitted to the Department of Planning Services. F. The applicant or owner shall submit an Improvements Agreement agreeing to construct the required improvements, as shown in the application, plans and other supporting documents. The agreement shall be made in conformance with the County policy on collateral for improvements. The agreement shall be approved by the Board prior to recording the final exhibit or plat, if applicable. Approval of the Improvements Agreement will be a condition of obtaining an Access Permit, pursuant to Section 12-5-10 et seq., and the Improvements Agreement shall meet the requirements of Appendix 12-A. O. An application for a Special Review Permit shall include the entire LEGAL LOT upon which the Special Review Permit will be located. H. The applicant shall submit three (3) paper copies of the plat for preliminary approval to the Department of Planning Services. Upon approval of the paper copies, the applicant shall submit a Mylar plat, along with all other documentation required as Conditions of Approval. The Mylar plat shall be recorded in the office of the County Clerk and Recorder by the Department of Planning Services. The plat shall be prepared in accordance with the requirements of Subsection 23-2-260.D of this Article. The Mylar plat and additional requirements shall be recorded within one hundred twenty (120) days from the date of the Board of County Commissioners Resolution. The applicant shall be responsible for paying the recording fee. If a Use by Special Review (USR) plat has not been recorded within one hundred twenty (120) days from the date of the Board of County Commissioners Resolution, or within a date specified by the Board of County Commissioners, the Board may require the landowner to appear before it and present evidence substantiating that the Use by Special DACONO FORWARD I Three Mile Plan 2017 Review (USR) has not been abandoned and that the applicant possesses the willingness and ability to record the Use by Special Review (USR) plat. The Board of county commissioners may extend the date for recording the plat. If the Board determines that conditions supporting the original approval of the Use by Special Review (USR) plat cannot be met, the Board may/ after a public hearing, revoke the Use by Special Review (USR). (Weld County Codification Ordinance 2000-1; Weld County code Ordinance 2001-1; Weld County Code Ordinance 2001-8; Weld County Code Ordinance 2007-1,4 Weld County Code Ordinance 2009-8 ; Weld County Code Ordinance 2010-6 ; Weld County Code Ordinance 2011-3 ; Weld County Code Ordinance 2012- ; Weld County Code Ordinance 2016-5 ) Sec. 23-2-240. - Design standards, A. An applicant for a Use by Special Review shall demonstrate compliance with the following design standards in the application and shall continue to meet these standards if approved for DEVELOPMENT. 1. Adequate water service in terms of quality, quantity and dependability is available to the site to serve the USES permitted. 2. Adequate sewer service is available to the site to serve the USES permitted. 3. If soil conditions on the site are such that they present moderate or severe limitations to the construction of STRUCTURES or facilities proposed for the site, the applicant has demonstrated how much limitations can and will be mitigated. 4. Adequate fire protection measures are available on the site for the STRUCTURES and facilities permitted.- 5. USES shall comply with the following stormwater management standards: a. Stormwater retention facilities shall be provided on site which are designed to retain the stormwater runoff from the fully developed site from a one hundred -year storm or as otherwise required by the Department of Public Works. In the case of a LIVESTOCK CONFINEMENT OPERATION ([ICC.), wastewater collection, conveyance and retention facilities shall be designed and constructed in accordance with the Confined Animal Feeding Operation Control Regulations (5 O.O.R. 1002-19) , b. The drainage facilities shall be designed to release the retained water at a quantity and rate not to exceed the quantity and rate of a five-year storm falling on the UNDEVELOPED site. 6. All parking and vehicle storage shall be provided on the site; parking shall not be permitted within any public right-of-way. An adequate parking area shall be provided to meet the parking needs of employees, company vehicles, visitors and customers. 7. The USE shall comply with all the SETBACK and OFFSET requirements of the zone district. 8. The access shall be located and designed to be safe; ingress and egress shall not present a safety hazard to the traveling public or to the vehicle accessing the property. For USES generating high traffic volumes and large number of large, slow -accelerating 29 DACONO FORWARD I Three Mile Plan 2017 vehicles, acceleration and deceleration lanes may be required to mitigate a potential traffic hazard. 9. New accesses to public rights -of -way shall be constructed using the following as minimum standards: a. Size of drainage structure - twelve (12) inches in diameter. b. Length of drainage structure - twenty (20) feet. c. Depth of cover over pipe - twelve (12) inches. d. Width of access - fifteen (15) feet. e. Maximum grade of access - fifteen percent (15%). I Flare radius - twenty (20) feet. g. Depth of surfacing - four (4) inches. Standards exceeding these minimums may be required depending on the type and volume of vehicles generated by the type of USE proposed. 10 Buffering or SCREENING of the proposed USE from ADJACENT properties may be required in order to make the determination that the proposed USE is compatible with the surrounding uses. Buffering or SCREENING may be accomplished through a combination of terming, landscaping and fencing. 11 Uses by Special Review in the A (Agricultural) Zone District shall be located on the least prime soils on the property in question unless the applicant can demonstrate why such a location would be irpractical or infeasible. 12. The placement of signs on the site shall comply with the requirements of Article IV, Division 2 and Appendixes 23-C, 23-D, and 23-E of this Chapter, unless a waiver therefrom is requested in the application and granted by the Board of CountyCommissioners as part of the Use by Special Review Permit. offsite signs shall not be permitted through the USR permit process. B. If the Special Review Permit for a MAJOR FACILITY •r A PUBLIC UTILITY OR PUBLIC AGENCY is approved, the Planning Commission shall arrange for the Department of Planning Services to record the appropriate Facilities Plan, Utility Line or Selected Route Map with the county Clerk and Recorder. (Weld County Codification Ordinance 2000-1; Weld County Code Ordinance 2015-21) 30 DACONO FORWARD I Three Mile Plan 2017 Dacono Coletao Forward Three Mile Plan 2017 DACONO FORWARD I Appendix ifr4 Daconocosa# Existing Aerial 0 Tic CITY HALL ! US POST 2'7 "mPIJBLI'C�arOPRItlam tx LIBRARY': , •c`' kt ft:1 , . 0.5 1 Miles Air Ricker Cunningham Kimley>>) Horn NRC _._ Aii :� �I tiEi;rci�a I�er'eyr rr Date: Tuesday, Apri • < Da 00110 ec/tio Existing Aerial with Planning Area Boundary 0 0.5 Parcels River / Creek Lake: / Pond 100 -Year Floodplain 500 -Year Floodplain 1 Miles Ricker Cunningham Kim1eyx)Horn NRC fl National Research Center mc Date Thursday, May 04, 2017 • DaConocckttuzi Parcel Ownership by Geography 0 0.5 1 II Miles It Blvd Parcel Ownership by Geography Geography Parcels 1,306 393 250 116 92 Percent d Pamela Mu 784 1,476 1,811 385 342 Percent of' Acres 16.24% 30.55% 37.49% 7.97% 7.07% Daum 57% Other Colorado Cities 17% 11% 5% 4% Out of State Boulder Longmont Englewood 86 62 2 4% 3% 0% 18 13 1 0.38% 0.26% 0.02% Erie No Data Grand Total 2,307 100% 4,030 100% Geography Parcels 1,306 393 250 116 92 A, IA Land Values provamert Actual a lues $ 102,591,852 $ 24,756,340 $ 6,669,307 $ 723,376 $ 3,294,407 Total Actual Values $ 147,411,832 , $ 37,877,647 $ 13,785,174 $ 1,122,132 , $ 5,838,045 Dacono $ 44,819,980 Other Colorado Citbs- $ 13,121,307 7,115,867 398,756 2,543,638 Out of State $ $ $ Boulder Longmont Englewood 86 62 2 $ 476,507 $ 14,686 $ 352,161 $ 2,040,393 $ 40,000 $ 175,271 $ 491,193 $ 2,392,554 $ 215271 Erie I No Data Grand Total 2,301 $ 08,000,210 $ 14205,632 $ 200,133,040 Dacono Municipal Boundary ticeres- • Dicker Cunningham KimIey)Horn c NRC National Res.a c -h Later Inc Date: Tuesday, November 03, 2015 <Daconoecktividd Parcel Utilizatio Cit'. N R C National hti:: a ch lan:cr he ifr4 Daconocosa# Zoning Map 0 0.5 1 Miles e ere Art Ricker Cunningham Kimley>>) Horn Ci N R C Date: Wednesday, May 17, 2017 ifr4 Daconoc� Parcel Size 0 � Parcels 10 to 20 Acres Parcels Greater Than 20 � Acres 0.5 1 Miles 4. Ricker Cunningham C Kimley>>)Horn NRC Nat�anzl Researzh Center nc M Date: Tuesday, Apri “Dacono /age Watersheds 0 0.5 1 Miles lbw Sre i' ar • Ricker Cunningham CNRC rl tonal fiesearzh Center tic Kimlev>>)Horn Date: Tuesday, Apri ifr4 Daconocosa# Existing Parks & Open Space 0 CY I- STATE_H I HWAY_52..-rF, 4 F- 1 '�� IIIN 11111 To r nt tri MESA m II ua� i ,amC 7�'7yI11[yl��f�Vwr��1y7 kq� 2 ]A nnumi...,,. c , III 1 VIII ii i 10 WCR1O ERIE PKWY ERIE \NCR 6 0.5 1 Miles Legend Dacono Municipal Boundary Parcels Trails Parks & Open Space River / Creek Lake I Pond 0 $ PERRY ST itow Ricker Cunningham Kimley>>)Horn I :1 Cer 4r ric Date: Tuesday, Apri ifr4 Daconocosa# Existing Natural Systems 0 0.5 1 Miles 'Err Ricker Cunningham Kimley>>)Horn rint3arul esearsh Center ix Date: Tuesday, Apri • <DaC0110C04k 2035 Regional Bicycle Corridors System 0 0.5 I Miles Ricker 101.. 44fr Cunningham M orNlahnzlieRsearth 1 C center Date Tuesday, Apri s4Dacono kt�i School Districts 0 Dacono Municipal Boundary Parcels Fort Lupton RE -8 Saint VRa n Valley 03 1 Mlles se itiraIrcsgeser ar • Ricker Cunningham Kimley>>)Horn y NRC rlatonal esearzh Center me Date: Tuesday, Apri ifr4 Daconocosa# Existing Fire Districts 0 T C • eLifirilall sin- I. ITY HALL / US POT STATENIHIH\NAYi.r.2, _I list twifiLlat .. �PUBLI'_r4?,FFITC'E '' egg' _ 0.5 1 Miles a e 4.r Ricker Cunningham Kimley>>)Horn C NRC Date: Tuesday, Apri Dacono Forward Appendix C: Goals, Objectives, Policies and Strategies of the 2005 Comprehensive Plan and Other Policy Plans DACONO FORWARD I Appendix City of Dacono, Parks, Trails and Outdoor Recreation Master Plan, 2008 Goais Goal 1 - CREATE A PARKS, TRAILS AND OUTDOOR RECREATION SYSTEM THAT WILL: o Provide a variety of passive and active recreational opportunities for diverse age groups and abilities that draw the community together. • Establish a safe, attractive, comprehensive trail system with regional connections that enables citizens, especially school children, to safely travel to schools, parks, commercial areas and other neighborhoods. Enhance important community gateways, wildlife habitat, natural areas and view corridors. Incorporate opportunities for public art and environmental education in the design of every park, trail and recreational facility. Policy 1.1: All new parks and trails will be designed to comply with Dacono's Park and Trails Standards and shall help to implement the Dacono Parks, Trails and Outdoor Recreation Master Plan. Parks and trails shall be designed to be usable by as many people as possible regardless of age, ability or circumstance. Strategy 1.1.1: Require developers to demonstrate to the City that the design of their proposed parks and trails are consistent with the standards, policies and goals set forth in this Master Plan. Strategy 1.1.2: Ensure that the majority of Dacono's parks, trails, picnic areas, play equipment and recreational facilities are accessible to the disabled and people of all ages and abilities. Goal 2 - DACONO NO WILL BE A PEDESTRIAN- AND BICYCLE - FRIENDLY COMMUNITY. Policy 2.1: walkability. and railroad All parks There right-of-way shall and be trails a trail in the will enhance along City. Dacono's ditch, creek every Strategy community one Strategy Dacono Strategy necessary promote calming, require provide Strategy develop trail 2.1.1: or 2.1.2: residents 2.1.3: homes casual 2.1.4: a to walking. maximum parks sidewalk plan ensure Include surveillance. for and by The block business enhancing connection. implementing that regulations trailheads ensure parks Dacono's they lengths, that within encourage to face existing in land should street every easy the neighborhood the use parks parks quality sidewalks park has walking standards. regulations developments address: trees and and of, distance trails in and parks at traffi should to Dacono. least as c and of to Inventory, Provide Update and evaluate Goal 3 - DESIGN ALL PARKS, TRAILS AND OUTDOOR RECREATIONAL FACILITIES TO ENHANCE DACONO'S QUALITY OF LIFE AND CHARACTER. Policy 3.1: members character together Parks and shall context. be and designed to reflect Dacono's to draw community unique Strategy community Strategy opportunities Strategy flowers Strategy regulations Strategy parks and 3.1.1: 3.1.2: 3.1.3: and 3.1.4: 3.1.5: activities distinct (i.e., on and Provide Provide Ensure Actively Continue leash in public that characteristics. gathering parks. art to trail every in beautification have system parks park Dacono's places a strong and and as education it and on trail police develops. trails. codes ordinances). locations has and presence trees, for at environmental enforce laws, Dacono's Goal 4 - WORK WITH SPECIAL CREATE A NETWORK OF RECREATIONAL FACILITIES. DISTRICTS AND DEVELOPERS TO MULTI -PURPOSE OUTDOOR Policy possible. Policy adjacent agencies, and and the recreational 4.1: development Locate Dacono municipalities, non-profit parks facilities will entities, community and make special throughout schools districts, to to together develop the collaborate government interested City. whenever parks, with citizens trails 4.2: efforts landowners, Strategy obtain Strategy Recreation Weld construct courts, priorities. Strategy recreational existing County land an programs. 4.1.1: 4.2.1: additional outdoor 4.2.2: and District, Re- programs Work construct Cooperate Work St. 8 School pool with sports with Vrain and and the the future with District fields, to Valley School other Recreation make the tennis park and carbon Re community Districts -1 citizens and J developers School courts, District school Valley to aware plan District, sites. to promote for, of basketball recreation to Goal 5 - ENSURE THAT THE DACONO N O PARKS, TRAILS AND OUTDOOR RECREATION MASTER PLAN IS IMPLEMENTED. Policy 5.1: The developers City to implement of Dacono this will Master work with Plan. citizens and Strategy construction ensure facility. trail that future improvements 5.1.1: 5.1.2: 5.1.3: to 5.1.4: annual Include of the and reflect Use park, Update Require trails, facilities to budget this trail Dacono parks, Dacono Master this developers prior meet and to and plan to residents recreational residents' Plan prioritize recreational regularly residents' dedication them to when expenditures make in needs to goals take developing to the facilities and design and ownership required the to and to it in and park priorities. City. and that for encourage improvements ensure all to the expectations Strategy Dacono's plan maintenance. Strategy continues Strategy and Dacono Area Urban Renewal Plan, 2015 Goals The following offers a description of goals (taken verbatim) identified to advance the stated vision, with those that will be furthered through implementation of this Plan presented in red. 1. Use the Comprehensive Plan for all city land use decisions. 