town of davidson board of commissioners meeting …€¦ · mobility/transportation: (goal 7) the...

TOWN OF DAVIDSON BOARD OF COMMISSIONERS MEETING Town Hall Board Room – 216 S. Main Street

March 10, 2020 6:00 PM

I. CALL TO ORDER – 5:00 P.M. II. CLOSED SESSION a. Closed Session - Consult with Attorney NCGS §143-318.11. (a) (3) Summary: Davidson Acquisition Company et. al., v. Town of Davidson, et. al. Town of Mooresville and Town of Davidson v. Town of Cornelius III. ANNOUNCEMENTS – 6:00 P.M

a. Proclamation – Arbor Day 2020

IV. CHANGES TO THE AGENDA V. DISCUSSION – Items for discussion are typically when the board will engage on a topic and no vote is planned.

a. Davidson Cottages Conditional Master Plan Update Trey Akers, Senior Planner Summary: The proposal seeks to replace an existing conditional master plan approved in 2006 and which has since been amended multiple times. The applicant requests a Conditional Master Plan Amendment to develop a residential community of 30 single- family homes and two duplexes (totaling 34 units), along with public open space including a park, seating areas, and walking trails. A work session with the board of commissioners is part of the required Conditional Planning Area process. This item is for discussion only. Agenda Memo - Davidson Cottages Conditional Master Plan Update

Attachment - Davidson Cottages Conditional Master Plan Update Staff Analysis

Presentation – Davidson Cottages Conditional Master Plan Update 03.10.2020

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https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/544408/2020-03-10_Arbor_Day_Proclamtion.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/549468/Davidson_Cottages_-_Agenda_Memo.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/546554/Davidson_Cottages_-_BOC_Preliminary_Staff_Analysis.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/550256/Presentation_-_Davidson_Cottages_Conditional_Master_Plan_Update_03.10.2020.pdf

b. Discuss Capital Planning and Funding Options Jamie Justice, Town Manager and Pieter Swart, Finance Director Summary: Leading into the FY2021 budget process, staff has developed a series of proposed structural budget changes that are designed to create a more proactive and transparent process for funding capital infrastructure improvements. Additionally, there is new information available after the sale of Continuum. Staff will brief the board on these two key issues for feedback in advance of preparing the FY2021 Operating and Capital Budget. Agenda Memo – Capital Planning and Funding Options Attachment – Bond Priority List 03.10.2020 c. Discuss Two-Year Draft Strategic Plan Jamie Justice, Town Manager and Karen Whichard, Assistant Town Manager Summary: On February 20 -21, 2020, the board of commissioners and management team held a strategic retreat in Asheville in order to develop the board’s two-year strategic plan. During this work session, staff will present the goal areas created during the retreat as well as proposed timing for implementing the ten priority strategies. Agenda Memo – Two-Year Draft Strategic Plan Attachment – Draft Strategic Planning Document 03.10.2020 Presentation – Two-Year Strategic Plan Update 03.10.2020 d. Miscellaneous/Open Discussion Summary: This is an opportunity for commissioners to present or discuss any topics not previously listed on the agenda.

VI. SUMMARIZE MEETING ACTION ITEMS - Town Manager will summarize items where the board has requested action items for staff.

VII. ADJOURN

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https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/548723/Agenda_Memo_-_Capital_Planning_03.10.2020.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/549127/Attachment_-_Bond_prioirty_list_03.10.2020.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/549492/Agenda_Memo_-_2020-2021_Strategic_Plan.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/547260/Strategic_Planning_Document_March_10_Meeting_Draft.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/548528/March_10_Worksession_PowerPoint.pdf

A PROCLAMATION The Town of Davidson Arbor Day

March 20, 2020

WHEREAS, the Town of Davidson recognizes the value of trees as a precious natural resource that improves the appearance of our community, increases the value of commercial and residential property, reduces energy costs, moderates air temperature, decreases soil erosion and storm water run-off, provides habitat for wildlife, absorbs air pollutants and produces oxygen; and

WHEREAS, in 1872, J. Sterling Morton proposed to the Nebraska Board of Agriculture that a special day be set aside for the planting of trees; and

WHEREAS, this day, known as Arbor Day, is now celebrated throughout the nation and world; and

WHEREAS, the State of North Carolina has determined that Arbor Day shall be celebrated annually on the first Friday following the fifteenth of March; and

WHEREAS, The Town of Davidson has been a “Tree City” for the past 10 years and earned a Growth Award for 2019 efforts; and WHEREAS, the Town of Davidson has adopted a tree ordinance and appointed a Livability Board to protect, conserve, maintain, and enhance trees in our community.

NOW, THEREFORE, I, Rusty Knox, Mayor of the Town of Davidson, do hereby proclaim March 20, 2020 as: The Town of Davidson Arbor Day 2020 and call upon all citizens of our town to participate in the celebration, ceremonies, and activities on this day we urge all citizens to support efforts to protect our trees and woodlands, and we urge all citizens to plant trees to promote the well-being of our present and future.

Proclaimed this 10th day of March, 2020.

Rusty Knox Mayor

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AGENDA MEMO

To: Davidson Board of Commissioners

From: Jason Burdette, Planning Director; Trey Akers, Senior Planner

Date: March 3, 2020

Re: Davidson Cottages Conditional Master Plan - Update

OVERVIEW

The proposal seeks to replace an existing conditional master plan approved in 2006 and which

has since been amended multiple times. Currently, the 3.135-acre lot contains a mix of partially-

graded areas and tree stands. The applicant requests a Conditional Master Plan Amendment to

develop a residential community of 30 single-family homes and two duplexes (totaling 34 units),

along with public open space including a park, seating areas, and walking trails.

The plan includes four required affordable housing units on site and proposes the following

distribution: One (1) unit for sale up to 50% and three (3) units for sale up to 80% of the Area

Median Income ($105,000).

The project is following the Conditional Master Plan process found in Davidson Planning

Ordinance 14.5. This requires a recommendation by the Planning Board and approval by the

Board of Commissioners. Because the proposal requires additional impervious coverage (i.e.,

hardscape) beyond its current allocation, if the master plan is approved then the plan must then

follow the Built-Upon Area Averaging process (BUAA, DPO 17.8) to secure additional

hardscape for the site via Board of Adjustment approval. Only after this approval could the

project advance to construction document drafting and approval.

REQUESTED ACTION

For discussion purposes only. Commissioners are encouraged to ask questions and provide

feedback about the plan and potential conditions.

RELATED TOWN GOALS

Strategic Plan Alignment

Land Use: (Goal 1) The Town of Davidson will align land use policies including revision of

development processes, zoning, and regulations to preserve our architectural history, manage

residential growth, reduce the scale of future development, and enhance downtown (i.e., connect

North and South Main Streets).

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Greenways, Open Space, and Parks: (Goal 4) The Town of Davidson will increase physical and

mental health of Davidson citizens. Preserve open space and promote greenway connectivity.

Provide ample opportunities for play and discovery (active and passive).

Affordable Housing: (Goal 5) The Town of Davidson will preserve existing affordable housing,*

and other indicia of inclusion, and work with a variety of partners to create new available,

affordable workforce and elderly housing.

*Affordable housing for the Town of Davidson is defined as incomes between 50% and 120%

AMI

Mobility/Transportation: (Goal 7) The Town of Davidson will enable citizens to move freely

throughout town via transit, car, bicycle, and on foot.

Core Values

Davidson’s historic mix of people in all income levels and ages is fundamental to our

community, so town government will encourage opportunities, services, and infrastructure that

allow people of all means to live and work here.

Davidson’s traditional character is that of a small, historic college town, so land planning will

reflect its historic patterns of village-centered growth including connection of neighborhoods,

preservation of our historic resources, conservation of rural area, and provision of public spaces.

Citizens need to move easily throughout the town and region, so government will provide a

variety of options, such as sidewalks, bike paths, greenways, connected streets, and transit.

Citizens must live in a healthy environment, so town government will protect watersheds, trees,

air quality, and other elements of the town’s ecology.

OPTIONS/PROS & CONS

Options: N/A

Pros: N/A

Cons: N/A

NEXT STEPS

The next step will be to revise the master plan and draft formal conditions based on public input,

commissioner, and staff feedback ahead of an April public hearing. A full list of scheduled

events is below:

Apr. 28 | Public Hearing

May 18 | Planning Board Recommendation

May 26 | Board of Commissioners Decision (Tentative)

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MEMO

Date: March 3, 2020 To: Board of Commissioners From: Trey Akers, Project Manager Re: Davidson Cottages Conditional Master Plan – Preliminary Staff Analysis _____________________________________________________________________________________

1. INTRODUCTION

APPLICANT INFO

▪ Developer: Saussy Burbank

▪ Owner: Davidson Commons East Condominium Associates, LLC

▪ Site Designer: Landworks Design Group, PA

▪ Location: 219 Davidson Gateway Drive (Parcel ID# 00323193) ▪ Area: 3.135 acres

REQUEST

The applicant requests a Conditional Master Plan Amendment to develop a residential community of 30 single family homes and two duplexes (totaling 34 units), along with public open space including a park, seating areas, and walking trails.

