Loading...
HomeMy WebLinkAbout10-07-21City of W heat -Midge PLANNING COMMISSION AGENDA October 7, 2021 Notice is hereby given of a Public Meeting to be held before the City of Wheat Ridge Planning Commission on October 7, 2021 at 7:00 p.m. This meeting will be conducted as a virtual meeting and in person at 7500 W. 291h Avenue, Municipal Building, if allowed to meet on that date per COVID-19 restrictions. Members of the Planning Commission and City staff will be physically present at the Municipal building for this meeting if allowed by health guidelines. The public may participate in these ways: 1. Provide comment in advance at www.wheatridgespeaks.org (comment by noon on October 6) 2. Virtually attend and participate in the meeting through a device or phone: • Click hereto join and provide public comment (create a Zoom account to join) • Or call 1-669-900-6833 with Meeting ID 859 3475 9543 and Passcode: 998966 3. View the meeting live or later at www.wheatridgespeaks.org, Channel 8, or YouTube Live at https://www.ci.wheatridge.co.us/view 4. Attend in person (meeting will be in-person unless prohibited by COVID-19 restrictions). 1. CALL THE MEETING TO ORDER 2. ROLL CALL OF MEMBERS 3. PLEDGE OF ALLEGIANCE 4. APPROVE THE ORDER OF THE AGENDA 5. APPROVAL OF MINUTES — September 16, 2021 6. PUBLIC FORUM (This is the time for any person to speak on any subject not appearing on the agenda. Public comments may be limited to 3 minutes.) (continued on next page) Planning Commission Agenda— October 7, 2021 PUBLIC HEARING * Page 2 A. Case No. WZ-21-07: an application filed by Chris Student, representing P Street I, LLC for approval of a zone change from Restricted Commercial (RC) to Mixed Use -Commercial (MU -C) for property located at 6011 W. 40 Avenue. B. Case No. WPA-21-01: a resolution recommending adoption of the Lutheran Legacy Campus Master Plan and by such adoption amending the Wheat Ridge Comprehensive Plan. C. Case No. ZOA-21-04: an ordinance amending Chapter 11 of the Wheat Ridge Code of Laws by the addition of a new article XIV entitled hotel license and in connection therewith, adding reference to extended stay lodging in Chapter 26 use schedules. 8. NEW BUSINESS A. Upcoming Dates 9. OLD BUSINESS 10. ADJOURNMENT Public comment is welcome during any public hearing item. The standard procedure for a public hearing is as follows: a. Staff presentation b. Applicant presentation — if applicable c. Public comment —time may be limited at the discretion of the Chair, often to 3 minutes d. Staff/applicant response e. Close public hearing f Commission discussion and decision Individuals with disabilities are encouraged to participate in all public meetings sponsored by the City of Wheat Ridge. Call Sara Spaulding, Public Information Officer at 303-235-2877 at least one week in advance of a meeting ifyou are interested in participating and need inclusion assistance. City of Wheatl�, e - OFFICE of THE CIIYMANAGER City of Wheat Ridge Municipal Building 7500 W. 29� Ave. Wheat Ridge, CO 80033-8001 P: 303.235.2819 F: 303.234.5924 HOW TO PARTICIPATE IN PUBLIC MEETINGS In March 2020, to help control the spread of the COVID-19 virus, the City of Wheat Ridge began conducting virtual meetings for City Council, Planning Commission and other boards. Virtual meetings encourage public participation as usual while also keeping the community, elected officials, staff and residents safe while continuing to conduct important City business. Starting in June 2021, the City returned to in-person public meetings and also retained the option for virtual public participation. The City will continue using this hybrid meeting format for the City Council and Planning Commission; this means that public meetings will continue to be virtually accessible and will also be held in-person if allowed by public health guidelines on the respective meeting date. This guide describes the various ways in which the public may participate in public meetings. 1. TO COMMENT IN ADVANCE • Click this link: www.wheatridgespeaks.or¢ • Use Wheat Ridge Speaks to review agendas and staff reports and to submit written comment. • For City Council meetings on Wheat Ridge Speaks: — You may submit comments at any time until noon on the day of the meeting. — For public hearings related to development or zoning, content will be posted about 10 days in advance. — For all other agenda items, content will be posted about 4 days in advance. • For Planning Commission meetings on Wheat Ridge Speaks: — You may submit comments until noon the day before the meeting. — Content will be posted about 10 days in advance. 2. TO COMMENT VIRTUALLY DURING THE LIVE MEETING (by web or phone) Join the live meeting through the web link or phone number (with access code) provided on the calendar on the City's website and provided on the top of all meeting agendas. Find the calendar at WWW.ci.Wheatridge.co.us/calendar • You will be joined into the meeting and automatically muted. • When public comment is invited, all participants will be unnamed and called upon by last name. (For example, the Mayor or meeting Chair may say: "Now is the time for public comment. All members of the public will be unrnuted. Please mute yourself or keep background noise to a minimum. If your last name begins with A through F, you may now speak.') • Please only join via the Zoom web or phone meeting if you intend to participate. If you wish to simply view the meeting, see option 4 below. 3. TO COMMENT IN PERSON • Confirm that local health guidelines allow the meeting to be held in-person. The meeting format will be described on the City's calendar at www.ci.wheatridge.co.us/calendar • When you arrive, sign up on the roster to speak on a specific agenda item. • Review these tips for commenting during a public meeting or hearing: https://bit.ly/WRPublicHearings 4. TO VIEW THE MEETING LIVE OR LATER The meeting will be live streamed and archived for viewing at: • www.wheatridgespeaks.org (watch hereto follow along with the agenda packet) • Channel 8 on your Comcast feed • YouTube Live www.ci.wheatridge.co.us/view Rev August 16, 2021 HELPFUL TIPS FOR A GOOD VIRTUAL MEETING EXPERIENCE • If joining through the web, log on 5 minutes before the start of the meeting, since some online products require downloads and installation. • State your name when you speak. • Turn off nearby cell phones, if you are using a computer to connect. • Please use a headset or earbuds. • Only have the virtual meeting application open on your computer. If you are running other programs like email or have additional websites open in your browser, it will interfere with your ability to hear or see the information. Close all other applications and windows when participating. • Please limit distractions when possible. Be aware of background noise. • Video streaming is a relatively new technology. Some things to be mindful of when connecting with your computer/tablet or smart phone. If your computer/tablet or smart phone is older than 2015 it is recommended that you use a landline/standard telephone to dial into the virtual meeting number to ensure that you can hear the meeting clearly. Internet service minimum needs to be 40-50 Nlbps for best results with a virtual meeting. Depending on the Internet speed and service in your neighborhood, the most reliable way to participate in the meeting is to call the phone number provided, rather than joining the meeting though the web link. 2 1. 2. 3. 4. City of WheatMidge PLANNING COMMISSION Minutes of Meeting September 16, 2021 CALL THE MEETING TO ORDER The meeting was called to order by Chair LARSON at 7:01 p.m. This meeting was held in person and virtually, using Zoom video -teleconferencing technology. As duly announced and publicly noticed, the City previously approved this meeting format in order to continue with normal business amid the COVID-19 pandemic and the related public emergency orders promulgated by the State of Colorado and the Wheat Ridge City Council. Before calling the meeting to order, the Chair stated the rules and procedures necessitated by this virtual meeting format. ROLL CALL OF MEMBERS Commission Members Present: Commission Members Absent: Staff Members Present: PLEDGE OF ALLEGIANCE Melissa Antol Kristine Disney Will Kerns Ari Krichiver Daniel Larson Janet Leo Scott Ohm Jahi Simbai Lauren Mikulak, Planning Manager Zareen Tasneem, Planner I Robin Eaton, Deputy City Clerk APPROVE ORDER OF THE AGENDA It was moved by Commissioner ANTOL and seconded by Commissioner LEO to approve the order of the agenda as amended. Motion carried 7-0. 5. APPROVAL OF MINUTES — September 2, 2021 Planning Commission Minutes September 16, 2021 -I— It was moved by Commissioner OHM and seconded by Commissioner DISNEY to approve the minutes of September 2, 2021, as written. Motion carried 5-0-2 with Commissioners KRICHIVER and KERNS abstaining. 6. PUBLIC FORUM (This is the time for any person to speak on any subject not appearing on the agenda.) Vivian Vos, resident 6920 W. 47" Place Ms. Vos spoke of the most previous City Council meeting and the subdivision that was approved in a MU -N zone district. She mentioned there was a lot of discussion amongst the City Council members and explained the subdivision is not welcomed by the neighbors. She would like to see design plans given to the Planning Commission and City Council members. Chair LARSON closed the Public Forum. 16, PUBLIC HEARING A. Case No. WZ-21-05: an application filed by David Heller for approval of a zone change from Residential -Two (R-2) to Mixed Use -Neighborhood (MU -N) for the property located at 4535 Wadsworth Boulevard. Ms. Tasneem gave a short presentation regarding the zone change and the application. She entered into the record the contents of the case file, packet materials, the zoning ordinance, and the contents of the digital presentation. She stated the public notice and posting requirements have been met, therefore the Planning Commission has jurisdiction to hear this case. Commissioner KRICHIVER asked if the setbacks are a product of the proposed zoning. Ms. Tasneem confirmed the setbacks are compliance with the requirements of the MU -N zone district. Commissioner ANTOL wanted clarification on the difference between Mixed Use - Commercial (MU -C) and MU -N. Ms. Tasneem mentioned there is some MU -N to the north of said property. She added MU -N is for small neighborhood corridor types of uses and Mixed Use - Commercial (MU -C) is more intense with its uses. Ms. Mikulak added that the other zone districts: Neighborhood Commercial (NC) and Restricted Commercial (RC), in the area, are legacy districts which have been around since before the City existed and the code does not allow zone changes to those districts anymore. These Planning Commission Minutes -2— September 2— September 16, 2021 zone districts are limited in their land uses which is closest to the MU -N zone district. Commissioner DISNEY is curious why the applicant does not know how they will use the property if the zone change is approved. David Heller, applicant 730 W. Alameda, Lakewood Mr. Heller explained that he purchased the property for future opportunity for development which could happen 7-10 years down the road. Commissioner KERNS asked if the church is still active. Mr. Heller explained it is currently vacant but is a permitted use in the MU -N zone district, adding that MU -N will allow for a wider range of uses. Commissioner LARSON inquired about leasing the building as a residence. Mr. Heller said that is not his focus based on the configuration of the interior space. Commissioner LARSON asked for clarification on the definition of unplatted in the context of the staff report. Ms. Tasneem explained that this property never went through a subdivision process. Commissioner KRICHIVER is curious about why the applicant was asking for this change now if not developing for 7-10 years. Mr. Heller explained he is interested in participating in the redevelopment of the Wadsworth Road Improvement Project and is aware that will take a couple of years until completion. Ms. Mikulak explained the premise of a speculative zone change and explained the other zone change options. Mr. Heller's only other option was to go to a Planned Development zone district, and he would have had to know what his plan would be moving forward. She explained the purpose of planned developments and that they can be high risk and very expensive. There are no unique circumstances warranting a planned development for this parcel, and it cannot be rezoned to RC or NC. Ms. Mikulak reiterated that staff did not recommend MU -C because it is too intensive for this segment of the corridor. In response to a question from Commissioner ANTOL about how much right-of- way will be taken for the Wadsworth Road Improvement Project, Ms. Mikulak said all property acquisitions have been completed along the entire Wadsworth Corridor and the width varies from property to property and about 20 feet of width along the eastern property line will be taken from this property which is more than average Planning Commission Minutes -3— September 3— September 16, 2021 because the road shifts in this area to accommodate the potentially historic property across the street. Commissioner KERNS asked if this church carries any historic designation. He also inquired about how many stories would be in a 35 -foot and 50 -foot -high building. Ms. Mikulak said it is not on any historic register and was not flagged through the federal process for Wadsworth as being historic. Staff confirmed a 35 -foot residential building could be 3 stories and a 50 -foot commercial building is usually 3 stories as well because commercial floorplates are usually closer to 12 feet in height. Public Comment Vivian Vos, resident 6920 W. 47" Place Ms. Vos is concerned about the speculative nature of the zone change and that an unknown development could result in multiple townhomes in a subdivision. She also thinks the church is historic and likes the size of the gym. Commissioner LARSON closed the public comment. Commissioner DISNEY is a little nervous about the unknown development that can go on this property but is not worried if it will be housing because it is on the Wadsworth corridor and she does believe it needs to be rezoned from a residential district. Commissioner OHM asked if there will be a center median on Wadsworth. He also inquired about the rezoning process in general. Ms. Mikulak confirmed there will be a center median. She also explained that staff receives frequent inquiries about zone changes and more often than not staff discourages rezoning. If staff believe they can support a zone change, then the first step in the process would be a pre -application meeting with staff, followed by a neighborhood meeting. If the applicant wants to move forward, they will eventually need to go through two public hearings with Planning Commission and City Council. Commissioner ANTOL thinks it is very important to allow reinvestment, especially on the Wadsworth Corridor. Commissioner KRICHIVER believes there is no logical use for this property under the current zoning and believes a zone change is warranted and it makes sense. Planning Commission Minutes -4— September 4— September 16, 2021 Commissioner LARSON asked what uses are not allowed under the MU -N zoning. He also asked the applicant to keep the property well maintained. Ms. Tasneem and Ms. Mikulak shared that higher level, intense commercial uses are not allowed including but not limited to very large retail spaces, many auto - oriented uses and industrial uses. It was moved by Commissioner OHM and seconded by Commissioner DISNEY to recommend APPROVAL of Case No. WZ-21-05, a request for approval of a zoned change from Residential -Two (R-2) to Mixed -Use Neighborhood (MU -N) for property located at 4535 Wadsworth Boulevard, for the following g reasons: 1. The proposed zone change will promote the public health, safety, or welfare of the community and does not result in an adverse effect on the surrounding area. 2. Utility infrastructure adequately services the property. 3. The proposed zone change is consistent with the goals and objectives of the City's Comprehensive Plan and consistent with the character of Wadsworth Boulevard. 4. The zone change will provide additional opportunity for reinvestment in the area. 5. The criteria used to evaluate a zone change supports a request. Motion carried 7-0. B. ZOA-21-03: an ordinance amending Chapter 26 9f the Wheat Ridge Code of Laws concerning letter notice to property owners and occupants for land use applications. Ms. Mikulak gave a short presentation regarding letter notice to property owners and occupants for land use applications. Pirljlic Comment No one wished to speak at this time. Commissioner LARSON closed the public comment. In response to a question from Commissioner KERNS, Ms. Mikulak explained that the only change to the letter notice within the existing 600 -foot radius is who will receive the letter, which will be property owners and occupants. She added that PO Boxes are not included; the letter will go to all physical addresses and owner mailing addresses. Commissioner OHM inquired about the language of the proposed motion. Planning Commission Minutes - 5— September 16, 2021 Ms. Mikulak said the recommended motion mimics the ordinance title. Commissioner KRICHIVER asked who the 3`d party is that the occupant addresses will come from. Ms. Mikulak said she can't remember the name. She mentioned this option was explored a year ago with our Let's Talk program. Commissioner KRICHIVER also wondered if changes to the fee or frequency of data purchase will require another code amendment. Ms. Mikulak clarified that it will not require another code change. She added that City Council can approve fee changes as part of the annual budget process. Commissioner LARSON wondered why the Post Office cannot give staff a list of mailboxes in the area. qpk Ms. Mikulak explained the challenges and reasons to have staff manage the address pull process to ensure it meets legal requirements. It was moved by Commissioner KRICHIVER and seconded by Commissioner ANTOL to recommend approval of the proposed ordinance amending Chapter 26 of the Wheat Ridge Code of Laws concerning letter notice to property owners and occupants for land use applications as outlined in case number ZOA-21-03. Motion carried 7-0. 8. OLD BUSINESS 9. NEW BUSINESS A. Upcoming Dates Ms. Mikulak mentioned that both October Planning Commission dates will have cases to hear. She also status updates regarding births and maternity/paternity leave within the department. B. Ms. Mikulak said that Council had recently awarded the construction contract for the Wadsworth Improvement Project and there would be a groundbreaking date in October. Planning Commission Minutes -6— September 6— September 16, 2021 10. ADJOURNMENT It was moved by Commissioner DISNEY and seconded by Commissioner KERNS to adjourn the meeting at 8:23 p.m. Motion carried 7-0. Dan Larson, Chair Tammy Odean, Recording Secretary Planning Commission Minutes September 16, 2021 7— `�l41 r City of Wheat CITY OF WHEAT RIDGE PLANNING DIVISION STAFF REPORT REVIEW DATES: October 7, 2021 (Planning Commission) / November 22, 2021 (City Council) CASE MANAGER: Scott Cutler, Senior Planner CASE NO. & NAME: WZ-21-07 / 44`h & Harlan Rezone ACTION REQUESTED: Approval of a zone change from Restricted Commercial (RC) to Mixed Use - Commercial (MU -C) LOCATION OF REQUEST: 6011 W. 44th Avenue APPLICANT / OWNER: Chris Student, representing P Street 1, LLC APPROXIMATE AREA: 50,000 square feet (-1.15 acres) PRESENT ZONING: Restricted Commercial (RC) COMPREHENSIVE PLAN: Primary Commercial Corridor, Primary Gateway ENTER INTO RECORD: (X) CASE FILE & PACKET MATERIALS (X) COMPREHENSIVE PLAN (X) ZONING ORDINANCE (X) DIGITAL PRESENTATION Location Map Planning Commission Case No. WZ-21-07 / 44'x' & Harlan Rezone Site All notification and posting requirements have been met; therefore, there is jurisdiction to hear this case. I. REQUEST The owner of the property at 6011 W. 44"' Avenue is requesting approval of a zone change from Restricted Commercial (RC) to Mixed Use -Commercial (MU -C). The zone change will result in a zoning that more accurately reflects surrounding conditions and other nearby zoning designations. The zone change will allow a wider range of potential land uses in the future. IL EXISTING CONDITIONS The property is located at the northwest corner of W. 44' Avenue and Harlan Street (Exhibit 1, Aerial). Harlan Street is a primary north -south street and is considered a collector street by the Engineering Division. North of 44' Avenue, Harlan Street is a busy 4 -lane street providing access to Interstate 70, Lakeside, and 44' Avenue. According to the Jefferson County Assessor, the property is unplatted and the parcel area measures 50,036 square feet (1.15 acres) in size and contains a single -story commercial building originally built in 1958 and remodeled in 1995 for a drive-thru bank. The Town of Lakeside is located to the east across Harlan Street. The property is currently zoned Restricted Commercial (RC) (Exhibit 2, Zoning Map). The property immediately to the north on Harlan Street is zoned RC but contains a two-story residential apartment building. Other properties north on Harlan are zoned Commercial -One (C-1), which is a more intensive commercial zone, or Commercial -Two (C-2) which is the most intensive commercial zone that also allows some light industrial uses. Properties to the west on 44"' Avenue are zoned Commercial -One (C-1) and contain a mix of commercial uses including a three-story office building. There is a residential area to the northwest of the property which is zoned Residential -Three (R-3) and contains single-family and duplexes. Harlan Street south of the property contains a variety of uses and zones, including Mixed Use -Neighborhood (MU -N) but is primarily commercial in nature. Lastly, the Town of Lakeside to the east contains large -format commercial uses including the Walmart shopping center, drive-thru banks, and big box retail. III. PROPOSED ZONING The applicant is requesting the property be rezoned to MU -C, a zone district intended for major commercial corridors and at community and employment activity centers. It encourages medium- to high-density mixed-use development. In addition to residential and civic uses, it allows for a range of commercial and retail uses. The current zone district, RC, is a legacy zone district and was established to provide light commercial uses including office uses and limited retail uses. It was originally designed for and is more often seen on smaller properties with adjacency to lower density residential uses. The applicant intends to rezone the property in order to allow uses that are more consistent with the current land use patterns on this portion of the Harlan Street corridor. Because the building is now vacant, the allowed uses in the RC zone are limiting and can make it challenging to attract users of the Planning Commission Case No. WZ-21-07 / 44'x' & Harlan Rezone building or someone interested in redeveloping the site. While the applicant does not have an intended user or redevelopment plans at this time, any redevelopment or major change of use on the property would require a Site Plan review and/or building permits, which are separate application processes subsequent to the zone change. Until 2010, the only commercial zone change option was to a planned a development. The mixed-use zone districts were created in the code in 2010 to create an alternative to planned development zoning. The City then legislatively rezoned a portion of the Wadsworth Corridor to Mixed Use -Commercial (MU -C) in 2011, and a portion of the 38' Avenue corridor to Mixed Use -Neighborhood (MU -N) in 2012 based on the recommendations of associated corridor plans. The remaining commercial corridors in the City (W. 44' Avenue, Harlan Street, Kipling Street, and Youngfield Street) contain a wide range of commercial and residential zones, which are sometimes incompatible with the actual character or uses of the corridors. The current RC zoning is a remnant of the past and reflective of the long-standing bank use. The RC zoning dates back to the City's original 1972 zoning map. The MU -C and RC districts have similar development standards with permitted uses being the most significant difference. The RC zone district allows a limited range of office uses including administrative, professional, and personal services, and a limited range of neighborhood -oriented retail uses. By contrast, the MU -C zoning allows residential uses, commercial uses, or a mix of the two. A summary of the MU -C zone district is provided below. Staff has reviewed potential zone change options and determined that the MU -C zoning is appropriate along Harlan Street north of 44' Avenue because the character of the street in this area. North of 44' Avenue, Harlan has additional vehicle travel lanes, a wider right-of-way, and more intense commercial uses on both sides of the street (in Wheat Ridge