2. Set high aesthetic standards for new developments. 3. Create, manage and sustain a robust, diverse, local economy to provide employment. 4. Ensure that new development "pays its own way." 5. Provide outstanding services to Dacono's citizens by ensuring an attractive quality of life. 6. Create great first impressions at strategic gateways in Dacono through distinctive design and adequate resources to maintain the city's improved appearance. 7. Protect development from flood hazards, promote maximum compatibility between land uses; and provide for the conservation of water and energy and the protection of air quality through efficient land use relationships. 8. Provide citizens with safe, affordable, convenient and efficient transportation alternatives. 9. Plan for easily accessed, walkable, and interconnected neighborhoods. 10. Plan for residential densities appropriate to the adjacent existing and proposed land uses. 11. Provide a variety of housing types in attractive neighborhoods for a diverse labor force needed for economic growth. 12. Ensure convenient and affordable school sites. 13. Encourage safe, land efficient use configurations transportation system. that will reinforce a 14. Ensure that development development the transportation are review fully understood process. impacts of new and mitigated in the 15. Ensure locations for all ages, that to aesthetically land diverse is set recreational pleasing -aside in settings. appropriate opportunities enough provide in 16. Preserve Transportation Dacono. a corridor District for a (RTD) possible light rail Regional expansion through 17. Reduce/avoid concepts identified traffic congestion in the Transportation by adhering Master to Plan. 18. Encourage ages in the the integration community. of diverse ethnicities and 19. Assure the health, safety and welfare of citizens. 20. Attract skilled labor clean, non-polluting industries to raise local wages. that require 21. Maintain as development and preserve occurs. scenic vistas and view corridors 22. Preserve significant development. wetlands and wildlife habitat from 23. Promote land uses. maximum compatibility between adjacent Dacono Area Urban Renewal Plan, 2015 Objectives Following are a list serve as benchmarks of objectives (taken verbatim) that may at for the City relative to their success implementing those that Plan presented will actions be in furthered red. to advance through the stated implementation vision, with of this 1. Create a mix uses of will a new to CityCenterforthe commercial, keep tax residential dollars heart local. of and (paraphrased) Dacono with civic land retail, serve Promote businesses expand. a business and -friendly atmosphere businesses to attract to new encourage existing 3. Create similar business business and industrial types near parks each other. to congregate 4. Encourage a ensure a sustainable healthy mix of business and long-lasting types sales in the tax base. city to 5. Ensure costs developments. that the incurred City can accurately to provide services for total City evaluate new 6. Create and support a public campaign of local business. promoting local shopping 7. Identify aesthetically the City. city pleasing with gateways the highest welcoming visibility and visitors create to entries 8. Adopt landscaping, development comprehensive lighting in the and City. design standards addressing signage for all new 9. Execute residences. code enforcement for both businesses and 10. Explore corridor Transportation Dacono. preservation District (RTDJ for a possible Regional light rail expansion through 11. Include the minority a higher sense of community groups living in our community unity. for 12. Ensure of adjacent that new developments proposed developments. aware of the plans are 13. Developers roads, trails will and be required open space to connect corridors. to adjacent 14. Preserve (include horse "ranchettes") the very Eastern large lots agricultural consistent Planning of one operations with the Area for rural lifestyles home per five acres, and local heritage. pastures, 15. income Support priced and families, the with development workers, large to heads meet including families, and the provision needs of low- disabled and of homes all community moderate citizens, and the elderly. - and sized single residents families of household 15. Develop with the a parks and recreation Comprehensive Plan. master plan consistent 16. Use passive river recreation and creek corridors as linear greenways and areas. 17. Bring about conserve water community and power. development practices that 18. Set land aside can school sites be acquired well at before development reasonable cost. so the 19. Ensure that to accommodate new development future traffic preserves needs. rights -of -way 20. Ensure be at slow, that vehicle safe speeds. travel through neighborhoods will 21. Reduce congestion per -capita and the automobile public cost to decrease roads. both uses of new Dacono Forward Appendix D. Public Participation Documents Summary of One -on -One Interviews Community Survey - Phases i and ii DACONO FORWARD I Appendix Public Input The vision developed for the City of Dacono Comprehensive Plan Update (the Update) relied on four key components: physical issues; market potential; community aspirations; and fiscal realities. It is the interrelationship between these components that comprises the community vision. This section summarizes the public input effort used to gauge community aspirations. Comprehensive Plan Foundation Physical Issues tie • Vision Community Aspirations e Market Potential 4 Fiscal Realities Met hod o l ogy The public input process consisted of the following primary methods of communicating with the Dacono community to receive input: Community Events/ Gatherings Carbon Valley Music and Spirits Festival National Night Out and Movie in the Park Stakeholder Interviews (one-on-one and small groups) Private sector interests School districts and special districts Community Survey Initial mail survey (September 2015) 39 Follow-up online survey (September/ October 2016) Following is a summary of each of these public input efforts. Community Events In August of 2015, members of the consultant team attended two community gatherings: the Carbon Valley Music and Spirits Festival and the National Night Out and Movie in the Park event. A community input table/ booth was set up at each event, staffed by the consultant team, to take "drop -in" comments and questions from community members. Because both of these events draw visitors from outside of the City of Dacono, they proved to be invaluable in assessing the perception of Dacono from nonresidents. At each of the events, community members were asked to complete or "fill in" responses to statements regarding the future of Dacono. One set of statements was designated for adults to respond and a second set for youth under the age of 18. The statements to be completed, and a summary of the community responses, are summarized below. Adult Responses Dacono is known as the best community for: Friendly people BMX Motocross Jerry D's Safety Home affordability Library In 10 Years .. . I want to to work in Drive Walk Bike Be Retired In10Years ... On the way, I want to stop for Coffee Groceries Breakfast Donuts in Dacono My Paj amas Dacono 40 In 10 Years .. . On summer evenings, I want to in Dacono. Movie in the park Music in the Park Ride bike Movie in the theater Walk dog to dog park Eat Ice Cream In 10 Years . . . The rest of the year, I want to in Dacono. Work out at the gym Lose weight Ride bike Ice skate Watch youth sports Expand library In 10 Years . . . I will be grateful that is gone. Road work Dirt roads In 10 Years . . . I will be grateful that is still here. Recreation District U -Pump It 7-11 BMX Jerry D's More shopping venues, In 10 Years .. . I will wish that will be here. Stores for shopping 41 More parks & free community events, public art Outdoor swimming pool Better restaurants In 10 Years .. . I will shop in Dacono for Groceries Farmer's Market Restaurants (Attract and retain more restaurants) Liquor store Clothes In 10 Years . . . • I hope to l i ve in a in single family home Dacono Townhouse Firestone Colorado In 10 Years .. . I will still live in Dacono because small town feel Cost of living Family atmosphere View of mountains Low crime rate Youth (Under 18) Responses Dacono is known as the best community for: Home Family Good people In 10 Years . . I want to in Drive to school Denver Have a dorm room Greeley • 42 Boulder In 10 Years . . . On the way, I want to stop for in Coffee Dacono Breakfast My Parents' Kitchen Donuts in 10 Years .. . On summer evenings, I want to in Dacono. Ride my bike on trails Walk dog to dog park Work-out at recreation center Work-out at fitness business In 10 Years .. . The rest of the year, I want to in Dacono. Ride bike on trails Ice skate Attend a movie in a theater Work-out at recreation center Watch youth sports in 10 Years .. . I will be grateful that is gone. Construction Bad people Nothing Oil work In 10 Years .. . I will be grateful that is still here. Purple Park Good people 43 Recreation center My life In 10 Years .. . I will wish that Pet store Soccer field Walmart School will be here. In 10 Years .. . I will shop in Dacono for Groceries Sporting goods Restaurants Furniture In 10 Years . . . I hope to livein a in Single family home Dacono Townhouse Colorado Senior apartment In 10 Years . . . I will return to Dacono because • Cost of living Family atmosphere Same small town feel Close to parents Thunder Valley All of the community responses to these statements are included in the Appendix. 44 Stakeholder Interviews The following summarizes input gained from representatives of the community during a series of interviews (in -person and by phone) conducted throughout late 2015 and early, 2016. The interviews were facilitated by representatives of the consultant team. Interviewees included property owners, developers, institutional leaders, lenders, business owners, employers, real estate brokers, and other members of the "delivery system"' who were selected for the breadth of their experience and familiarity with the Dacono community. Each interview focused on opportunities (assets) and challenges (barriers) to achieving a future vision for the Dacono community. Experience has shown that an understanding of challenges or barriers, and the issues which perpetuate them, is critical to effectively frame research and analyses necessary to arrive at recommendations designed to ready an entire community for investment. As discovered, embedded in many of the issues are a series of inconsistencies which require both recognition and resolution prior to successful implementation of any strategic planning effort. A general synopsis is presented here and a summary of detailed responses included in the Appendix. In all instances, confidentiality was maintained. The participants' input, as summarized here, was used by the consultant team during subsequent phases of the planning effort to: define elements of potential investment areas and initiatives; direct further identification of challenges to growth and investment; provide a framework for implementation strategies; and, offer a foundation for supportive policies and ultimately, a market -tested vision. community vision Elements A consistent theme in identifying vision elements was the desire for things that would differentiate Dacono from its neighboring communities. Most often mentioned as desired community elements included: Parks, trails, open spaces Increased job opportunities for all age groups A local public school option Maintain views to Front Range Increased quality and diversity of housing More local shopping, entertainment and recreation opportunities Family -oriented community amenities Preserve the best of old town neighborhoods 'The "delivery system" includes those individuals and organizations which affect delivery of a project or product to the market. 45 Community Opportunities and Assets Interviewees clearly felt that Dacono has much to offer in the way of community assets and these assets could be leveraged into opportunities for new growth and investment. Most often mentioned as assets to be proud of and opportunities to take advantage of included: Small town feel - hard-working, down-to-earth community Potential for trails, greenways, nways, etc. Changing demographic in community - more young people moving in Natural amenities - views to Front Range Concentration of small and medium-sized businesses to expand/ build on Housing affordability relative to surrounding communities older housing stock in old town area City leadership (becoming more progressive) Community Challenges and Barriers Not surprisingly, many of the community assets and opportunities identified by participants were also cited as potential challenges. Most often mentioned as potential challenges to accommodating new growth and development included: Perception as "3rd place" city after Frederick and Firestone Jobs to housing imbalance (not enough local job opportunities) Aging housing in old town area Changing demographics Limited infrastructure for new development growth Lack of local shopping options Local school situation Cultural diversity Competitive position vs. other cities in SW Weld County Requirements for Success Interviewees felt that, in order for Dacono to successfully leverage opportunities for, and overcome challenges to, new growth, the community must: Create a unique "niche" or "brand" in the market to compete with surrounding communities Build on community► economic development assets (small business, lower cost environment, regional location potential) Diversify its housing stock to provide more products and more price points 46 Embrace changing demographics (more ethnicity, younger population) Proactively plan/fund infrastructure for new development growth Explore creative ways to attract business and new development Enhance life-long learning experiences for residents = Evaluate the need for public -public and/ or public -private partnerships to realize community vision Models for Dacono Interestingly, potential "models" for Dacono to emulate or follow primarily included communities along the Front Range. For the most part, these were cities/towns who proactively set out to change the perception of their community in the region and attract the type of development growth to reinforce a new vision. Most often mentioned as communities to emulate were: Commerce City Westminster Thornton = Erie Windsor Loveland Mead Frederick! Firestone 2015 Community Surrey The City of Dacono 2015 ResidentSurvey provided residents the opportunity to rate the quality of life in the City of Dacono, as well as the quality of service delivery and overall workings of local government. The survey also permitted residents to share their priorities for community planning and resource