SUMMARY OF PETITION

The applicant requests specific conditions pertaining to:

PRELIMINARY CONDITIONS

1. Public Plaza: The proposed public park shall serve as the previously-required plaza and must be developed generally as shown on the schematic design.

2. Affordable Housing: The required units shall be up to 50% (1) or 80% (3) of the Area Median Income.

REMOVED CONDITIONS

- Previously-Approved Master Plan: Remove all conditions (i.e., Parts 1-4, General Notes) A draft list of the proposed site notes and preliminary conditions is included as Attachment A. [CONTINUED ON NEXT PAGE]

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2. PLANNING STAFF REVIEW This review considers compliance with the Davidson Planning Ordinance adopted October 23, 2018, as amended.

BACKGROUND

The proposal seeks to replace an existing conditional master plan approved in 2006 and which has since been amended multiple times. Originally, the four lots along Davidson Gateway Drive (Lots 4A-D) were part of the Davidson Commons East Master Plan and envisioned to become 42 townhomes. In 2007, the Davidson Commons East Conditional Master Plan proposed to replace these 42 townhomes with 16 single-family detached homes on Lots 4C-D and two mixed-use commercial buildings on Lots 4A-B (Attachment B). The applicant once again amended the Davidson Commons East Conditional Master Plan in 2010, with the 16 single-family detached homes on Lots 4C-D evolving to become two, two- to three-story commercial buildings and an athletic field (Attachment C). The commercial building on Lot 4C, Woodies Automotive, was approved in 2013 via another Conditional Master Plan amendment and constructed in 2014. All four parcels – Lots A, B, C, and D – share an impervious surface allocation based on the originally-approved plat. Currently, Lot D contains a mix of partially-graded areas and tree stands. The Conditional Master Plan seeks to replace the existing conditional master plan with single-family detached (including duplex) homes and park spaces.

PROCESS

SUMMARY

The project is following the Conditional Master Plan process found in Davidson Planning Ordinance 14.5. This requires a recommendation by the Planning Board and approval by the Board of Commissioners. Because the proposal requires additional impervious coverage (i.e., hardscape) beyond its current allocation, if the master plan is approved then the plan must then follow the Built-Upon Area Averaging process (BUAA, DPO 17.8) to secure additional hardscape for the site via Board of Adjustment approval. Only after this approval could the project advance to construction document drafting and approval. BACKGROUND

The applicant (Saussy Burbank) met with town staff at various times during 2016 to discuss the development of the 3.135-acre tract of land as a residential subdivision. During those conversations, staff and the applicant discussed the process to move the project forward through the Built-Upon Area Averaging (BUAA) process since the site – being located in the Lake Norman Critical Watershed – proposed more impervious coverage (i.e., hardscape) than was available because previous development and development proposals on Lots 4A-C had consumed the majority of hardscape allowed for Lots 4A-D. However, the DPO requires that a master plan must be approved for Lot 4D prior to impervious coverage being reallocated from other lots to Lot 4D through the BUAA process. Saussy Burbank decided to reevaluate their options in light of the uncertainty of development on Lots 4AB as well as the Watershed Ordinance changes underway in 2017-2018. The applicant reengaged with staff in early 2019 and went before the Board of Commissioners in February to receive feedback via a pre-development consultation with this group regarding a rezoning of

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the land (i.e., Map Amendment). Commissioners touched on a number of topics, such as the proposed stormwater treatment and the number of residential units proposed. Ultimately, in the summer of 2019, the applicant reached back out to staff and indicated they intended to pursue a Conditional Master Plan for a specific development proposal. The applicant spent several months working through alternative site layouts and completing application materials before submitting an application in October 2019.

CONTEXT

The proposal lies just south of Woodies Automotive on a single parcel situated along Davidson Gateway Drive between Peninsula Dr. and the Central Park Circle alley. The site slopes eastward toward an intermittent stream, across which are low-density residential homes. Medium-density condominiums are immediately to the project’s south (i.e., Park at Davidson Townhomes); across Davidson Gateway Dr. to the west is surface parking associated with the nearby Harris Teeter grocery store.

Moving beyond the immediately adjacent uses, the site lies on the eastern edge of a Regional Center as depicted in the Comprehensive Plan. This area, known as the Circles @ 30, features a mix of uses including hotel, office, retail, restaurant, and higher-density residential buildings. The site is nearly equidistant between both I-77 and downtown, lying roughly one-half mile from each.

PLANNING AND DEVELOPMENT STANDARDS

Below is a summary of general planning and development standards relating to this proposal. Note: For the purpose of this analysis, the Lakeshore Planning Area is considered to be the “underlying” planning area for the proposed site. LAND USE

The previously-approved plan for Lots A-D (2010) permitted the development of two commercial buildings fronting Davidson Gateway Drive. This plan allowed commercial, office, retail, automotive, and healthcare institutional uses to be located in each building, which totaled up to 20,400 square feet (SF) each and included accompanying surface parking lots to the north, south, and east away from Davidson Gateway Drive. The plan also called for recreational fields on the site’s southern end and kept the southeastern portion of the site undeveloped. The proposed plan updates and clarifies the specific uses allowed on Lot 4D. It adopts a different approach than the 2010 plan, shifting the focus from commercial/recreational uses to residential/open space uses. With 34 units proposed (30 single-family homes and two duplex homes), the land use intensity of 10.8 dwelling units per acre is comparable with other single-family as well as townhome development in the Circles @ 30 area (Faust St., Jetton Townhomes, and Park at Davidson Townhomes, among others). The proposed residential uses clustered around open space would be consistent with the existing and future land uses envisioned for the Circles @ 30 area. As described in DPO 2.2.6.A, “The Lakeshore Planning Area contains opportunities for high density residential development integrated within corporate, commercial and retail mixed-use development. This planning area is within the state-mandated watershed overlay district; thus, the development should be higher and denser development with a smaller footprint.” Although the ordinance describes the residential uses as components integrated within commercial/mixed-use buildings, this project’s location on the periphery of the Circles @ 30 area and adjacent to other higher- as well as lower-intensity residential creates a slightly different context. The compact residential uses flanked by open space on the east presents a more gradual

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transition to the adjacent sites than a higher-intensity non-residential use. Therefore, these uses are consistent with the overall pattern of uses in the Circles @ 30 area. BUILDING TYPE, HEIGHT, & SETBACKS

Building types vary throughout the Circles @ 30 area and range from detached, attached, and multi-family residential buildings to retail and office buildings. DPO Table 2-21 permits the construction of Detached House building types, of which the Duplex is a sub-type. The project’s inclusion of two duplexes (4 units) in addition to the 30 single-family detached units provides a mix of housing types consistent with the ordinance’s and comprehensive plan’s focus on integrating a variety of housing types in proximity to one another and other uses. The proposed building heights – three stories – fall within the minimum/maximum range of two to three stories allowed in the Lakeshore Planning Area (Table 2-21). Because the elevation of the development site sits below that of the Park at Davidson Townhomes to the south, it’s anticipated the proposed building height will be consistent with the adjacent townhomes – which feature either three stories (in a few instances) or extended roof heights that accommodate dormer windows and depict an additional half- to full-story. To the east, the lower-intensity homes along Westside Terrance feature one story and sit below the project site. The retention of hardwood forest stand on the project’s eastern boundary along the intermittent stream – as proposed – will help to mitigate the effects of the new development. Currently, the Park at Davidson Townhomes also lie well above the Westside Terrace homes in elevation, too. Lastly, the project proposes 3’ setbacks for the front, side, and rear of each house. The first two are consistent with the permitted setbacks for Detached House buildings in the Lakeshore Planning Area; the rear yard setback is not. The ordinance requires a minimum 20’ rear yard setback (Table 2-22). Comparable projects – Park at Davidson Townhomes, Jetton St. Townhomes, Faust St. – appear to feature a 20’ rear yard setback, though nearly every house in each of these developments contains a detached garage set back 0’ from the alley. In terms of building massing, this is effectively what Davidson Cottages proposes – so the approach is generally consistent with existing development patterns. Moreover, the Davidson Cottages site plan trades extra private space at the rear of each house for shared public space at the front of each house – a unique feature that creates a “cottage court” model for the eastern lots and aligns with the ordinance’s emphasis on crafting open space to be a central and shared, rather than residual, feature of development. Given the proposed 3’ rear yard setback’s consistency with existing development patterns and advancement of open space aims, it should be added as a condition. TRANSPORTATION: STREETSCAPES, ACCESS, PARKING, & IMPACTS

Along Davidson Gateway Dr. the project proposes ten single-family homes flanked by two duplexes (i.e., four units) on the northern and southern ends. This arrangement includes the provision of street trees and on-street parking (ten spaces) along this street as well as a small gathering space on the southern end and a landscaped entranceway into the development (Alley A) that points passerby to the public park space within. Two other access points provide pedestrian passage into the site and connect directly to open spaces across an interior alley (Alley B). Alley B runs north-south and, along with two shared east-west drives, provides access to the interior lots. Landscaping and patterned paved at the intersection with Alley A punctuate Alley B, serving to celebrate and direct pedestrians to the signature focal points on the site’s interior. Altogether these improvements offer a substantial remaking of

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Davidson Gateway Dr., completing what is currently a vacant and partially-graded lot that interrupts the streetscape’s continuity.