and Lakeside). The interstate is less than a half mile away and is due to be upgraded in with CDOT replacing the I-70 bridge over Harlan, completing Planning Commission Case No. WZ-21-07 / 44'x' & Harlan Rezone CURRENT ZONING PROPOSED ZONING Restricted Commercial (RC) Mixed Use -Commercial (MU -C) Uses Offices and limited range of retail uses Allows residential, commercial, or mixed use — includes multi -family and live/work facilities Architectural Architectural and Site Design Manual Mixed -Use standards apply, including high quality Standards (ASDM) standards apply, including architecture, standards related to articulation, architecture variation, and materials Max. Building 50' 35' if the building has a residential use and Height 50' for nonresidential uses(per Charter Max. Lot coverage 80% 90°% for mixed use 85% for single use Min. Landscaping 20% 10°% for mixed use 15% for single use Build -to Area 0-12' along front property lines 0-20' along front property lines TraditionalOverla area Setbacks West (side): 5' per story North (side): 10' or more, depending on number of North (side): 5' per story stories (since the property abuts a residentially zoned lot that contains a single- or two-family residential use), plus upper story step backs West (side): 0' Density Residential permitted, but may not exceed (Residential) square footage of commercial and limited 21 dwelling units per acre number of units Staff has reviewed potential zone change options and determined that the MU -C zoning is appropriate along Harlan Street north of 44' Avenue because the character of the street in this area. North of 44' Avenue, Harlan has additional vehicle travel lanes, a wider right-of-way, and more intense commercial uses on both sides of the street (in Wheat Ridge and Lakeside). The interstate is less than a half mile away and is due to be upgraded in with CDOT replacing the I-70 bridge over Harlan, completing Planning Commission Case No. WZ-21-07 / 44'x' & Harlan Rezone safety improvements, and improving pedestrian and bicycle crossings. Design is currently ongoing with construction expected in 2023-2024. This kind of public investment can help catalyze improvements to a corridor, and the proposed zone change encourages corresponding private investment. South of 44' Avenue, Harlan Street is narrower, with smaller lots and more adjacency to residential uses on both sides of the street. The Mixed Use -Neighborhood (MU -N) zone district is more appropriate in this area, and several properties south of 44' Avenue have been rezoned to MU -N in the past several years. MU -N is also more appropriate further west of the subject property on 44ffi Avenue where properties are smaller in size and more immediately adjacent to residential uses. The MU -C and MU -N zone districts have virtually the same development standards (build -to is more flexible in MU -C at 20 feet instead of 12), but the MU -C district is designed for larger lots along busier corridors. Having the MU -C zone at the hard corner of 44' Avenue and Harlan Street is more appropriate given the prominence of this property, immediate adjacency to large -format commercial use, and proximity to the interstate. MU -N and MU -C have similar permitted uses with MU -C allowing slightly larger retail and more auto -oriented uses. IV. ZONE CHANGE CRITERIA Staff has provided an analysis of the zone change criteria outlined in Section 26-112.E. The Planning Commission and City Council shall base its decision in consideration of the extent to which the following criteria have been met: 1. The change of zone promotes the health, safety, and general welfare of the community and will not result in a significant adverse effect on the surrounding area. Based on the existing character and land use patterns on Harlan Street north of 44' Avenue, the MU -C zone district is more appropriate than RC in terms of allowed land uses. For that reason, the zone change should not have an adverse effect on the surrounding area. Instead, the MU -C zoning is expected to add value to the subject property. The mixed-use development standards will support compatibility between future redevelopment and existing land uses. In addition, building heights in this area are limited by the Charter consistent with other zones in the area: 50 feet for nonresidential uses and 35 feet for any use containing a residential use. Design standards for MU -C are stricter than for other zones, including setbacks, landscaping buffers, and architecture. A small portion of the site borders R-3 zoned properties to the northwest, but upper story stepback requirements and larger setback requirements in this area will help buffer the site from the residential uses. Ultimately, the MU -C zoning supports a vibrant corridor on Harlan Street. Staff concludes that this criterion has been met. 2. Adequate infrastructure/facilities are available to serve the types of uses allowed by the change of zone, or the applicant will upgrade and provide such where they do not exist or are under capacity. Adequate infrastructure currently serves the property. All responding agencies have indicated they can serve the property. In the event that the current utility capacity is not adequate for a future use, Planning Commission Case No. WZ-21-07 / 44'x' & Harlan Rezone the property owner/developer would be responsible for utility upgrades. A site plan and/or building permit review will be required for any future major change of use, and will ensure compliance with current Building Codes, as well as the Fire Code. Staff concludes that this criterion has been met. 3. The Planning Commission shall also find that at least one 1 of the following conditions exists: a. The change of zone is in conformance, or will bring the property into conformance, with the City of Wheat Ridge comprehensive plan goals, objectives and policies, and other related policies or plans for the area. Harlan Street north of 44' Avenue is a primary north -south thoroughfare in the City connecting the area to the interstate; it is predominantly commercial in character. In the City's 2009 comprehensive plan, Envision Wheat Ridge, the property is located at the intersection of a Primary Commercial Corridor (along Harlan) and Neighborhood Commercial Corridor (along 44' Avenue), and the intersection is also designated as a Primary Gateway (Exhibit 5, Comprehensive Plan). The Primary Commercial Corridor designation extends only on this northern portion of Harlan, recognizing that the character in this area differs from the character further to the south. This designation envisions a corridor with a broad mix of activities, accommodating multiple transportation modes and exemplifying high quality urban design and appearance over time. The Neighborhood Commercial designation also supports a broad mix of commercial and residential uses. A stated goal in the comprehensive plan is to promote reinvestment in property and to promote a mix of neighborhood supporting uses, including residential use and office use. This zone change request supports the comprehensive plan by enabling investment in the property and by aligning the zoning with the City's mixed-use goals for this corridor. The Primary Gateway contemplates enhanced signage, landscaping, and streetscape improvements to signify to travelers when they are entering or leaving Wheat Ridge. There is an existing City monument sign adjacent to this property at the corner of W. 44' Avenue and Harlan Street (Exhibit 6, Site Photos), but any future redevelopment of the property could include additional enhancements to the streetscape. Staff concludes that this criterion has been met. b. The existing zone classification currently recorded on the official zoning maps of the City of Wheat Ridge is in error. Staff has not found any evidence of an error with the current RC zoning designation as it appears on the City zoning maps. Staff concludes that this criterion is not applicable. c. A change of character in the area has occurred or is occurring to such a degree that it is in the public interest to encourage redevelopment of the area or to recognize the changing character of the area. Planning Commission Case No. WZ-21-07 / 44'x' & Harlan Rezone The Harlan Street corridor has evolved significantly since the original zoning and even since the 2009 comprehensive plan. Major redevelopments on the east side of the street in Lakeside have occurred over the last decade with the Walmart opening in 2013 and surrounding pad sites building out since then to include Molly's Spirits, Petco, Goodwill, Les Schwab Tire Center, Planet Fitness, and a gas station. The land uses along Harlan are evolving to be more commercial in nature reflective of their relatively large parcel sizes. Properties along 44' Avenue in this area have seen some limited reinvestment as well, including some commercial remodels and live/work uses. North of 44' Avenue, the Restricted Commercial zoning does not reflect the reality of the corridor as a major connection to Interstate 70 and a regional commercial center with the addition of Walmart and other big -box retail. The changed conditions mean the limitations of the RC zoning are no longer appropriate for the property. Staff concludes that this criterion has been met. d. The proposed rezoning is necessary in order to provide for a community need that was not anticipated at the time of the adoption of the City of Wheat Ridge comprehensive plan. The proposed rezoning does not relate to an unanticipated need. Staff concludes that this criterion is not applicable. Staff concludes that the criteria used to evaluate zone change support this request. V. PUBLIC NOTICING Prior to submittal of an application for a zone change, the applicant is required to hold a neighborhood input meeting in accordance with the requirements of Section 26-109. A meeting for neighborhood input was held on August 11, 2021. This meeting was advertised and conducted as a virtual meeting on Zoom. Three members of the public attended the virtual meeting in addition to the applicant and staff (see Exhibit 4, Neighborhood Meering Notes). As of the date of distribution of this staff report, September 24, 2021, the City has not received additional comments or inquiries from surrounding property owners. VI. AGENCY REFERRAL All affected service agencies were contacted for comment on the zone change request and regarding the ability to serve the property. Specific referral responses follow: Wheat Ridge Engineering Division: No comments. If future development occurs, comments will be provided at time of site plan and/or plat for this site. West Metro Fire Protection District: No objections. Xcel Energy: No objections. Century Link: No comments received. Planning Commission Case No. WZ-21-07 / 44'x' & Harlan Rezone Comcast Cable: No comments received. Wheat Ridge Water District: No comments received. If future development occurs, the water district will review provided utility plans. Wheat Ridge Sanitation District: No objections. VII. STAFF CONCLUSIONS AND RECOMMENDATION Staff concludes that the proposed zone change promotes the health, safety and general welfare of the community and will not result in a significant adverse effect on the surrounding area. Staff further concludes that utility infrastructure adequately serves the property, and the applicant will be responsible for upgrades, if needed in the future. Finally, staff concludes that the zone change is consistent with the goals and objectives of the Comprehensive Plan. Because the zone change evaluation criteria support the zone change request, staff recommends approval of Case No. WZ-21-07. VIII. SUGGESTED MOTIONS Option A: "I move to recommend APPROVAL of Case No. WZ-21-07, a request for approval of a zone change from Restricted Commercial (RC) to Mixed -Use Commercial (MU -C) for property located at 6011 W. 44'x' Avenue, for the following reasons: 1. The proposed zone change will promote the public health, safety, or welfare of the community and does not result in an adverse effect on the surrounding area. 2. Utility infrastructure adequately services the property. 3. The proposed zone change is consistent with the goals and objectives of the City's Comprehensive Plan and consistent with the character of Harlan Street north of 44'x' Avenue. 4. The zone change will provide additional opportunity for reinvestment in the area. 5. The criteria used to evaluate a zone change supports the request." Option B: "I move to recommend DENIAL of Case No. WZ-21-07, a request for approval of a zone change from Restricted Commercial (RC) to Mixed -Use Commercial (MU -C) for property located at 6011 W. 44" Avenue, for the following reasons: 1. 2. ... Planning Commission Case No. WZ-21-07 / 44'x' & Harlan Rezone EXHIBIT 1: AERIAL mann;ng Commission CaseNo.W 21-07/44`6&Harlan R¢one EXHIBIT 2: ZONING MAP mann;ng Commission CaseNo.W 21-07/44`6&Harlan R¢one EXHIBIT 3: APPLICANT LETTER Request and Description of the Proposal RE: Zone Change 1 6011 W 44" Ave, Wheat Ridge, CO 80033 P Street I, LLC ("Applicant') owns 6011 W 44`" Ave, Wheat Ridge, CO ("Property') and is applying for a zone change from Restricted Commercial (RC) to Mixed Use Commercial (MU -C). Need for Zone Change The Property was previously occupied by US Bank, who is in the process of vacating the building. Applicant will be taking back possession of the Property in the near future and will need to find a new user. The current zone district, which is described as a "district that is established to accommodate various types of office uses performing administrative, professional and personal services, and to provide for a limited range of retail uses which are neighborhood oriented. It is the intentthat general retail uses that serve the community or region, wholesaling, warehousing, industrial, and uses which require outside storage or display be prohibited, since these uses are incompatible with other uses in this district', limits the potential users who could occupy the building and provide an amenity to the community. The location of the Property at the intersection of W 44`" Ave and Harlan St lends itself well to general retail use or a combination of general retail and residential uses. Additionally, the Covid-19 pandemic has devastated many property uses, most notably office use as employees continue to work from home, making it increasingly difficult to find a new user for the building under the current zone district. Present and Future Effect on the Existing Zone Districts, Development and Physical Character of the Area The immediate area currently has a variety of uses, predominantly retail and residential. Most notably, there is a Walmart Supercenter on the northeast corner of W 44`" Ave and Harlan St, accompanied by many local and national retail tenants such as Les Schwab Tire Center, Murphy Oil, Planet Fitness, EZ Pawn, Dollar Tree, etc. The allowable uses within the Mixed Use Commercial zone district would blend in well with the physical character of the area. At the intersection of W 44`" Ave and Harlan St where the Property is located, the northwest, southwest, and southeast corners are located in Wheat Ridge, while the northeast corner is located in Lakeside. The southwest and southeast corners are both in Wheat Ridge's Commercial -One zone district, while the subject Property on the northwest corner is zoned Restricted Commercial, which severely limits the allowable uses in comparison to the neighboring properties at the intersection. Access to the Area, Traffic Patterns, and Impact of the Requested Zone on These Factors The property is easily accessible by both W 44`" Ave, which is a major east/west corridor through Wheat Ridge, as well as Harlan St, a north/south corridor that provides access to Interstate 70 just to the north of the Property. The area is heavily trafficked due to the characteristics of W 44`" Ave, access to Interstate 70 via Harlan St, as well as the busy Walmart Supercenter. The Property was also heavily trafficked during its use as bank. We do not anticipate future uses within the proposed Mixed Use Commercial zone district to increase traffic from its current level Planning Commission 10 CaseNo. WZ-21-07/44`&Harlan Rezone Availability of Utilities The Property is currently serviced with natural gas, electricity, water, and sewer. Present and Future Effect on Public Facilities and Services, Such as Fire, Police, Water, Sanitation, Roadways, Parks, Schools, etc. The change in zoning will likely not have an effect on public facilities and services if the building size remains the same and is occupied by a retail use. A Discussion of the Relationship Between the Proposal and Adopted Land and/or Policies of the City The City of Wheat Ridge will benefit from a change of zoning for the Property as it will expand the spectrum of users who can occupy by the Property and be an amenity by providing goods and services to the surrounding area. Zone Change Review Criteria (Section 26-112 of the municipal code) The change in zoning will promote the health, safety, and general welfare of the community. The current zoning will make it very difficult to find a tenant to occupy the building according to the current allowable uses. The building will likely remain vacant, which can be detrimental to the health, safety, and general welfare of the community as vacant buildings often become targets of breaking and entering and graffiti, and can become a blight on the neighborhood. A change in zoning will allow tenants to occupy the Property and server as an amenity to the neighborhood, who are currently restricted from doing so because of the zoning. The Property currently has adequate infrastructure to support the uses allowed in the Mixed Use Commercial zone district. The Property was previously home to US Bank and is serviced by natural gas, electricity, water, and sewer. Several conditions exist as listed in Section 26-112 — E. — 3. of the municipal code. The character of the area has changed since US Bank's initial occupancy of the property with the construction of the Walmart Supercenter and addition of many other local and national retailers to the area such as Les Schwab Tire Center, Murphy Oil, Planet Fitness, Petco, Molly's Spirits, Goodwill, Domino's, etc. The change in zoning will also allow for community needs to be met as many uses that will benefit the community are currently not allowed under the existing zoning. Planning Commission 11 Case No. WZ-21-07/ 44' & Harlan Rezone EXHIBIT 4: NEIGHBORHOOD MEETING NEIGHBORHOOD MEETING NOTES Meeting Date: August 11, 2021 Attending Staff. Scott Cutler, Senior Planner Location of Meeting: Virtual Meeting Property Address: 6011 W. 44"' Avenue Property Owners and Applicant: P Street I, LLC (Chris Student and Justin Brockman) Property Owner Present? Yes Existing Zoning: Restricted Commercial (RC) Existing Comp. Plan: Primary Commercial Corridor, Primary Gateway Existing Site Conditions: The site is located on the northwest corner of W. 44' Avenue and Harlan Street. It is approximately 1. 149 acres in size and contains a one-story bank building originally built in 1958 but modified in 1995. The current zoning of the property is Restricted Commercial (RC). Harlan Street contains a mix of commercial uses and zonings, ranging from RC to Commercial -Two (C-2) which allows more intensive auto -related and industrial uses. The Town of Lakeside is immediately to the east of the site, across Harlan Street, and contains a mix of commercial uses including Walmart and several commercial pad sites. To the northwest of the site is a more residential area, containing primarily single-family homes zoned Residential -Three (R-3). Applicant/Owner Preliminary Proposal: The applicant recently purchased the property after the bank vacated the building. They intend to hold the property long-term and either renovate the existing bank building for a new user, or if a tenant is interested, demolish and build a new building. There are no specific plans for the property at this time. In order to attract users of the property, the applicant plans to rezone the property to Mixed Use — Commercial (MU -C) which allows a wider range of uses than RC. The RC zone district is fairly limiting in terms of allowed uses which make a lot of commercial redevelopment not viable, despite being on a primary commercial corridor. The following is a summary of the neighborhood meeting: • The applicant and staff gave introductions. • The applicant discussed their potential plans for the property. • Three (3) members of the public were in attendance and were able to ask questions. • Staff described the rezoning process and informed residents of their ability to comment on the Planning Commission 12 Case No. WZ-21-07 / 44'x' & Harlan Rezone application at public hearings in front of Planning Commission and City Council. The following issues were discussed regarding the rezoning request: • Does the applicant intend to demolish the building, or repurpose? At this time, the applicant is seeking out a quality tenant. The easiest thing to do is to repurpose the building, but some users may want to build a custom building which will require demolition. All options are on the table. • Will the applicant sell the property? Ideally they will not, and will be long-term landlords for a commercial user. • Will residents be notified of any demolition or construction on the site? A demolition permit is required to take down the existing building, which does not require public notice. However, any land use application for future site development is public record and residents can contact the City for more information on permits and/or construction plans. Site plans for new development are administrative processes, meaning no public hearings, but plans are public record. Some land use cases, such as major subdivisions, do require public notice and/or additional hearings. Staff also received one phone call prior to the meeting, which was a general inquiry with no objections to the proposal. Planning Commission 13 Case No. WZ-21-07 / 44'x' & Harlan Rezone EXHIBIT 5: COMPREHENSIVE PLAN The following in an excerpt from the Structure Map within the Comprehewis a Plan. �T r }� lake Rhoda 6� Amlfimn0 1 � Subject Property 040Primary Commercial Corridor (Harlan Street) T Neighborhod Commercial Corridor (W Avenue) 40 HH Primary Gateway X Planing Commission 14 Case No. HT 21-07/ 44'^ & Harlan Renone EXHIBIT 6: SITE PHOTOS View of the subject property looking northeast from the intersection of W. 44`" Avenue and Harlan Street. The site was most recently used as a US Bank building with a drive-thru. (Source: Google Maps May 2021) View looking west from Harlan Street. The neighboring apartment building is shown on the right side of this image. (Source: Google Maps May 2021) Planning Commission 15 Cole No. 97-2I-07 /44`^ & Harlon Rezone City of WheatPLANNING COMMISSION �dge COMMUNITY DEVELOPMENT STAFF REPORT MEETING DATE: October 7, 2021 TITLE: A RESOLUTION OF THE PLANNING COMMISSION OF THE CITY OF WHEAT RIDGE, COLORADO RECOMMENDING ADOPTION OF THE LUTHERAN LEGACY CAMPUS MASTER PLAN AS AN AMENDMENT TO THE CITY'S COMPREHENSIVE PLAN, ENVISION WHEAT RIDGE CASE NO. WPA-21-01 ® PUBLIC HEARING ® RESOLUTION ❑ CODE CHANGE ORDINANCE Case Managers: Lauren Mikulak and Ken Johnstone Date of Preparation: September 27, 2021 SUMMARY: The Lutheran Medical Campus is located at 8300 W. 38a` Avenue in the heart of Wheat Ridge. The campus has operated as a medical use since 1905 and is currently owned and operated by SCL Health (SCL). A new Lutheran hospital is being constructed at the Clear Creek Crossing development at the western edge of the City. The hospital's move presents a rare opportunity to create a community vision for the future of the Lutheran Legacy Campus. The Lutheran Legacy Campus Master Plan is the culmination of five months of input from Wheat Ridge residents. The purpose of this master plan is to outline a 20 -year vision for the property. It includes an overall development framework and detailed descriptions of the suitability of different land uses within the site. It summarizes key considerations for development within different zones of the property. It creates clear direction for future entitlements and rezonings, and it provides a menu of financing options to explore. The City's 2009 comprehensive plan, Envision Wheat Ridge, did not contemplate a potential change of use on the property, so adoption of this master plan is a critical next in a new chapter for the property. Enclosed is a resolution that recommends adoption of the plan and amendment of the Wheat Ridge Comprehensive Plan. After a public hearing before the Planning Commission, the City Council will hold a public hearing on October 25 to make a final decision on adoption of the plan. Notice for this public hearing was provided as required by the Code of Laws. WPA-21-01 / Lutheran Legacy Campus Master Plan BACKGROUND: Existing Conditions SCL Health currently owns and operates the Lutheran Medical Center (LMC) at 8300 W. 38th Avenue. The campus is about 100 acres in size extending