allocation. Surveys were mailed to all households (1,608) in September, 2015. A total of 415 surveys were completed, yielding a response rate of 27%. The margin of error is plus or minus five percentage points around any given percentage point reported for the entire sample (415 completed surveys). Survey results were weighted so that respondent gender, age, race, ethnicity, housing unit type (attached or detached) and housing tenure (rent or own) were represented in proportions reflective of the entire city. Dacono's results have been compared to those of other jurisdictions around the nation, those in the Front Range and those with similar populations (1,500 to 0, 500), comparisons made 47 possible through a national benchmark database created and maintained by National Research Center, Inc. (NRC). This database contains resident perspectives gathered in citizen surveys from over 500 communities across the United States. Key Findings A majority of Dacono residents enjoy a positive quality of life and most plan to remain in the community. A majority of residents gave excellent or good ratings to the overall quality of life in Dacono (56%) and only 11% felt the quality of life was poor. When asked about a variety of aspects of quality of life, about two-thirds of residents gave excellent or good ratings to Dacono as a place to live and their neighborhood as a place to live. Dacono residents' opinions were compared to those of residents in other communities across the nation, across the Front Range and to those with similar populations (1,500 to 6, 500). Dacono's rating for their neighborhood as a place to live was similar when compared to communities with similar populations. In addition to rating the overall quality of life and aspects related to quality of life, residents' perceptions of their community can be measured in their loyalty to the community. About 75% of residents planned to remain in Dacono for the next five years and two-thirds would recommend living in Dacono to someone who asks. Compared to communities across the nation, across the Front Range and in communities with similar populations, ratings for remaining in Dacono were similar. Residents value the small town atmosphere of Dacono b►ut feel the sense of community could be improved. Survey respondents were given a l i st of potential reasons they may have had when choosing to live in Dacono and asked to indicate which reasons impacted their decision to live in the community. At the top of the list was small town atmosphere with half of survey respondents selecting this as a reason they chose Dacono. About one -quarter selected good neighborhoods, family -friendly and that their family lives in Dacono or that they were raised nearby. When considering the sense of community in Dacono, about one-third of residents awarded excellent or good ratings; about 4 in 10 felt that the sense of community was fair and one -quarter of respondents felt that the sense of community was poor. Dacono's quality rating for sense of community was lower when compared to communities across the nation and to those with similar populations and much lower when compared to communities across the Front Range. Residents also have the opportunity to rate how important, if at all, they felt sense of community was as a contributor to the overall quality of life in the community in the coming two years. About three-quarters felt it was essential or very important and 48 only four percent felt it was not at all important. There is a 39% gap between the quality rating (34% excellent or good) and importance rating (73% essential or very important) of the sense of community in Dacono, which represents an opportunity to improve. Affordable quality housing and the cost of living generally received positive ratings and are reasons residents chose Dacono. Residents were given an extensive list of community characteristics and asked to rate the quality of each. In the top six were cost of living (48% excellent or good) and availability of affordable quality housing (45%). When compared to the benchmarks, these characteristics were generally rated similar; however, when compared to communities with similar populations, cost of living and affordable quality housing were given higher excellent or good ratings in Dacono. Survey respondents were given a list of potential reasons they may have had when choosing to live in Dacono and asked to indicate which reasons impacted their decision to live in the community. Twenty-two percent of respondents opted to write-in an "other" response related to the affordability of living in the community. Survey respondents think highly of the quality of services in Dacono and support a capital improvement sales tax to make roadway and park improvements. Six in 10 residents gave excellent or good ratings to the overall quality of City services; only nine percent of respondents felt that the quality of City services was poor. When compared to communities across the nation, across the Front Range and to those with populations similar to Dacono's population (1,500 to 6,500), quality ratings for City services were similar. In addition to rating the overall quality ofCity services, residents were given a more extensive list of 35 individual services and asked to rate the quality of each. Seventeen of the 35 services were rated as excellent or good by at least half of residents. Residents were asked to indicate their level of support for a capital improvement sales tax for three different improvement projects. Residents showed stronger support for improvements to City roadways and improvements to parks and trails with at least 8 in 10 indicating they somewhat or strongly support each of these improvement projects. Slightly fewer supported acquisition of land for parks, trails and open space, but st i l l three-quarters indicated at least somewhat supporting this project. For each of the three potential improvement projects, about 4 in 10 indicated strong support and 1 in 10 indicated strong opposition. 49 The Dacono 2015 Resident Survey report completed by National Research Center, Inc. (NRC) is included in the Appendix. 2016 Community Survey The City of Dacono 2016 Comprehensive Plan Survey provided residents the opportunity to share their opinions and priorities related to updating Dacono's comprehensive plan as well as topics related to code enforcement. Invitations to participate in the online survey were mailed to all households (1,555) in September, 2016. A total of 217 surveys were completed, yielding a response rate of 13%, a percent within the expected range for online -only community surveys. The margin of error is plus or minus seven percentage points around any given percentage point reported for the entire sample (217 completed surveys). Survey results were weighted so that respondent gender, age, race, ethnicity, housing unit type (attached or detached) and housing tenure (rent or own) were represented in proportions reflective of the entire city. Key Findings The proposed vision for Dacono's future is in alignment with resident opinion and residents have a strong opinion about housing needs and focus areas moving forward. A majority of residents (about three-quarters or more) reported that the proposed vision for areas of the community was at least somewhat if not very consistent with their ideas for Dacono's future. Eight in 10 residents reported that the vision that 1-25 and State Highway 52 corridors were the primary areas for nonresidential development was most consistent with their personal ideas for Dacono's future followed by a similar percent of residents who agreed that the Central portion of the community should be the location for multigenerational living. Around half or less of residents (44% to 23%) felt that there was about the right amount of any of the listed housing types to meet current needs in Dacono and rental apartments for young professionals and service workers were seen by nearly 4 in 10 residents as being far too little to meet current needs. Around half or more of residents (50% to 69%) thought that all housing types were at least very important for the City of Dacono to focus on developing in the future and "starter" housing for young couples and families was listed as the top priority housing type (69% very important or essential) moving forward. In comparing resident thoughts on importance of future development and feelings regarding the current amount of various housing types in Dacono, several patterns emerge. Though 7 in 10 residents reported "starter" housing for young couples was most important for future development, only half reported there was currently a deficit of that type of housing to meet needs. "Move -up" housing also saw similar ratings of higher importance for future but fewer ratings indicating a current deficit. Furthermore, only about half of respondents reported that rental apartments were 50 essential or very important to Dacono's future, but a strong majority► felt that the amount of this type of housing was somewhat or far too little to meet current needs. Residents tended to agree that preparation of development guidelines to control new development and redevelopment, preserving open space and enhancing existing and developing new open space and trails and public amenities were the three most important initiatives in helping Dacono achieve its future vision. Furthermore, residents supported these three initiatives even if significant investment of resources by the City is needed to achieve these initiatives. Code enforcement continues to be important to Dacono residents and ratings for it remain stable Around 4 in 10 residents rated the quality of code enforcement as excellent or good in Dacono which was similar to ratings seen in the 2015 Resident Survey. Nearly 7 in 10 residents reported that code enforcement and property maintenance was essential or very important for the City to focus on improving in the coming two years. These ratings were also similar to what was seen on the Dacono 2015 Resident Surve y. When asked about whether they had observed a code violation in Dacono in the last 12 months, roughly two-thirds reported they had. Weeds and overgrown/ unmaintained ned landscape was reported as the most frequently seen code violation or hazard in the City by about 9 in 10 residents. This was also listed as the most problematic of code violations by about half of residents as being at least a moderate problem in the City. Additionally, property maintenance in general was seen as at least a moderate problem by a similar percentage of respondents (53%). Overall appearance of Dacono and sense of community are important to residents and is an area for potential improvement for the City. Around three-quarters of residents reported that the sense of community in the City as well as its overall appearance were very important or essential for the City to focus on in the coming two years. About half or residents or fewer reported that the overall appearance of Dacono and sense of community were excellent or good. Compared to the 2015 Resident Survey, the sense of community in Dacono has increased significantly; however, the overall appearance of the City has remained stable. Furthermore, the importance of sense of community in Dacono has remained stable between the 2015 Resident Survey and the 2016 Comprehensive Plan Survey. Considerations for Planning Effort As stated earlier, an understanding of challenges or barriers, and the issues which perpetuate them, is critical to effectively frame research and analyses necessary to arrive at recommendations designed to "ready an area" or community for investment. This is equally true whether the challenges are being perpetuated by perception or reality. All of the comments presented here were the opinions of those individuals who agreed to participate. Regardless of whether the comments made were based in fact, processes like these inevitably 51 highlight the need for greater communication between the public and private sectors and more education of the community. 52 Dacono Forward Appendix E: Market Overview DACONO FORWARD I Appendix Market Iverview Demographics and Psychographics Long-term community planning requires an understanding of the physical limitations of the area, as welt as its market. The market analysis summarized herein focused on identifying opportunities within the City of Dacono (the City) for market -supported land uses. The purpose of the market analysis in the context of a planning effort such as this is fourfold: Provide a "reality check" for the conceptual planning effort; ® Ensure that recommendations are grounded in market and economic reality; • Set the stage for implementation; and ■ Provide an accurate and independent "story" to tell potential development and investor audiences. The analysis showed that there are market opportunities for the City to capitalize on and, that with strategic public and private reinvestment and supportive policies, it could be successfully positioned to "capture" select niche and destination land uses. Trade Area A Trade Area is intended to represent that area from which uses wilt capture a share of market demand. Factors that influence the shape of a trade area include: physical and psychological barriers; presence of activity generators; travel patterns and thoroughfares; competition; neighborhood and employment concentrations; and others. Based on these factors, the trade area was determined to be the Southwest Weld County region -- an interconnected, regional Trade Area that includes all or portions of the following communities: Erie; Frederick; Firestone; Mead; Longmont; and Brighton (see Figure 1) . Figure 1: Dacono Trade Area • . _,I a LW/Grand , Lariuner C a u n ty • AItona It Longmont Boulder County Gunbarrel Valmont 157! Boulder ( 7 Louisville n Milliken { 60J Johnstown Mead trio Berthr,lid Firestone Frederick Dacono iipai, Latayet 1•- Broomfield, Wostmins'er Milliken 2$3': Evens La Sallt. Gilcrest SS 7+ 855 Platteville We(d County ti For' Lupton • Hudson „----- ,�' KepnoFharg 1851 Thornton Lochbu ie rs. /7 Brighton :2 r, Adams County 0 2.5 5 10 Miles Laac:nc I -,:tad I Ridgy Area L'a oncw Municipal boundary 53 Economic and Demographic Characteristics Economic and demographic characteristics in the market are indicators of overall trends and economic health which may affect private and public sector development. The following summarizes economic and demographic trends which will affect development demand in the Dacono Trade Area over the near- and long-term. Since the Trade Area will compete with a larger geographic area, demographics are also shown for the Denver -Boulder -Aurora Combined Statistical Area (CSA). Dacono has a similar age profile to the CSA overall. Dacono has a significantly lower degree of college -educated residents, as compared to the CSA overall. Incomes in the City are also considerably lower than those for the CSA. The City's ethnic profile shows a higher degree of Hispanic residents compared to the CSA. Table 1: Dacono Trade Area Demographic Summary 2015 Indicator (unless otherwise noted) Denver -Boulder - City of Dacono Aurora CSA 2010 Population 4,152 2,997,452 2015 Population 4,648 3,042,200 2015 Households 1,846 1,231,600 Annual Household Growth Rate (Projected through 2020) 1.7% 1.5% Average Household Size 2.51 2.53 Percent Non -Family Households 36% 37% Percent One- and Two -Person Households 63% 62% Percent Renters 29% 35% Percent Age 65+ 11% 10% Percent Age 0-17 24% 24% Median Age 37.6 35.5 Percent With Bachelors Degree 11% 40% Median Household Income $47,144 $62,400 Percent With Income Below $25,000 15% 19% Percent With Income Over $100,000 13% 28% Percent Hispanic 33% 24% Percent Black/African-American 2% 5% Percent Asian American 2% 4% Source: U.S. Census; DRCOG; Claritas, rita s, Inc.; and Ricker 'Cunningham. 