The development also makes use of an existing alley to its south, Central Park Circle, by lining this alley’s northern side with seven single-family homes. Access to Central Park Circle is from Jetton St. and flows one way east to west along Davidson Cottages southern border. According to the plat for the Park at Davidson Townhomes, Central Park Circle alley contains public right-of-way that would permit the use of this alley by adjacent development (Attachment D). Davidson Cottages’ proposes expanding this alley’s right-of-way from 16’ to 20’, which the Fire Dept. indicated would improve access to new as well as existing homes and match the ordinance’s current alley cross-section (DPO 6.7.3).

This configuration – connecting Central Park Circle to the proposed Alley B – also affords existing Park at Davidson Townhomes residents more direct access to the northern section of Davidson Gateway Dr. and Griffith Street. Currently, residents must wind through Central Park Circle to its intersection with Davidson Gateway Dr. near Jetton Street. Access via Central Park Circle would likewise enable a reduction in trips along Davidson Gateway Dr. for homes within the Davidson Cottages development: Residents traveling from the east on Jetton St. could access their homes from this existing alley and the proposed Alley B. Given Davidson Gateway Drive’s congestion at certain times of day due to local school traffic, this represents an important access and public safety feature.

In terms of vehicular traffic impacts, the proposal’s size does not automatically trigger a full-scale Transportation Impact Analysis (DPO 6.10.1). However, a Transportation Review Meeting was held and various characteristics of the site and surrounding areas were examined through a transportation lens. Understanding the importance of this site’s context near a school and within the broader Circles @ 30 area, the project team proposed adding crosswalks at the intersection of Davidson Gateway Dr. and Peninsula Dr. to further improve the streetscape in proximity to the local school.

Additionally, the project team voluntarily elected to contract a third-party to produce a Trip Generation Technical Memo (Attachment E). The memo is based on published trip generation rates for the proposed uses and compares the previously-approved plan (two commercial buildings, recreation fields) to the proposed Davidson Cottages plan (residential development). The memo found that – compared to the commercial/recreation use – the proposed residential use results in two more daily trips. Notably, the proposed residential use reduces the number of peak period trips during the morning and afternoon by 17 trips and 87 trips, respectively.

As touched on earlier, the project includes new on-street parking along a remade Davidson Gateway Dr. (ten spaces). This provides not only access for visitor parking but creates a more comfortable environment for pedestrians – a key component of walkable areas such as the Circles @ 30. Each individual house will also feature a two-car garage on the ground floor. The proposed parking falls withing the allotted range found in Table 8-1 (DPO 8.3.1). NATURAL ASSETS: OPEN SPACE/PARKS & TREES

The Lakeshore Planning Area requires a minimum of 5% of the development to be dedicated park/open space areas. For this 3.135-acre site, that equates to roughly 6,828.03 square feet (SF) of open space. Per DPO 7.2.2, development within 0.25 miles of an existing public park may receive a reduction not to exceed 25% towards the required park area. This site’s proximity to Roosevelt Wilson Park enables a reduction of up to 1,707.00 SF, leaving 5,121.03 SF of required park area. The proposed plan illustrates a 6,798 SF central park area at the end of Alley A. This feature has been designed as a focal point for the development and surrounding area: Lined by homes and inviting visitors in from Davidson Gateway Dr. through the use of enhanced landscaping and patterned pavement treatments. It serves not only as a

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gathering space but also one of several tree-lined space through which walkers can meander through the site via interconnected trails.

The site’s eastern third contains a water-quality treatment area (i.e., a “BMP”) surrounded by stands of preserved trees to its north, east, and south. Unlike the relatively young and small evergreen trees on top of the site (i.e., to the center and west), the trees on the eastern slope constitute a mature hardwood forest with calipers ranging from 20 to 40 inches. The Environmental Inventory (MP-2) indicates that seven specimen trees exist on site (i.e., over 24 inches) and that all seven will be retained as part the proposed development. Retaining this mature cover will help to protect water quality as well as mitigate views of the new development from existing homes to the east. WATER QUALITY

The site is located in the Lake Norman Watershed Critical Area. This means that it is limited in the total amount of impervious coverage it can provide on-site (i.e. hardscape surfaces). The total allowed amount for Lots 4A-D is 120,521 SF; this value may not be exceeded. Over the years, the various plans and plan amendments associated with these sites have allocated the allowed impervious coverage in different ways. For example, Woodies Automotive is now constructed and that site’s impervious coverage has been subtracted from 120,521, leaving Lots 4A, B, and D to split the remaining value.

The table included below specifies these values (see Table 1). It is provided by the landowner, Davidson Commons East Condominium Associates, LLC, based on recorded plat values and the owner’s intent to allocate impervious coverage as specified therein. The table allocates Lot 4D a total of 34,000 SF, which is less than the proposed Davidson Cottage’s 47,200 SF of impervious area (a difference of almost 14,000 SF). Therefore, the Davidson Cottage’s Conditional Master Plan will be required to pursue Built-Upon Area Averaging per DPO 17.8. This process, enabled by state statute, allows a landowner to save other land area within Davidson’s critical watershed and allocate the allowed impervious coverage on the saved site to the developing site; this happens via plat recordation at the Register of Deeds. This process requires Board of Adjustment approval and occurs only after the Board of Commissioners approves the proposed Conditional Master Plan.

Table 1: Impervious Coverage

Lot Impervious Coverage Existing (SF)

Impervious Coverage Allocated (SF)

% of Total

Tract 4-A 12,709.50 26,180 21.72%

Tract 4-B 12,709.50 26,180 21.72%

Tract 4-C 34,161.00 34,161 28.34%

Tract 4-D 0 34,000 28.21%

Total 59,580 120,521 100%

ADDITIONAL CONSIDERATIONS

Two additional topics relevant to this site’s development have been identified and are introduced below. UTILITIES: WATER/SEWER POLICY & ELECTRIC EASEMENT

The street improvements to Davidson Gateway Dr. require the relocation of an existing water line that lies within the street. As a result, Charlotte Water determined that utility access to the site would be

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treated as an extension and, per the Davidson Board of Commissioners’ water/sewer policy, this required Board of Commissioners approval prior to the project proceeding further. Commissioners discussed the extension approval on December 3, 2019 and deferred a decision until this year. On January 14, 2020 the Board of Commissioners approved water/sewer extension to the site, noting that the approval applied to this specific development proposal.

Also, of note: The site contains an existing Duke Energy easement extending along the southern boundary area. The project team proposes relocating the 30’ right-of-way as part of this process and indicates they have pursued this approach on other projects. PLAZA REQUIREMENT

On April 14, 2014 the site owner, Davidson Commons East Condominium Associates, LLC, signed a letter acknowledging a previously-approved plan requirement to construct a plaza/gathering area on Lot 4D. The letter recognized that building permit approval on Lot 4 (i.e., 4D) is contingent on the future plaza/gathering area being constructed. The plaza requirement traces its history back to the original 2007 master plan, which terminated the eastern end of Peninsula Dr. with a public park ringed by townhomes. The 2010 master plan revision reimagined this pastoral park feature as an urban plaza – still bookending Peninsula Dr. and creating a focal point at its intersection with Davidson Gateway Drive.

The proposed Davidson Cottages Conditional Master Plan seeks to acknowledge the importance of this requirement and integrate a similar feature into the development while respecting two changed conditions. First, when Woodies was constructed a decision was made to locate all utility serve areas in the plaza area; these facilities are not easily relocated. Second, Woodies’ construction created a significant elevation difference between Lots 4C-D. Shifting the entirety of the plaza to Lot 4D would not resolve this issue or fulfill the previous plans’ intent to create a terminating vista. Therefore, the current proposal reimagines this requirement through the park space lying at the center of the development and includes a number of aforementioned features – landscaping, patterned pavement – to draw pedestrians into this space.

PRELIMINARY PROPOSED CONDITIONS

The applicant requests specific conditions as part of this conditional rezoning. Please see Attachment A below for a copy of the proposed conditions. Based upon public input and work session discussion, staff may propose additional conditions.