between W. 32nd Avenue and W. 38th Avenue, and between Allison and Dudley. While there are no public rights-of-way within the property, this area is roughly equivalent to the size of 12 city blocks. Medical uses on the property significantly pre -date the City. The site began as the Evangelical Lutheran Sanitarium in 1905 with numerous tents erected for the treatment of tuberculosis patients. In 1961, Lutheran Hospital opened as a non-profit general medical facility. In the 1970s, the site became known as the Lutheran Medical Center, and services continued to expand with construction of new buildings and additions over the next 30 to 40 years. In 1998, LMC became part of Exempla Healthcare; and in 2010, Exempla joined Sisters of Charity of Leavenworth (SCL). The Lutheran campus is centrally located in Wheat Ridge and is one of the City's largest employer with 2,000 associates, 900 physicians, and 600 volunteers. The site is currently zoned Planned Hospital District (PHD), and permitted uses include only hospitals, hospice care, and accessory uses customarily associated with a medical campus. The City's comprehensive plan, Envision Wheat Ridge, designates the campus as a public land use noting that public uses, including the hospital, will "remain as community and neighborhood anchors." The plan also designates the site for primary employment. These designations reflect the well-established hospital use, and the comprehensive plan does not consider other potential land uses for the site. Master Planning Process City Council was first briefed on the idea of a master plan in November 2020, and the formal process kicked off shortly thereafter with a contract award to MIG, Inc in January 2021. The public process began in May 2021 and has extended through October with a wide range of public input opportunities: • April 16 — Stakeholder steering committee meeting • May 1 —Public meeting #1 (on-site walking tour) • May 6 — Planning Commission study session • May 10 —City Council study session • May 20 — Community focus group A meeting • May 24 — Community focus group B meeting • May 27 — Business/development focus group meeting • June 10 — Public meeting #2 (virtual visioning session) • June 10 to July 10 — Online visioning survey • July 7 — Stakeholder steering committee meeting • July 21 — Community focus group A meeting • July 23 — Community focus group B meeting • July 29 — Business/development focus group meeting • August 3 — Public meeting #3 (in-person review of conceptual plans) • August 3 to 10 — Online survey for conceptual plans • August 16 — City Council study session • August 19 — Planning Commission study session WPA-21-01 / Lutheran Legacy Campus Master Plan • September 10 — Stakeholder steering committee meeting • September 13 — Business/development focus group meeting • September 22 — Public meeting #4 (open house review of final recommendations/next steps) • October 7 — Planning Commission public hearing • October 25 — City Council public hearing Master Plan Recommendations An essential goal of the master plan is to balance value of property with the values of the community. In other words, the plan needs to present recommendations that are realistic and flexible and recommendations that reflect the community's vision. This master plan doesn't identify specific users or site plans. Rather, it communicates critical elements of redevelopment that reflect public input and retain future flexibility. Chapters 1 and 2 of the plan provide background information about the campus and a summary of the public process and public comment. Chapter 3 describes the amendment to the City's Comprehensive Plan and its Structure Map. Chapters 4 and 5 articulate the vision for the future utilizing three tools: an overall development framework, a series of suitability maps describing the appropriateness of different land uses, and a discussion of the four zones on the property and key considerations for each. Finally, Chapter 6 describes specific actions and funding strategies to be explored in order to achieve the community's vision. From Vision to Reality The Lutheran Legacy Campus Master Plan, if adopted, will serve as a guiding document for future decision making. Like the City's Comprehensive Plan, it articulates a long-range vision but it is far more specific than Envision Wheat Ridge because of its focus on a smaller area of the City. Upon adoption, the City expects the property to eventually be listed for sale and potential buyers will be provided with the master plan. Once a buyer is identified they will work with the City to propose a zone change for the property. It is through the process of the zone change that the project moves from vision to reality. While the master plan is a guiding document, the zoning will be the regulatory tool outlining the details of specific permitted land uses and development standards (eg maximum height, minimum setback, et cetera). The zone change will be subject to review and approval by the Planning Commission and City Council, and consistency with the master plan will be among the criteria for review. Following zoning, subdivision and site plan reviews will occur. As part of all of the entitlement processes the City will review drainage plans and traffic studies. Though the timing of next steps will depend largely on the market and a future buyer, the process of sale, entitlements, and construction often takes many years. The new hospital campus at Clear Creek Crossing is not expected to be completed until 2024, and the current Lutheran campus will continue to operate in the meantime. While SCL Health, the property owner, seeks a buyer, the City can, in the meantime, be exploring several next steps that are within its control. This includes three specific actions: exploring the creation of an urban renewal area, exploring the possibility of a charter height amendment particularly for the middle portion of the campus, and assessing the City's facility needs to determine what public or civic uses may be suitable components of a redevelopment. WPA-21-01 / Lutheran Legacy Campus Master Plan Next Steps for Adoption Enclosed is a resolution that recommends adoption of the plan as an amendment to the Wheat Ridge Comprehensive Plan. The Commission's recommendation will be forwarded to the City Council who will hold a public hearing on October 25 to make a final decision on adoption of the plan. RECOMMENDED MOTION: "I move to adopt Resolution 01-2021, a resolution recommending adoption of the updated Lutheran Legacy Campus Master Plan as an amendment to the City's Comprehensive Plan, Envision Wheat Ridge, and forwarding said recommendation to the Wheat Ridge City Council. Exhibits: 1. Resolution 01-2021 2. Lutheran Legacy Campus Master Plan WPA-21-01 / Lutheran Legacy Campus Master Plan CITY OF WHEAT RIDGE PLANNING COMMISSION RESOLUTION NO. 01 Series of 2021 TITLE: A RESOLUTION OF THE PLANNING COMMISSION OF THE CITY OF WHEAT RIDGE, COLORADO RECOMMENDING ADOPTION OF THE LUTHERAN LEGACY CAMPUS MASTER PLAN AS AN AMENDMENT TO THE CITY'S COMPREHENSIVE PLAN, ENVISION WHEAT RIDGE WHEREAS, the City Council of the City of Wheat Ridge adopted a Comprehensive Plan, Envision Wheat Ridge, on October 12, 2009; and WHEREAS, the Comprehensive Plan does not contemplate a change in use for the Lutheran Medical Campus; and WHEREAS, the Lutheran Medical Campus will be moving operations to Clear Creek Crossing creating a need to establish a vision and guiding document for the property to inform future redevelopment opportunities and entitlements; and WHEREAS, the City Council directed staff and its consultants to prepare a master plan for the Lutheran Legacy Campus located at 8300 W. 38"' Avenue between W. 32nd Avenue and W. 38th Avenue, and between Allison and Dudley; and WHEREAS, C.R.S. 31-23-206 (2) provides that the Comprehensive Plan may be amended by the City from time to time; and WHEREAS, City Council desires to amend the Comprehensive Plan to provide direction for the Lutheran Legacy Campus as identified in the Master Plan; and WHEREAS, Planning Commission held a public hearing on October 7, 2021 as provided by C.R.S. 31-23-208 and Section 2-60 (b) of the Wheat Ridge Code of Laws. NOW, THEREFORE, BE IT RESOLVED by the Planning Commission of the City of Wheat Ridge, Colorado, as follows: 1. The Planning Commission of the City of Wheat Ridge hereby recommends adoption of the Lutheran Legacy Campus Master Plan attached as Exhibit A. 2. The Planning Commission recommends that the Lutheran Legacy Campus Master Plan supersede the Comprehensive Plan for the portion of the City covered by the Master Plan. 3. A copy of this resolution shall be forwarded to the City Council. DONE AND RESOLVED THIS day of 12021. CHAIR, PLANNING COMMISSION ATTEST: Secretary to the Planning Commission a. � fi- �� !—� � , 1 �w ver: - ,r •� = �r�� „� i� �I __ _ + . •. r 1 4,_ < it? � '. 1. .: � l�. t r "" �'+ ;; _+� / 1*C,1 i 1 a ;;. �IiF Irk �.�«.-- .. ri 'a :�� ar - lipi r I <. + �F', (.i 1 f y 1 _ �y ''.� -;�:x ;�,.,t'` ,, ,4� - � �. .._- ,.�.. � �I� � t Nsit � fl.: � I y i + •r�fiJ � 4r� �_._- • 1—C, +1� r �.' \ ���;'��►,* '�F r WT QRAFTT SEPTEMBER 2022.'' _.r 'M- City of t� � 1� �. � t � — � p �,:, �. � r i! _ 1 _ r - � iy� 1 t � i s P Y � •.d,. Md 0% gmSCL Health j �. _ MKS ACKNOWLEDGEMENTS CITY OF WHEAT RIDGE CITY COUNCIL Mayor Bud Starker Jahi Simbai District I Judy Hutchinson Janeece Hoppe District 11 Rachel Hultin Zachary Urban District III Amanda Weaver Korey Stites District IV Valerie Nosler Beck Leah Dozeman CITY OF WHEAT RIDGE PLANNING COMMISSION District I An Krichiver Jahi Simbai District II Kristine Disney Scott Ohm District III Melissa Antol Will Kerns District IV Janet Leo Daniel Larson CITY OF WHEAT RIDGE STAFF Community Development Kenneth Johnstone, Community Development Director Lauren Mikulak, Planning Manager Stephanie Stevens, Project Manager Economic Development Steve Art, Economic Development Manager Public Works Steve Nguyen, Engineer Manager Mark Westberg, Design Supervisor STAKEHOLDER STEERING COMMITTEE Kim Calomino Kate Cooke Andrew Coonan Kristi Davis Kelly Dunkin Bruce Johnson George Pond Eric Roth Brad Sandler Jeff Stoecklein Bob Van Wetter Rita Weller COMMUNITY FOCUS GROUPS Kelli Barker Alicia Bennett Hans Buenning Sandra Davis Kourtnie Harris Cody Hedges Ben Kinghorn David Land Kim Linton Cheyanne Mahoney Kourtnie Harris Jenny Shaver Chuck Moozakis Gino Quintana Carlo Ritschl Karen Stanley Sally Bruns Daniel Findlay Darren Henkel Fred Linton Renee Milliken Carol Mathews Chris Quiroz Candance Tomlinson BUSINESS COMMUNITY FOCUS GROUP CONSULTANTS Wheat Ridge Chamber of Commerce Wheat Ridge Business Association Applewood Business Association Foothills Regional Housing Authority City of Arvada, Office of Community and Economic Development Fruitdale Lofts (Hartman Ely Inverstments) West 38th (Wazee Partners) PROJECT PARTNER SCL Health MIG Jay Renkens, Principal Mark De LaTorre, Project Manager Phoenix Alfaro, Planning Associate Evan Lanning, Design Associate Economic and Planning Systems (EPS) Andrew Knudsten, Principal Matt Prosser, Vice President Fehr and peers Charlie Alexander, Principal Carly Sieff, Transportation Planner The Abo Group Ron Abo, Principal op Ffix10 Ir �. • do a CONTENTS EXECUTIVE SUMMARY 2 1 INTRODUCTION AND BACKGROUND 6 2 PLANNING PROCESS AND THE COMMUNITY'S VISION 26 3 A NEW ROLE FOR THE STRUCTURE PLAN 42 4 DEVELOPMENT FRAMEWORK AND TYPES 48 5 DETAILED RECOMMENDATIONS AND CONSIDERATIONS 74 6 IMPLEMENTATION STRATEGY AND NEXT STEPS 84 DRAFT SEPTEMBER 2021 ECUTIVE SUMMARY SCL Health will be moving the majority of operations from the existing Lutheran Medical Center Campus (Campus) to a new campus at Clear Creek Crossing. This move is creating a once in a generation opportunity whereby two significant areas of Wheat Ridge can be transformed in very meaningful ways that align with community values. S T, Main drop off at the SCL Lutheran Legay Campus today EXECUTIVE SUMMARY Given the Campus' size of approximately 100 acres and the fact that zoning currently allows for medical uses only, SCL Health has partnered with the City of Wheat Ridge to ensure a well-defined, coordinated redevelopment strategy through this master plan process that balances the value of property with the values of the community. The Master Plan establishes a development framework with varying degrees of intent and direction for different areas across the Campus. The Master Plan sets up key development parameters thatwill ensure the quality, compatibility and contribution of future investments on and connecting to the Lutheran Campus. This planning effort began during the COVID-19 pandemic and employed a combination of diverse outreach strategies and traditional engagement methods with safety, comfort and flexibility being priorities throughout the process. The focus of the robust engagement strategy was gathering input and feedback from stakeholders and the broader community at key milestones and touchpoints from start to finish. The primary goal of the Master Plan is to establish a development framework to guide future planning and development on the Lutheran Campus. The Development Framework is intended to communicate key development parameters /{ LUTHERAN LEGACY CAMPUS MASTER PLAN and considerations to ensure that any future redevelopment of the Campus reflects the values and priorities expressed by the community throughout the planning process. The Development Framework includes a transition in both form and function generally extending from the edges of the site to the center of the site. The major components of the Development Framework include: Flexible Mixed -Use Development in Center. • A critical aspect of the flexibility inherent in the Development Framework is the concept of middle to higher density mixed use development between North Lutheran Parkway and Lutheran Parkway West. Buffers and Transitions to Existing Neighborhoods. • The priority for the redevelopment on the edges is to thoughtfully transition to and buffer from existing single family detached neighborhoods. These critical transition areas should be a combination of lower density residential and/or open space. Integration of Existing Assets. The Lutheran Campus is a highly valued community asset in part because of the open space it provides. The topography across the site frames the Rocky Mountain Ditch that traverses the site from southeast to northwest. Areas south of the ditch are approximately 30 feet higher than areas south north of the ditch. In addition, many of the existing buildings have varying degrees of community and financial value. I ■■Retire ■ I •. `— ■ _�I/P/�/o_nnn�a�n ' rr .._ir 11 111 11 11 1 11 1 —ol ❑/�®. ��:� lo111 prim m ti_ IIII 1111_I� As an important companion to the Development Framework, individual development types further illustrate land use and form combinations and their potential locations throughout the Campus. The geographies mapped for each of the Development Types are not mutually exclusive. Rather, the mapping is intended to depict where each Development Type is appropriate and inappropriate on the Campus. The final chapter of the Master Plan identifies key next steps to set the stage for implementation over the 15- to 20 -year planning horizon. Moving forward, additional steps should be taken to ensure that the vision and recommendations from this plan EXECUTIVE SUMMARY become a reality. The likely next steps include: • Market the property to a developer • Re -Entitle Property Including Zone Change and Subdivision • Evaluate Amendment to Charter relative to allowable heights and density for portions of the existing campus • Evaluate Creation of Urban Renewal Area DRAFT SEPTEMBER 2021 CHAPTER 1 INTRODUCTION AND BACKGROUND The Lutheran Medical Center Campus (Campus) is currently owned and operated by SCL Health and is located at 8300 W. 38th Avenue. SCL Health will be moving the majority of operations from the existing Campus to a replacement campus in the coming years. This move is creating a once in a generation opportunity whereby two significant areas of Wheat Ridge can be transformed in very meaningful ways that align with community values. The Blue House, located on the SW corner of 38th Ave and Lutheran Parkway INTRODUCTION AND BACKGROUND INTRODUCTION The new Lutheran Medical Center is being constructed at the Clear Creek Crossing development on approximately 27 acres at 1-70 and 40th Avenue, is open, the Lutheran Medical Center will stop acute hospital operations at its current site. The target opening of the new facility is estimated to be in Summer of 2024. A Once in a Generation Opportunity It is extremely rare that any community has an opportunity to re -envision a property of this scale, especially with such a central location. And it is even less likely in a community like Wheat Ridge that is largely built out. While SCL Health plans to maintain its hospice program and the Foothills medical office building at the existing campus, the remainder of the property will likely be sold to one or more developers in the future. Given the Campus' size of approximately 100 acres, the existing ground -leases to Ventas for three of the medical office buildings, and the fact that zoning currently allows for medical uses only, SCL Health has partnered with the City of Wheat Ridge to ensure a well-defined, coordinated redevelopment strategy through this master plan process. A master plan is a long-range planning document that articulates a vision for a specific area that will guide the reuse of the property. Unlike Envision also in Wheat Ridge. Once the replacement facility Wheat Ridge, the City's comprehensive plan, which 8 LUTHERAN LEGACY CAMPUS MASTER PLAN outlines a vision for the entire City, a master plan describes more specific goals for the land use, design and transportation for a specific area. A master plan is sometimes called a subarea plan, small area plan, or station area plan. Existing Guidance for the Campus The City's Comprehensive Plan Envision Wheat Ridge was adopted in 2009 and includes a key chapter describing the Structure Plan for the City. The Structure Plan map corresponds with the key values, goals, and policies and balances current conditions, guidance from previous Subarea Planning efforts, community input, and market forecasts and analysis. According to the Comprehensive Plan, the Structure Plan is intended to provide strategic guidance and general land uses for future redevelopment. The Comprehensive Plan did not anticipate the hospital moving. As such, the Structure Plan designates the Campus as a public/institutional land use noting that public and quasi -public uses, including the hospital, will "remain as community and neighborhood anchors"The plan also designates the site for primary employment. These designations are described below: Th, Saud— Pkn mne,pond, with tha mmm,nlry ,k, and k., -I ,. N ploy N,a , 91idon1e fv th, ha",'Nwrlopmwt W Whmt wdce I. ASSETS kn Pa eMe enO 5 m Public (� 2. FOUNDATION I xalq�ep.npma I Nelgnbarnac4 Buflx Brea .aun..N2. t cam i INTRODUCTION AND BACKGROUND 3. CORRIDORS, GATEWAYS Primary =- Main 51-! Ne19nb1nh— vrimary Employment MiiabYee •• G Conitlor V, t' nel Gataw n[ [.rnl.r vrvwenm.rmu 4. ACTIVITY CENTERS Rza-'l NeigbboraeoJ /� Empb poen/ primary Co^mercial �1 Com ..rc.I ` Cummemial l� ci.l Employment JCenter Center 2009 Structure Plan from Envision Wheat Ridge DRAFT SEPTEMBER 2021 INTRODUCTION AND BACKGROUND Public According to Envision Wheat Ridge, public spaces are located throughout the community and within the neighborhoods. The Comprehensive Plan designates existing public and quasi -public facilities including schools, public buildings, hospitals, and other similar uses. Primary Employment Center Lutheran Medical Center and the parcels immediately surrounding it are encompassed in the primary employment center designated in the Structure Plan. As the largest employer in the City of Wheat Ridge, SCL Health (and its precursors) are well -supported in the Comprehensive Plan. Envision Wheat Ridge articulates support for long-term expansion and job growth around the Lutheran Campus, including along the southern end of Wadsworth Boulevard and small-scale businesses along 38th Avenue north of the hospital. An alternative future for the Campus was not contemplated in 2009 when Envision Wheat Ridge was adopted. Reflecting that policy level guidance, it should also be noted that the Campus is currently zoned as a Planned Hospital District (PHD), and permitted uses include only hospitals, hospice care, LUTHERAN LEGACY CAMPUS MASTER PLAN and accessory uses customarily associated with a medical campus. INTENT OF THE MASTER ALAN While the City's guiding documents only allow for a hospital and medical campus on the Lutheran property, this is the community's opportunity to envision what the site could be when it redevelops. Changes will not happen overnight, but it is critical that the City utilize this partnership with SCL Health to be proactive in articulating the goals for redevelopment and a set of parameters to guide redevelopment over a timeline that is expected to span 15 to 20 years. There are many types of master plans with varied approaches. For this effort, the master plan does not identify specific users or site plans. The Lutheran Campus Master Plan provides high level policy guidance as a supplement to the Comprehensive Plan. The Plan is intended to communicate the overall vision and goals for redevelopment, but in a fashion that retains a relatively high degree of flexibility for future developers. The Master Plan articulates a viable vision for the Campus that respects two things: the community's concerns and aspirations, as well as SCL Health's financial stewardship obligations and their responsibilities to their patients, staff and the broader community. The Master Plan establishes a development framework with varying degrees of intent and direction for different areas across the Campus. The Master Plan sets up key development parameters thatwill ensure the quality, compatibility and contribution of future investments on and connecting to the Lutheran Campus. OPPORTUNITY TO ADVANCE THE NEIGHBORHOOD REVITALIZATION STRATEGY In 2005, Wheat Ridge completed and adopted Repositioning Wheat Ridge, its first ever Neighborhood Revitalization Strategy (NRS). The City's inaugural NRS was a full-scale community improvement plan that planted the seeds for an updated comprehensive plan, for new corridor plans and zoning updates, and for new property and business developments. In 2018, City Council agreed • 0 IF I� INTRODUCTION AND BACKGROUND dam Envision WHEAT RIDGE A Plan For A Bright Future Comprehensive Plan Adopted October 2009 DRAFT SEPTEMBER 2021 INTRODUCTION AND BACKGROUND that it was time to update the NRS to determine what the City wants to be today and into the future. The 2019 NRS Update attempts to answer this question: "How do we make the most of the assets we have resurrected, nurtured, invested in, grown, and must now optimize?" Four sets of key findings from the 2019 NRS are summarized below, along with opportunities for this Master Plan to help Community Contentment MRS Conclusion: Wheat Ridge is quite content with its quality of life and its overall position. Community sentiment about life in Wheat Ridge is positive and the community does not perceive itself to be at an existential crossroads. Master Plan Opportunity: Based on this general sentiment, the Master Plan can work within the existing community context rather than attempt to be a catalyst for broad, widespread change across the community. The development framework articulated in this document is about enhancing opportunities advance these community priorities. and quality of life in ways that are contextually appropriate. 12 LUTHERAN LEGACY CAMPUS MASTER PLAN 141111111 A Strengthening Market MRS Conclusion: Wheat Ridge is enjoying the benefits of robust post -recession Denver area economy with the real estate market as the primary indicator. While the market is still dominated by an older and relatively lower income population which limits new restaurant and retail offerings, change is clearly afoot as incomes and education levels rise. Master Plan Opportunity: The scale of the Campus provides opportunities to bolster market support for certain uses, increase the overall housing supply to help ease rapidly increasing housing prices, and provide a greater diversity of housing types and price points. Primary Corridors MRS Conclusion: There is a clear desire on the part of Wheat Ridge residents for more attractive commercial districts along major corridors like Wadsworth, 38th, 44th, and Kipling, and for better shopping and dining options, particularly those that are not national or regional chains. Master Plan Opportunity: The Master Plan's development framework is intended to complement existing and future development around Wheat Ridge. As such, any commercial or mixed-use development on the Campus should be sized appropriately, serve local residents and neighbors, and consider the impacts on and connections to commercial corridors nearby Neighborhoods MRS Conclusion: When it comes to Wheat Ridge neighborhoods, there are many people in the city—even if it is not a clear majority—who are at least somewhat uncomfortable with changes that are perceived to be too drastic, out of character with existing conditions, or both. Residents also express a desire for positive connection and engagement with their neighbors. Master Plan Opportunity: The Lutheran Campus is surrounded by more traditional neighborhoods on all four sides. The development framework acknowledges these critical adjacencies and provides guidance for thoughtful buffers and transitions from existing development to new development envisioned on the Campus. INTRODUCTION AND BACKGROUND DRAFT SEPTEMBER 2021 INTRODUCTION AND BACKGROUND 1r � ■■ rr IM � •� ■1 .1i�1 11�I 41 ti _77 Ir r I' _ •� x v � 1 Irrrre , / 4 "rraar rranr rµ�Mrrr'ir r w~ d 11 t Y �yy� ���TTTrrrrrrr `` rrrrrr hr1"'1`a rrr r•rrrr rr■rar rrarq Aa an a rr a� 11p �' 'r ,d rte. `rraar�,.