54 Lifestyle Segments Psychographics is a term used to describe the characteristics of people and neighborhoods which, instead of being purely demographic, speak more to attitudes, interests, opinions and lifestyles. PRIZM (Claritas, Inc.) is a leading system for characterizing neighborhoods into one of 65 distinct market segments. Commercial retail developers are interested in understanding a community's psychographic profile, as this is an indication of its resident's Propensity to spend across select retail categories. Residential developers are also interested in understanding this profile as it tends to suggest preferences for certain housing product types. Dacono is dominated by middle class psychographic segments, indicating moderate retail spending and preferences for more moderately -priced housing. Table 2: Dacono Trade Area Psychographic Summary Area % of Total U.S. Lifestyle Segment Households Households Index=100* Crossroads Villagers 164 10.2% 509.1 Red, White and Blues 106 6.6% 565.7 God's Country 50 3.1% 209.5 Greenbelt Sports 41 2.6% 185.5 Mayberry-ville I I e 40 2.5% 105.6 Younger Years Subtotal 401 25.0% -- Kid Country USA 278 17.4% 1,353.6 Bedrock America 232 14.5% 844.3 Fast -Track Families 104 6.5% 392.7 New Homesteaders 67 4.2% 230.6 Country Squires 60 3.7% 205.0 Family Life Subtotal 741 46.3% -- Old Milltowns 293 18.3% 1,372.9 Heartlanders 31 1.9% 100.6 Golden Ponds 23 1.4% 96.0 Simple Pleasures 21 1.3% 60.8 Traditional Times 9 0.6% 20.8 Mature Years Subtotal 377 23.5% -- Total Above Segments 1,519 94.8% -- Total City 1,602 100.0% -- * Indicates concentration of this segment relative to U.S. average. A segment index of 200 would mean that this group contains 2 ti mes the concentration of households compared to the average U.S. neighborhood. Source: Claritas, Inc. and Ricker Cunningham. 55 Industry Trends The Urban Land Institute (ULI), the lead membership organization representing real estate professionals nationally and internationally, issues an annual report based on input from its member developers, lenders and investors regarding pros - cts and product changes in the corning year. The following trends will have impacts on new development and redevelopment, not only nationwide, but in and near the Dacono Trade Area specifically. Employment Space Warehousing continues to stand out as a strong prospect in both investment and development, reflecting the expanding influence of e -commerce distribution networks, e.g., fulfillment centers. ■ Industrial space is being designed and located where it can meet the needs of online retailers with ever faster delivery times, increasingly in flex -office space. • Investment and development prospects for research and development (R&D) are expected to improve, fueled by growth in the medical and technology industries. Telecom and computer innovations have made going to an office superfluous for many workers. Retail Retail demand will continue to be driven by the needs and desires of Generation Y (the Millennials) and the Baby Boomers. Retail product types and locations will have to respond to the lifestyle characteristics of these two consumer groups. ■ "Main Street" retail will continue to outperform other retail products, as it fits with the migration of population into urban environments. However, it will be easier in markets with high volumes of traffic, population density, local employment generators, educational campuses, government offices and institutional operators such as hospitals. Retail's healthiest products today, and for the foreseeable future, wilt be at either end of the `barbell," value retailing and the luxury segment, mirroring national and regional trends in income disparity. ■ Smaller shopping centers are considered a "good" investment prospect in 2016, as long as they appropriately target each neighborhood's different mix of tenants and formats. • Smaller shopping centers are benefitting from the push toward "organic food products," and stores that sell them, which often range in size from 20,000 to 25,000 56 square feet. Along these same lines, restaurants and food outlets are emerging at an unprecedented pace. • There is a growing comfort among consumers with the emergence of professional offices in traditional retail centers, hosting massage therapists, dentists, yoga studios, fitness centers, and a range of medical doctors including plastic surgeons. Instead of thinking of these providers as strictly service providers, they are now considered a form of entertainment that reflects lifestyle preferences. Residential Urbanity in the suburbs (not just walkable new urbanist designs, but programming of space to encourage active lifestyles) will continue to be in demand as many consumers continue to be priced out of inner-city locations. Shared amenities including parks, trails and open space will continue to be seen as an increasingly palatable alternative to large yards. • Smaller household sizes, former homeowners (who lost homes), the high mobility rate among younger generations and an expanding population base will continue to drive demand for market -rate rental housing units, both attached and detached. • Garden -style apartment development prospects will begin to decline with supply peaking this year and next as units that are incomplete but in the system are delivered to the market. • The demand for senior housing will see sustained growth as the population ages. Student housing will attract a larger development and investment audience given the fact that fewer institutions are building it themselves. Green Development • Sustainable building concepts will become standard in next -generation projects and existing buildings will increase efficiencies and retrofit new systems in order to compete. • "Green" is considered a right of entry into the market since many corporations and governments have established policies and regulations making it mandatory. Greener speculative buildings and proximity to transport options wilt continue to command higher rents. Market Demand In order to identify potential market opportunities given Dacono's competitive position and prevailing market conditions, market demand estimates were prepared for residential, retail, and employment (office/industrial) Land uses over the next 20 years. While the overall buildout of the Dacono community will likely occur over a longer term period, these demand estimates present potential opportunities in the next real estate cycle or two. 57 Residential Demand Demand for Dacono Trade Area residential units is a function of newly formed households, whether they arise through natural increase or net in -migration. As shown, the Trade Area is expected to experience demand for approximately 17,400 new housing units by 2035. Based on an expected rental housing share of approximately 27%, this would translate into demand for 4,700 new rental units and 12,700 new ownership units (see Table 3). Table 3: Trade Area Residential Demand: Total Residential Demand Analysis Dacono Trade Area 20-yr Demand Estimates Households 2015 2025 2035 Household Growth (2015-35) Adjusted Unit Requirement Household Income Range (2015 dollars) Approximate Rent Range Supportable Home Price Current New Households in Households by Range Income Bracket Income Bracket up to $15K $15-25K $25-35K $35-50K $50-75K $75-100K 5100-150K $150K and up up to $375 $375 - $625 $625 - $875 $875 - $1,000 $1,000+ 51,000+ $1,000+ $1,000+ up to $75K $75 to $100K $100 to $150K $150 to $200K $200 to $250K $250 to $350K $350 to $500K $500K and up 8% 10% 14% 14% 16% 16% 15% 7% 6% 8% 12% 13% 18% 17% 17% 9% Totals 100% 100% Source: DRCOG; U.S. Census; Cla ri tas, Inc.; and Ricker 'Cunningham. Ownership Demand 21,400 28,760 38,651 17,251 17,423 Annual Growth Rate 3.0% Adjust for 2nd homes, demolition, vacancy 1.0% % Rental 27% Trade Area Demand from New Households (20-yr) Estimated % Total Units Rental Total Rental Units Total Ownership Units 1,045 1,394 2,091 2,265 3,136 2,962 2,962 1,568 75% 70% 55% 45% 10% 8% 5% 2% 784 976 1,150 1,019 314 237 148 31 261 418 941 1,246 2,823 2,725 2,814 1,537 17,423 27% 4,659 12,764 Of the 12,500 total units of for -sate housing demand by households earning over $15,000 over the next 20 years, approximately 75% or 9,400 units, could be detached units and the other 25% attached products (e.g., condominium, townhome, rowhouse, loft, etc.). Tables 4 and 5 summarize these demand figures. 58 Table 4: Trade Area Residential Demand: Single Family Detached Annual Household Income Range Approximate Home Price Range Trade Area For - Sale Demand (Incomes $15k+) Estimated % Single Family Detached Single Family Detached Demand $15-25K $25-35K $35-50K $50-75K $75-100K $100-150K $15OK and up $75 to $10OK $100 to $150K $150 to $200K $200 to $250K $250 to $350K $350 to $5ooK $5ooK and up 418 941 1,246 2,823 2,725 2,814 1,537 75% 75% 75% 75% 75% 75% 75% 314 706 934 2,117 2,044 2,110 1,153 Totals 12,503 75% 9,377 Source: DRCOG; U.S. Census; Claritas, Inc.;and RickerlCunningharn. Table 5: Trade Area Residential Demand: Single Family Attached Annual Household Income Range Approximate Home Price Range Trade Area For - Sale Demand (Incomes $15K+) Estimated % Single Family Attached Single Family Attached Dem and $15-25K $25-35K $35-5OK $50-75K $75-1OOK $100-150K $15OK and up $75 to $1OOK $100 to $150K $150 to $2O0K $200 to $250K $250 to $350K $350 to $500K $5ooK and up 418 941 1,246 2,823 2,725 2,814 1,537 25% 25% 25% 25% 25% 25% 25% 105 235 311 706 681 703 384 Totals 12,503 25% 3,126 Note:Assumes attached development stabilizes at 25% of all ownership demand Source: DRCOG; U.S. Census; Claritas, Inc.; and RickeriCunningham. Rental Demand Dacono Trade Area household growth is expected to support nearly 3,900 total units of rental housing demand by households earning over $15,400 over the next 20 years (see Table 6). 59 Table 6: Trade Area Residential Demand: Rental Apartments Annual Household Income Range Approximate Rent Range Trade Area Rental Demand (Incomes $15k+) $15-25 K $75-35 K $35-50 K $50-75 K $75-100K $100-150 K $150K and up $375 - 625 $625 - $875 $875 - $1,000 $1,000+ $1,000+ $1,000+ $1,000+ 976 1,150 1,019 314 237 148 31 Totals 3,875 Source: DRCOG; U.S, Census; Claritas, Inc.; and KickeriCunningham, Retail Demand Demand for new retail space is determined by future retail spending potential of projected new households, as well as by some recapturing of retail spending that is currently lost to nearby communities or areas, referred to as "leakage" or "retail void". The combination of this future household growth and recapture of retail "leakage" in the Dacono Trade Area is expected to support an additional 2.3 million square feet of new retail space over the next 20 years. Table 7: Trade Area Retail Demand Retail Category Estimated 2015 Estimated 2015 Estimated 2015 Household Retail Demand Retail Sales (Supply) New Retail Space Needed Retail Void Estimated to Recapture (Leakage) Retail Sales/Psi Void/Leakage Annual Household Growth Rate (2015-2035) Net New Household Retail Demand New Retail Space Needed for Household Growth Total 20 -Year New Trade Area Retail Dem and (s.f.} Furniture& Home Furnishings Electronics & Appliance Bldg Materials, Garden Equipment Food & Beverage (Grocery, Beer, Wine) Health & Personal Care Clothing and Accessories Sporting Goods,Hobby, Book, Music General Merchandise Miscellaneous MOMS Foodservice& Drinking Places $21,845,263 $38,590,628 $34,507,537 $142,979,118 $39,881,528 $31,358,860 $24,712,540 $128,768,421 $31,466,917 $76,452,250 $16,996,312 $11,968,614 $81,008,703 $123,488,438 $23,026,746 $4,287,680 $6,513,569 $2,107,878 $11,112,453 $35,646,646 $4,848,951 $26,622,014 $0 $19,490,680 $16,854,782 $27,071,180 $18,198,971 $126,660,543 $20,354,464 $40,805,604 $200 $250 $300 $450 $350 $225 $225 $400 $250 $400 24,245 106,488 0 43,313 48457 120,316 80,884 316,651 81,418 102,014 3.0% 3,0% 3,0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% $17,609,712 $31,108,339 $27,816,914 $115,257,073 $32,148,948 $25,278,729 $19,921,056 $103,801,671 $25,365,836 $61,629,018 88,049 124,433 92,723 256,127 91,854 112,350 88,538 259,504 101,463 154,073 112,293 230,921 92,723 299,439 140,011 232,666 169,422 576,156 182,881 256,087 Total $570,563,062 $316,157,039 $300,907,189 923,486 $459,937,295 1,369,114 2292,600 Source: U.S. Census; Claritas, Inc.; Urban Land Institute; and Ricked Cunningham. 60 Employment (office and Industrial) Demand Demand for new employment space is derived from two primary sources: expansion of existing industry; and the relocation of new companies into the market. Employment projections by industry classification for the Dacono Trade Area were used to estimate demand over the next 20 years. Assuming an overall 2.9% sustained annual employment growth rate, the Trade Area should add approximately 49,200 new jobs over the next 20 years. Assuming differing levels of office space needed across various industry categories, the analysis revealed demand for nearly 14.8 million square feet of new office space over this period. Table 8: Trade Area Employment Demand Industry Category Estimated 2015 Employees Estimated Growth Rate 2015-2035 Estimated 2035 Employees Estimated New Employees Estimated % in Employment Space Estimated Net New Employees Sq Ft per Employee Estimated 20. yr Employment Demand Na to ral Resources, Mining and Constructi on Ma nufacturing Trade, Transportation and Utilities Information Financial and Real Estate Activities Professional and Business Services Educational and Hea I th Services Leisure and Hospitality Other Services Government 16,400 12,900 18,300 700 4,600 9,800 9,600 8,400 3,300 16,900 3.6% 33,269 2.6% 21,554 2.9% 32,416 0.4% 758 2.4% 7,392 3.6% 19,880 2.7% 16,356 3.1% 15,469 3.1% 6,077 0.9% 20,217 16,869 8,654 14,116 58 2,792 10,080 6,756 7,069 2,777 3,317 60% 85% 100% 100% 95% 90% 30% 15% 40% 50% 10,121 7,356 14,116 58 2,652 9,072 2,027 1,060 1,111 1,658 3 00 3,03 6,409 300 2,206,885 300 4,234,781 300 17,454 300 795,696 300 2,721,659 300 608,050 300 318,090 300 333,237 300 497,503 Totals 100,900 2.9% 173,388 72,488 68% 49,233 300 14,769,764 Source: Colorado Department of Laborand Employment; Colorado Department of Local Affairs; a nd RickerCunni ngharn. Market Share A number of factors influence a community's ability to capture investment and reinvestment dollars. These factors can be categorized as top down considerations; bottom up considerations; external considerations; and others. Some of these can be controlled by the City (or stakeholder entities) and others cannot. "Top Down" considerations Demand for certain land uses • Demographic and psychographic conditions which support certain product types Untapped market niches (product voids) competitive projects (proposed, planned and under construction) 61 "Bottom Up" considerations ■ Physical capacity of the community or individual parcels to accommodate market- supported product types —in general, fewer physical constraints • vision and desire for certain uses and product types ■ Size of parcels, parcel ownership (public and private), owner investment objectives • Zoning and other regulations and the presence of easements External considerations Delivery system -the buildersldevelopers in the area and what they are willing and able to offer Financing markets —the availability of capital with reasonable funding terms for certain product types Market forces beyond those currently operating in the market (e.g., migration to the Denver -Boulder -Aurora CSA over the next 20 years who do not reflect the existing profile of residents and consumers) Other Considerations Available resources to position and promote investment in the community Public support for a long-term vision Dacono Market Capture Within the Trade Area serving the Dacono community, there is expected to be significant growth over the next 20 years among all of the primary land uses and many of the product types within them. Further, the city of Dacono is well -positioned to compete for a reasonable share of the market with potential capture rates ranging from 8% to 15% depending on the use and product type. Actual levels of development and absorption will ultimately be dictated by numerous factors, not the least of which include: The physical capacity of select locations within the city to accommodate development; The desires of individual property owners; The community's vision; and Available resources (financial, policy and regulatory) and city's ability to position itself for investment. Table 9 summarizes potential Dacono absorption of land uses over the next 20 years. 