3. Public Plans and Policies Below is a list of town-adopted plans and a brief summary of each plan’s applicability to the proposed Davidson Cottages Conditional Master Plan: ▪ Davidson’s General Planning Principles (2020) include tenets to guide decisions and development in

Davidson. Principles relevant to this proposed development are listed below. They can be summarized as: Davidson should focus on appropriately-scaled, high-quality infill development that balances residential and commercial uses, and in all cases strives to create vibrant pedestrian environments and public spaces.

▫ We must preserve Davidson’s character and sense of community.

- Walkable neighborhoods and centers with community open space and parks that are integral parts of town

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- A street, sidewalk, and greenway network that knits the community together

3. We must provide a safe and efficient transportation network for all users by supporting active transportation, transit, and new mobility options. Development and redevelopment in walkable, mixed-use, connected neighborhoods.

- Streets that are safe and accessible for all people — pedestrians, cyclists, and drivers

4. We must wisely manage the finite land and natural resources in the town’s planning area.

- Opportunities for public access to active and passive recreational amenities in our preserved open space

- Village-scale development that builds up and not out in strategic locations - Tree canopy that is preserved, enhanced, and established as new development and

redevelopment occurs 5. We must create an environment that maintains and enhances community diversity and

inclusivity. We will encourage diversity of all economic levels, all races and ethnic groups, all

ages, and all physical and mental abilities through:

- A mixture of housing types and prices in neighborhoods that are designed to complement the existing architectural character

6. We must manage growth and support appropriate economic development so the town can

provide public facilities and services apace with development. It is our intent that all parts of a

vibrant, successful community grow together through:

- A healthy diversity of uses in walkable neighborhoods 7. We must maintain Davidson’s unique sense of place through quality architecture and design.

Livable environments include well-designed buildings, a dynamic public realm, and seamless

connections between the two. This means that:

- The built form is an integral component of place-making - Private buildings and public infrastructure must work together to shape public space and to

build community character, including through sustainable design practices - The design of our public spaces, parks, and plazas will encourage social interaction, cultural

experiences, and recreational opportunities 8. We must consider the town’s fiscal health when making decisions. This means that:

- Decision-making will encourage a fiscally-sustainable balance between the residential and commercial components of the town’s tax base

▪ The Davidson Comprehensive Plan (2020) establishes a wide-ranging set of goals for the community

to pursue, many of which are listed below. The goals emphasize the creation of commercial business opportunities; safe, interesting pedestrian areas and public spaces; and, prioritizing development in designated growth areas.

▫ Goal 2.1: Intentional Growth Management

- Policy 2.1.1, Manage Growth to Balance Protection of Community Character and Natural Areas While Directing Desired Growth to Identified Centers: Lands within the town’s current corporate limits are priorities for infill and redevelopment.

▫ Goal 2.2: A Network of Natural Areas & Open Space

- Policy 2.2.6, Expand Use of Low Impact Development Techniques: Use low impact development systems and practices that use or mimic natural processes to protect water quality and associated aquatic habitat and reduce the impact of built areas. Examples may

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include, but are not limited to, rain gardens and bioswales that result in the infiltration, evapotranspiration or use of stormwater.

▫ Goal 2.3: A Sustainable Built Environment

- Policy 2.3.3, Ensure Best Design Practices in New Growth: New growth should include short blocks and connected rights-of-way, prominent civic spaces, protected natural areas, front-facing buildings, a diversity of housing types…rear parking and alleys, front porches, and safe multimodal travel options.

▫ Goal 2.5 Contextually-Sensitive Infill & Redevelopment

- Policy 2.5.1, Infill Development Shall Enhance the Town: Infill development shall enhance and not detract from the building character of the town.

- Policy 2.5.2, Balance Incremental Change with Existing Character: As Davidson grows through infill development, redevelopment of existing sites, and new growth in appropriate places on the town’s edge, it should complement the town’s existing character.

- Policy 2.5.4, Make the Built Environment Human-Scale: Human-scale development is not defined by density or even building height, but instead by a built environment that makes people comfortable and happy navigating streets and neighborhoods on foot. Human-scale built environments might consider terminating vistas at the end of streets or the width and frontage of new buildings.

- Policy 2.5.6, Use Appropriate Transitions Between Different Scales and Intensities: Use appropriate transitions between different building uses and intensities by stepping down building heights and scale from areas allowing taller buildings to primarily residential neighborhoods.

▫ Conservation & Growth Framework Map

- Districts, Residential Neighborhoods, Key Features/Opportunities: » Continued promotion of traditional neighborhood development patterns, walkability,

and a variety of housing types and uses » Integration of affordable housing » Mix of residential building types (including ADUs) » Low-impact development retrofits, street trees, sidewalks

▫ Goal 3.1 Safe Streets for All

- Policy 3.1.2, Improve Sidewalk Network: Support sidewalk maintenance and retrofitting that improves ADA accessibility. Prioritize new sidewalk construction…

- Policy 3.1.5, Promote Quality Pedestrian Crossings: Promote quality pedestrian and bicycle crossing treatments that are highly visible, predictable, and intuitive [Marked Pedestrian Crossings]

▫ Goal 3.3 Increase Travel Options

- Policy 3.3.1, Promote a Continuous Pedestrian Network: Support the extension of sidewalks, greenways, and sidepaths that contribute to a fully connected pedestrian network.

- Policy 3.3.4, Improve Street Connectivity: Promote street connectivity and short blocks that enhance walkability, slow traffic, provide two-way traffic, and ensure multiple access routes for emergency vehicles and other travelers.

▫ Goal 5.1 Diverse & Inclusive Housing Options

- Policy 5.2.1, Foster a Diversity of Housing Options: Foster a diversity of well-integrated housing options within neighborhoods and along block faces, including but not limited to

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tenure (rental, ownership, cooperative), type (detached houses, townhouses, attached houses, appropriately- designed and scaled multi-family housing, and live-work units), and income.

▫ Goal 5.3 Long-Term Fiscal Health

- Policy 5.3.1, Promote Use of Existing Resources: Promote infill, redevelopment, and adaptive use as a way to maximize use of existing services, infrastructure, and utilities.

- Policy 5.3.3, Promote Smart Growth: Encourage compact development that can be more efficiently served. Land areas designated as activity nodes and commercial areas should be retained until market conditions present viable commercial opportunities.

▪ The Circles @ 30 Small Area Plan (2013) aims to create a new, vibrant town center built according

to the same principles as the historic downtown. Although not adopted, the plan contains several points that speak directly to the subject site. Recommendations relevant to this proposed development include:

▫ Smaller-scale commercial or multi-family development along Davidson Gateway Drive (i.e. two to three stories, 16);

▫ Improvements including on-street parking on both sides of the street, wide sidewalks, and street trees as well as consideration of angled parking on Davidson Gateway Drive in front of commercial businesses (17).

4. PUBLIC INPUT SESSION A Public Input Session was held on January 22, 2020 and a report summarizing participant comments is provided online. Participants discussed a number of topics, with the following list highlighting some of the items raised:

- Building Design: The building materials, style, and layout of the buildings – including whether any would be accessible (i.e., able to be occupied by persons with physical limitations). Participants also commented on the design of the duplexes – why they were reserved solely for the affordable units.

- Access/Circulation: How vehicles, particularly delivery trucks, would access the interior lots; and, how driveway designs would facilitate or hinder movements in these spaces.

- Parking: How residents and visitors would park in/around the site. It was noted by participants that only on-street parking had been provided for residents of the proposed affordable housing units; this was generally not seen as a viable approach.

- Open Space/Tree Preservation/BMP Design: Who would maintain the proposed open space areas and how much of the site would be cleared in order to accommodate the proposed BMP (i.e., rainwater treatment facility).

5. STAFF RECOMMENDATION The purpose of the Preliminary Staff Analysis is to assess the initial Master Plan Schematic Design against existing standards, provide the public and decision-makers with the known facts, and offer direction on which topics should be further explored as the site design evolves. After reviewing the application and documentation, staff believes the following topics/items warrant further study:

- Dedicated parking for affordable housing units 15

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- Accessible building designs accommodating a variety of physical abilities - Integration of water quality treatment area into open space design and utilization of low-impact

treatment techniques - Signage on Davidson Gateway Dr. identifying interior park area - Installation of energy-efficient lighting in park and courtyard areas - Commitment to use only native and adaptive vegetation in park/open space areas - Revegetation of eastern slope where trees are removed through development - Dedicated on-site bicycle storage; installation of bicycle sharrows on Davidson Gateway Dr. - Enhancement of existing, adjacent crosswalks - Verification of current impervious coverage and intended future allocations across Lots 4A-D - Modification to some of the site notes/condition language on Sheet MP-3

Based on feedback received at the Work Session, staff may request exploration of other topics.