• olk CAMPUS AREA The Lutheran Medical Center is located at 8300 W. 38th Avenue. The Campus is 100 acres in size and extends between West 32nd Avenue and West 38th Avenue, and between Allison Street and Dudley Street. While there are no public rights-of-way within the property, this area is roughly equivalent to the size of 12 city blocks. Adjacencies The Campus is primarily surrounded by single family residential homes, along with the Olinger Crown Hill Mortuary and Cemetery located immediately to the South. The neighborhood is served by a variety of amenities such as Crown Hill Park to the southwest and a bustling commercial corridor along Wadsworth Avenue to the east. 14 LUTHERAN LEGACY CAMPUS MASTER PLAN Wheat Ridge High School is located a half -mile to the west on W. 32nd Avenue. History The origins of the Lutheran campus date back to 1905, when the site began as the Evangelical Lutheran Sanitarium with numerous tents erected for the treatment of tuberculosis patients. Colorado's high, dry climate was beneficial for tuberculosis treatment, and with a high demand for medical care and many people not being able to afford it, several religious -affiliated sanitariums were organized to tend to the growing number of cases. The original site started as twenty acres of land with two structures, a two-story house (the Blue House) services for not only Wheat Ridge residents, but the Denver metro area as well. The Lutheran campus has experienced numerous changes and transitions over the past century to keep up with the ever-changing needs and demands of the community, as it will continue to do so as the campus enters its next phase. and a five -room cottage. The Blue House remains today and is the oldest structure on the grounds. EXISTING CONDITIONS As the Sanitarium reached capacity in the 1920's, a new pavilion was constructed which ended the need for the tent colony that housed tuberculosis patients. In 1932, additional improvements were made including the construction of the Chapel of the Good Samaritan. As the population of Jefferson county rapidly increased through the mid -20th century and more modern facilities were constructed to tend to new health care needs, the tuberculosis sanitarium could no longer serve the public and was closed and sold in 1961, butwas remodeled and converted into a 220 -bed general hospital. By the 1970's, the hospital recognized its need to transition into a larger complex that could house new technologies and treatments. Up until the early 2000's, the Lutheran Medical Center has added several facilities to accommodate a wide range of Prior to a robust community engagement process and technical analysis in this master planning process, it was essential to establish a baseline summarizing the key physical and regulatory considerations related to the Campus. The physical aspects included the existing topography, vegetation, structures, parking and access. From a regulatory standpoint, the existing composition of building and land uses both on and around the Campus, as well as restrictions on certain types of development, were important in understanding appropriate use adjacencies moving forward. This foundation helped to frame and inform the critical assets, challenges, and opportunities for the study area. The following includes a high-level summary and review of the existing conditions. INTRODUCTION AND BACKGROUND DRAFT SEPTEMBER 2021 INTRODUCTION AND BACKGROUND Topography and Vegetation development that has occurred over time. These The City of Wheat Ridge offers a variety of parks, open spaces, and trails for community residents to enjoy. Several parks are situated along the Wheat Ridge Greenbelt, which are connected by an urban trail, and others are tucked away in residential neighborhoods. While the Crown Hill Park offers recreational opportunities for the area, the current Lutheran site has a lot of inactivated open space that is largely comprised of remnant areas between discrete open spaces and undeveloped areas equate to approximately 1,370,000 square feet, or 52% of the site. Walking paths run along the % mile segment of the Rocky Mountain Ditch, but they do not meet contemporary accessibility standards. Several detention ponds are scattered around the site, many serving irrigation purposes. Tree canopy cover is fairly sparse given the size of the site and is focused along the ditch and in and adjacent to parking lots. 16 LUTHERAN LEGACY CAMPUS MASTER PLAN The untapped open space at the Lutheran Campus provides opportunities to activate these areas, as well as accentuate existing natural features such as the Rocky Mountain Ditch and detention ponds. In doing so, the site can provide additional parks and open space to nearby residents and achieve the City's goal of ensuring everyone is within a 10 -minute walk of a park. Existing Natural Features Legend I:=:7 Lutheran Campus go unIary Lutheran Campus Parking and Road Pavement Hospital Bwlding Natural Features Tree canopy Water Reservoir 1'Topography Ones a 125 250 Soo 0 i ect �•—•—•—•—•—•—.—.—'—'- � I r'J I I I I . 1 � ' I ' � I y`�9y 4PP� I I � I I I I 1 , INTRODUCTION AND BACKGROUND Zoning and Regulations The main hospital Campus and majority of the site is currently zoned Planned Hospital Development (PHD). Parcels on the west side of the site owned by SCL Health and their predecessor Exempla are zoned Residential -One (R-1) and Residential -Two (R-2); these districts are intended to provide high quality, safe, quiet and stable low to moderate - density residential neighborhoods, and to prohibit activities of any nature which are incompatible with the residential character. The R-2 and hospital zoning designations have existed since the City's incorporation. The R-1 zoning was approved in 1981 (Case No. WZ-81-11) but developed never followed. The Foothills Medical Office building at the northwest corner of the site is zoned Planned Commercial Development (PCD); its zoning and development approvals date to 1986 and 1987. The majority of the surrounding neighborhoods are zoned Residential -Two (R-2) and many of the homes in these adjacent neighborhoods are single family detached units. To the east of the hospital along Wadsworth are properties zoned Mixed Use - Commercial (MU -C) and Mixed Use -Neighborhood (MU -N), which both allow for medium to high- density mixed-use development and a wide range of residential, commercial, and retail uses. Built Form and Use Buildings on the Campus range from one to six floors in height, providing a variety of densities and heights. The main hospital building provides the greatest contrast with not only the smaller buildings on the site, but with the numerous single-family detached units in the adjacent neighborhoods. Density Section 5.10.1 of the City Charter limits the density to 21 dwelling units per acre. In consultation with the City Attorney, it has been determined that a net density approach can be taken for redevelopment on the site whereby the overall site is limited to 21 dwelling units per acre. Dispersion or concentration of those units will be permitted on individual lots, such that individual lots may be higher or lower than 21 dwelling units per acre, but the full site will not exceed the net site area multiplied by 21. This may be further limited through future zoning for the site as a whole or for specific areas of the property. Height Section 5.10.1 of the City Charter also limits building heights for residential uses and non-residential uses. Those restrictions include: 18 LUTHERAN LEGACY CAMPUS MASTER PLAN • 35 -foot height limit for new structures containing residential uses • 50 -foot height limit for new nonresidential structures These limitations apply to new buildings only. The existing buildings on the site that exceed these height limits could be repurposed for any use regardless of their current height. INTRODUCTION AND BACKGROUND t R-36 I _lf!2 u KOHL 38STHAVFu ilill 3 A-1 - C-2 MU -C - MU -N PCD PID R-1 R -1C R-3 - A-2 CD MU -C INT' N -C PF PMUD R -1A - R-2 - R -3A - C-1 - I -E - MU -C TOD" PBF PHD ` PRD R-1 B - R -2A - R -C DRAFT SEPTEMBER 2021 19 INTRODUCTION AND BACKGROUND Vehicular Access, Circulation and Parking From West 38th Avenue, there are two access points to the site—North Lutheran Parkway and Lutheran Parkway West. There is one access point to the site from West 32nd Avenue—North Lutheran Parkway. There are no access points to the Lutheran Campus from the east orwest. The internal streets of the site—North Lutheran Parkway and Lutheran Parkway West—travel north -south and provide direct access to individual Campus parking lots and buildings. West 38th Avenue has a posted speed limit of 35 miles per hour and is a five -lane roadway east of Lutheran Parkway West and turns to a three -lane roadway west of Lutheran Parkway West. West 32nd Avenue is a two-lane roadway with intermittent left -turn pockets and has a posted speed limit of 35 miles per hour east of North Lutheran Parkway and drops to 30 miles per hour west of North Lutheran Parkway. Transit Service Regional Transportation District (RTD) operates fixed route bus service along West 38th Avenue (route 38) and Wadsworth Boulevard (route 76). Route 38 connects downtown Denver to the Ward Street/1-70 Park -n -Ride, operating along West 38th Avenue. Service currently operates between 4:48 AM and LUTHERAN LEGACY CAMPUS MASTER PLAN 12:02 AM at 30 -minute frequency (except during early morning and late evening when it operates at hour frequency) seven days per week. The most proximate bus stops to the Lutheran Campus are located immediately north of the site on West 38th Avenue between North Lutheran Parkway and Lutheran Parkway West. Route 76 connects the US 36 and Broomfield Station to the north to the Wadsworth/Hampden Park - n -Ride and Southwest Plaza on Bowles Avenue to the south, operating along Wadsworth Boulevard. Service operates between 5:22 AM and 1:10 AM at Existing Campus Circulation Legend E(_:] Lutheran Campus Boundary 0 Lutheran Campus Parking and Road Pavement Hospital Building Walkshed Analysis — Aertenal Vehicle Circulation Intemal Vehicle Circulation — Bike Rate — Walking Paths QBus Stop OMajor Vehicle Point Entry x 0 125 x5o 0 F Fee[ INTRODUCTION AND BACKGROUND 30 -minute frequency (except during early morning and late evening when it operates at hour frequency) seven days perweek. The most proximate bus stops to the Lutheran Campus are located east of the site on Wadsworth Boulevard at West 38th Avenue and West 32nd Avenue. Bicycle Network There are designated bike lanes on West 32nd Avenue, along the southern boundary of the site. There are no designated bicycle facilities on West 38th Avenue or internal to the site. Pedestrian Network The sidewalk is at least five feet wide in all locations between Dudley Street and Wadsworth Boulevard. The sidewalk varies between attached (without a buffer) and detached (with a buffer between the sidewalk and vehicle travel lanes). The sidewalk along West 32nd Avenue is consistent along the south side, connecting to the trails of Crown Hill Park. The sidewalk on the north side of West 32nd Avenue is inconsistent with no sidewalks present between Yarrow Street and Dudley Street, except for the one block immediately adjacent to the 22 LUTHERAN LEGACY CAMPUS MASTER PLAN site (Balsam Street to North Lutheran Parkway). Sidewalks internal to the site are missing in many sections along North Lutheran Parkway and Lutheran Parkway West. There is a multiuse path internal to the site, along the Rocky Mountain Ditch, that travels east -west connecting Lutheran Parkway West and North Lutheran Parkway. Utilities While utility records for the site are not comprehensive, it appears there are no regional serving utilities running through the site. Therefore, existing and/or new on-site utilities could likely be relocated without impacts to off-site functionality. Water mains are available on all four sides of the site (Dudley, 32nd, 38th and 35th) for future connections if needed. Though the sewer data is incomplete, it appears that all buildings north of 33rd drain north to the 8 -inch main in 38th Avenue. CenturyLink telecommunications, Xcel gas and Xcel electric utilities also serve the site. There are no planned CIP projects in the vicinity. The Rocky Mountain Ditch is a significant physical constraint on the Campus. However, it also provides open space and connectivity opportunities. Should any modifications be proposed in or adjacent to the ditch, further coordination with the ditch provider will need to be made to ensure that the prior metrics are met. The Rocky Mountain Water Company notes that, "The Ditch, in accordance with its decreed INTRODUCTION AND BACKGROUND priorities, carries approximately 7,092 inches of water all of which are currently under contract. A full supply of water is measured at the rate of 40 inches for each cubic foot of water per second. The Ditch, in accordance with contracts with [Coors Brewing Company] CBC, also carries otherwater rights owned and operated by CBC" DRAFT SEPTEMBER 2021 INTRODUCTION AND BACKGROUND MARKET CONDITIONS Demographics In 2019, Wheat Ridge estimated a population of 31,331, which was a 5% decrease from the 2000 population of 33,015. Wheat Ridge has a reputation as a retirement community, which skews many of the income and household characteristics relative to the region and may be attributed to the population decrease. Compared to adjacent cities of Arvada, Westminster, Lakewood, and Golden, Wheat Ridge has the highest median age of 42 and the highest proportion of residents 65 and older at 19%. Having an older population who are more likely to be on a fixed income means that household incomes are also more likely to be lower. With a median household income of $49,340, Wheat Ridge has the lowest amount, but has seen some of the largest income gains over the past two decades. Fortunately, Wheat Ridge's median age has remained stable, indicating a rebalance in age groups that is critical for the city's vitality. The city has seen the largest increase in college graduates aged 25 — 44, which can be attributed to the city's attractiveness for family formation, career building, and homebuying. This has also resulted in the LUTHERAN LEGACY CAMPUS MASTER PLAN college degree attainment rate of 25 — 34 -year-old doubling, which if remains steady, can have positive implications on the local market in the coming years. Like neighboring cities, Wheat Ridge's housing stock skews towards single-family detached units, but has some of the oldest housing with 80% of single-family units built between 1940 and 1979. It also has the lowest proportion of housing built after 2000 at only 3%. With an aging housing stock, many of these units have outlived their days for homebuying and are now being converted to rental properties. With many older single-family homes still headed by residents 65 and older, the city should be anticipating these units to be converted to rental properties as current occupants transition out. With a larger number of residents 65 and older, an aging housing stock owned by these residents, and a growing post -college population seeking homeownership and family formation, this data indicates that Wheat Ridge is starting to transition from a retirement community to a more traditional community that serves people of all ages. As the elderly transition out and new families begin settling, there will be a need to ensure that the housing stock can accommodate this new population. Economics Employment The City of Wheat Ridge is home to over 17,000 jobs based on data from the US Census LEHD tool. The largest employment sector is Health Care anchored by the SCL Lutheran Hospital. The Health Care industry has 4,900jobs in Wheat Ridge and accounts for 28 percent of jobs in the City. A recent parking study completed for the Campus found that there are 1,275 full time jobs located on the campus. However, the total employment on the site is likely greater and the total capacity of the site (workers plus patients plus visitors) is likely significantly higher at peak hours. Employment in the City has declined since 2002, however employment totals have rebounded from low points in the late 2000's. Employment in the City has grown by nearly 700 jobs from 2010 to 2018. Office and Retail Wheat Ridge has had a limited amount of new development occur in the City despite activity in the primary market area that surrounds most of the city. There has been no new office development in the City since 2010 and average rental rates are much lower than the Market Area ($15.97 per square foot (FS) versus $21.85 (FS). The City has been successful in capturing new retail development. The City captured 167,205 square feet of retail space since 2010. The presence of newer retail spaces has generated higher average rents per square foot than the Market Rate. New retail development has occurred along Wadsworth Blvd near the Lutheran Campus, along Kipling Avenue, and in the western portion of the City in the Applewood area along 1-70. INTRODUCTION AND BACKGROUND Multifamily Residential There has been a significant amount of multifamily development in the Market Area over the past 10 years. However, most of this development has occurred outside of Wheat Ridge in the City of Denver (along 38th Avenue and Colfax Avenue), in the City of Lakewood (along Colfax Avenue), and in the City of Arvada near Olde Town. The City of Wheat Ridge captured 628 new apartment units since 2010. The average monthly apartment rental rate in Wheat Ridge (according to Costar) is $1.57 per square foot. This rate has increased by an annual rate of 4.38% percent since 2010. In contrast, the average rate in the Market Area is slightly higher $1.67 per square foot and $1.80 in the MSA. The average rental rates in the Market Area and MSA increased by smaller annual percent (Market Area — 3.29%, MSA— 3.37%) than rents in Wheat Ridge since 2010. The newer projects in Wheat Ridge (e.g., West 38) have out -performed estimates for absorption and rental rates based on interviews with area developers. DRAFT SEPTEMBER 2021 25 CHAPTER 2 PLANNING PROCESS AND THE COMMUNITY'S VISION The Lutheran Campus Master Plan was informed b a robust community y engagement process that included: a walking tour; focus groups; steering committee meetings; Planning Commission and City Council briefings, study sessions, and hearings; public meetings; and surveys. Through these different engagement activities, a wealth of information was provided by the community that shaped the vision for the site. `� Sticky notes and smiley faces from an activity at the third public meeting PLANNING PROCESS AND THE COMMUNITY'S VISION OUTREACH METHODS This planning effort began in early 2021 during the COVID-19 pandemic and employed a combination of diverse outreach strategies and traditional engagement methods with safety, comfort and flexibility being priorities throughout the process. When formulating the outreach methods with a presumption that most events and activities would be virtual, it was important to allow for flexibility so that interactive online facilitation could transition to in-person events (such as with a walking tour) should the pandemic come under control. The focus of the robust engagement strategy was gathering input and feedback from stakeholders and the broader community at key milestones and touchpoints from start to finish. Lastly, these methods aimed to leverage existing City assets, such as with ongoing programming, in-person notifications at City facilities (such as the Rec Center and Active Adult Center), the What's Up Wheat Ridge (WUWR) platform, and the recent addition of a Community Engagement Specialist on staff. A summary of those various outreach methods follows. Self -Guided Campus Tour At the beginning of the project, the community was invited to participate in a self -guided walking tour of the Lutheran Campus. The event served as the first community meeting and included over 75 community members that devoted a portion of a Saturday in early May to learn about the planning effort and to provide input. Several interactive 28 LUTHERAN LEGACY CAMPUS MASTER PLAN stations were set up around the Campus for visitors to learn about the Campus' unique history and current operations, traffic and transportation, and open space and redevelopment. It also provided the team preliminary insight on how residents engage with the site and what initial ideas they had for its future. A virtual interactive tour was also provided .L1t1/11t11CT parking (Possible farm garage)to Y prevent spulooer Rim friendly m neighIntoborhoods keep character ofwheat ridge- couple stores, doesn't look too prefab M1 gated residential nit component- lowerrdennslty tz ries there are recleents who are ok with higher bendy housing- hard to and houcmg (own or rens-th, 61te 16 an opportunity to model after other example[ N good designwantto c we gawatetl rnaN denclry +1 nein cveetfeel-retell. reant coffee can take kid`.walk. petits denlnetionc cit hee pe perlmefer Stakeholder Steering Committee Meetings A stakeholder steering committee consisting of representatives from key community organizations was developed to allow more detailed input from stakeholders who could provide a specialized lens for the project and ensure the development framework was meeting the needs of the community while remaining feasible. This began with confirming the proposed process and engagement methods, included formation of and evaluation of preliminary alternatives, and concluded with a detailed review of the overall development framework. PLANNING PROCESS AND THE COMMUNITY'S VISION k +1 public space "commons" park town center movies onthe playground awn, rec center, farmers market lk+ ampuheamer dog park mlorobrewery playfields me are net aoppocedto high renally hcnsthg walkable community nigh amity gathering does not always +1 meegood e-. Sl can's Lake & Downtown( City Council and Planning Commission Study Sessions Two study sessions were conducted with the City Council and two with the Planning Commission to ensure elected officials were provided project updates and to allow direct contribution to the development of the project. Neighbor, Community, and Business Focus Groups Three focus groups comprised of neighboring residents who live next to the Campus, community members at large, and business leaders familiar RO.k W THE uf4AGY cAI�LM�44�s k---) —�} (µ4th 4Nc�Qry ut�s.�i t.M.�cu�h�wp�r Fa�wou 4J.W Nl'lL R LMIAWF �w.nnwv. 4 URIki //////'' cjJIOARIGD WM�i4GNl Sr�¢+i IS n 1A}:b k WwrvN1VIH9w%k ° Is .5¢Ww+p+uW- r.� • pt'M a�1}ah11�u1ectS 41tlu¢ utllM�� � i ���•ft •'fxxxdvr Neta "Daels'R' �,PrVdtm Ak 'wMYi m' sr4 D^.t dre ul "Nske W *jDTM'— GwMnert, Wirt Ww�e WrNVC01't w kw cnHw.. AlK —�' tadeeNxt�Mu-sa+siAwR with the economic landscape of the area, were convened to get focused and detailed insight on the vision and feasibility of the reimagined Campus. The community and neighborhood focus groups met twice during the process, ahead of the second and third public meetings to preview findings and recommendations, and offer insight and refinements. The business -oriented focus group met during the same time periods, as well as a third time DRAFT SEPTEMBER 2021 29 PLANNING PROCESS AND THE COMMUNITY'S VISION to provide input on the implementation section of the overall development framework. Community Meetings responded to the recommended development framework. Attendees were also able to engage directly with City staff and the consultant team through interactive online survey tools, comment Beyond the self -guided Campus Tour in Spring of cards, dot -preference activities, and candid 2021, three additional public meetings (one virtual conversation. The second two public meetings hosted over 150 community members and the final and two in-person) were conducted where attendees informed the vision for the site, provided feedback open house had over 100 residents and business owners in attendance. on the illustrative development alternatives, and 30 LUTHERAN LEGACY CAMPUS MASTER PLAN What's Up Wheat Ridge and Online Surveys Important to the process was the ability to reach as many people as possible, knowing that single events, whether virtual or in-person, were bound to miss large sections of the community. The project page on WhatsUpWheatRidge.com included background information, a project schedule, ways to reach out directly to the project team, and a number of interactive, online surveys. The page launched ahead of the project start in March 2021, and by mid-September 2021 had been visited by 2,324 individuals. Through each phase of the project and for every community meeting parallel engagement, project updates and meeting contentwas available online. One major online survey was administered during the early phase of the project and focused on the community vision. The survey launched alongside the second public meeting, ran for approximately one month, and was closed on July 12th after having received over 50 detailed inputs. The Visioning survey focused on identifying common themes and values in the community. PLANNING PROCESS AND THE COMMUNITY'S VISION Visitors Summary Whai'a Up Wheat Ridge from 13 Feb 20 m 25 Sep 21 DAILY MONTHLY 3k c 1 Wr'xl 1Ry'x1 1MeY 31 IJun'31 SM'31 INq'. 