62 Table 9: Dacono Market Share Summary City of Dacono Trade Area Demand Market Share Absorption (Units/Sq Ft) Land Use Type (20 Year) Low High Low High Residential (Units): Single Family Detached 9,400 8% 10% 752 940 Single Family Attached 3,200 8% 10% 256 320 Rental Apartments 3,900 8% 10% 312 390 Subtotal 16,500 1,320 1,650 Non -Residential (Sq Ft): Retail 2,300,000 10% 15% 230,000 345,000 Employment (Office/Industrial) 14,800,000 3% 5% 444,000 740,000 Subtotal 17,100,000 1,085,000 674,000 Source: Ricker Cunningham. Conclusion The degree to which Dacono is able to capture new demand within the Trade Area (and beyond) is a function of the development/redevelopment process itself. Strategic positioning of Dacono in the future will depend on balanced zoning and improvements to the physical realm which will define it as a unique and identifiable place in the minds of area residents and visitors. 63 Dacono Forward Appendix F: Framework Plan Fiscal Impact Analysis DACONO FORWARD I Appendix Fiscal Analysis Over the past decade, community planning efforts have increasingly considered the impacts of land use mix on municipal operating revenues and expenditures. Consideration of these "fiscal" implications ensures that the community "vision" is grounded in market and economic reality, and the City's future fiscal health or "balance" is maintained. The fiscal analysis is also designed to educate community stakeholders as to the fiscal implications of land use decisions and explain the relationship between revenue generation and service costs. As part of the City of Dacono Comprehensive Plan Update (the Update) process, a fiscal analysis was conducted for the potential buildout of the City's current undeveloped property. The fiscal impact analysis considered a 20 -year market cycle and focused on operating revenues and expenditures to the City of Dacono and how they would be affected by the market -supported level of development over that period. Backg,r md A community's fiscal environment can be described as a "three -Legged" stool, balancing nonresidential development, municipal services and amenities, and residential development. The first "leg" of the stool -- nonresidential development provides the majority of revenues (property, sales and use tax) to support municipal services. Municipal services and amenities -- the second "leg" -- attract residents and maintain their quality of life. The third "leg" -- residential development -- generates the spending and employees to support nonresidential businesses. In order for a community to operate in a fiscally sound manner, this balance must continually be maintained, especially through changing economic cycles. A community's return on investment from development growth is largely determined by this balance. As Dacono continues to evolve as a community, the City recognizes the need for additional revenue -generating, nonresidential development to offset the costs of providing a high level of service and amenities to its residents. Methodology An analysis of potential long-term fiscal operating impacts was completed at a macro level to determine the ability to generate a balance between revenues and expenditures. General assumptions used in the fiscal analysis included: • The City of Dacono's current budget (2015-2016) reflects a reasonable balance between revenues and expenditures. 64 ■ Future revenues (taxes and fees) are based on current (2016) market values for various development types (housing, retail, office, industrial, other). ■ Future expenditures are based on current (2016) service costs per capita, including residents and employees. The fiscal impact analysis consisted of the following components: Development Program resulting from the 20 -year growth projections Buildout of residential (single family and multifamily) and non-residential (retail, office and industrial) land uses Mix of land uses + Overall balance between residential and nonresidential development Development timing and absorption of uses (relates to market factors) Location and direction of development + Efficiency of infrastructure to support development • Value of new development (on a per unit or per square foot basis) • Considers fiscal operating revenues/expenses only (general fund) ■ Fiscal Revenue Estimates + Tax revenues (property, sales, use) * Franchise fees ♦ Licenses and permits + Fees and charges + Fines and forfeitures • Other revenues ■ Service Cost Estimates • Calculated on a per capita basis, including both residents and employees ■ Net Fiscal Surplus /Deficit + Difference between anticipated fiscal revenues and service costs In completing the fiscal analysis, the following information was obtained and analyzed: ■ Market, economic and fiscal information from city staff; Secondary research related to the real estate development industry; and Data regarding local market conditions from area property managers, brokers, appraisers and other real estate professionals. 65 Table 1 summarizes the level of development that the City of Dacono could capture over the next 20 years within the surrounding trade area (Southwest Weld County). Table I Potential City of Dacono Market Absorption City of Dacono Trade Area Demand Market Share Absorption (Units/Sq Ft) Land Use Type (20 Year) Low High Low High Residential (Units): Single Family Detached 9,400 8% 10% 752 940 Single Family Attached 3,200 8% 10% 256 320 Rental Apartments 3,900 8% 10% 312 390 Subtotal 16,500 1,320 1,650 Non -Residential (Sq Ft): Retail 2,300,000 10% 15% 230,000 345,000 Employment (Office/Industrial) 14,800,000 3% 5% 444,000 740,000 Subtotal 17,100,000 674,000 1,085,000 Source: Ricker I Cunningham. As shown, Dacono is positioned to capture a healthy share of all residential product types. Correspondingly, its share of retail and employment development will be higher than it has been historically, yet in line with what will be required to address the needs of new residents and employees in the Trade Area. Summary Given this level of market absorption captured by the city of Dacono over the next 20 years, quantitative fiscal impacts to the city were then calculated, based on the following inputs: Population and Employment Estimates Population based on average household size by place type Employment based on square feet per employee by place type Revenue Estimates Based on development value by land use type (property tax) Sales tax based on dollars per square foot in taxable retail sales Other revenues = licenses/permits, charges and fines, etc. Service Cost Estimates Service population = residents and employees 66 • Employees assumed to have 1 /3 impact of residents • Additional adjustment for employees who Live in Dacono (to avoid double -counting) considering new development growth only, the anticipated 20 -year land use mix appears to generate a fiscal surplus for the city in terms of operating revenues (Table 2) and expenditures (Table 3), Table 2: Potential Annual Fiscal Revenues Product Type Residential (Units): Single Family Detached Single Family Attached Rental Apartments Non -Residential (Sq Ft): Retail Employment (Office/Industrial) City of Dacono Added Taxable Added Property Tax Value @ 20-Yr Revenue $22,447,200 $554,311 $6,368,000 $157,251 $4,656,600 $114,990 $20,010,000 $494,127 $32,190,000 $794,900 Property Tax* $2,115,579 Sales Tax** $2,587,500 Total Tax Revenues $4,703,079 Other Revenues **'k $578,369 Total Revenues $5,281,448 * based on City .024694 property tax rate. ** based on estimated retail sales of $250 per square foot and 3% City sales tax rate. ***based on 2016 genera I fund revenues from permits, fees, I icenses, fines, etc. -- per capita of $105. Table 3: Potential Annual Fiscal Expenditures Product Type Residents Retail Employees Office/Industrial Employees City of Dacono Added Residents / Added Annual Employees Service Costs* 4,400 $3,353,896 288 $219,147 822 $626,738 Total Service Costs $4,199,781 Total Revenues $5, 281,448 Total Surplus/Deficit $1,081,668 % Surplus/Deficit 26% *based on 2016 general fund expenditures per capita of $762 (including debt service). Note: Service cost impacts of employees es ti mated at 1/3 of res i dents . Source: Ricker Cunningham. In summary, the fiscal analysis highlights how critical land use decisions are to a community's financial well-being. The ability to effectively balance revenues and expenditures will ensure that residents will continue to enjoy quality municipal services and community amenities. This analysis has shown that the 20 -year buildout of the community represents a balanced mix 67 of revenue -generating and cost -producing land uses designed to maintain the City's long-term fiscal health. Lastly, the analysis can be utilized as a tool to measure impacts from development/redevelopment projects as they come forward. In this way, the City will be able to "benchmark" revenue and expenditure impacts on a periodic basis. 68 Dacono Forward Appendix G: Definitions of Lifestyle Modes (Psychographics) DACONO FORWARD I Appendix Crossroads Villagers With a population of white-collar couples and families, Crossroads Villagers is a classic rural lifestyle. Residents are high school -educated, with downscale incomes and modest housing; one -fifth live in mobile homes. And there's an air of self- reliance in these households as Crossroads Villagers help put food on the table through fishing, gardening, and hunting. Social Group: 14 - T4 Rustic Living Lif estage Group: 03 - Y3 Striving Singles Demographics Traits Urbanicity: Town/ Rural Income: Low Income Income Producing Assets: Low Age Ranges: Age 45-64 Presence of Kids: HH w/ a Kids Homeownership: Homeowners Employment Levels: Mix Education Levels: High School Ethnic Diversity: White, Black, Mix Lifestyle & Media Traits Shop at Rent -A -Center Go fresh water fishing Read Game & Fish Watch The Jerry Springer Show Suzuki Equator Source: Nielsen. 69 Source: Nielsen. Red, White & Blues The residents of Red, white & Blues typically live in exurban towns rapidly morphing into bedroom suburbs. Their streets feature new fast-food restaurants, and locals have recently celebrated the arrival of chains like wal mart , Radio Shack, and Payless Shoes. Middle-aged or older, often with limited education and midscale incomes, these folks are transitioning from blue-collar jobs to the service industry. Social Group: 13 - 13 Middle America L festage Group: 03 - Y3 Striving Singles Demographics Traits Urbanicity: Town Income: Lower Mid Income Producing Assets: Moderate Age Ranges: Age 45-64 Presence of Kids: HH w/o Kids Homeownership: Homeowners Employment Levels: Service Mix Education Levels: College Graduate Ethnic Diversity: White, Black, Mix Lifestyle & Media Traits Shop at Lowe's Buy 50s & 60s music Read Psychology Watch auto racing Dodge Ram 70 Source: Nielsen. God's Country When city dwellers and suburbanites began moving to the country in the 1970s, God's Country emerged as the most affluent of the nation's exurban lifestyles. Today, wealthier communities exist in the hinterlands, but God's Country remains a haven for upscale couples in spacious homes. Typically college educated Baby Boomers, these Americans try to maintain a balanced lifestyle between high -power jobs and laid-back leisure. Social Group: 11 - T1 Landed Gentry Lifest age Group: 01 - Y1 Midlife Success Demographics Traits Urbanicity: Town/ Rural Income: Upscale Income Producing Assets: Elite Age Ranges: Age 45-64 Presence of Kids: HH w/ o Kids Homeownership: Mostly Owners Employment Levels: Management and Professional Education Levels: Graduate Plus Ethnic Diversity: White, Asian, Mix Lifestyle & Media Traits Order from orbitz. corn Go cross country skiing Read Wine Spectator Watch IndyCar Series Acura SUV 71 Greenbelt Sports A segment of upscale exurban couples, Greenbelt Sports is known for its active lifestyle. Most of these older residents are married, college -educated, and own new homes. And few segments have higher rates for pursuing outdoor activities such as skiing, canoeing, backpacking, boating, and mountain biking. Social Group: 12 - T2 Country Comfort Lifestace a Grou a: 02 - Y2 VounAchievers Demographics Traits Urbanicity: Town/ Rural Income: Upper Mid Income Producing Assets: Above Avg Age Ranges: Age 45-64 Presence of Kids: HH w/o Kids Homeownership: Mostly Owners Employment Levels: Management and Professional Education Levels: College Graduate Ethnic Diversity: White Lifestyle & Media Traits Order from ebay.com Vacation in tropics Read More Watch hockey Nissan NV Source: Nielsen. 