6. ATTACHMENTS/RESOURCES ▪ Attachment A: Preliminary Proposed Conditions

▪ Attachment B: 2007 Davidson Commons East Conditional Master Plan

▪ Attachment C: 2010 Davidson Commons East Conditional Master Plan Amendment

▪ Attachment D: 2007 Park at Davidson Townhomes Plat

▪ Attachment E: 2019 Trip Generation Memo

ATTACHMENT A: PRELIMINARY PROPOSED CONDITIONS

GENERAL NOTES & CONDITIONS

GENERAL NOTES

Note: The text below is a summary of the notes that currently on or are recommend to be on the plan; it is not a word for word copy.

1. Public Plaza: The proposed public park shall serve as the previously-required plaza and must be

developed generally as shown on the schematic design.

2. Site Plan: The plan is schematic in nature and may be modified according to ordinance

requirements.

3. Impervious Allocation: Lists the site’s allocated built-upon area (BUA) and acknowledges the

need for additional BUA through the BUA Averaging process in DPO 17.8.

4. Subdivision: Notes that the site may be subdivided to form residential lots and that lots may

require easements for public access and maintenance.

CONDITIONS

1. Affordable Housing: The required units shall be up to 50% (1) or 80% (3) of the Area Median Income.

2. Setbacks: The permitted Rear Yard Setback (3’) shall be as shown on the plan.

REMOVED CONDITIONS

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- Previously-Approved Master Plan: Remove all conditions (i.e., Parts 1-4, General Notes)

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typical hours of use, nor between two residential uses. Pass-by was also not included in these calculationsas none of the current or proposed uses are retail in nature.

In addition to daily, AM, and PM trip generation, the midday peak hour was included in this trip generationanalysis due to the nearby Community School of Davidson. The school day ends at the Community Schoolof Davidson at 3:15 PM on Monday through Thursday and 3:00 PM on Friday. Hourly breakdowns providedin Trip Generation (Institute of Transportation Engineers, Tenth Edition, 2017) and the daily site tripgeneration were used to calculate the potential trip generation in the 3:00 – 4:00 PM hour. It was assumedthat the in/out percentages in the midday peak hour are consistent with those in the PM peak hour.

As shown in Table 1, the current entitlements have the potential to generate 370 daily trips. In the peakhours, the current entitlements have the potential to generate 45 AM trips, 24 midday trips, and 122 PMtrips.

As shown in Table 2, the proposed land use has the potential to generate 372 daily trips. In the peak hours,the proposed land use has the potential to generate 28 AM trips, 27 midday trips, and 35 PM trips. Acomparison of the proposed land use trips to the current entitlement trips can be seen in Table 3.

CONCLUSIONSThe proposed land use is expected to minimally increase daily and midday trips; by 2 and 3 trips,respectively. However, the proposed land use is also expected to reduce the number of site trips by 17 and87 in the AM and PM peak hours, respectively.

Please contact me if you have any questions.

Table 1 - Trip Generation (Current Entitlements)AM Peak Hour Midday Peak Hour (3 PM) PM Peak Hour

Total In Out Total In Out Total In Out

General Office [ITE 710] 20,400 SF 227 41 36 5 17 3 14 88 16 72

Soccer Complex [ITE 488] 2 Fields 143 4 2 2 7 3 4 34 16 18

Net New External Trips 370 45 38 7 24 6 18 122 32 90

Land Use Intensity Daily

Table 2 - Trip Generation (Proposed Land Use)AM Peak Hour Midday Peak Hour (3 PM) PM Peak Hour

Total In Out Total In Out Total In Out

Single-Family Homes [ITE 210] 30 DU 343 26 7 19 25 16 9 32 20 12

Multifamily Housing Low-Rise - (Duplex) [ITE 220] 4 DU 29 2 0 2 2 1 1 3 2 1

Net New External Trips 372 28 7 21 27 17 10 35 22 13

Land Use Intensity Daily

+/- in Proposed TripsDaily +2AM -17Midday +3PM -87

Table 3 - Trip Generation Comparison

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Davidson Cottages Conditional Master PlanBoard of Commissioners Work Session

Trey Akers, Planning Dept.March 10, 2020

DAVIDSON COTTAGES CPAMASTER PLAN

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DAVIDSON COTTAGES CPA

1. Process Highlights: Past/Present/Future

2. Site Context: Surrounding Area

3. Site History: Evolving Plans

4. Current Plan: Important Features

5. Staff Analysis: Highlights

6. Questions: Staff + Project Team

PRESENTATION/DISCUSSION ROADMAP

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1. Pre-Concept/Application: 2016-2019 [Complete]

2. BOC Water/Sewer Connection Request: Dec. 2019/Jan. 2020 [Complete]

3. Planning Board FYI Presentation: November 2019, March 2020 [In Process]

4. Public Input Session: January 2020 [Complete]

5. Master Plan Schematic Design Submittal: February 2020 [In Process]

6. Board of Commissioners Work Session: March 2020 [In Process]

7. Board of Commissioners Public Hearing: April 2020

8. Planning Board Recommendation: May 2020

9. Board of Commissioners Decision: May 2020

10. Additional Steps: Tentative

a. Built-Upon Area Averaging (Board of Adjustment): June 2020

b. Preliminary Plat (i.e. Construction Documents): Late Summer 2020

PROCESS HIGHLIGHTS [DPO 14.5]

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SITE CONTEXT

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SITE CONTEXT

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MASTER PLAN

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MASTER PLAN

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MASTER PLAN

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MASTER PLAN

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▪ Housing:̵ Single-Family Detached: Single-Family (30 Units) + Duplex (4 Units)̵ Affordable Housing: Duplexes (4 Units) » 50% AMI (1), 80% AMI (3)

▪ Connectivity:̵ TIA Results: TIA Not Required, Memo Done » More Daily (2), Less Peak

Period Trips Generated ̵ Vehicular: To Central Park Circle Alley, Davidson Gateway Dr.̵ Non-Vehicular: Along Davidson Gateway Dr., Throughout Site

▪ Environmental:̵ Open Space: Variety, Interconnected (Min. 5%)̵ Tree Preservation: Existing Specimen (7), Saving 100%̵ Tree Planting: As Required (Additional BMP-related Opportunities)̵ BMP Design: Further Refinement Needed̵ Watershed/Built-Upon Area: 33,386 SF Allocated (Need 47,000 SF

Total)

STAFF ANALYSIS HIGHLIGHTS

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QUESTIONS

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AGENDA MEMO

To: Davidson Board of Commissioners From: Jamie Justice, Town Manager Date: March 10, 2020 Re: Discuss Capital Planning and Funding Options

OVERVIEW Leading into the FY2021 budget process, staff has developed a series of proposed structural budget changes that are designed to create a more proactive and transparent process for funding capital infrastructure improvements. The purpose of this work session agenda item will be to walk through options for the following:

• Capital funding options for voter-approved debt post-Continuum sale • Solid Waste fee options post-Continuum sale • Changing from the current practice that allocates monies for capital projects from

unassigned fund balance piecemeal after the adoption of the budget to instead appropriating a portion of the unassigned fund balance as part of the creation and adoption of a five year capital investment plan

• Creating a community investment fund that will be funded with the appropriations from unassigned fund balance as well as recurring monies from the operating budget

• Confirming the project priorities from the 2017 G.O. infrastructure bonds REQUESTED ACTION None. Discussion only

RELATED TOWN GOALS Strategic Plan Alignment Operations: (Goal 8) Davidson will maintain organizational excellence through sound financial management, training and retention of quality employees, and superior service to the community. Core Values Citizens entrust town government with the stewardship of public funds, so government will provide high quality services at a reasonable cost.

OPTIONS/PROS & CONS N/A

NEXT STEPS After receiving feedback from the board, staff will develop a FY2021 Operating and Capital Budget Recommendation that will be presented this spring.

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Project Name Total Cost Estimate GO Estimate

Mobility Committed $6 Million AuthorizedYes Potts Sloan Beaty - Phase 1 $5,330,000.00 $0.00

Potts Sloan Beaty - Post Construction Pedestrian Safety $200,000.00 $200,000.00Yes Intersection - Davidson-Concord Rd./Robert Walker Roundabout $1,670,000.00 $343,404.00Yes Intersection - Highway 73/Davidson-Concord Road turn lane extension $125,000.00 $125,000.00

Intersection - North Main-Beaty $3,000,000.00 $3,000,000.00Griffith St. Roundabouts - Pedestrian HAWK Signals $665,000.00 $665,000.00Main/Concord intersection turn lane extension project $530,000.00 $530,000.00Potts Sloan Beaty - Phase 2 - Beaty St. Side Path $2,285,000.00 $2,285,000.00

$7,148,404.00

Greenways $5 million AuthorizedYes Kincaid Trail Ext. - grant match $877,450.00 $175,670.00Yes River Run to Summers Walk* $3,500,000.00 $3,500,000.00

Grey Road - Wolfe to Abersham Park $3,087,540.00 $3,087,540.00Greenway West Branch Rocky River from Fisher Farm to Narrow Passage $1,053,975.00 $1,053,975.00

$7,817,185.00

Parks $4 Million AuthorizedYes Beaty Park (Phase 1 and possible phase 2) $3,703,000.00 $3,703,000.00

Park at Ada Jenkins $400,000.00 $400,000.00Yes Downtown Community Park - Gathering Space $375,000.00 $275,000.00Yes Active Recreation at Bradford HOA - Phase 1 - Playground $50,000.00 $50,000.00

Fisher Farm Park - restrooms, other improvements $300,000.00 $300,000.00Gymnasium - pursue joint use agreements $0.00

ADD Plum Creek Phase II $800,000.00 $800,000.00ADD Parham Park ADA Kayak Launch $170,000.00 $170,000.00

$5,698,000.00$15 Million AuthorizedTotal GO Bond Debt Issue $20,663,589.00

Note: Projects need updated engineering estimatesNote: Not shown are the reimbursent resolutions for Plum Creek Phase I at $131,129 and the Mary Beaty To Lot at $35,000.