13q'21 _ Pag iews _ Visitors _ V:sity _ New Reg¢tmhons Visits by Channel WEa: s Ella NI -ea R dge f,Fr 13 Pec 20 v25 Sep` 2' DAILY MONTHLY 1Wa 1. soo xso lM.Y21 IMr'Sl aMaY'31 1Jun'3i IJUI Tl aAUB'3i 15p'21 _ Direct _ Email _.GOVsites _ SearcNEngine _ Social _ Refemis A second online survey was provided during the second phase seeking input on preliminary concept alternatives; itwas available for one week and received 164 responses. For both surveys, the input from the live events was aggregated with the parallel online counterpart in an attempt to best reflect the broadest range of interests and their comments. Highlights ii R DA f �3.8 k 119 �59 ENG=b i GITORS JJED VISITORSu:iORS 202 � 1 k �2.4 k TRAFHCCHANNEL AWARE VISITS INFORMED VISITS(%) ENGAGED VISIT 1 DIRECT 2084 7% IM 2%) 105(5%) SOCIAL 343 89(25.9%) 1 (03)1) EMAIL 515 248(482%) 69 (17.3%) 1 SEARCH ENGINE 338 131 (38-8%) 15 (4.4%) �.GOVSRES 0 0(0),1) 0(0%) REFERRALS 525 217 (41 3%) 23 (4.4%) DRAFT SEPTEMBER 2021 PLANNING PROCESS AND THE COMMUNITY'S VISION PLANNING PHASES AND s z ;8TH 2 HEY THEMES V m N E a The eight-month process included three major phases of planning and engagement, beginning with r•---•—•—•— —•—•- 38TH Background and Visioning, followed by Preliminary 1 I Concept Alternatives, and concluding with the Recommended Development Framework. Each 1 phase deployed a wide range of methods designed r g t riY to solicit meaningful feedback from key stakeholders and the broader community. Asummaryofallthe 4 key themes from the entire planning process is j Vii' I included below. That list is followed by a description of engagement and summary of key themes for n each phase. r b 7 35TH Key Themes n ` biAl *ri 1 try Create density that transitions from the edge to }. the center to ensure compatibility with adjacent ` ! 1 neighborhoods Create a mixed-use environment that transitions seamlessly between uses and builds off existing infrastructure r . _ . _ . _ .. _ - Promote safe multimodal connections that does 33RD not exacerbate traffic 1 1 a Provide a variety of free, public amenities that a incorporates existing natural features . _ . _ , _ , J a Build a variety of housing that serves a diversity 32ND of people LUTHERAN LEGACY CAMPUS MASTER PLAN Phase 1: Background and Visioning The first phase of the project involved engagement that solicited feedback regarding common themes and values that would guide the development of the preliminary alternatives. During Phase 1 of the engagement, the following activities and events occurred: • Public Meeting #1: Self -Guided Campus Tour • Stakeholder Steering Committee Meetings • City County and Planning Commission Study Sessions, Round 1 • Neighbor, Community and Business Focus Groups, Round 1 • Public Meeting #2: Virtual, Visioning • What's Up Wheat Ridge Virtual Campus Tour, Online Survey and Project Updates • Facilities Focus Group Tour • Email and Phone Questions and Comments Keythemes that emerged during Phase 1 of the process included: • Importance of the history and legacy of the Campus • Opportunity to create a center for the community, anchored by • civic and cultural uses • Desire for parks, open space and buffers with the adjacent neighbors • Both concern and desire for housing and increased connectivity • Excitement for potentially local -serving retail, dining and entertainment PLANNING PROCESS AND THE COMMUNITY'S VISION Phase 2: Preliminary Concept Alternatives The second phase of the project focused on gathering input on three preliminary alternatives and homing in on a final vision for the Lutheran Campus. During Phase 2 of the engagement, the following activities and events occurred: • Stakeholder Steering Committee Meeting • Round 2 of Neighbor, Community and Business Focus Groups • Public Meeting #3: Preliminary Alternatives • What's Up Wheat Ridge Online Survey and Project Updates • City Council and Planning Commission Study Sessions, Round 2 From Phase 2, the keythemes that emerged included: • Keep height in center of site and have it taper off to respect surrounding community • Allow more height/density to allow for a more diverse community • Minimize impact on site edges • Ensure affordable housing is included, including senior housing • Allow homeownership opportunities for younger residents who want to raise a family • Make the site a destination that attract visitors • Preserve historical elements of the site and celebrate its agricultural past • Maintain small town feel Phase 3: Recommended Development Framework The third phase of engagement introduced the overall development framework and development types. For this phase, no major course corrections were anticipated, and the input was used to refine the final recommendations. During Phase 3 of the engagement, the following activities and events occurred: • Stakeholder Steering Committee Meeting • Round 3 of the Business Focus Group • Public Meeting #4: Development Framework • What's Up Wheat Ridge Project Updates • Email and Phone Questions and Comments From Phase 3, the focus was largely placed on an acknowledgement of the process and questions regarding next steps. The takeaways included: • Appreciation for finding common ground among diverse inputs • Appreciation for flexibility • Appreciation for context -sensitive uses and building forms on edges • Willingness for compromise and trade-offs • Questions about next steps DRAFT SEPTEMBER 2021 PLANNING PROCESS AND THE COMMUNITY'S VISION :rte^4a,''"!1?I=`rt'rrxaEr s"---•:j.,:;.--N-a"y"�„'ii:-'"l o LAJ LJLJ `1...i1..ILJ~ O Mw.nFAMr�Y (,[�9APnVE�ZEuS� NoN-Si6NW.�v INrEPSErnoN Z6o Aczrs 3 f � r•J / ` — Si6NW,¢ED 1nnEr5ErnoN I ��y f�♦ 4 tl I I �iCiSnr,ICT Nora-Si6�W�z�v IurE�EcnoN —J s LUTHERAN LEGACY CAMPUS MASTER PLAN I JgAWTZ-J?VAoways bW Ae • t�s L . . , 35TH I 35Ty I I � � r o I I . — . — .. — _ J 33RD fl o 32ND SITE CONSTRAINTS AND CONSIDERATIONS Existing facilities and uses likely to remain on the Campus include the Foothills Medical Office Building (2.5 acres) located along 38th Avenue, as well as Collier Hospice (5.0 acres) located along 32nd Avenue. These two uses account for approximately 7.5 of the 100 acres that make up the Lutheran Campus. At the time of adoption, it is unknown whether West Pines Behavioral Health will continue to operate in their current location. The future of the three central medical office buildings, under Ventas' purview, will be determined following an analysis of current and future operations in light of the hospital leaving this location as the demand for Medical Office Building space will significantly decline. Those uses aside, there are other physical constraints and considerations that either prohibit redevelopment or are not considered due to their ongoing functions. That full list includes: • Approximately 6.0 acres for the Rocky Mountain Ditch will likely remain in place, 0 I Approximately 7.5 acres of major roadways will likely remain in place, • The North Tower and associated parking (3 acres) have the best adaptive reuse potential, • The existing on-site (medical) office program is likely the largest office program for this site due to a lack of market support for new office space -that existing use and requisite parking requires approximately 6.75 acres; and • The community has expressed a strong desire for retention and potential adaptive reuse of the Chapel and Blue House along 38th Avenue. PRELIMINARY CONCEPT ALTERNATIVES During the preliminary alternatives phase of project, an initial land use palette was established to test illustrative development concept alternatives. That set of land uses included: Low Density Residential; Townhome Residential; Multifamily Residential; Office; Mixed Use; Civic; Retail; and Parks and Open Space. Using these land uses, three concept alternatives were created to test illustrative development programs, locations of various uses across the Campus, and critical adjacencies and buffers. These were illustrated as site plans and intended to elicit public comment; the community was not asked to vote on or rank the concepts but rather asked to provide feedback on what they liked and disliked about each. The following summarizes the three concept alternatives, along with a summary of community and stakeholder likes and dislikes. PLANNING PROCESS AND THE COMMUNITY'S VISION �3 v q QUWTt5%}(j" VAr"j 1%10l.)'e- U /�rtrrJnu NI1V .Faw�o p15'(p.IVN1E� ST71+�C-f�l(.6Yr� .NYS st -j (mom ftEVM}T AT Tf{E C/ n11E�'-MM1AWS {DL go6mr Ar _W tvOR_) •, xt.Y p aw s -vk C q 3Y O r SW • • lA¢ pYRec57A cY.ecYe wmaaN4s T'46'n 6: 4' -M ovovpmTr r amsam -W ite res 6 i+.'k.s -� nw5.••.. , u W * e� ,..,c �-, we er4° \-J� (m MIATJ Abu, +r a r+o TanNnwwaa., ear •YoY }1m�a�'M�tf e�¢ T. 9.YW -F*%V I' — UmMaW.q.Y.vMa+CTitvF FnwWw�j •Naiw+rN-o�i'_'''/ �ry�T''«r� -J� AAe TnYNea TMIM 6Mwky w. ^CalYcxldY, t(- -- MNYAi'Mt� fbnnula`I MU1iT.g4.YW,� --�M'lifi5 ME4- PnAsn sq�..o rre prs�;YuytieJ! • lµ'W" s�•e r r. uw wEtnTs ➢N�14M ar+wxe" cx a' 'Wu --�G,Y�PY'+s�M+w oeeoY ae+x+w p.c ysdawtawuiom,YGc. cy�,�,t3 Ale -AW - Y w- aw:1 CO- --�A*QYPG6/ ¢F.[lePdW MFwaMics,C..°1� R- Ma"M-A�Ltp- srsn�x,.(F.- •aKw/TAbYM. • FN.MN.s PA Y T Tien Te G( (Dlxlllb-- ° N/Ptli(HE� OF SCMF d4A SSP4 Al d mkAxS L MSiA�'•1 M Y.w&wm� YAafF . T of d 1s WY ' "T sfm carnaM+ro DRAFT SEPTEMBER 2021 PLANNING PROCESS AND THE COMMUNITY'S VISION 31HD 4ed ACR% i,TH 341H - C.GVNIw 1bWAa;!% L PARK d1DAc % LUTHERAN LEGACY CAMPUS MASTER PLAN _ 'QE'c'AIL -1.50 Acs AIL J`o 35TH 24 TH 3 r 33RD 3 c Preliminary Concept A Key Elements • Retail/dining edge along 38th Avenue • Low-density residential mirroring existing housing on the west side of Dudley Street • Large, civic core • West Pines Behavioral Health remaining in place for foreseeable future • Small, distributed open spaces supporting adjacent new and existing uses v o 0 ;8TH 1 31HD 4ed ACR% i,TH 341H - C.GVNIw 1bWAa;!% L PARK d1DAc % LUTHERAN LEGACY CAMPUS MASTER PLAN _ 'QE'c'AIL -1.50 Acs AIL J`o 35TH 24 TH 3 r 33RD 3 c Preliminary Concept A Key Elements • Retail/dining edge along 38th Avenue • Low-density residential mirroring existing housing on the west side of Dudley Street • Large, civic core • West Pines Behavioral Health remaining in place for foreseeable future • Small, distributed open spaces supporting adjacent new and existing uses PLANNING PROCESS AND THE COMMUNITY'S VISION Communityand Stakeholder Likes • Park space along ditch that provides connections to existing neighborhoods • Large, central civic space • Low density residential that transitions to higher density, particularly along Dudley Street • Diversity of housing types • Active, mixed -uses along 38th • Preserving West Pines in its current configuration and use Community and Stakeholder Dislikes • Location of townhomes next to Allison Court • Lack of green space beyond Rocky Mountain Ditch that could provide connectivity to other places • Perceived imbalance of housing and assets • Potential negative impact of intensive uses along 38th • Does not address historical buildings on site • More high-density housing than -low density housing • Civic use size may be too large • Additional retail while vacancies exist in other places DRAFT SEPTEMBER 2021 37 - PLANNING PROCESS AND THE COMMUNITY'S VISION a w ^o � o � 3 38TH m ^ f a e s I M,>V usE � � r IRVdAczr r tfme I 5D Acs • OIJNHo , "QpRK < ID Act W Am% V0Act " D Preliminary Concept B " I, 35T" Am R� Key Elements { ILq I �/+� IDgDAc� ,STH Large, mixed-use destination north of the Rocky q.lpp Mountain Ditch Diverse and distributed housing products m 3 Small civic, and office presence W ToWpµio nE Low DlwS'-of a Open space on the eastern and western 35th ti3DA4 Avenue alignments 32ND L r J 33RD 31tdU � �XAiT1AIC( I ,. 3-u. J LUTHERAN LEGACY CAMPUS MASTER PLAN 4 PLANNING PROCESS AND THE COMMUNITY'S VISION Communityand Stakeholder Likes • Mixed-use area along 38th • Density concentrated in center • Extent of lower density housing • Potential to phase in civic and mixed-use development and activate those spaces in the meantime • Townhomes on edge if traffic is routed internally Community and Stakeholder Dislikes • Location of townhomes next to Allison Court and Dudley • Vagueness of what mixed-use entails • Skepticism that vertical mixed use is feasible • Too little civic and open space • Imbalance of housing and assets; lack of retail/ restaurants • Too much multi -family housing • Does not address historical buildings on site • Lack of connectivity DRAFT SEPTEMBER 2021 PLANNING PROCESS AND THE COMMUNITY'S VISION � o z r•—' — —•—•— -- s cioc OFPCE ZEdAcxbs' 3mAc�, 4`�Arres r MuLri {'AM�I.Y UV'AVX i CTH i ow�t I3Ed, W 3O H bow (G, 145SIv �. ��DAc 32Ho 31NO MULTI �Aµiuf 38TH VARx 49DAry Preliminary Concept C 35TH Key Elements H Large, open space along the western and eastern edges • Large, multi -family residential located in the 3 center of the site 0 Na Civic and office presence along 38th avenue • Retail "Main Street" along Lutheran Parkway • Low-density residential located in the southeast 33RD corner of the site 3 LUTHERAN LEGACY CAMPUS MASTER PLAN PLANNING PROCESS AND THE COMMUNITY'S VISION Comm unityand Stakeholder Likes • Main street design along Lutheran Parkway • Parks and low-density housing buffering existing community • Accessibility and connectivity for current residents • Density concentrated in center and stepping down to edges • Large open spaces linked with ditch • Focus of civic and offices along 38th Community and Stakeholder Dislikes • Would like open space along Rocky Mountain Ditch and green connectors through site • Too much multifamily housing • Amount of office space • Does not address older structures on site one way or the other • Focus of civic and offices along 38th • Concern for viability of narrow land -use designations for lower -density residential and retail DRAFT SEPTEMBER 2021 41 CHARTER 3.0 OLE FOA THE STRUCTURE PLAN Based upon the community's input throughout the planning process, new mapping is identified for the Campus to update the Structure Plan. Aerial image of the existing Lutheran Legacy Campus and surrounding context A NEW ROLE FOR THE STRUCTURE PLAN 44 LUTHERAN LEGACY CAMPUS MASTER PLAN The Public and Primary Employment Center designations mapped on the Campus in Envision Wheat Ridge's Structure Plan should be replaced with a combination of Parks and Open Space, Neighborhood Buffer Area, Neighborhood Commercial Center, and a new Mixed Use— General designation. Each of these four Structure Plan designations and related considerations is discussed below. Parks and Open Space According to Envision Wheat Ridge, Parks are located within neighborhoods or along corridors. Open spaces link the community together. Parks and Open Spaces are important within neighborhoods and for stewardship of natural resources. The Parks and Open Spaces designation on the Lutheran Campus corresponds to a linear greenway concept along the Rocky Mountain Ditch alignment extending southeast to northwest through the Campus. Additional parks, plazas and open space amenities should be encouraged as the Campus redevelops. It is likely these will be smaller in scale and may be quasi -public spaces and thus ft the Public category within the Structure Plan. Structure Plan The Sauourc Plan corresponds with the community vzlon and keyval es a.., It pmwdcs nratcgc gudance for the future redevelopment of Wheat Ndgo. a 1. ASSETS Part¢ and O n5 a Puhlic � 9h 2. FOUNDATION ■■■f fall"m Neighborhoods ■ ` 11■■AA L ver /T. F ItTl all Corridor J Neighborhootl e Buffer Area n—. o, j2b os r 0eame see Chart 3 of the C parehpansry Plan farn d rir(ion of 1 .tc, FOLNIdOtiCorador,Graovapm and Actrvhpl Cdahtors ■Mixed -Use Employmen[ Mixed-UseAREA Mixed -Use Commercial Em to ment NEW General The current Lutheran campus is higlighted and shaded with the updated Structure Plan designation. A NEW ROLE FOR THE STRUCTURE PLAN lu Th St =e.e per pam. a..mms=sed. w fN o .ourt pWratas o• , j'0 ,, p a- 'piWadsworth Corridor ing Corridor ., �L— 4. ACTIVITY CENTERS Regional Commercial Center Community Commercial Center Neighborhood _ - Commercial �el Center t a Employment/ c errs Commerdal el Mar Center e «lY 3. CORRIDORS, GATEWAYS nimaw =- ..i. srrett rrid—� y xeisaeoraooa Pna..ry Primary �mme.dwi Cosmo. Cman—pia, cmwav Employment "a"` Center DRAFT SEPTEMBER 2021 A NEW ROLE FOR THE STRUCTURE PLAN Neighborhood Buffer Area According to Envision Wheat Ridge, Neighborhood Buffer Areas are generally located at the "edges" of neighborhoods, and generally function as buffers between low -intensity residential areas and higher intensity commercial corridors and uses. The Neighborhood Buffer Areas designated in the revised Structure Plan for the Lutheran Campus should include a combination of lower density residential and parks, trails and open space. The emphasis should be creating a periphery pattern and character to the Campus redevelopment that does not feel like an edge. Future development should be complementary to existing single family detached neighborhoods adjacent to the campus. According to Envision Wheat Ridge, many Neighborhood Buffer Areas correspond with designated Urban Renewal areas. Neighborhood Commercial Center According to Envision Wheat Ridge, Neighborhood Commercial Centers will feature small clusters of businesses and mixed -uses to serve neighborhood needs (at residential, neighborhood scale), offer unique niche business opportunities, and add a "sense of place" and destination within distinct neighborhoods. The City will prioritize pedestrian accessibility within these condensed commercial 46 LUTHERAN LEGACY CAMPUS MASTER PLAN nodes that are generally along Neighborhood Commercial Corridors and neighborhood collector roadways. Other centers may occur in the community overtime, particularly along other neighborhood collector roadways and within Neighborhood Revitalization and Neighborhood Buffer Areas. Mixed Use - General Envision Wheat Ridge only includes two categories of Mixed Use in the Structure Plan. Those include Mixed Use Employment and Mixed Use Commercial. Both categories are relatively prescriptive and neither allows residential. As such, this Plan introduces a new Mixed Use—General category for the Structure Plan. Mixed Use—General areas can include a combination of retail, office, employment, and/or medium to higher intensity residential, all of which could be integrated either vertically or horizontally. Focus in these areas is on long-term infill and redevelopment, reinvestment, and high- quality urban design and landscaping for vacant or underutilized properties, with creating more residential and/or employment diversity being the primary emphasis. Mixed Use—General areas should be highly walkable and well-connected to surrounding areas with development organized around public and/or quasi -public spaces of various scales and functions. A NEW ROLE FOR THE STRUCTURE PLAN a NGh ft.• �r F I�� ��GSriN[r r- NecTtteorztloo� • � ' � �'�' til; °�, � r- — - —----— ._...—._._..� &eWfTZAL E erza�- 2 � NEiC��tROTL4tOOD I �iCiSr�N[r I Nec�orza000 I h� CT USE � ETzAL I � NectttAOTz�t000 r �iGSnN�r Ne on�t000 NE~�� 32ND DRAFT SEPTEMBER 2021 CHAPTER 4 DEVELOPMENT FRAMEWORK AND TYRES The primary goal of this Master Plan is to establish a development framework to guide future planning and development on the Lutheran Campus. The development framework is intended to communicate key development parameters and considerations to ensure that any future redevelopment of the Campus reflects the values and priorities expressed by the community throughout the planning process. Mixed use environment supporting a wide range of community needs DEVELOPMENT FRAMEWORK AND TYPES The Master Plan's Development Framework sets key direction for the areas of the Campus in terms of both built form and land use. These in turn will have implications on mobility and other infrastructure needs. The overall Development Framework and associated Development Types provide a balance of certainty and flexibility for the community and future owners and developers of the Campus property. This chapter begins an overview of the Development Framework, and concludes with an descriptions of Development Types deemed appropriate for the Campus redevelopment. OVERALL DEVELOPMENT FRAMEWORK The Development Framework includes a transition in both form and function generally extending from the edges of the site to the center of the site. The major components of the Development Framework include flexible mixed-use development in the center of the site, buffers and transitions to existing neighborhoods abutting the Campus, and integration of existing natural and manmade assets. Flexible Mixed -Use Development in Center Development Framework is the concept of middle community parks, an amphitheater, and civic to higher density mixed use development between North Lutheran Parkway and Lutheran Parkway West. Important considerations for this area include: Accommodation of Community Amenities and Destinations Community members that participated in the planning process indicated a strong desire for one or more community amenities on the campus but expressed a strong preference for these to be located in the central and/or north central portions of the Campus. Ideas for community amenities A critical aspect of the flexibility inherent in the and destinations ranged from small pocket parks, 50 LUTHERAN LEGACY CAMPUS MASTER PLAN facilities to a small, neighborhood -serving main street or a mixed-use activity center. Integration of a Diversity of Housing Opportunities. One of the most prominent ideas expressed throughout the planning process included the incorporation of diverse set of housing types that cater to a broad array of preferences, income levels, and households though there was some concern over the amount of multi -family housing. The vast majority of residential areas in Wheat Ridge are primarily traditional market rate single-family detached housing. Residents expressed support for DEVELOPMENT FRAMEWORK AND TYPES Legend c _ ry o artt 0 ,7 S 0 o o r 38TH i 1: _ : ] Lutheran Campus Boundary N a m � a a Concept Diagrams QExisting Useto Remain I i�TJeus, Lower Density Residential & Open Space a t ';?fS'iXNTIAL- < Or EN SOAK I 5 5D Jugs Middle- Higher Density Mixed -Use Lower - Middle Density Mixed -Use r i (,5b A,17% i o Rocky Mountain Ditch I �� Primary Circulation &aim_ .UZ� 7F Adaptive Reuse ,s,,, IL . M,w,�_f{,�E,l�,n 35TH I Targeted Adaptive Reuse I 4t�As 3crp lawErL— I j_ Existi ng Med i cal Offi ce B u i I d in g (M.O.B.) ht —usE I sN 3 � L._.—.