72 Source: Nielsen. Mayberry -Vi I I e Like the old Andy Griffith Show set in a quaint picturesque burg, Mayberry -Ville harks back to an old-fashioned way of life. In these small towns, upper -middle-class couples like to fish and hunt during the day, and stay home and watch TV at night. With lucrative blue-collar jobs and moderately priced housing, residents use their discretionary cash to purchase boats, campers, motorcycles, and pickup trucks. Social Group: 12 - T2 Country Comfort Lifestage Group: 01 - Y1 Midlife Success Demographics Traits Urbanicity: Town/ Rural Income: Upper Mid Income Producing Assets: Above Avg Age Ranges: Age 45-64 Presence of Kids: HH w/ o Kids Homeownership: Mostly Owners Employment Levels: Mix Education Levels: College Graduate Ethnic Diversity: White Lifestyle & Media Traits Shop at Sears Hardware Go hunting Read American Hunter Watch NASCAR GMC Sierra Diesel 73 Source: Nielsen. Kid country USA Widely scattered throughout the nation's heartland, Kid Country, USA is a segment dominated by large families living in small towns. Ethnically diverse, these young, working-class households include homeowners, renters, and military personnel living in base housing. Social Group: 13 - 13 Middle America Lifestage Group: 06 - F3 Mainstream Families Demographics Traits Urbanicity: Town Income: Lower Mid Income Producing Assets: Below Avg Age Ranges: Age 25-44 Presence of Kids: HH w/ Kids Homeownership: Mix Employment Levels: Blue Collar Mix Education Levels: High School Ethnic Diversity: White, Black, Hispanic, Mix Lifestyle & Media Traits Shop at Old Navy Buy swing sets Read WWE Watch Noticiero Univision Chevrolet Sonic Flex Fuel 74 Bedrock America Bedrock America consists of economically challenged families in small, isolated towns located throughout the nation's heartland. With modest educations, sprawling families, and service jobs, many of these residents struggle to make ends meet. Rich in scenery, Bedrock America is a haven for fishing, hunting, hiking, and camping. Social Group: 14 - T4 Rustic Living Lifestage Group: 07 - F4 Sustaining Families Demographics Traits Urbanicity: Town/ Rural Income: Low Income Income Producing Assets: Low Age Ranges: Age 25-44 Presence of Kids: HH w/ Kids Homeownership: Mostly Renters Employment Levels: Service Mix Education Levels: High School Ethnic Diversity: White, Black, Hispanic, Mix Lifestyle & Media Traits Shop at Walmart Pharmacy Buy tricycles Read Baby Talk Watch Cops Buy pre -owned vehicle Source: Nielsen. 75 Source: Nielsen. Fast Track Families With their upscale incomes, numerous children, and spacious homes, Fast -Track Families are in their prime acquisition years. These middle-aged parents have the disposable income and educated sensibility to want the best for their children. They buy the latest technology with impunity: new computers, DVD players, home theater systems, and video games. They take advantage of their rustic locales by camping, boating, and fishing. Social Group: 11 - Ti Landed Gentry Lifestage Group: 05 - F2 Young Accumulators Demographics Traits Urbanicity: Town/ Rural Income: Upscale Income Producing Assets: Elite Age Ranges: Age 35-54 Presence of Kids: HH w/ Kids Homeownership: Mostly Owners Employment Levels: Management and Professional Education Levels: Graduate Plus Ethnic Diversity: White, Asian, Hispanic, Mix Lifestyle & Media Traits Order from gap.com Vacation at beach Read National Geographic Kids Watch Grey's Anatomy GMC Yukon XL Flex Fuel 76 Source: Nielsen. New Homesteaders Young, upper -middle-class families seeking to escape suburban sprawl find refuge in New Homesteaders, a collection of small rustic townships filled with new ranches and Cape Cods. With decent -paying jobs in white and blue-collar industries, these dual -income couples have fashioned comfortable, child -centered lifestyles; their driveways are filled with campers and powerboats, their family rooms with electronics. Social Group: 12 - T2 Country Comfort L fest age Group: 06 - F3 Mai nst ream Fami I i es Demographics Traits Urbanicity: Town Income: Upper Mid Income Producing Assets: Above Avg Age Ranges: Age 25-44 Presence of Kids: HH w/ Kids Homeownership: Mostly Owners Employment Levels: Management and Professional Education Levels: College Graduate Ethnic Diversity: White, Black, Mix Lifestyle & Media Traits Shop at Sherwin Williams Buy electric trains Read Car Craft Watch children's networks Kia Sedona 77 Source: Nielsen. country Squires The wealthiest residents in exurban America live in Country Squires, an oasis for affluent Baby Boomers who've fled the city for the charms of small-town living. In their bucolic communities noted for their recently built homes on sprawling properties, the families of executives live in six -figure comfort. Country squires enjoy country club sports like golf, tennis, and swimming, as well as skiing, boating, and biking. Social Group: 11 - Ti Landed Gentry Lifestage Group: 04 - Fl Accumulated Wealth Demographics Traits Urbanicity: Town/ Rural Income: Upscale Income Producing Assets: High Age Ranges: Age 35-54 Presence of Kids: HH w/ Kids Homeownership: Mostly Owners Employment Levels: Management and Professional Education Levels: Graduate Plus Ethnic Diversity: White, Asian, Mix Lifestyle & Media Traits Order from amazon.com Vacation at ski resorts Read Shape Watch The Biggest Loser Chevy Suburban Flex Fuel 78 Old Milltowns America's once -thriving mining and manufacturing towns have aged --as have the residents in Old Milltowns It owns communities. Today, the majority of residents are retired singles and couples, living on downscale incomes in pre -1960 homes and apartments. For leisure, they enjoy gardening, sewing, socializing at veterans clubs, or eating out at casual restaurants. Social Group: 14 - T4 Rustic Living Lifestage Group: 11 - M4 Sustaining Seniors Demographics Traits Urbanicity: Town Income: Downscale Income Producing Assets: Low Age Ranges: Age 55+ Presence of Kids: Mostly w/ o Kids Homeownership: Mix Employment Levels: Mostly Retired Education Levels: High School Ethnic Diversity: White, Black, Mix Lifestyle & Media Traits Order from JCPenney Belong to a veterans club Read Hunting Watch Judge Joe Brown Ford Focus Source: Nielsen. 79 Source: Nielsen. Heart I anders America was once a land of small middle-class towns, which can still be found today among Heart landers. This widespread segment consists of older couples with white-collar jobs living in sturdy, unpretentious homes. In these communities of small families and empty -nesting couples, Heartlanders residents pursue a rustic lifestyle where hunting and fishing remain prime leisure activities along with cooking, sewing, camping, and boating. Social Group: 13 - T3 Middle America Lifestage Group: 10 - M3 Cautious Couples Demographics Traits Urbanicity: Town/ Rural Income: Lower Mid Income Producing Assets: Above Avg Age Ranges: Age 45-64 Presence of Kids: Mostly w/ o Kids Homeownership: Mostly Owners Employment Levels: Mix Education Levels: High School Ethnic Diversity: White Lifestyle & Media Traits Order from QVC Own motor home Read North American Hunter Watch New Yankee Workshop Dodge Dakota 80 Golden Ponds Source: Nielsen. Golden Ponds is mostly a retirement lifestyle, dominated by downscale singles and couples over 65 years old. Found in small bucolic towns around the country, these high school -educated seniors live in small apartments on less than $35,000 a year; more than one in five reside in a nursing home. For these elderly residents, daily life is often a succession of sedentary activities such as reading, watching TV, playing bingo, and doing craft projects. Social Group: 14 - T4 Rustic Living Lifestaqe Group: 11 M4 Sustaining Seniors Demographics Traits Urbanicity: Town/ Rural Income: Downscale Income Producing Assets: Below Avg Age Ranges: Age 65+ Presence of Kids: HH w/ o Kids Homeownership: Mostly Owners Employment Levels: Mostly Retired Education Levels: High School Ethnic Diversity: White Lifestyle & Media Traits In -Home Vitamins Purchase Sew garments from patterns Read Country Living Watch Price is Right Buick Lucerne Flex Fuel 81 Source: Nielsen. Simple Pleasures With many of its residents over 65 years old, Simple Pleasures is mostly a retirement lifestyle: a neighborhood of lower - middle -class singles and couples living in modestly priced homes. Many are high school -educated seniors who held blue- collar jobs before their retirement. And a disproportionate number served in the military, so many residents are members of veterans clubs. Social Group: 13 - T3 Middle America Lifestage Group: 10 - M3 Cautious Couples Demographics Traits Urbanicity: Town/ Rural Income: Lower Mid Income Producing Assets: Above Avg Age Ranges: Age 65+ Presence of Kids: HH w/ o Kids Homeownership: Mostly Owners Employment Levels: Mostly Retired Education Levels: High School Ethnic Diversity: White Lifestyle & Media Traits Shop at JCPenney Belong to a civic club Read Reader's Digest Watch Wheel of Fortune GMC Canyon 82 Source: Nielsen. Traditional Times Traditional Times is the kind of lifestyle where small-town couples nearing retirement are beginning to enjoy their first empty -nest years. Typically in their fifties and older, these upper -middle-class Americans pursue a kind of granola -and -grits lifestyle. On their coffee tables are magazines with titles like Country Living and Country Home. But they're big travelers, especially in recreational vehicles and campers. Social Group: 12 - T2 Country Comfort Lifestage Group: 09 - M2 Conservative Classics Demographics Traits Urbanicity: Town/ Rural Income: Upper Mid Income Producing Assets: High Age Ranges: Age 65+ Presence of Kids: HH w/ o Kids Homeownership: Mostly Owners Employment Levels: Mostly Retired Education Levels: College Graduate Ethnic Diversity: White Lifestyle & Media Traits Shop at Sam's Club Contribute to PBS Read Southern Living Watch Antiques Roadshow Toyota Avalon 83 Dacono Forward Appendix Ht Implementation Matrix DACONO FORWARD I Appendix COMMERCE AND INDUSTRY DISTRICT Timing Primary Lead Supporting Entity Magnitude of Cost Implementation Initiatives and Actions Cll. industries the Work potential with representatives that could to cluster benefit and of Weld from grow County assets related available (Upstate businesses. Colorado) within and the State Dacono, as well to as those understand existing new industries with Short -Term City consultant, Upstate, State $ a. Contact Upstate and of priority industries by geography the State regarding within recently completed target industry studies, the state, and their siting requirements. concentrations b. Compare their siting and other competitive requirements with conditions and resources within the markets. Dacono Planning Area, c. Determine which conditions or features will be considered an asset, and which ones will be a liability. C12. Complete (i.e., transportation, the city's economic building, development community amenities, "infrastructure" others). in an effort to attract and grow businesses On -Going City Consultant, Upstate U p SS - $$$$ a. Using information preferences among improvement. presented priority in this, industries, and other prepare adopted a single list plans, along with an understanding of items that are deficient, absent, of siting or require b. partnerships, Reflect these creation items in of the City's CIP while special districts, also identifying impact alternative funding approaches including fees and other sources. c. importance Develop a communications of certain expenditures plan for and the community (its how they will advance residents and objectives businesses) stated in that explains the the Plan. C13. Solicit entrepreneurial the P support of institutional businesses and corporate prepare a business , P P sponsors plan; identify in establishing sources and spaces to complete P incubate P roiects. Short -Term City Upstate Colorado, Consultant $ a. herein, Prepare a list and the of local and resources to regional groups partner and advance with interests a platform similar to for growing those expressed supporting in businesses. the vision stated b. Invite businesses representatives and host a round table discussion regarding aligned with existing industry groups. Dacono's goal for hosting start-up c. Prepare a business plan outlining along with potential roles for the partners, possible funding facility locations, etc. sources, CIA". Partner existing with and educational targeted businesses and training institutions and industries. to expand their offerings in response to the needs of Mid- to Long- Term City Community Upstate, School Districts, Colleges, Universities $ a. Work with serving institutions. Upstate regarding the training needs of priority industries relative to the offerings of region- industries b. Planning Facilitate discussions with representatives of Area that may be able to participate and businesses. Upstate and in educating education facilities (if and training employees any) in the for growth Dacono C15. Investigate providers regional entertainment and opportunities I or funding to create entities venues, revenue for and the I -sharing purpose or recreational districts of attracting facilities. with adjacent and supporting communities, commercial service operators, On -Going City _ $ a. region Prepare criteria by which the city will consider partnering -serving facilities (service, entertainment, recreation, with capital other public entities in development of enhancements) . b. As opportunities solicitation), for investment consider the benefits in of shared facilities participating, arise (when solicited, or when doing the and whether participation aligns with stated goals. c. As respective amend Dacono's leadership existing goals align structures agreements with those of suggest stating the adjacent the potential intent to cooperate communities, institutions, for successful partnerships; and pursue feasible and districts; prepare pursuits. and, the new and SMALL TOWN DISTRICT Timing Primary Lead Supporting Entity Magnitude Cost of Implementation Initiatives and Actions STS. the Amend Plan. Section 16-500 of the Municipal Code related to Home Occupation Businesses as described in Short -Term City Consultant / Attorney $$ ST2. Foster of enhancements a high -quality to built public environment spaces and through amenities appropriate that draw standards of development, visitors to the area. and completion Short -Term and On -Going City Consultant! Attorney $$ a. redevelopment modifications Establish (and modify of residential, for their existing geography references non-residential, within multi- within the community the code) standards for and mixed -use products; (i.e., infill, greenfield, new development and making appropriate other) . b. Identify intent for public improvements that will frame and foster the Small Town Village concept. private investment supporting the vision and c. Reflect these items in partnerships, creation of the City's CIP special districts, while also identifying impact fees and alternative funding other sources. approaches including . ST3. trucks Collaboratively diversify commercial and pop-up market stores. spaces and uses offerings, including in those the community's requiring temporary historic core in an accommodations effort to grow such and as food Mid -Term City District $ a. Old and In the near Town area share it -term, develop marketing (a modified vision from locally and regionally in and that a variety promotion materials expressed for City of venues. explaining the expressed vision for Center in the 2005 Comprehensive the Plan), b. As public investments materials to highlight ongoing are completed, standards achievements, adopted, and projects advanced, modify these and establish