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AGENDA MEMO

To: Davidson Board of Commissioners From: Jamie Justice, Town Manager and Karen Whichard, Assistant Town Manager Date: March 10, 2020 Re: Discuss Draft Strategic Plan

OVERVIEW On February 20-21, the board of commissioners and management team held a strategic retreat in Asheville in order to develop the board’s two-year strategic plan. As a part of the retreat, the board and management team went through a planning process that began with a SWOT (strengths, weaknesses, opportunities, threats) analysis.

After coming to consensus on the SWOT analysis, the board reaffirmed the town’s vision, mission and core values. The board and management team then developed six goals areas as well as strategies to meet the goals. Finally, management team worked to develop objectives to measure progress towards the board’s goals.

The goal areas the board created are as follows:

A. A Well-Planned and Livable Community B. Historic Preservation C. Connecting People and Places D. Operational Excellence E. Equity and Inclusion F. Sustainability and Natural Assets

In order to help implement these goals, the draft strategic plan includes the top ten priority strategies (see below). During this work session, staff will present the goal areas created during the retreat as well as proposed timing for implementing the ten priority strategies. Finally, the draft strategic plan includes strategies discussed during the retreat that did not rank in the top ten but staff recommends vetting further for potential implementation.

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The top ten priority strategies are:

Goal Area Top Ten Strategy A Well-Planned and Livable Community Develop land preservation tools and

objectives that include: -Explore a “purchase of development rights” program -In partnership, create a voluntary agriculture district program for Mecklenburg County

A Well-Planned and Livable Community Formalize growth management tiers map and annexation criteria from the Comprehensive Plan into Davidson Planning Ordinance -Implement targeted conditional zoning and use the fiscal impact study as part of the process -Revisit water/sewer policy

A Well-Planned and Livable Community Develop a small area plan for downtown Historic Preservation Develop a historic preservation plan Connecting People and Places Prioritize and implement mobility plan

recommendations for policies and programs Connecting People and Places Use 2017 G.O. Bonds to fund infrastructure

improvements Operational Excellence Implement a workforce development plan that

addresses succession planning, professional development, and maintaining best practices in each department.

Equity and Inclusion Establish an affordable housing plan Equity and Inclusion Establish an affordable housing

manager/equity position Sustainability and Natural Assets Create a tree canopy plan

REQUESTED ACTION For discussion only

RELATED TOWN GOALS OPTIONS/PROS & CONS Options: N/A

Pros: N/A

Cons: N/A

NEXT STEPS This item is for discussion only. The board of commissioners will be asked to approve the strategic plan at the March 24 meeting.

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Strategic Plan 2020-2021

Draft Created 3.4.20

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Introduction

In developing an effective strategic plan, an organization needs to decide who will beinvolved in the planning process and at what stages. The Town of Davidson’sfacilitator, Ed Manning of Leadership Asheville, recommended the use of an inclusiveplanning process for several reasons: to review past performance and critical issues; topromote buy-in of the process; and to establish a smooth course for implementation. Assuch, the Board of Commissioners and the management team for the town were allinvolved in the planning process.

The process began when board members and staff came together for a two-dayplanning session on February 27-28, 2020 to develop the following strategic plan.

This strategic planning process aims to answer four key questions:

Where are we now? (Ensures everyone is on the same starting page)Where do we want to be? (Shared vision)How do we get there? (Clear direction)How do we measure our progress? (Monitoring)

In answering these questions, the Town of Davidson established the followingdocument to guide its growth and direction.

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Where are we now?

SWOT AnalysisTo get everyone on the same starting point, the participants identified the town’s currentstrengths and weaknesses, as well as identifying potential opportunities and threats. The following are the results of this SWOT analysis:

Strengths

• Sense of community

• Engaged community

• Talented staff and elected officials

• Uniqueness

• Beautiful place

• Financial stability

• Stewardship

• Good resources (Intellectual capital)

• Local economy

• Intentional vision

• Quality of life

• Davidson College

• Preservation – History

• Main Street

Weaknesses

• Lack of diversity/inclusivity

• Geographic separation of parts of town (silos)

• Limited capacity (funding, staff)

• Facilities

• Limited Downtown

• Lack of conserved land in rural area

• Non-profit (AMI) /Higher taxes

• Limited mobility

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Opportunities

• Existing non-profits

• ETJ

• Financial growth potential

• Unoccupied community space (opportunity to build)

• Expand affordable housing

• Leverage outside financial resources (housing, transportation)

• Expansion off town/College relations

• Development that can lead to amenities

• Corporate expansion, potential for new corporate headquarters in Davidson

• Boundary line/annexation agreement with Mooresville

Threats

• State legislation

• Interstate traffic cutting through town and impacting quality of life

• Climate change

• Threats to watershed

• Lack of diversity

• Aging population

• Development around Davidson

• Recession

• Social media/Working environment

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Where do we want to be?The participants reviewed the previous vision and mission statements and discussedthe importance of being brief and clear. To that end, they agreed to not spend time onmodifying the vision and mission at this time. There was concern that the vision is notclear enough and may need to be revised.

Vision

Davidson remains committed to controlling our own destiny as a distinct, sustainable,and sovereign small town. Our sense of community is rooted in citizens who respecteach other; in racial and socioeconomic diversity; and in pedestrian and bicycleorientation; all in the presence of a small liberal arts college. Our history and characterguide our future.

Mission

Davidson’s government exists to help citizens in maintaining the town’s unique qualitiesand to provide superior services to every resident. To this end, the town government ofDavidson will operate according to the following core values:

Core Values

Citizens are the heart of Davidson, so town government will treat all people fairly, with courtesy and respect.

Open communication is essential to an engaged citizenry, so town government will seek and provide accurate, timely information and promote public discussion of important issues.

Davidson must be a safe place to live, work, and raise a family, so the town will work in partnership with the community to prevent crime and protect lives, property, and the public realm.

Davidson’s historic mix of people in all income levels and ages is fundamental to our community, so town government will encourage opportunities, services, and infrastructure that allow people of all means to live and work here.

Davidson’s traditional character is that of a small, historic college town, so land planning will reflect its historic patterns of village-centered growth including connection of neighborhoods, preservation of our historic resources, conservation of rural area, and provision of public spaces.

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Citizens entrust town government with the stewardship of public funds, so government will provide high quality services at a reasonable cost.

Davidson’s economic health is essential to its remaining a sustainable community, so town government will judiciously encourage and guide the location of new business opportunities.

Citizens need to move easily throughout the town and region, so government will provide a variety of options, such as sidewalks, bike paths, greenways, connected streets, and transit.

Citizens must live in a healthy environment, so town government will protect watersheds, trees, air quality, and other elements of the town’s ecology.

The physical, social, and intellectual well-being of Davidson citizens is fundamental to our community, so town government will provide and encourage enjoyable, safe, and affordable recreational and cultural lifelong learning opportunities.

As home to Davidson College, the town will engage the college’s faculty, staff and students in constructive communication and collaboration.

Davidson exists in proximity to and is interdependent with other jurisdictions, so we strive for local, regional, state and federal cooperation.

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How do we get there?GoalsIn order to achieve the town’s mission, the participants identified the strategic goals -broad areas of endeavor that must be addressed if the organization is to make progresstowards its vision and mission. The following strategic goals were identified for the Townof Davidson.

A. A Well-Planned and Livable CommunityB. Historic PreservationC. Connecting People and PlacesD. Operational ExcellenceE. Equity and InclusionF. Sustainability and Natural Assets

How do we measure ourprogress?Objectives, Critical Success Factors & BarriersFor each strategic goal identified, the participants developed objectives - key measuresof what is to be achieved over a specific period of time – generally 1 to 2 years – inorder to achieve a goal. Objectives are specific, quantifiable, realistic targets thatmeasure the accomplishment of a goal over a specified period. In addition to objectives,the participants also identified critical success factors and barriers for each strategicgoal. After this, the participants took time to brainstorm strategies to achieve eachobjective and address each critical success factor and barrier. The following are theobjectives, critical success factors, barriers and strategies for each goal. Strategies inbold were selected as top priorities for the Town of Davidson.