—.7 'REslveNTIAL c DPEN SnAcE _ I I aoo 4 DRAFT SEPTEMBER 2021 DEVELOPMENT FRAMEWORK AND TYPES creating mixed income housing with an emphasis on affordability and options to rent and own. Targetaudiences identified include families, young professionals, empty nesters, seniors, and working- class and lower-income residents. Exploration of New Employment Opportunities Many participants in the planning process expressed disappointment that the hospital will be moving. They appreciated that SCL Health will be keeping operations in Wheat Ridge, but were hopeful that a portion of the Campus could still serve as an employment centerwhen it is redeveloped. New employment opportunities should be explored as a detailed development program is identified. Preservation and Adaptive Reuse Community members expressed a strong desire to preserve the Chapel and the Blue House along 38th Avenue. The future owner and developer of the Campus should explore options preserve and/ or adaptively reuse one or both of these structures. Through a high-level facility assessment, the North Tower of the hospital was deemed to have the highest adaptive reuse potential. The North Tower more detailed assessment to determine potential Buffers and Transitions to Existing integration into future redevelopment. Respect for Northern Neighborhoods While the existing hospital facilities are relatively high intensity and approach or exceed 100 feet in height, they are set back from 38th Avenue. Community members, especially residents who live in the blocks north of 38th Avenue, expressed a desire to retain similar setbacks in any redevelopment or to step development intensity down as it approaches the 38th Avenue right -of - and other buildings on Campus should undergo a way. 52 LUTHERAN LEGACY CAMPUS MASTER PLAN Neighborhoods The priority for the western, eastern, and southern redevelopment areas is to thoughtfully transition to and buffer from existing single family detached neighborhoods. These critical transition areas should be a combination of lower density residential and/ or open space. Important considerations for this area include: Appropriate Scale and Orientation The most important consideration expressed by neighbors living to the west, south and east of the Campus was for development that is of a compatible Pedestrian and Bicycle Connectivity Most participants in the planning process supported r a the creation of a more robust pedestrian and aw �„ bicycle network connecting to and through the * Campus. With that said, many community members _§ were concerned about new vehicular connections between existing neighborhoods and new development on the Campus. Many thought that new vehicular connections will increase cut through ti traffic on neighborhood streets. scale as the single-family homes that abut the Campus. The buffer and transition areas mapped as part of the Development Framework should include lower density development that is oriented in ways to respect and complement existing neighborhood development. Compatible Uses In addition to scale, community members expressed a strong desire for uses that reflect or respond to the neighborhood feel and character of those areas. Lower density residential and/or open space are prioritized for the western, southern, and eastern edges of the Campus. Integration of Existing Assets The Lutheran Campus is a highly valued community asset in part because of the open space it provides. The topography across the site frames the Rocky Mountain Ditch that traverses the site from southeast to northwest. Areas south of the ditch are approximately 30 feet higher than areas south of the ditch. In addition, many of the existing buildings have varying degrees of community and financial value. Important considerations related to existing assets include: Retention of Tree Canopy Future redevelopment of the Campus should work to integrate the tree canopy on the Campus to the extent possible. The mature trees, especially along the Rocky Mountain Ditch, are important assets on DEVELOPMENT FRAMEWORK AND TYPES a Campus with a relatively low level of tree canopy coverage. Utilization of the Existing Topography Future redevelopment of the Campus should work to integrate the existing topography on the Campus to the extent possible as well. The site topography may also be helpful in adding height to the future development in strategic and less noticeable locations as taller buildings north of the ditch will appear notably shorter than taller buildings south of the ditch due to a significant change in elevation. Integration of Existing Access Points The Lutheran Hospital is a major traffic generator and is well supported with the two access points along 38th Avenue and the access along 32nd Avenue. These existing access points should be integrated into the future redevelopment plans. Prioritization of Adaptive Reuse Opportunities As stated above, existing buildings on the Campus should be examined for adaptive reuse potential. The Chapel, Blue House and North Tower should be prioritized in this assessment. Other opportunities may include other portions of the hospital facilities and West Pines Behavioral Health facilities (pending SCL Health's decisions). DRAFT SEPTEMBER 2021 53 DEVELOPMENT FRAMEWORK AND TYPES DEVELOPMENT TYPES As an important companion to the Development Framework, individual Development Types further illustrate land use and form combinations and their potential locations throughout the Campus. The geographies mapped for each of the Development Types are not mutually exclusive. Rather, the mapping is intended to depict where each Development Type is appropriate and inappropriate on the Campus. A further level of nuance is provided on suitability maps with lighter and darker colors communicating less community support and more community support, respectively. LUTHERAN LEGACY CAMPUS MASTER PLAN DEVELOPMENT FRAMEWORK AND TYPES =sem �i DRAFT SEPTEMBER 2021 DEVELOPMENT FRAMEWORK AND TYPES CIu1.0 CIIMA_US SUI. arimBI11AN LUTHERAN LEGACY CAMPUS MASTER PLAN Civic Campus Civic, cultural and community -focused programs were key uses discussed throughout the engagement process. Preliminary concept alternatives explored various sizes and locations for these types of uses, including a large civic campus located in the center of the site, as well as smaller locations along 38th Avenue and in an adaptive re -use of existing office facilities. The provision for these types of uses and spaces will require a significant investment and funding. Pending the financial viability and interest from the City and other DEVELOPMENT FRAMEWORK AND TYPES civic partners, a civic campus could include uses such as: • City Hall and City Offices • Jefferson County Branch Library • Recreation Center • Cultural Facility • Art and/or History Museum • Theatre, Visual, and Performing Arts Space • Public Art • Outdoor Event Space In whatever combination comes to fruition, these uses are most appropriate in the center of the site, and perhaps with some presence along 38th Avenue. Some institutions, such as the library, would likely require a presence along a major corridor if 1) they are to relocate from their current operations along 32nd Avenue and 2) they're not tied to a larger, civic campus. It is unlikely that an adaptive reuse of any of the hospital facilities would be well suited for any civic uses, however, one or more of the central medical office buildings may be appropriate for small uses such as City Hall and/or the City offices. Open space improvements and programming tied to any of these uses will also be a key consideration. DRAFT SEPTEMBER 2021 DEVELOPMENT FRAMEWORK AND TYPES OF.F.ICE NODE SUI. TABILITY -- - - - -- - - - - s L• p Fq ' •NtiC b a S Q 6 9 B LUTHERAN LEGACY CAMPUS MASTER PLAN Office Node Excepting the Foothills medical office building (MOB), the existing medical office uses on site comprise approximately 180,000 gross square feet. Through the real estate analysis, it was determined that new office uses were likely not going to be provided by the market beyond an additional 50,000 square feet of the current program. Whether or not those existing office uses remain in their existing places, or if new office users were to relocate to the office space, the eventual location of office uses on the site is likely the most flexible. Office use is flexible because it can vary in scale and character. So, while appropriate in the center of the site, office is a viable use along the majority of the 38th Avenue frontage, as well as into the southeastern corner of the Campus. While a large office user is possible, it is less likely and should not be the primary consideration. DEVELOPMENT FRAMEWORK AND TYPES DRAFT SEPTEMBER 2021 DEVELOPMENT FRAMEWORK AND TYPES pETA1L AND pESTAUpANT DES31NAT10N SUITABILITY LUTHERAN LEGACY CAMPUS MASTER PLAN Retail and Restaurant Destination A retail and entertainment destination for both community members as well as visitors to Wheat Ridge was another consistent element discussed throughout the engagement process. The destination type, though varied, largely focused on the provision of local retail and restaurant spaces, as well as the consideration for entertainment. The arts element noted in the 'Civic Campus' section, paired with an entertainment -focus, indicates a possibility for a themed -district within the larger Campus development. DEVELOPMENT FRAMEWORK AND TYPES From a market standpoint, there's likely limited potential given the: • Detached nature of the site from the retail energy along Wadsworth Boulevard and 38th Avenue east of Wadsworth Boulevard, and • Desire to not 'cannibalize' existing retail at the Corners, the Ridge on 38th, and elsewhere throughout Wheat Ridge. However, for the limited retail that is both viable and complementary to the potential mix of uses throughout the rest of the site, this development type is likely most appropriate along 38th Avenue with a concentration at the existing signalized intersection with Balsam Street/Lutheran Parkway North. From there, the viability decreases as the use moves eastward or into the site. Moving into the site, a retail environment could create a sort -of 'main street' if paired with adequate redevelopment to ensure a high -enough density of residential, office or mixed-use that supports the retail and offsets a lack of visibility from 38th Avenue typically required for retail/restaurant users. Retail and restaurant uses should contribute to both the character of the site and the City's placemaking goals, and should not solely cater to vehicle traffic on 38th ave. DRAFT SEPTEMBER 2021 DEVELOPMENT FRAMEWORK AND TYPES HIGHEP DENSIT NEIGHBORY HOOD SUITABILITY r--•—•---•—.._.—.—._.. r.Jt h4r of LUTHERAN LEGACY CAMPUS MASTER PLAN Higher Density Neighborhood Given the height limitations tied to residential development (35 -foot limit in both the City Charter and Zoning and Development Code), multi -family products will likely necessitate an amendment to the Charter to identify an area or areas where additional height is allowed. The area that the community identified as a most appropriate for additional height is the central area south of the Rocky Mountain Ditch (see Chapter 5: Detailed Recommendations and Considerations for additional descriptions). The density of these housing products are likely between 25 and 60 dwelling units per acre, though DEVELOPMENT FRAMEWORK AND TYPES could be higher or lower. (The height limitation would not apply to adaptive re -use of the existing hospital where heights above 90' for the original 1923 hospital and 100' for the 2008 North Tower addition.) Along 38th Avenue, the engagement process revealed that there is limited support for higher density residential products unless they are set back from the right-of-way. Higher density residential uses should step up heading south and respect existing single-family neighborhoods. The one exception to this is the North Tower. Given the size of the North Tower (approximately 385,000 gross square feet, and over 100+' in height), this building could likely provide between 350 to 400 new residential units if repurposed. Given the presence and scale of the North Tower, this has the potential to be a signature project that could accommodate a diverse range of multi -family house types, such as market -rate, affordable and senior. DRAFT SEPTEMBER 2021 DEVELOPMENT FRAMEWORK AND TYPES MIDDLE DENSITY NEIGHBORHOOD SUITABILITY LUTHERAN LEGACY CAMPUS MASTER PLAN Middle Density Neighborhood Considering the emphasis placed on housing diversity, middle -density residential is an important and distinctly separate use designation. First, it can largely be achieved through existing residential height restrictions. Furthermore, it allows for a 'wedding cake' or tiered effect to be put in place to ensure adequate transitions between potentially denser projects at the center of the site, and lower density projects deemed most appropriate at the perimeter of the Campus. The density of these housing products is likely between 10 and 25 dwelling units per acre, though could be higher or lower. This particular housing type, which includes mostly attached products such as smaller multifamily buildings, townhomes, duplexes and triplexes has the highest return on investment for any building type within the current zoning designations, City Charter restrictions, and the current real estate market. Through trade-offs (see Chapter 6: Implementation Strategy and Next Steps), this housing and neighborhood type can be part of a diverse mix of housing serving a variety of Wheat Ridge's housing needs, while not overwhelming the entire site. The Middle Density Neighborhood development type is most appropriate along the existing parkways, and primarily south of the ditch. DEVELOPMENT FRAMEWORK AND TYPES DRAFT SEPTEMBER 2021 DEVELOPMENT FRAMEWORK AND TYPES LOWER DENSITY NEIGHBORHOOD SUITABILITY I i L.-. ..-.1 - r . — . - . J ( 1 LUTHERAN LEGACY CAMPUS MASTER PLAN Lower Density Neighborhood Throughout the entire engagement process, the provision of lower density residential units on the site received consistent support. This development type best reflects the adjacent development patterns in the largely single-family residential neighborhoods, and it provides new opportunities for those wishing the move to or remain in Wheat Ridge. Within a lower density neighborhood, there are many residential products that may be appropriate, from detached single-family homes and patio -products to other lower density attached homes. The density of these housing products is likely between 5 and 15 dwelling units per acre, though could be higher or lower. Given the existing single-family homes surrounding the site, the Lower Density Neighborhood development type is most appropriate adjacent to them. This is predominantly along the entire west and east edges of the site—along Dudley Street and backing up against the homes that front Allison Court and Zephyr Court (while not encroaching on the existing Denver Water easement in the southeast corner of the site which provides a buffer in and of itself). DEVELOPMENT FRAMEWORK AND TYPES DRAFT SEPTEMBER 2021 DEVELOPMENT FRAMEWORK AND TYPES PARK P Fffi&15AND 0REN SAUCES S -1I ILIT�YI LUTHERAN LEGACY CAMPUS MASTER PLAN Parks, Plazas and Open Spaces All development should integrate open space and placemaking. Beyond those project -specific improvements, larger parks, plazas and open spaces will be an important element in the reimagining of this Campus. The type and size of open space — be it a large scale, active park similar to Discovery Park, a community amphitheater, or small pocket parks and plazas—should be determined at the time of redevelopment in cooperation with the City. New parks and public spaces should serve both the existing community as well as the new development. The provision for these types of uses and spaces will require a significant investment and funding. Not dissimilar to the Lower Density Residential products, new open space should serve multiple functions, notjust in the provision of new park space, but in the creation of a physical buffer between existing residential neighborhoods and redevelopment on the site. As a buffer, these locations are most appropriate along the western edge (along Dudley Street), and along the eastern edge (primarily north of the ditch). Additionally, while the Rocky Mountain Ditch should maintain approximately 6 acres of water conveyance and buffer from new development, there is an opportunity to leverage the existing open space corridor by formalizing park and plaza space to augment the ditch greenway and connectvia trails. DEVELOPMENT FRAMEWORK AND TYPES DRAFT SEPTEMBER 2021 69 DEVELOPMENT FRAMEWORK AND TYPES SUPPORTING SYSTEMS In support of the overall Development Framework, a more focused look at transportation and infrastructure was conducted to better understand further impacts of change. As previously noted, this Master Plan does not have a single, preferred concept. Without a singular program and layout, individual uses and densities are not assigned and therefore an analysis of a preferred direction for transportation and utilities cannot be performed at this master planning stage. However, in lieu of a preferred concept, an analysis can be performed of a hypothetical development possible within the Development Framework thatwould create the greatest infrastructure demands. In this case, the highest -intensity uses were identified across the site to determine the most intensive development outcome. This means uses were assigned in a hierarchical format based on how many vehicle trips they generate and how much water they demand. From that exercise, the analysis revealed the following: Transportation Assessment: This section describes the transportation assessment and recommendations for the Lutheran Campus site. It includes a future traffic analysis based on the land use conditions which are assumed to generate the most demand. It analyzes the need to improve the existing and 2045 transportation conditions entering and existing the site and provides recommendations to improve traffic operation and safety for vehicles, pedestrians, and bicyclists. In addition to this quantitative assessment for one specified land use scenario, this section provides general recommendations for consideration to improve the transportation circulation, efficiency, and comfort for all modes. These recommendations include operational improvements, internal circulation and site access enhancements, and Transportation Demand Management strategies. Future Traffic Analysis The future traffic analysis analyzes potential transportation impacts resulting from the redevelopment of the Lutheran Campus site. Potential redevelopment land uses were used to estimate future site generated trips. Since the land use plan for the site will not be finalized until it is 70 LUTHERAN LEGACY CAMPUS MASTER PLAN closer to redevelopment, this analysis took a "worst- case scenario' approach and looked at the maximum density of land uses that could be built on this site to determine the traffic impacts in this greatest density scenario. If the final development is ultimately less dense than the scenario analyzed, the generated trips would likely have less of an impact on traffic operations than what is shown in this report. The future traffic analysis estimated what future traffic operations will look like in the year 2045 for the three intersections providing access into and out of the Lutheran Campus site: • Lutheran Parkway West/38th Avenue • North Lutheran Parkway/38th Avenue • 32nd Avenue/North Lutheran Parkway The future traffic analysis builds off of the existing conditions traffic analysis previously conducted. The existing conditions traffic analysis found that two of the three intersections operate acceptably (LOS C or better per City of Wheat Ridge standards) under existing conditions. However, the intersection of Lutheran Parkway West /38th Avenue currently does not operate at an acceptable level of service in both the AM and PM peak hours. For more details on the existing conditions traffic analysis and results see the Appendices for the full existing conditions transportation report. Overall, a future redevelopment of the Lutheran Campus site is likely to have minimal impacts to traffic operations of the surrounding intersections. At the end of this section, potential mitigation strategies are discussed that the city or future developer could consider for the North Lutheran Parkway/38th Avenue intersection, which does not operate acceptably per City of Wheat Ridge Level of Service standards in both the existing conditions and future analysis scenarios. Summary of Findings and Potential Mitigation Strategies Under existing conditions (2021), 2045 Background Conditions, and 2045 Build Conditions, the intersection of Lutheran Parkway West/38th Avenue does not operate at an acceptable level of service in both the AM and PM peak hours per City of Wheat Ridge standards which require intersections to operate at LOS C or better. To be in alignment with City of Wheat Ridge standards, this intersection, and possible mitigation strategies, should be further studied to improve operations. Two possible mitigation strategies for the intersection of Lutheran Parkway West/38th Avenue that can be explored are: Making the south leg of the intersection right -in, right -out • Restricting the south leg of the intersection to right -in right -out movements would eliminate all left turns into or out of Lutheran Parkway West as well as the northbound through and southbound through movements. Further study would be required to determine whether or not left turns in and out of Cody Street should be maintained. This mitigation strategy could improve operations by eliminating the movements causing delay on the south leg of the intersection. Right-in/right-out access at Lutheran Parkway West, which would shift left -turn access to North Lutheran Parkway, results in LOS E at North Lutheran Parkway without any changes to signal timing, LOS C if splits are optimized, and LOS B if the cycle length is optimized at a cycle length of 70 seconds. Compared to signalization, making the south leg of Lutheran Parkway West/38th Avenue right -in, right -out would likely be a lower cost mitigation strategy. Signalizing the intersection Signalizing the intersection could improve the operation of the intersection because it would give the side -street movements a separate phase or phases, rather than cars having to wait for gaps in traffic on 38th Avenue. This would make being able to execute side -street movements at the intersection more reliable and therefore reduce the average delay of those movements. The peak hour signal warrant of the 2045 Build Conditions is met at this intersection. DEVELOPMENT FRAMEWORK AND TYPES Overall, a future redevelopment of the Lutheran Campus site, even with higher density land uses than are likely to be built, is not likelyto have significant impacts on the traffic operations of the study intersections. The intersection of Lutheran Parkway West/38th Avenue is not operating acceptably under existing conditions and not estimated to operate acceptably under 2045 Background Conditions, so mitigation strategies to improve operations will likely be necessary with or without redevelopment of the site. DRAFT SEPTEMBER 2021 DEVELOPMENT FRAMEWORK AND TYPES 0 r•— Mq. Sow: 146PM Avg, Flow: 12 GPM Peak Flow: J3 GPM Peak Flow: 20 GPM Avg. Flow: 15 GPM Peak Flow: 23 GPM a Avg Flow: 6 GPM Avg. Flow: 19 GPM Peak Flow: 9 GPM Peak Flow. 31 GPM Avg Flow: 41 GPM Avg. Flow: 14 GPM 4(..r Peak Ht 66 G'M Peak Flow 22 GPM 3i Avg. Fl ow: 40 GPM Avg. Flow: 40 GPM Peak Flow: 64 GPM Peak Flow: 64 GPM r, 1 Avg. Flow: 44 GPM Avg Flow 19GPM Peak Flow. 71 GPM y Peak Flow: 31 GPM 1 R. 32ND g I 1 L. — . — . _ . J 32ND LUTHERAN LEGACY CAMPUS MASTER PLAN Infrastructure Any new or relocated sanitary sewers would likely connect to 38th Avenue, similar to the existing condition. Connection to the sanitary sewer in 32nd Avenue may also be possible for the south end of the site, depending on the elevation of the existing main and downstream capacity (not currently known). New or relocated water mains would likely use the existing points of connection at Dudley Street, 38th Avenue and 35th Avenue. Connection may also be available at 32nd Avenue. Estimate of Sanitary Sewer (SS) and Water (W) Demands - Based on Land Use • "GPD: gallons per day • "Calculations are based anticipated highest use development, accounting for current market conditions. Maximum demands based on the most intense development allowed by zoning may be higher. These estimates will be used to begin conversations with the applicable water and sanitary sewer districts about if any offsite utility upgrades may potentially be needed to serve the full buildout of the SS Average Daily SS Average Daily Demand Demand (1000 GPD*) (1000 GPD) Existing 314 393 Full -Buildout" 340 380 • "GPD: gallons per day • "Calculations are based anticipated highest use development, accounting for current market conditions. Maximum demands based on the most intense development allowed by zoning may be higher. These estimates will be used to begin conversations with the applicable water and sanitary sewer districts about if any offsite utility upgrades may potentially be needed to serve the full buildout of the site. Final layout and sizing for onsite utilities would be developed through an Infrastructure Master Plan process by the future developer, to be reviewed by the City as part of future entitlement processes. Water/Sewer Demands Legend [ : _ : ] Lutheran Campus Boundary _ WaterSub-basins _ SewerSub-basin r.�a. Water Mains Win Win Win Sewer line *—) Water Connection ASSUMPTIONS& NOTES- WATER a. Fre flows are calculated based on building materials, dimensions, and connectron of buildings These cannot beaccurately predicted at this levelofdesign 2. Residential flows were calculated using a1301 and a 26 max peaking fdctor5. 3. Commercial flows were calculated using sewer demand estimates with and applied estimate of Bo%of water demand returns as sewer now, 8,259gpd, 41 and 8,2501 for office, nstaurant r oad, and civic residKovely. Inaddhown, 16 mew peak ngfactor was also useda. 