a foundation for ongoing support. c. Solicit mechanisms additional amenities the interest beyond assessment, and spaces. of property urban for and business renewal (which the purpose of owners is currently financing in the available), the construction District in establishing some and of maintenance which special funding may require of an public ST4. Amend with redevelopment existing codes and projects. regulations to include those tailored to the unique conditions associated - Short -Term I City $ _ See ST2 (a) above. . STS. As structures unsprinklered resources (using are the buildings available, urban provided and renewal when by authority the necessary, assist whenever Fire Chief as known with possible removing and buildings or improving applicable). eligible for dilapidating Note: assistance. Use the list of Mid -Term City Consultant $ a. Complete the Fire Department an inventory of existing structures in the Old Town area, using available information and other entities, documenting their condition and viability for redevelopment. from b. Determine (public Old Town or which structures and parcels private), and support investment District. are strategically and reinvestment -positioned that aligns to host desired with the stated . improvements vision for the a As resources become available, and opportunities to partner in their investment acquire them, make these a priority expenditure. . or reinvestment, or . ST6. Amend infrastructure resources the City's in whenever Capital established possible. Budget neighborhoods; to include a supplementing line item for completing general fund and dollars improving with utilities urban and renewal Short -Term City Consultant $$ a. information Inventory the condition of infrastructure from existing entities. in established neighborhoods, supplementing with available b. Identify improve the those improvements overall image of that are essential the community and for the safety of existing complement investment residents, in adjacent and those that will districts. c. infrastructure, return Establish criteria on investment, that will inform the selection for example, established furtherance of established of versus new goals, priority areas neighborhoods. magnitude for capital of Note: investments Criteria costs, and in utilities and should consider public other factors. 1 TI-GFNERATIONAL LIVING DISTRICT Timing Primary Lead Supporting Entity Magnitudeof Cost Implementation Initiatives and Actions MG1. Initiate Dacono's discussions with regional potential as a location health for a future care providers medical campus to understand facility. their plans for growth and Mid -Term City Consultant, Medical Groups $ a. range Prepare a list planners. of medical providers, a profile of their facilities, and contact information for their long b. Schedule meetings timing and targeted planned capital investments, with markets); each one to and, shore for the purpose understand the community of potentially their expansion plans (types branding study, comprehensive securing a long-term of facilities, partnership. location, plan, and any a amendments infrastructure Based on the outcome to existing and utilities. of capital these meetings, if potential for a partnership exists, plans in order to ensure supporting levels and make types of appropriate investment in MG2. Consider heights, developing bulk planes, residential shadows, development view corridors, lot standards for coverage, new roof neighborhoods, pitch and transparency. addressing building Short -Term City Consultant Attorney $ a. Gather examples of residential standards from other similar market conditions. communities in similar geographies, and with b. and Understand intent of the impact of certain requirements and their consistency or conflict new neighborhoods in the community, and amend accordingly. with the stated vision Input c. Prepare customized standards ensure they are appropriate from these discussions assuming the standards do in will not for the also overreach, Dacono context of highlight yet and prevailing the render share them with market need, if any, for desired projects conditions potential the City developer and desired to assist financially partners outcomes. future partners, infeasible. to Note: d. Adopt understand existing regulating standards, how educate to interpret and development policy Commission documents and Board members about requests relative to the to eliminate any conflicts. their standards; intent, ensure City and, if necessary, Staff amend MG3.materials Within associated off-street residential and parking, with design, development new and neighborhood percent connections standards, developments, of common to trail or and corridors. as a park condition require space of all conformance per number Planned in of Unit housing the Developments categories units, restrictions (PUDs) of: signage on Amend Section 16-620 described in the of the Municipal Code related to Plan. Planned Unit Developments (PUDs) as MG4. the Encourage extension the use of utilities of metropolitan and infrastructure or special to districts, serve new including neighborhoods. urban renewal, to assist with financing Short -Term City $ _ a. Resolution Review the No. City's 15-54 Model Metropolitan to ensure it provides District appropriate Service protections Plan, adopted on October for the City and its 12, 2015, future by residents. b. Share the model district context of prevailing market also highlight the need, if implementing the service plan with potential developer conditions and desired any, for the City to assist future plan. partners outcomes. Note: partners to ensure Input with either it from is appropriate in the these discussions the process for adopting will or a Amend components of the model district plan as necessary to ensure it remains relevant. AGRARIAN LIVING DISTRICT Timing Primary Lead Supporting Entity Magnitude Cost of Implementation Initiatives and Actions ALLColorado Work demonstration with educators State University "Agrarian and trainers (CSU) Living" of Extension community, county, regional System, and to identify and investigate state potential agencies the development and potential institutions, for development partners. including of the a Short- to Mid- Term City CSU / Private Sector $ a. private Prepare a list development of potential interests institutions in advancing with an interest a demonstration in, and capacity to partner "agri-hood" in the with, the City and Dacono Planning Area. b. "agri-hood" associated Facilitate discussions demonstration case with representatives project, sharing study research compiled of the institutions with them a during the planning description regarding of process. the Dacono's intent same in this to develop Plan, along with an c. Prepare qualified agricultural a business private and plan outlining roles among the various partners, approaches developers and master planning design professionals, possible commercial components of the project, and other matters. for identifying funding sources for the d. Identify meet with parcels or the respective assemblages of owners to inquire parcels with the capacity about their interest to support in participating the project concept; or advancing the and, same. AL2. Solicit "agri-hood" the interest of potential and partner with development institutional partners with and potentially the capacity to corporate partners. advance the vision for an Short- to Mid- Term City CSU / Private Sector $ a. qualifications, their Based interest on the results of discussions post in key public locations, in a partnership. with the property owners, prepare a developer and directly solicit experienced request professionals, inquiring i for about b. Select a private entities regarding development partner responsibilities, next and commence negotiations steps, and financial resources between and terms. the various partner ... . �`L3. Consider heights, developing bulk planes, residential shadows, view development corridors, lot standards for coverage, new roof neighborhoods, pitch and transparency. addressing building Short- to Mid- Term City CSU 1 Private Sector $ See MG2 above. AL4. Within associated materials off-street residential with and parking, design, development new and neighborhood percent connections standards, developments, of common to trail or corridors. and as a park condition require space of all conformance per Planned number in of Unit housing the Developments categories units, restrictions (PUDs) of signage on Short- to Mid- Term City CSU I Private Sector $ . S See MG3 above. - AL5. the Encourage extension the use of utilities of metropolitan and infrastructure or special to districts, serve new including neighborhoods. urban renewal, to assist with financing Short- to Mid- Term . . City CSU I Private Sector $ See MG4 above. Source: RickerlCunningham. Actions shaded are either complete or in process. Notes: Timing (when to initiate action) Short -Term { 1 to 3 years) Mid -Term (3 to 10 years) Long -Term (10 years +) Future is beyond the anticipated timeframe for implementation of the Plan (2035) On -Going is a continuing activity, practice or operation Primary Lead Entity that will lead completion of the initiative or action -- public, private or other Supporting Entity Entity or entities that will support the lead Magnitude of Cost $ reflects a City action but not significant expense $$ represents projects like planning or urban design studies with a cost up to approximately $250,000 $$$ represents projects like land acquisition or construction with approximate costs between $250,000 and $1 million $$$$ represents major projects with approximate costs over $1 million PLANNING AREA STRATEGIC PUBLIC INITIATIVES AND ACTIONS Timing Primary Lead Suppo ing Magnitude Entity Cost of Partnerships PAI. Review agreements with Weld provisions addressing adequate land uses, intensities of development, County regarding development within protections for uses within both jurisdictions and strategies to minimize the Planning Area with regard potential adverse impacts. and incorporate certain to compatibility among Near -Term City Consultant 1 Attorney $ a. Consider suggested recommendations amendments to the advanced existing Intergovernmental by the authors of this Agreement Dacono (IGA). Forward Comprehensive Plan regarded b. Dacono required establish two multiple Review Among standards Planning to locations among the standards adhere recommendations (City all Area to for of allowable vs. a these the and modified County) County contiguous areas, use will Code, addressed set classifications. of to including development request Weld in in the these County the discussions IGA, County locations. include and or within design amend of a request a standards. specific their This by Right, regulation Code that distance Site Alternatively, properties to Plan explain would of Review, located Weld that need the County, City the and to within higher appear could Special are the of the in Note: and prevail Use c. Plan Provide Update, the County and meet with to a discuss redlined the version new terms of the in -light IGA, as of objectives well as a copy described of the final in the adopted Plan. Comprehensive ., PA2. Long-term, development new work of public enhancements school following 4 with both school districts serving Dacono residents in order to coordinate the programming and primary and secondary facilities; and near -term commission and share the city's design guide and infrastructure with the Fort Lupton School District which is planning construction of a passage of a recent bond election. Mid -Term and On -going City $ _ levels a. Commission associated preparation with new of a investments. "design guide" for the city which communicates certain character and quality - b. representatives community. Upon completion of the of Fort the "design Lupton guide," School share District it in and preparation this Dacono for construction Forward Comprehensive of new school Plan facilities with within the 1 . c. share As the the potential same information for future partnerships with them, with and any the St. future Vrain updates. School District appear imminent, or at least likely, I . PA . Prepare the importance development utilities an information of constructing concepts (cost and return campaign to to educate municipal presented herein; the community). the infrastructure and, citizenry about the status of existing utilities (water in order to advance the vision and goals expressed possible methods for financing the construction of municipal and sewer), in the Near -Term City Consultant$ a. materials city Work for the with regarding existing purpose the resources status of establishing (Branding of existing a Study agreements foundation and for Comprehensive future with funding partner providers strategies. Plan consultants) of water and to develop sewer information utilities to the b. utilities feasibility Investigate and study associated the of range the infrastructure alternatives. of strategies for financing prior (if possible) the construction, renewal and of existing ongoing maintenance, agreements; and, of municipal commission a to c. financing If the timing and of renewals construction, is such modify that the a feasibility agreement study terms cannot to correspond be completed, with the and City's strategy capital employed plans. to begin d. required business If the preferred timeframe, and property approach and owners. accompany includes a these bond election, efforts with complete an ongoing the appropriate education documents program directed within at residents, the PA4. Research best practices. practices for municipal water conservation including both public and private policies and Near -Term City Consultant / Engineer $$ a. Review practices" information for municipal provided water conservation, by the authors of and this supplement Dacono it Forward if necessary. Comprehensive Plan related to "best infrastructure, b. Consider various as well strategies as plans in -light to transition of the to location, a municipal capacity system. and condition of existing utilities and c. Advance a preferred strategy to City Council for consideration, adoption and implementation. d. Regional mulitpal Continue Council boundaries past practices of Government and its of Planning participating (DRCOG) Area. with in the completing Colorado roadway Department projects of Transportation within and adjacent (CDOT) to the and Denver Dacono Expand Directors, physical the City's but at a environment participation minimum and in efforts by Upstate ensuring they have grow the local economy. Colorado, current information possibly including regarding the participation status on their of efforts to improve Board of the Near- to Mid - Term City $ _ a. Readiness presented Leverage Grant herein. the City's investment project and in Upstate Community Support by investigating the program, relative value to their of certain ability programs including to advance objectives the Site incorporation b. Selectors Provide Upstate Forum, into with materials East a Coast current used Recruiting information in the context Trip, and resulting