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Goal: A. A Well-Planned and Livable Community – Preserve our rural areaand create well-planned, dynamic community places with connectedprogressions between them.

Objective Baseline 1st

Year2ndYear

Increase % of Publically Accessible Open Space

Increase % of Total Acres Preserved in ETJ 13 percent(758 acres)

Increase Commercial Tax Base by X dollars

Increase Commercial Tax Base as a Percent of TotalTax Base

CriticalSuccessFactors

• Increased preserved acreage in rural area

• Create commercial nodes, especially in the eastern portion of thecommunity

Barriers• Land owner rights to develop property

• NIMBY sentiment towards development

• Stringent Ordinance

• Perspective that creating commercial nodes in the east could detractfrom downtown

Top 10 Strategies

A1 Develop land preservation tools and objectives that include:-Explore a “purchase of development rights” program-In partnership, create a voluntary agriculture district program for MecklenburgCounty

A2 Formalize growth management tiers map and annexation criteria from theComprehensive Plan into Davidson Planning Ordinance-Implement targeted conditional zoning and use the fiscal impact study as partof the process-Revisit water/sewer policy

A3 Develop a small area plan for downtown

Strategies for Further Vetting

A4 Encourage the development of an eastern commercial hub

A5 Review restrictions on east commercial nodes

A6 Continue to use economic development tax grants and other tools for corporateexpansions and relocations

A7 Create programs to support local food economy

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Goal: B. Historic Preservation – Preserve our historic properties thatcontribute to our vibrant and unique community and honor the history of thelived experiences of our residents.

Objective Baseline 1st Year 2nd Year

Increase number of landmarked properties by X 25 current(67potential)

Achieve complete overlay of national historicdistrict with local historic district

9% current


• Community buy-in and trust

• Funding for a historic preservation plan

• Expertise and ability of the consultant, staff and Historic PreservationCommission

• Good relationship with the Historic Landmarks Commission

Barriers• Time (before properties are demolished)

• State legislative limitations

• Development pressure

• Property owner concerns and perspectives

Top 10 Strategies

B1 Develop a historic preservation plan


B2 Establish/continue to expand local historic district

B3 Revise historic district guidelines

B4 Develop a strategy for naturally occurring affordable housing that aligns withhistoric preservation goals

B5 Use available grants to help commercial property owners to rehab historicproperties

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Goal: C. Connecting People and Places – Expand the town’s transportationnetwork to provide residents and visitors with safe, convenient and efficient travelchoices to connect people across the community.


Increase number of bus stop amenities 0

Increase number of greenway and sidepath miles byX

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Reduce the number of sidewalk gaps by X linear feet

Ease of travel by bicycle in Davidson* 66%

Ease of walking in Davidson* 89%

*Percent rating positively on National Citizen Survey


• Funding

• Land acquisition/partnerships

• Enforcement/education

Barriers• Understanding and encouraging non-vehicle transportation options

• Physical barriers

• Regional challenges

• Access

Top 10 Strategies

C1 Prioritize and implement mobility plan recommendations for policies andprograms

C2 Use 2017 GO Bonds to fund infrastructure improvements


C3 Develop and implement an education program around TOD multi-modalmobility approach and safety awareness program for all ages

C4 Implement mass transit stop amenities

C5 Develop events and programming throughout the town

C6 Prioritize building/completing sidewalk gaps in a contextually sensitivemanner

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Goal: D. Operational Excellence – Provide superior services in an efficient andfiscally responsible manner to our entire community through a professional andcommitted workforce.


The Town of Davidson 89%

Achieve 100 % of required training annually

Retain X % of Employees Annually

Financial metric TBD

Increase the number of community engagements bythe Davidson Police Department

1480

Fire response time



• Planning for growth

• Effective workforce development (equipment, staff, etc., hiring,training retention)

• Ensure municipal best practices by all department

• Town must be good stewards of public funds

Barriers• Municipal boundaries –(stretched out, connectivity)

• Fiscal Restraints

Top 10 Strategies

D1 Implement a workforce development plan that addresses successionplanning, professional development, and maintaining best practices in eachdepartment.


D2 Implement a front-line public engagement policy and related training for allemployees

D3 Develop a comprehensive resident issue tracking and response system with aweb-based portal the includes outcome reporting capabilities

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Goal: E. Equity and Inclusion – Work together to create a culture of belonging,address our past inequities, provide opportunities for all, treat everyone withrespect and dignity and recognize every voice


Increase staff awareness and understanding ofequity and inclusionOpenness and acceptance of the community towardpeople of diverse backgrounds*

72%

Increase number of affordable housing units annuallyby X percent

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Achieve appointed commissions with compositionthat is reflective of community characteristics*Percent rating positively on National Citizen Survey


• Develop awareness (staff/internal) and understanding

• Funding for Housing program

• External education and buy-in

• Dedicated staff

Barriers• Our whiteness

• Our history

• Broader culture impacts

• Affirmative commitment

Top Ten Strategies

E1 Develop an affording housing plan

E2 Establish an affordable housing manager/equity position


E3 Develop a formal equity and inclusion training program for staff, town boardand appointed commissions

E4 Establish living wage certification program

E5 Revise boards and commissions appointment process to reflect communitycharacteristics

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Goal: F. Sustainability and Natural Assets – Implement and encourageinnovative solutions to environmental, energy, and climate- based challenges


Reduce pollutant levels in Roosevelt Wilson Park

Increase recycling participation

Increase number of educational programs onsustainability topics


• Reliable data

• Clearly defined objectives

• Buy-in and community involvement

• Resources-funding, labor

• Tools and insights

Barriers• External influences

• Regional growth

• Culture/human habits

• Political climate

• Time

Top Ten Strategies

F1 Create tree canopy master plan


F2 Reaffirm role of Livability Board in sustainability initiatives

F3 Define the desired outcome of the town’s sustainability efforts

F4 Develop a sustainability education program to bring together board andcommunity

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Prioritized Strategies

After brainstorming strategies for each goal, the participants went through a process ofvoting to determine the top strategies for the organization to undertake first. Thefollowing are the top strategies chosen.

Votes Strategy Project Lead(s)32 Develop a historic preservation plan Karen/Lindsay31 Establish an affordable housing manager/equity

positionMegan

23 Use 2017 GO Bonds to fund infrastructureimprovements

Piet/Doug

14 Develop land preservation tools and objectivesthat include:-Explore a “purchase of development rights”program-In partnership, create a voluntary agriculturedistrict program for Mecklenburg County

Jason/Leslie

12 Formalize growth management tiers map andannexation criteria from the Comprehensive Planinto Davidson Planning Ordinance-Implement targeted conditional zoning and usethe fiscal impact study as part of the process-Revisit water/sewer policy

Jason/Trey

14 Develop affordable housing plan Cindy/Karen13 Develop a small area plan for downtown Kim11 Prioritize and implement mobility plan

recommendations for policies and programsLeslie/Andrew/Penny

10 Create tree canopy plan Jesse/Pete5 Implement a workforce development plan that

addresses succession planning, professionaldevelopment, and maintaining best practices ineach department

Megan

*Note: Some strategies may appear to be missing because they appeared in multiplegoal categories. To avoid duplication, the team consolidated strategies in the goal areathey felt the strategy fit best.

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AppendixBelow please find all the strategies voted on during the retreat. These have beenconsolidated and modified on the proceeding pages as part of the vetting process.

Strategies Votes

Develop land preservation tools and objectives that include: -Explore a “purchase of development rights” program

-In partnership, create a voluntary agriculture district program forMecklenburg County

14

Formalize growth management tiers map and annexation criteria fromthe Comprehensive Plan into Davidson Planning Ordinance-Implement targeted conditional zoning and use the fiscal impactstudy as part of the process

-Revisit water/sewer policy

12

Develop a small area plan for downtown 13

Encourage the development of an eastern commercial hub 6

Review restrictions on east commercial nodes

Continue to use economic development tax grants and other tools forcorporate expansions and relocationsCreate programs to support local food economy

Strategies Votes

Develop a historic preservation plan 32

Establish/continue to expand local historic district 1

Revise historic district guidelines

Develop a strategy for naturally occurring affordable housing that alignswith affordable housing goalsUse available grants to help commercial property owners rehab historicpropertiesCreate opportunities for storytelling in the 251 South Street Space(exhibits, oral history, programming, etc)Strategies Votes

Prioritize and implement mobility plan recommendations for policiesand programs

11

Develop and implement an education program around TOD multi-modal mobility approach and safety awareness program for all ages

4

Use 2017 GO Bonds to fund infrastructure improvements 23

Implement mass transit stop amenities 2

Develop town sponsored programming throughout the town 1

Use partnerships to improve the transportation network

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of 16

Prioritize building/completing sidewalk gaps in a contextually sensitivemannerReview parking standards 2

Strategies Votes

Create a workforce development plan that addresses successionplanning and professional development

5

Implement a front-line public engagement policy and related training forall employees

1

Develop a comprehensive resident issue tracking and response systemwith a web-based portal the includes outcome reporting capabilities

1

Strategies Votes

Develop an affording housing plan 14

Establish an affordable housing manager/equity position 31

Develop a formal equity and inclusions training program for staff, townboard and appointed commissions

3

Establish living wage certification program 6

Revise boards and commissions appointment process to reflectcommunity characteristics

1

Strategies Votes

Create tree canopy master plan 10

Reaffirm role of livability Board in sustainability initiatives 5

Define the desired outcome of the town’s sustainability efforts 5

Develop a sustainability education program to bring together board andcommunity

53

Strategic Plan Update

Karen Whichard, Assistant Town Manager

March 10, 2020

Agenda

• Review Discussion on Tools

• Review Strategic Plan Development Process

• Review Strategic Plan Draft

• Proposed Timing

• Discuss Next Steps

55



March 10, 2020

Strategic Planning Process

Facilitator Ed Manning of Leadership Asheville

led the town board and staff through the

following set of key questions:

– Where are we now?