4. Blue shaded areas are the subbasins used to calculate flow WATER SYSTEM TOTALS: Average non: 199 GPM Peak Flow: 3ak GPM ASSUMPTIONS& NOTES SEWER I . Flows are summed as the sewer flows from south to with Flow through w02.1fm and EosEoa represents the total flow leaning the site. 2. Green shaded areas are the subbasins used to calculate flow. 3. uogpdc was assumed for residential areas and Rai 35ogpd, and 2001 for Toon sl of office, resuuranUretail,and civic use respectively. DEVELOPMENT FRAMEWORK AND TYPES r —00 I I ' Avg. Flow, 94 GPM I Avg, Flow, 141 GPM Peak Flow: 315 GPM I Peak Flow: 442 GPM •Avg. Flow: 83 GPM ` Avg.Flow:121GPM Af —Peak Flow: 2B3 GPM `Peak Flow: 388 GPM F. — I M I M Avg. Flow. 67 GPM I I Avg. Flow: 100 G Prak Flow: 236 GPM I I Park Flow: 330 GP I I I I 1 I � II AvgF1w 36 CPM` A,.Flawo60GPM Pouk How: lca ePM Peak Flaw 214 GPM i T IN f 3iR 32ND o I I N o N . a.. �.. 32ND X7,ww� DRAFTSEPTEMBER 2021 CHAPTER 5 DETAILED RECOMMENDATI-ONSCONSIDERATIONS AND f � a , !.A kL 11 Within the overall ----- .�.' ZONE 2. : ■ f ■ Development Framework for the Campus, four; ; primary sub -geographies or zones were identified ••.� through phase one of the °' ZONE 3,% �.• ;r engagement process..'° Each zone was examined to better understand land use, ZONE ''� �•' 1 ZONE ; connectivity, infrastructure and amenity implications at a more ■ . �« `.�' ��>g,' ■ granular level. Within each zone, there are a mix of uses that ; I are most appropriate to consider for future development and ■ rezoning. Additionally, based on those future development __, _.__� i "" ■ patterns, there are a number of other factors to take into r� �c �pk.<, ■ , ■ xr I=' ■ consideration. �,� ■ v��` ■ ^,�� � � � ;�r� _ + Leh t.r■ S/� =.�k ■ �c.'. '�- , + �3g DETAILED RECOMMENDATIONS AND CONSIDERATIONS ; r,n Y , , y s r� _,. �. ,a While Chapter 4 outlined Development Types across zones, this chapter describes important considerations by zone which apply regardless of Development Type. Chapters 4 and 5 should be used together to assess any future zone change. ZONE 1 Existing Conditions Zone 1 is located on the western edge of the Campus, from 38th Avenue to approximately 33rd Avenue, and from Dudley Street to Lutheran Parkway West and is approximately 23 acres. This zone does not include the adjacent Wheat Ridge Evangelical Lutheran Church and their associated parking lot. Of the existing elements within Zone 1, the Foothills Medical Office Building, approximately 45,000 gross square feet, and associated parking will likely remain in place in their existing form and use, regardless of what may change elsewhere on Campus. The other elements south of the Rocky Mountain Ditch, include a metal storage building, surface parking, stalled construction pads and a helicopter landing site. Those elements are tied together by a remnant landscape berm along Dudley Street and overgrown vegetation that currently is concealing defunct, privately owned park elements. Potential Mix of Uses Given the proximity to the existing residential neighborhood west of Dudley Street, Zone 1 will have fewer intensive uses and primarily consist of 76 LUTHERAN LEGACY CAMPUS MASTER PLAN lower density residential units that are compatible with the surrounding single-family homes. The existing medical offices on the corner of 38th and Dudley will be preserved, and open space will be integrated into the site providing connectivity to other zones that provide more uses. Urban Design and Building Form With Lower Density Residential being the primary Development Type of the zone, single family homes (detached or attached), duplexes, triplexes, and other attached products will be constructed and building form should be compatible with the surroundings regardless of housing type. Walkability and connectivity to other zones and existing neighborhoods should be prioritized. Multi -Modal Connectivity With more intensive uses located in other zones, the site will offer safe bike and pedestrian routes so residents will not have to use vehicles to access amenities. Residents in this zone are more likely to own vehicles, so access to the major throughways around the Campus will be accommodated in a thoughtful way that minimizes impacts on existing neighborhoods. DETAILED RECOMMENDATIONS AND CONSIDERATIONS Community Desires and Benefits This zone will act as a buffer between existing neighborhoods and dense development in the center of the site, addressing community concerns about new development not being compatible and negatively impacting their properties. It also increases the probability that there are homeownership opportunities for families who want to live in new single-family homes. DRAFT SEPTEMBER 2021 DETAILED RECOMMENDATIONS AND CONSIDERATIONS ` lw �4 yiK A ZONE 2 Existing Conditions Zone 2 is located on the northern edge of the Campus, from 38th Avenue to the Rocky Mountain Ditch, in between the Lutheran Parkways, and is approximately 21 acres. The predominant use in hospital operations. This includes both the original hospital, as well as the North Tower expansion in 2008. Other elements include the associated surface parking, medical office building#4, and the central utility plant. Of more historic significance and community interest, this zone also includes the Blue House, Chapel and old water tank. The majority of the operations in this zone will be relocating to the new medical campus at Clear Creek Crossing, and therefore, may be subject to notable change. Potential Mix of Uses With the community expressing interest in more intensive use of this area (as compared with Zones 1 and 4), Zone 2 can provide a mix of uses including community destinations, employment opportunities, and a diversity of housing. A distinguishing element of this zone would be the retail along directly Along 38th Avenue and the northern most section of Lutheran Parkway North. Urban Design and Building Form With denser, multifamily housing, office, civic uses, and retail concentrated in this space, a dynamic and vibrant public realm will be key to allow for an this zone is the nearly one million square feet of engaging experience for residents, workers, and 78 LUTHERAN LEGACY CAMPUS MASTER PLAN visitors. Buildings should be designed to maximize public access and circulation for pedestrians and provide amenities that encourage people to linger and engage with the space. Retail with an engaging ground floor and streetscaping will be key to encouraging foot traffic. Multi -Modal Connectivity With this zone directly fronting 38th Avenue, transit will be an important part of accessing this zone. Bike and pedestrian connectivity to adjacent areas, and within the site, will also be critical. Given existing traffic along 38th Avenue, vehicular access should still be prioritized to minimize congestion for drivers. Community Desires and Benefits Some strategic retail will be a key component for delivering additional community needs and amenities, particularly creating a walkable, main street environment. Access to the Rocky Mountain Ditch will be another key amenity to this zone. The concentration of civic uses also provides the opportunity to integrate facilities such as amphitheaters, libraries, and plazas for residents and visitors to enjoy. DETAILED RECOMMENDATIONS AND CONSIDERATIONS Historic Structures Unique to Zone 2 are the Chapel and Blue House. Through the engagement process, both of these facilities were identified as key community assets with historic value. Currently, neither facility is designated on the historic places register. Both the Chapel and Blue House should be targeted for 1) Preservation, 2) Rehabilitation, or 3) Restoration, assuming that other, adjacent development can offset the reduced return on the investment. DRAFT SEPTEMBER 2021 DETAILED RECOMMENDATIONS AND CONSIDERATIONS a IN .,*R,. .. '3. ZONE 3 Existing Conditions Zone 3 is located in the center of the Campus, bounded by the Rocky Mountain Ditch on the north and between the two Lutheran Parkways on the east, west and south, and is approximately 17.5 is surface parking, accounting for nearly 60% of this entire zone. This parking largely supports the three medical office buildings (numbers 1, 2 and 3) also located in this zone. These three buildings are currently under a land lease with a real estate investment trust (REIT), Ventas. The future of these buildings will be determined by the REIT following an analysis of current and future operations in light of the hospital leaving this location. Other elements in this area include a smattering of art installations, detention ponds, and walking trails along the Rocky Mountain Ditch. Potential Mix of Uses As the central portion of the site, along with the community expressing the most interest for height and density in this area, Zone 3 accommodates the greatest diversity of development types including community destinations, employment opportunities, and a diversity of housing. Urban Design and Building Form With denser, multifamily housing, office, and civic uses concentrated in this space, a dynamic and vibrant public realm will be key to allow for an acres. The predominant use or element in this area engaging experience for residents, workers, and 80 LUTHERAN LEGACY CAMPUS MASTER PLAN visitors. Buildings should be designed to maximize public access and circulation for pedestrians and provide amenities that encourage people to linger and engage with the space. Multi -Modal Connectivity Given the density of the zone, non -vehicular modes of transportation should be prioritized to minimize congestion on site. With transit stops remaining on the edge of the Campus, safe and accessible bike and pedestrian routes leading to this zone will be critical. Community Desires and Benefits The Rocky Mountain Ditch will be a key amenity to this zone. A potential concentration of civic uses provides opportunities to integrate facilities such as amphitheaters, libraries, and plazas for residents and visitors to enjoy. DETAILED RECOMMENDATIONS AND CONSIDERATIONS DRAFT SEPTEMBER 2021 DETAILED RECOMMENDATIONS AND CONSIDERATIONS ti ,4,IIIN. ZONE 4 Existing Conditions Zone 4 extends along the eastern and southern edges of the Campus, from 38th Avenue to 32nd Avenue, and from Lutheran Parkway to the existing single family residential along both Allison Court and Zephyr Court. A Denver Water easement extends along the southerly eastern edge. Zone 4is approximately 38.5 acres. In the south end, Collier Hospice, approximately 36,000 gross square feet, and its associated parking and access drive, total approximately 5 acres in size; they will remain in place in their existing form and function, regardless of what may change elsewhere on Campus. In the center of this zone, south of Rocky Mountain Ditch, the West Pines Behavioral Health facility will stay on the Lutheran Campus as SCL Health evaluates alternative options for locations and partners as mental health care is an integral part of SCL's commitment to the community. This plan contemplates a longer-term usage and does not suggest there will be any immediate change to the operations. The remaining area south of the ditch is comprised of large open fields and detention ponds. North of the ditch, most of the space is devoted to surface parking for the hospital, as well as the Bridges Health & Wellness facility. Potential Mix of Uses Given the proximity to the existing residential neighborhood along Allison Street, Zone 4 will have fewer intensive uses and primarily consist of the Lower Density Residential development type, 82 LUTHERAN LEGACY CAMPUS MASTER PLAN with dwelling units that are compatible with the surrounding single-family homes. The existing hospice center at the south end of zone will be preserved, and open space will be integrated into the site providing connectivity to other zones that provide more uses. There could also be retail along Lutheran Parkway and 38th Avenue, and some office use at the current West Pines location. Urban Design and Building Form With lower density residential being the primary use of the zone, single family homes, duplexes, and triplexes, and other attached products will be constructed. Walkability and connectivity to other zones and existing neighborhoods should be prioritized. Multi -Modal Connectivity With more intensive uses located in other zones, the site will offer safe bike and pedestrian routes so residents will not have to use vehicles to access amenities. Residents in this zone are more likely to own vehicles, so access to the major throughways around the Campus will be accommodated in a thoughtful way that minimizes impacts on existing neighborhoods. DETAILED RECOMMENDATIONS AND CONSIDERATIONS Community Desires and Benefits This zone will act as a buffer between existing neighborhoods and denser development in the center of the site, addressing community concerns about new development not being compatible and negatively impacting their properties. It also ensures that there are homeownership opportunities for larger families who want to live in new single-family homes. Retail will be a key component for delivering additional community needs and amenities, particularly creating a walkable, main street environment. Nort surface parking DRAFT SEPTEMBER 2021 CHAPTER I IMPLEMENTATION STRATEGY AND NEXT STEPS Eastern -most medical office build ingon campus, currently leased by Ventas IMPLEMENTATION STRATEGY AND NEXT STEPS PROCESS MOVING FORWARD Chapters 1 through 5 have provided the background and description of a Development Framework from which SCL Health, the City of Wheat Ridge, and the larger community can be assured of several key tenets to redevelopment, while maintaining the necessary level of flexibility to respond to the needs of the community and the reality of market forces over a 15-20 year planning horizon. Moving forward, additional steps should be taken to ensure that the vision and recommendations from this plan become a reality. Property Disposition and Re -Entitlement While the disposition of the property will ideally follow the formal amendment to Envision Wheat Ridge, in all reality, SCL may choose to dispose of the property at any point in time. However, following the disposition of the property to one or more owners, and following the formal amendment to Envision Wheat Ridge, it is anticipated that new entitlements and zoning designations may be required to satisfy the needs of a new development program. Chapters 3 and 4 of this document should provide adequate guidance from which Staff may review in reference to new development proposals. Amend Envision Wheat Ridge Amendment to Charter The first step to transitioning from the recommendations of this plan to an actionable step will be to amend the designations for this project area in the Structure Plan exhibit of Envision Wheat Ridge, the City's Comprehensive Plan. In addition, this Master Plan should be adopted as an amendment to Envision Wheat Ridge. 86 LUTHERAN LEGACY CAMPUS MASTER PLAN Through the process, there were a number of community- and civic -focused amenities and uses thatwere deemed highly desirable by the community. Given the lower redevelopment value of public uses and open space, a tradeoff may need to take place. The provision for these types of uses and spaces will require a significant investment and funding Additional height above and beyond the 35 -foot height limit for residential uses and 50 - foot height limit for non-residential uses may be required to offset the development with lower or no tr / �. _ I x i w�a a - }�,., ..� e y �'n. ..+ a rt_ �* ~ •`"..* Y x rs � � �� .-;. ,� �, ♦�a� - y � ��se1 a � �` 1- � �'!� d qA 7/41 ow ��iyg ♦ Y 4 F p- .' z ` Aerial of the existing Lutheran Legacy Campus ;Y...Ry-=�"+►'� P,i r .z� /. m IMPLEMENTATION STRATEGY AND NEXT STEPS WHtAI HIUGt Bicycle and Pedestrian MASTER PLAN UPDATE return. The two areas identified for consideration of increased height limits were Zones 2 and 3 (see Chapter 4 for more information). Both zones should be considered for additional height allowances. In Zone 2, given the current hospital's height of over 100' and the lower elevation of this portion of the Campus, the City should explore a height amendment to allow mid -rise buildings. However, a buffer of no less than 35 feet should be maintained from the existing southern edge of the 38th Avenue right-of-way to maintain an average of distance of 125 feet between new potential development and the existing single family residential. In Zone 3, given the higher elevation (approximately 20-30 feet), the City should consider a height amendment to allowing buildings up to between 50-60 feet, or 4-5 stories. While a charter amendment through a ballot question can extend the upper limit for development, other regulatory tools such as zoning and development agreements can outline the expectations for earning these heights, within the bounds of economic feasbility and are not overly prohibitive to redevelopment. Locating additional height and density in Zones 2 and 3 these areas should be paired with additional regulatory tools tied to the provision of the community- and civic -focused amenities and uses. In other words, additional height should be tied to additional "benefit" for the community. Additional considerations for projects that could be linked to height amendments include: • Additional fees based on a unit count/percent gross square feet for development in excess of the existing height restrictions, • Community benefit agreements, • Supplemental project -specific open space requirements above and beyond the existing code requirements, and/pr • District -based fees. 88 LUTHERAN LEGACY CAMPUS MASTER PLAN Evaluate Creation of Urban Renewal Area Above and beyond the challenges that height restrictions play in redevelopment, there will be financial complexity when determining how to fund redevelopment of or provision for adaptive reuse of existing structures, update and/or expansion of the utility and infrastructure systems, and enhancements of the public realm. In consideration of those challenges, the City should evaluate the creation of an Urban Renewal Area (URA), beginning with a Conditions Survey. The Wheat Ridge Urban Renewal Authority, otherwise known as Renewal Wheat Ridge (RWR) is committed to improving the visual aesthetics and environmental aspects of the community, both concerns that have been noted in the engagement process given the infrastructural implications of redevelopment and the declining quality of the existing open space. Additional Infrastructure and Sustainability Tools Infrastructure Master Plan In order to ensure that all developments within the site have adequate access and utility capacity (which will help ensure that no portion of the site remains undeveloped due to overly burdensome utility extension requirements), Low Impact Development (LID) practices, such as minimizing impervious surfaces, dispersing runoff and managing near the source (including the use of green infrastructure) should be used in the development of the Master Plan. At a minimum, each of the Green Infrastructure (GI) techniques listed in the Utilities and Drainage Analysis Appendix should be evaluated for feasibility. This includes performing adequate survey and geotechnical investigation at the master plan level to be able to characterize the infiltration potential of the site and downstream storm drain constraints. Sustainability The City may encourage development at the site to obtain sustainability certification. Certification for vertical development may be at the individual building scale or master plan scale. LEED and EcoDistrict certifications are commonly used. The most common infrastructure certifications are Envision and EcoDistricts. These would typically be pursued at the master plan scale but Envision can also be used for standalone Capital Improvement Projects. MULTIMODEL CONNECTIONS, PROGRAMS, AND POLICIES Internal Circulation and Site Access Internal circulation of the site for people walking, biking, and driving will be important to ensure that people can move both through the site and to specific destinations efficiently and comfortably. This section also discusses site access, which identifies additional connections between the site and the surrounding transportation network. Increasing these connections will help provide access to the planned locally serving uses and create a street grid that fosters connectivity. This section describes the internal circulation and site access considerations for all the campus at large. AIIZones A fully connected and intuitive multimodal path and sidewalk network should be completed within the site. The existing site has an extensive path and sidewalk network with only a few missing gaps or substandard facilities; the first priority is to complete these missing gaps and upgrade deficient sidewalks with ADA (Americans with Disabilities Act) -compliant widths and curb ramps. Depending on the development patterns of the site, modifying the current path network to create a gridlike layout would be the next priority. This gridlike structure should provide more direct IMPLEMENTATION STRATEGY AND NEXT STEPS access for people walking and biking, create a more intuitive experience, and provide users with more route options. For people biking looking for a more direct route, they may choose to bike on internal roadways rather than the path network. Given the forecasted volume and speeds on internal roadways, bike lanes are recommended. If vehicle speeds are greater than or equal to 25 mph or vehicle volumes are greater than 3,000 vehicles per day, a bike lane is needed to provide a low - stress experience for bicyclists. Depending on development patterns and the approach to site development, the existing internal roadways should either be maintained or re -envisioned. If the existing roadways are maintained, the previous recommendations regarding the path network identify opportunities for providing more of a street grid within the site. If internal roadways are relocated, they should be done so in a grid. This should create a more human scale, improve connectivity, distribute traffic, and improve walkability. Considerations for Transit Oriented Development (All Zones) Due to the site's location adjacent to RTD's Route 38, and potential future opportunities to increase the frequency of this route, finding opportunities to leverage transit is an important opportunity for future developments on this site. Developments near transit stops or stations that are designed to promote accessing the site via transit are called Transit Oriented Developments (TODs). TODs DRAFT SEPTEMBER 2021 89 IMPLEMENTATION STRATEGY AND NEXT STEPS consider both the completeness, ease, and comfort of walking and biking routes between the site and transit stops, as well as providing information and amenities that make riding transit accessible and convenient. TODs also include a mix of land use types on a site, so that once people arrive on the site, they can access different amenities they might need throughout the day without needing to drive. TODs provide many benefits including reducing the need for people to drive to and from the site, reducing the amount of parking needed on the site, and creating a comfortable environment for walking and biking around the site. Transportation Demand Management (All Zones) Transportation Demand Management (TDM) strategies are policies, services, and programs to encourage people to travel by walking, rolling, bicycling, using transit, or carpooling, rather than driving alone. Shifting travel modes away from driving alone allows existing infrastructure (like roadways, signals, and sidewalks) to operate more efficiently. TDM strategies are a cost-effective complement to infrastructure and help optimize POTENTIAL FUNDING STRATEGIES AND FINANCING TOOLS The Master Plan calls for the inclusion of community amenities that can support the redevelopment of the campus and the creation of a community gathering place. As well, the ultimate redevelopment of the campus will likely necessitate capital infrastructure investments from both the future developer and the city to achieve the vision for the area. To support the funding and financing of these amenities and infrastructure improvements, a menu of potential public financing tools has been created that the City of Wheat Ridge could establish. A description of each tool, including how it is established, its source, its benefits, its limitations, and its projected revenue are provided below. The purpose of this menu is to provide guidance on the tools the community is willing to explore in concert with the redevelopment of the site. available infrastructure and services and improve transportation options for everyone. 