of Customized the: from Upstate research Collateral Community associated Material. Portal, with September this planning National effort for Site Establish a managing policy that clarifies the range of roles the City will assume in project information shared with the community and press. public -private partnerships, including Near -Term and On -Going City Consultant $ a. Retain of roles Outcomes and and incentive a from consultant potential agreements; the session to resources facilitate will and, include the appear a City dialogue can an adopted in a employ modified with elected list in Incentive the of officials context criteria that Agreement. and of different will other inform City partnership the leaders terms regarding arrangements. of future the partnership range Note: b. shared initiatives. Expand with on the the Branding press and Study other to outside include groups preparation regarding of the communication future of the materials community, and and messaging certain that priority will be .. . Projects and Programs Host frequent practices meetings with agents of the '"delivery system", on topics such as: industry trends, regulatory impacts, in other communities, and others. Mid -Term City Consultant, Upstate, Others $$ a. along intentions Develop with a elected and master vision schedule and for the appointed future, of topics yet designed officials; understanding as well to educate as, raise of awareness inherent local residents, challenges among business regional in their and experts pursuits. property about owners, Dacono's the b. noticed, Identify a range and make of it audiences available through for this information, these and other and venues outlets. where the schedule can be advertised and / or c. speakers. Solicit the interest of professionals familiar with the various topics, and invite them to appear as guest d. Identify one or more local venues that can host these events, and complete the meeting logistics. PA6. Coordinate marketing and promotion efforts for the community. Near- and Mid• Term City Consultant $$ See PA6 (b) a. investment responsibility As the Commerce reach for a supportable marketing and Industry and promotion threshold, and Small investigate of Town these Districts areas the mature, viability to outside and of creating investors. when property a special values district and that business can assume b. Investigate and promotion, the necessity including for construction a single or multiple and maintenance districts that of public can assume improvements. additional roles beyond marketing PA7. Host "state -of -the -city" forums promoting development opportunities; sector that the City is informed for the and prepared purpose identifying of: educating to negotiate. appointed potential partners; and elected officials and citizens; and, sending a message to the private Mid -Term City Experts $ See PAO and PA23 PA8. Design and implement a consistent citywide wayfinding community and district gateways, within existing neighborhoods, program that includes designs for treatments and associated with public spaces. at Near -Term City Consultant $$ See PA2 (a) PAS. Identify those assets that are unique highlighting the same; as well as, and attractive to deficiencies in competitive potential retail operators, communities and and other prepare commercial a commercial environments. profile Mid -Term City Consultant $$ See PA6 (b) .. PA��. Commission housing prepare development the product a strategy partners preparation of a Housing types, attainable to residents for maintaining a balanced with relevant experience. Master Plan for the community that quantifies of the community and region, that inventory through different economic demand for certain meet a range of lifestyle needs; cycles; and, solicit Near -Term City Consultant $$ a. types, of Commission certain at a strategies. range preparation of price of a points, Housing Master the corresponding Plan to fiscal determine impact demand to the community for specific at residential buildout, and product the impact .. b. Present make the key strategies findings to City official. Commissions and Boards, and pass appropriate ordinances and / or resolutions to c. development term, commerce Engage that the professionals and and community and operations homes. familiar will with in order be able municipal to to ensure maintain land near a planning -term, balanced that challenges and appropriate fiscally resulting protections from Oil are mix of and in businesses, place; Gas facilities and industries, long- -prudent PAl1. Based on the results of the Housing Master Plan, consider establishing annual construction caps on units at certain price points, in an effort to encourage the delivery of a greater diversity of units in terms of price and target markets served. Near -Term City Consultant $$ a. Shore an fit with understanding the the findings city. from of resulting the Housing resolutions, Master as Plan well with as to attract the private the interest development of partners community who will to ensure be a appropriate there is PA12. Encourage Upstate Colorado (Weld County's previous regional economic development and community -based attributes that support economic strategies specific development corporation) to update components related to the identification of targeted growth businesses. of industries, Mid -Term , City $ _ . - See PAS Creative Financing P,A1 Identify and establish a range of financing mechanisms able to assist with delivering the the Districts, and mitigate adverse conditions. place -types identified for Near -Term City Consultant $$ See PM (a) PA M. Define the range of community development roles the City is willing and able to assume in the context of advancing its economic and goals. Near -Term City Consultant $$ See PA6 (a) .. PA15. Adopt land write policies supporting -downs, a property swaps, proactive approach transfer to growth, and encouraging creative financing strategies (i.e., of development rights, others). Near -Term City See PA6 (a) PA�6 Support necessary private sector requests to support new for creation of metro districtsto assist with financing capital and expanding development projects. improvements On -Going City $ See PA3 PA17. Educate residents about why some development possesses in this regard. projects require public assistance, and those resources the City Near -Term City Consultant - $$ See PA5 pA1 Promote the availability the vision and of resources to assist development provide an economic benefit to the community. and business prospects with the potential to advance On-Going City Consultant $ - $$ See PA5 and PA24 pA�9. Pursue state and federal funding for remediation of that may be used in the context of former mining operations). environmentally -contaminated properties (particularly those Mid -Term City $ a. Contact communities regional, with remediating state and federal active sources regarding and inactive Brownfield available sites. funds and related programs to assist b. strategic Complete advantages grant and of funding each requests one. through either the City or Urban Renewal Authority, depending on the PA20. As resources are available, and when necessary, assist with assembling and development (using the urban renewal authority whenever possible and applicable). positioning parcels for private Near- to Mid- Term City Consultant $$-$$$ See ST5 (c) PA21' Through various mechanisms, including a community survey, capital improvements within developed and undeveloped investigate portions of the public support community. for a bond issue to fund Near- to Mid- Term City Consultant $$ See PA3 (a), (b), and (c) PA22. Investigate municipal facilities opportunities boarders, and capital for revenue -sharing districts between the City and other communities that share its for the purpose of financing the construction of shared cultural, entertainment, recreation improvements. On -Going City $ _ see CI5 (a) through (c) Standards and Incentives - - PA23' . Recognize the economic challenges make available resources to off -set (luncheons, private sector developers experience in infill and redeveloping dialogue, education) them. areas and a- . - a. engage influence Retain them assistance of, certain to educate from resources professionals elected and on economic experienced appointed gaps. with officials development about the same; and redevelopment as well as the necessity economics, and for, and • b. Research prevailing conditions the potential and of desired tools not outcomes. currently offered by the City, and their application within the City given c. Complete Incentive Policy the work to include necessary references to obtain to the additional same. and relevant tools and resources, and update the City's PAZ Approve a list of tools incentive package) - for the incentive "tool box" that offset the impacts of higher standards (comprehensive promote their use. a. Retain standards about the assistance on same; a from project's as well economic as professionals the influence feasibility, experienced and engage of certain with resources development them to educate economic economics elected gaps. and and the appointed impact of design officials on See PA23 (b) and (c) PA25' Consider establishing responsive development, an overlay zone in the vicinity of the Commerce and Industry District that allows for market- yet maintains standards that will encourage the use of high -quality building materials. Near- to Mid- Term City Consultant ! Attorney $ - $$ levels. a. and Develop including an overlay both district off -ramps to designation city, for establishing properties allowable located land adjacent uses, to the and Interstate informing character -25 Corridor, and between quality the b. ratification. Submit the overlay designation to the Planning and Zoning Commission and City Council for adoption and PA26. PA 27 . PA 28. c. Supplement park between the the overlay US Highway with development 52 and CO Highway standards 8 off for -ramps, properties and located located within adjacent what to will the frontage be a business road. d. spaces, Complete lighting a master and street plan furniture; for properties all within of which this will location, continue defining the design an appropriate guide prepared theme for the for signage, entire city. public Create "employment greater emphasis classifications" on the quality to replace of development, existing business and industry zoning classifications, and elimination of potential adverse impacts. placing Near- to Mid- Term City Consultant / Attorney $$ See PA36 Promote strip uses and support which foster compatible nodal development. transitions between commercial and residential products, and discourage Near- to Mid - Term City $ a. appropriate herein In the context include transitions; treatments of amending that that select buffer zoning and development classifications, preserve the that integrity include may of requirements be inconsistent on -going operations. that with uses the and objectives densities stated provide and, existing b. major nodes. Establish commercial policies and corridors, supporting and regulations instead foster that concentrations preclude commercial of uses at intersections strip developments, and other particularly identifiable along See PA36 Capital Improvements and Asset Management Participate and various in delivering off- and on -site improvements, particularly character elements that reinforce the vision district themes. On -Going City $$ - $$ _ See PA2 (a) PA29. Research and understand the range of disposition strategies and applications - land leases, land banking, quick sale, built sale -- and establish supportive policies for those that align with the community's objectives and resources. Near -Term City Consulta nt . $ - $$ a. initiatives, renewal Retain assistance as authority, well as to from the advance range professionals of tools certain experienced and initiatives strategies with available make community them to strategically -led municipalities, development positioned some through and for redevelopment new their investment. urban . and See PM (a) . PA30� Assist with assembling and whenever possible and applicable). positioning parcels for private development (using the urban renewal authority Near- to Mid- Term Authority Consultant $$ - $$$ See ST5 (b) and (c) .. See PA29 (a) PA31. Pursue Department private potential resources to assist with funding trail and other non of Local Affairs, State of Colorado Economic Development, sources, others). -vehicular mobility Federal Transportation connections (i.e., Administration, On -Going City I Authority Consultant $ - $$ a. Research mobility improvements all possible sources (local, (many of which regional, are listed state in the and Parks, federal) Trails and and strategies Outdoor fo.r financing Recreation non master -vehicular Plan. - . b. strategic Complete advantages grant and of funding each requests one. through either the City or Urban Renewal Authority, depending on the - c. Upon receipt or award, use these resources to supplement those earmarked in the Capital. Budget. PA32. Develop identified a single Capital in other adopted Improvement community Program (CIP) that reflects the near- and long-term plans. priority improvements Near- to Mid- Term City $ _ a. with Budget Compile those or in CIP. a this list of Plan, priority and investments present them identified for adoption in all policy by the documents City Council where as the the vision and community's objectives official Capital align • See CI 2 (b) and ST6 (c) PA33. Prioritize the construction of infrastructure that allows the City to be an autonomous water, rather than relying on partnerships with region -serving districts. provider of water and potable Near- and Mid Term City - $$$ _$ PA3 (b) and (c) PA34. Prioritize expenditures (near- and for capital mid-term). improvements strategically located to leverage known investment opportunities Near -Term City $ _ - See ST6 (c) PA35. Complete established and improve neighborhoods.Engineers streets, roadways, thoroughfares and their supporting infrastructure, within and serving Mid -Term City 1 Authority Consultants 1 $$ - $$$ See ST6 (a), (b) and (c) Amendments to Regulations and Plans PA36. Amend select portions of the City's regulating and policy documents as described in the Plan. Near -Term City Consultant! Attorney $$ Source: RickerlCunningham. Notes: Timing (when to initiate action) Short -Term (1 to 3 years) Mid -Term (3 to 10 years) Long -Term (10 years +) Future is beyond the anticipated timeframe for implementation of the Plan (2035) On -Going is a continuing activity, practice or operation Primary Lead Entity that will lead completion of the initiative or action -- public, private or other Supporting Entity Entity or entities that will support the lead Magnitude of Cost $ reflects a City action but not significant expense $$ represents projects like planning or urban design studies with a cost up to approximately $250,000 $$$ represents projects like land acquisition or construction with approximate costs between $250,000 and $1 million $$$$ represents major projects with approximate costs over $1 million Hello