– Where do we want to be?

– How can we get there?

– How do we measure our progress?

56



March 10, 2020

Strategic Planning Process

• Conducted SWOT analysis (pages 3&4)

• Reaffirmed mission, vision and core values

(pages 5&6)

• Defined goal areas (page 7)

• Defined critical success factors and barriers for

goals

• Developed strategies for each goal area

57



March 10, 2020

Six Goal Areas

• A Well-Planned and Livable Community

• Historic Preservation

• Connecting People and Places

• Operational Excellence

• Equity and Inclusion

• Sustainability and Natural Assets

58



March 10, 2020

A Well-Planned and Livable Community – Preserve our rural

area and create well-planned, dynamic community places with

connected progressions between them.

Top 10 Strategies

A1 Develop land preservation tools and objectives that include:

-Explore a “purchase of development rights” program

-In partnership, create a voluntary agriculture district program for Mecklenburg County

A2 Formalize growth management tiers map and annexation criteria from the

Comprehensive Plan into Davidson Planning Ordinance

-Implement targeted conditional zoning and use the fiscal impact study as part of the

process


A3 Develop a small area plan for downtown


A4 Encourage the development of an eastern commercial hub

A5 Review restrictions on east commercial nodes

A6 Continue to use economic development tax grants and other tools for corporate

expansions and relocations

A7 Create programs to support local food economy

59



March 10, 2020

A Well-Planned and Livable Community – Preserve our rural

area and create well-planned, dynamic community places with

connected progressions between them.


Increase % of Publically Accessible Open Space

Increase % of Total Acres Preserved in ETJ 13 percent (758

acres)

Increase Commercial Tax Base by X dollars

Increase Commercial Tax Base as a Percent of Total Tax

Base

60



March 10, 2020

Historic Preservation – Preserve our historic properties that

contribute to our vibrant and unique community and honor the

history of the lived experiences of our residents.

Top 10 Strategies

B1 Develop a historic preservation plan


B2 Establish/continue to expand local historic district

B3 Revise historic district guidelines

B4 Develop a strategy for naturally occurring affordable housing that aligns with

historic preservation goals

B5 Use available grants to help commercial property owners to rehab historic

properties

61



March 10, 2020

Historic Preservation – Preserve our historic properties that

contribute to our vibrant and unique community and honor the

history of the lived experiences of our residents.


Increase number of landmarked properties by X 25 current

(67 potential)

Achieve complete overlay of national historic district

with local historic district

9% current

62



March 10, 2020

Connecting People and Places – Expand the town’s

transportation network to provide residents and visitors with safe,

convenient and efficient travel choices to connect people across the

community.

Top 10 Strategies

C1 Prioritize and implement mobility plan recommendations for policies and programs

C2 Use 2017 GO Bonds to fund infrastructure improvements


C3 Develop and implement an education program around TOD multi-modal mobility

approach and safety awareness program for all ages

C4 Implement mass transit stop amenities

C5 Develop events and programming throughout the town

C6 Prioritize building/completing sidewalk gaps in a contextually sensitive manner

63



March 10, 2020

Connecting People and Places – Expand the town’s

transportation network to provide residents and visitors with safe,

convenient and efficient travel choices to connect people across the

community.


Increase number of bus stop amenities 0

Increase number of greenway and sidepath miles by X 12

Reduce the number of sidewalk gaps by X linear feet

Ease of travel by bicycle in Davidson* 66%

Ease of walking in Davidson* 89%


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March 10, 2020

Operational Excellence – Provide superior services in an efficient

and fiscally responsible manner to our entire community through a

professional and committed workforce.

Top 10 Strategies

D1 Implement a workforce development plan that addresses succession planning,

professional development, and maintaining best practices in each department.


D2 Implement a front-line public engagement policy and related training for all

employees

D3 Develop a comprehensive resident issue tracking and response system with a

web-based portal the includes outcome reporting capabilities

65



March 10, 2020

Operational Excellence – Provide superior services in an efficient

and fiscally responsible manner to our entire community through a

professional and committed workforce.


Maintain positive perception of the Town of Davidson* 89%

Achieve 100 % of required training annually

Retain X % of Employees Annually

Financial metric TBD

Increase the number of community engagements by

the Davidson Police Department

1480

Fire response time


66



March 10, 2020

Equity and Inclusion – Work together to create a culture of

belonging, address our past inequities, provide opportunities for all,

treat everyone with respect and dignity and recognize every voice

Top Ten Strategies

E1 Develop an affording housing plan

E2 Establish an affordable housing manager/equity position


E3 Develop a formal equity and inclusion training program for staff, town board and

appointed commissions

E4 Establish living wage certification program

E5 Revise boards and commissions appointment process to reflect community

characteristics

67



March 10, 2020

Equity and Inclusion – Work together to create a culture of

belonging, address our past inequities, provide opportunities for all,

treat everyone with respect and dignity and recognize every voice


Increase staff awareness and understanding of equity

and inclusion

Openness and acceptance of the community toward

people of diverse backgrounds*

72%

Increase number of affordable housing units annually by

X percent

262

Achieve appointed commissions with composition that is

reflective of community characteristics


68



March 10, 2020

Sustainability and Natural Assets – Implement and encourage

innovative solutions to environmental, energy, and climate- based

challenges

Top Ten Strategies

F1 Create tree canopy master plan


F2 Reaffirm role of Livability Board in sustainability initiatives

F3 Define the desired outcome of the town’s sustainability efforts

F4 Develop a sustainability education program to bring together board and

community

69



March 10, 2020

Sustainability and Natural Assets – Implement and encourage

innovative solutions to environmental, energy, and climate- based

challenges


Reduce pollutant levels in Roosevelt Wilson Park

Increase recycling participation

Increase number of educational programs on

sustainability topics

70



March 10, 2020

Top Ten Strategies Project Lead(s)

Develop a historic preservation plan Karen/Lindsay

Establish an affordable housing manager/equity position Megan

Use 2017 GO Bonds to fund infrastructure improvements Piet/Doug

Develop land preservation tools and objectives that include:

-Explore a “purchase of development rights” program

-In partnership, create a voluntary agriculture district program for

Mecklenburg County

Jason/Leslie

Formalize growth management tiers map and annexation criteria from

the Comprehensive Plan into Davidson Planning Ordinance

-Implement targeted conditional zoning and use the fiscal impact study

as part of the process


Jason/Trey

Develop affordable housing plan Cindy/Karen

Develop a small area plan for downtown Kim

Prioritize and implement mobility plan recommendations for policies and

programs

Leslie/Andrew/

Penny

Create tree canopy plan Jesse/Pete

Implement a workforce development plan that addresses succession

planning, professional development, and maintaining best practices in

each department

Megan

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Priority March 2020 Summer 2020 Fall 2020 Winter/Sprin

g 2021Historic Preservation

Plan

Start –Apply for

SHPH Grant

Select consultant Start Process

Affordable housing

manager/equity

position

Approve in budget Hire by Jan. 1

Use 2017 GO Bonds Approve CIP, begin

design

Land Preservation

tools and objectives

PDR, Ag district

research, refine

preservation

objective

Growth Management

Tiers, Targeted

Conditional

Growth tiers work

begins

Finish targeted

conditional

Revisit water/sewer

policy

Affordable housing

plan

Establish project

charter and vision

Hire consultant and

determine timeline

Develop small area

plan for downtown

Meet with Planning

Board to begin

project

Public engagement Develop concepts

Prioritize

polices/programs from

mobility plan

Begin with bike/ped

safety community

engagement

Engage Livability

Board

Create tree canopy

plan

Begin

Workforce

development plan

Begin

72



March 10, 2020

Next Steps

• March 24 - Board consideration for adoption

• Refine and finalize objections - with budget

adoption

• Create summary document similar to

previous strategic plan

73