90 LUTHERAN LEGACY CAMPUS MASTER PLAN Tax Increment Financing The use of tax increment financing (TIF) is a major tool that can be used to fund projects. Tax increment financing uses net new tax (potentially including property, sales and use taxes) generated by the development to fund public improvements that are needed and support the redevelopment. To use tax increment financing, the City of Wheat Ridge has two options. The first is the creation of an urban renewal area for the campus, which authorizes the use of TIF for the removal of blight conditions. The second is the creation of a Downtown Development Authority (DDA), which is authorized to use tax increment financing to support the revitalization of a community's central business district(s). A description of each approach and the trade-offs between each approach are described below. Urban Renewal Urban renewal authorities (URAs) are enabled by state statute, and the City of Wheat Ridge has an existing URA which is active in supporting development and revitalization in the community through its use of TIF. The URA can use tax increment financing to pay for eligible redevelopment and public improvements costs associated with the project. TIF redirects the incremental property taxes from all taxing entities (including city, county, school district, and any special districts) from a new development within a defined urban renewal area to pay for eligible expenses including extraordinary costs for remediation and infrastructure. Considerations —The City of Wheat Ridge has an active and engaged Urban Renewal Authority that has funded several projects in the recent past. The City's approach has been to use individual tax increment districts within in urban renewal areas to fund needs of specific projects. The application of the urban renewal area and use of TIF for the Lutheran Campus may necessitate the use of an area wide TIF district, with the tax increment clock starting in concert with the first major developments built on the campus. To use TIF, the City will have to perform a conditions study for the campus to document site conditions tojustify the designation of the campus as an urban renewal area. Since most of the campus is owned by a non-profit, much of the site is exempt from property tax. The timing of creation of a urban renewal area and the start of the TIF clock needs to be completed in concert with the sale/transition of the land to private ownership. Downtown Development Authority (DDA) A potential alternative to the use of TIF through urban renewal is the establishment of a Downtown Development Authority. A DDA is quasi -municipal corporation created to assist municipalities in the development or redevelopment of central business districts (CBDs). DDAs are established to promote development and redevelopment, and to finance improvements. There are existing DDAs in several Colorado cities. DDAs are initiated and designated by a local legislative body (the City), and DDAs require approval by a majority of electors residing, owning, or leasing property within the district, which is a limited number of parties for the Lutheran Campus. A DDA can collect and levy ad valorem tax on property (up to 5 mills) for the cost of operations. It can also impose fees or charges for services and special assessments. The City can issue revenue bonds on IMPLEMENTATION STRATEGY AND NEXT STEPS behalf of the DDA as well as utilize TIF. There can only be one DDA in a municipality. Considerations—The use of a DDA for the Lutheran Campus may be a desirable alternative to the use of TIF through urban renewal for a few different reasons depending on if the needs of the campus necessitate the use of the added powers. First, a DDA can fund and serve as a place management entity for the campus master plan. Additional property tax mills can be used to fund the place management entity that could provide event/ campus programming, safety and cleanliness services for the campus, and other operational costs. The key limitation is that DDAs are limited to CBDs, although the statutes do not define what constitutes a CBD. In the generic sense of the word, the CBD would apply to most commercial business districts and would only eliminate primarily residential areas from consideration. The DDA would not be able to leverage the residential development in the district for the operations components. A DDA may be a more desirable option if the campus becomes the location of major civic uses and additional employment/commercial uses. DRAFT SEPTEMBER 2021 IMPLEMENTATION STRATEGY AND NEXT STEPS Other Potential Tools Below are additional public financing tools that could also be explored in addition to or instead of the use of TIF. General Obligation Bond The City can choose to seek resident approval of a bond to fund major capital improvements related to the campus. The City would dedicate future revenues to the City's General Fund or other dedicated revenue sources to repayment of the bond to upfront the funding and construction of the improvements. The use of a bond to fund improvements is most appropriate for the funding of large public improvements that serve the community as a whole and notjust the residents/businesses and the surrounding neighborhoods. Examples of large projects include the construction of a new municipal center, community recreation center, performing arts venue, and other similar community attractions that are too costly to be supported through the other tools described in this section and serve a wider audience that is city-wide or even broader. General Improvement District (GID) A general improvement district (GID) is a public infrastructure district that applies an additional property tax or assessment to a specif c improvement area to pay for new public infrastructure (CRS 30-20-501). GIDs can be used to fund any public improvement or service the city is authorized to undertake or provide. It is commonly used to fund infrastructure facilities (such as roads, utilities, parking garages, pedestrian improvements, and/or storm water) in a defined district or subarea shared by or serving multiple development projects. A GID is initiated by petition of at least a majority of the owners of property in the district followed by publication, notice, and public hearings. A GID can levy a property tax (additional mill levy) to pay for the specified improvements. It can alternatively or additionally levy an assessment that would allow for a varied fee structure based on benefits received. Bonds can be issued to pay for up -front infrastructure costs. Although organized and managed by the City, a GID is a separate governmental entity with its own board of directors and powers and duties. The city is not responsible 92 LUTHERAN LEGACY CAMPUS MASTER PLAN for any debt. Issuance of debt requires a TABOR election. Also, any tax levy applies uniformly to all property owners in the district regardless of development status. Considerations- A GID could be used to fund major public improvements that are needed for the campus that the project developer is unable to fund or to fund improvements that serve a more public purpose than just the facilitation of redevelopment. Title 32 Metropolitan District (Metro District) A Metro District is an independent special district formed to develop and/or operate two or more public infrastructure improvements and/or services such as roads, utilities, parks, or public parking. A metro district is most often created by a land developer (but requires the City's approval of the service plan) to apply an additional mill levy to future development to create a revenue stream to help pay for infrastructure costs or services. There is an industry practice of limiting the mill levy to 50, but there is no time limit on the duration of the district. Metro Districts are an effective financing tool for many development projects. There are several Metro Districts in the City, including for a couple of residential properties and for the mixed-use development at Clear Creek Crossing. Considerations- A Metro District could be enacted by the master developer for the project. It is atypical for a city to enact one, but it can be done. Ultimately, the Metro District is managed by an elected board of property owners and residents. Similar to the GID, a major consideration would be the impact on the operating costs (from increased property tax) for businesses and developments attracted to the campus. The use of Metro District is a good option to support the development and funding of public improvements or services that will primarily serve the future residents and businesses of the campus (e.g., library branch, public pool, small/pocket parks, school). IMPLEMENTATION STRATEGY AND NEXT STEPS DRAFT SEPTEMBER 2021 ♦LA41 City of W heatRidge JIM SCL Health ii .ly(!rf :.l' i'? r -,R rfl ''F 7.y • "'� ,' ..0 r 3 a `-+� 1,»6r r r (i MT ,:: •ri, fs' - r - JTb� idjW _+ !' `•1 fl ar . ' •.:+., 6aQ,�, �� b� -,I it - M" r: _ or I Al rY• 1 TT . ~ LR� �'�e �M� fllr �� •R i Y _• r T'.. .o-•�r r _'�'- F,..., )s� �. r as '.�-�1:�� .1, .�. .-., .. ..._ t � � wY • A r�.I- �- • � ...-1. 7, i- tet, a,, • ;f,t � �`1 uF � � _ ; by —t x Y - �•� g"�'�:,. � 61 � of "•— � . �� ,RAFTSEPTEMBER 2021 � ` • 5 �;' r , . 1JeA, " a VOW City of Wheat�O jF Ma " SCL Healthu M I G r �� CONTENTS APPENDIX A: MARKET ANALYSIS A.1. Market Conditions A.2 Market Findings APPENDIX B: TRANSPORTATION ELEMENT B.1. Existing Conditions B.2 Synchro LOS Reports B.3 Main Street Memo APPENDIX C: FACILITIES ASSESSMENT APPENDIX D: UTILITIES AND INFRASTRUCTURE ELEMENT D.I. Green Infrastructure Best Management practices D.2 District provider Memo(s) APPENDIX E: COMMUNITY ENGAGEMENT SUMMARIES E.I. Focus Groups, Round 1 E.2. Focus Groups, Round 2 E.3. Stakeholder Steering Committee APPENDIX A.1 MARKET CONDITIONS The Economics of Land Use Economic & Planning Systems, Inc. 730 17th Street, Suite 630 Denver, CO 80202-3511 303 623 3557 tel 303 623 9049 fax Denver Los Angeles Oakland Sacramento MEMORANDUM To: City of Wheat Ridge; MIG, Inc From: Economic & Planning Systems Subject: Lutheran Campus Master Plan Existing Conditions - Preliminary Findings Date: May 19, 2021 This memorandum provides a summary of the preliminary findings related to existing demographic, economic, and market conditions present in Wheat Ridge and the surrounding area. The memorandum also contains a high-level strengths, weaknesses, opportunities, and threats (SWOT) evaluation for the site in terms of capturing new development. Lastly, some major plan considerations are provided. Economic & Planning Systems (EPS) evaluated conditions within the City of Wheat Ridge and within a Primary Market Area that was defined to encompasses areas in the western portion of the metro area that have similar conditions and are likely to compete for capture of new development. The Primary Market Area boundary is illustrated in Figure 1. Figure 1 Primary Market Area Legend Lutheran Campus Wheat Ridge Retail Trade Area Primary Markel Area 0 0.5 1 3 4 M -les www.epsys.com 203152 -Existing Conditions Findings Memorandum: Existing Economic Conditions Preliminary Findings Page 1 2 Demographic Conditions The City of Wheat Ridge has been growing in population and households at a slower rate than the surrounding Market Area and Denver -Aurora -Lakewood MSA (MSA or Metro Area) as a whole. In fact, the City lost population (856 residents) between 2000 and 2020 despite adding 450 housing units during this period. Table 1. Population, Households, and Housing Units, 2000-2020 1 2000-2020 2010-2020 Description 2000 2010 2'02011 Total Ann. # Ann. % Total Ann. # Ann. % Population Wh eat Ridge 32,688 30,153 31,832 -856 -43 -0.13% 1,679 168 0.54% Primary Market Area 236,582 226,281 254,787 18,205 910 0.37% 28,500 2,850 1.19% Denver MSA 2,179,469 2,543,482 2,988,896 809,427 40,471 1.59% 445,414 44,541 1.63% Households Wheat Ridge 14,466 13,964 14,709 243 12 0.08% 745 75 0.52% Primary Market Area 94,906 95,634 107,203 12,297 615 0.61% 11,569 1,157 1.15% Denver MSA 852,252 1,004,696 1,174,923 322,671 16,134 1.62% 170,227 17,023 1.58% Housing Units Wheat Ridge 14,837 14,856 15,286 449 22 0.15% 430 43 0.29% Primary Market Area 97,916 101,823 111,901 13,985 699 0.67% 10,078 1,008 0.95% Denver MSA 891,120 1,078,837 1,238,723 347,603 17,380 1.66% 159,886 15,989 1.39% Source. ESPN, Economic & Planning Systems The average (mean) household income in the City of Wheat Ridge is $83,964 and the median household income is $61,291. The City has a lower average and median household income than the Primary Trade Area and MSA. The City has a smaller average household size (2.13), and the average size has declined since 2000 (2.20). The median age Wheat Ridge residents is 46 years old, which is higher than the average for the Market Area and MSA. The City has a greater share of residents 55 years old and older than primary market area, despite similar housing conditions outside the city. Economic & Planning Systems, Inc. Page 1 3 Figure 2. Age Distribution, 2020 %Population ■ Wheat Ridge ■ Primary Market Area ■ Denver MSA 20.0% 15.0% 10.0% 5.0% 0.0% 15.3% tv lz.ar 9.N S.fiY fi.9Y S.lY 4.3% 3.SY 12.7% 1.6%. 0-4 5-9 10-14 15-24 25-34 35-44 45-54 55-64 65-74 75-84 85+ Source: ESRI; Economic & Planning Systems Economic Conditions The City of Wheat Ridge is home to over 17,000 jobs based on data from the US Census LEHD tool. The largest employment sector is Health Care anchored by the SCL Health Lutheran Medical Center. The Health Care industry has 4,900 jobs in Wheat Ridge and accounts for 28 percent of jobs in the City. A recent parking study completed for the Campus found that there are 1,275 full time jobs located on the Campus. However, the total employment on the site is likely greater and the total capacity of the site (workers plus patients plus visitors) is likely significantly higher at peak hours. Employment in the City has declined since 2002, however employment totals have rebounded from low points in the late 2000's. Employment in the City has grown by nearly 700 jobs from 2010 to 2018. Memorandum: Existing Economic Conditions Preliminary Findings Page 1 4 Table 2. Wheat Ridge Employment by Industry, 2002-2018 Agriculture, Forestry, Fishing and Hunting p1 13 5 49 36 2 8.65% 44 6 3302% Mining, Quarrying, and Oil and Gas Extraction Q1 14 17 12 -2 0 -096% 5 -1 426% Utilities Q2 22 42 29 1 0 1 74% -13 -2 452% Construction Q3 1328 897 1,590 262 16 113% 693 87 742% Manufacturing p1-33 1545 939 831 -714 45 -3.80% -108 -14 -152% Wholesale Trade 42 874 699 955 81 5 056% 256 32 398% Retail Trade 44-45 2,614 2515 2162 -452 -28 -1.18% -353 44 -18]% Tran sportation and Warehou sing 4849 271 154 240 -31 -2 -0]66 86 11 5]0% Information tr1 376 339 132 -244 -15 -633% -207 -26 -11 12% Finance and Insurance 52 648 569 354 -294 -18 -371% -215 -27 5766 Real Estate and Rental and Leasing 53 24 243 224 -23 -1 061% -19 -2 -1 01% Professional, Scientific, and Technical Songless 54 1,459 1,084 1,64] 188 12 0]6/ 563 70 53]% Management of Companies and Enterprises b5 63 24 75 12 1 1.10% 51 6 1531% Administrative and Waste Services 56 1,455 951 1190 -265 -17 -125% 239 30 284% Educational Services MI 76 228 430 354 22 1144% 202 25 825% Health Care and Social Assistance G2 4 97 5,702 4,899 -78 -5 -0.10% -803 -100 -188% Arts, Entertainment, and Recreation p1 130 88 122 -8 -1 -040% 34 4 41]% Accommodation and Food Services p2 1586 1315 1,534 52 -3 -021% 219 27 194% Other Services (except Public Administration) 41 789 697 810 21 1 0.16% 113 14 190% Public Administration 02 4224 96 11 413 -26 -2041% -85 11 -2372% Total 18,911 16,604 17,296 -1,615 -101 40.56°/ 692 W 0.51 Source LEHOP, Economic 8 Planning Systems Market Conditions Office and Retail Wheat Ridge has had a limited amount of new development occur in the City despite activity in the primary market area that surrounds most of the city. There has been no new office development in the City since 2010 and average rental rates are much lower than the Market Area ($15.97 per square foot (SF) versus $21.85/SF ). The City has been successful in capturing new retail development. The City captured 167,205 square feet of retail space since 2010. The presence of newer retail spaces has generated higher average rents per square foot than the Market Rate. New retail development has occurred along Wadsworth Blvd near the Lutheran Campus, along Kipling Avenue, and in the western portion of the City in the Applewood area along I-70. Economic & Planning Systems, Inc. Page 1 5 Figure 3. Retail and Office Development, 2010-2021 Multifamily Residential -. Xaaal Plaeay [1 REG, v Legend Oftice Built Since 2010 S Retail Built Since 2010 Lutheran Campus Wheat Ridge ® Primary Market Area Retail Trade Area 0 05 1 4 M lac There has been a significant amount of multifamily development in the Market Area over the past 10 years. However, most of this development has occurred outside of Wheat Ridge in the City of Denver (along 38th Avenue and Colfax Avenue), in the City of Lakewood (along Colfax Avenue), and in the City of Arvada near Olde Town. The City of Wheat Ridge captured 628 new apartment units since 2010. The average monthly apartment rental rate in Wheat Ridge (according to CoStar) is $1.57 per square foot. This rate has increased by an annual rate of 4.38% percent since 2010. In contrast, the average rate in the Market Area is slightly higher, $1.67 per square foot and $1.80 in the MSA. The average rental rates in the Market Area and MSA increased by smaller annual percent (Market Area - 3.29%, MSA - 3.37%) than rents in Wheat Ridge since 2010. The newer projects in Wheat Ridge (e.g., West End 38 and the Edison) have out -performed estimates for absorption and rental rates based on interviews with area developers. Memorandum: Existing Economic Conditions Preliminary Findings Page 1 6 Figure 4. Multifamily Development, Primary Market Area, 2010-2021 • 4111111110 1t • = wnea� iaHe � wve. •1114111111 goo • •� • • '._ • •1 i. 49• j Legend • Multifamily Built Since 2010 - s Lutheran Campus Wheat Ridge _ Primary Market Area 0 0.5 1 2 3 4 Miles Strengths, Weaknesses, Opportunities, and Threats (SWOT) A SWOT analysis was completed to evaluate the potentials for the Lutheran Campus. The findings are summarized below. Strengths • The Lutheran Campus is a known destination in the community and the connotation of the site with a redevelopment project will help bring awareness and familiarity with the project. • The Lutheran Campus is centrally located in the western portion of the Denver Metro Area. The location has close access to I-70 (via Wadsworth Blvd and Kipling Avenue) and equal distance proximity to the foothills and Downtown Denver. • The surrounding market area for the Lutheran Campus is growing and has captured new development in most major asset classes (for -sale and for -rent housing, retail, office) in the recent past. Economic & Planning Systems, Inc. Page 1 7 • The Lutheran Campus is a large infill site of approximately 100 acres. The site's infrastructure currently supports a significant amount of traffic and visitors to the sites (employees, patients, and visitors). Weaknesses • The Lutheran Campus is accessed by either 38th Avenue or 32nd Avenue. These streets have relatively low traffic volumes compared to other nearby arterials such as Wadsworth Blvd. The lack of frontage and access from Wadsworth limits the appeal for employment uses, especially retail. • The site has a mixture of buildings with differing ages and scales. A large portion of the buildings are likely not good candidates for re -use; if they cannot be repurposed, they would require demolition and for any environmental issues to be addresses (e.g., asbestos). • There has been a limited amount of new market activity in Wheat Ridge in the recent past, which will make proving out supportable rental rates and land prices more difficult for project types that are in less demand (e.g., office and retail). As well, the recent retail development near the site on Wadsworth Blvd has lost its anchor retailer (Lucky's Market) and has absorbed more slowly than expected. Opportunities • The demand for residential uses is likely to be strong on the Lutheran Campus site including demand for multiple product types. • Some of the existing buildings on the site have potential for re -use including the more recently built structures and some of the historic structures (e.g., Chapel and blue house). • A significant portion of the medical office uses on the site are in buildings that are more modern and house tenants that may not desire to move once the hospital moves. • The site configuration and topography provide the opportunity for superior views of the mountains and surrounding areas. As well, the height of existing buildings and topography of the site allow for buildings greater than three stories to be fit in with the existing conditions and surrounding neighborhoods with limited impacts on existing views and site lines. • The Campus is largely imbedded into its surrounding neighborhood and can easily be connected to surrounding residential areas through new access points. Threats Despite the site's central location, there are competitive retail and employment areas that have better regional access and locations along major arterials and/or transit that may be major competitors for new development. Memorandum: Existing Economic Conditions Preliminary Findings Page 1 8 • The Lutheran Campus has been a major employment location in the City for generations. The loss of the hospital may lead to surrounding medical oriented businesses to relocate or leave the site. • The capture of new retail and employment uses on the Lutheran Campus may cannibalize potential for reinvestment or new development in other locations in Wheat Ridge. Master Plan Considerations • The Lutheran Campus has potential capture a mixture of uses and a significant amount of new housing development. The capacity to serve new development using existing utilities and infrastructure may be more limiting in some instances than market demand. • The re -use of existing buildings and/or maintaining some existing uses/users can help support the creation of a mixed-use destination. The condition of the existing buildings will have a major impact on their future uses in the redevelopment of the site. • The limitations to height of residential uses are major barriers to some potential uses that can be attracted to the site. The current three-story height limit will impact feasibility of residential uses without an amendment to the City Charter identifying areas within the development where additional height may be allowed. • The legacy of the site as an employment location may be diminished as the site redevelops, at least in terms of the amount of people working on the site. Creative strategies are needed to maintain employment uses on the site. Potential opportunities to create or maintain employment uses include the continuation of some health care uses especially oriented to senior care or living, incorporation of small scale agricultural oriented uses (e.g., restaurants, farmers market), maintaining the existing medical office buildings and users, and potentially the relocation of civic or cultural uses on to the site. APPENDIX A.2 MARKET FINDINGS The Economics of Land Use Draft Final Report Wheat Ridge Lutheran Legacy Campus Master Plan Market Study Prepared for: City of Wheat Ridge; MIG, Inc Prepared by: Economic & Planning Systems, Inc. Economic& Planning Systems, Inc. EPS #203152 730 17th Street, Suite 630 Denver, CO 80202-3511 303 623 3557 tel 303 623 9049 fax September 26, 2021 Denver Los Angeles Oakland Sacramento www.epsys.com Table of Contents 1. Introduction and Summary of Findings................................................................ 1 Introduction........................................................................................................... 1 Summaryof Findings............................................................................................... 1 2. Economic and Demographic Conditions................................................................ 5 Population and Households....................................................................................... 5 Employment........................................................................................................... 8 3. Market Conditions and Trends.......................................................................... 11 Retailand Office................................................................................................... 11 Residential Development Trends.............................................................................. 15 4. Comparable Projects....................................................................................... 19 5. Market Demand.............................................................................................. 23 Office Demand Forecasts........................................................................................ 23 RetailDemand...................................................................................................... 26 HousingDemand.................................................................................................. 30 Lutheran Campus Capture...................................................................................... 32 List of Tables Table 1. Population, Households, and Housing Units, 2000-2020 ........................................6 Table 2. Per -Capita and Household Income, 2020............................................................ 7 Table 3. Average Household Size, 2000-2020.................................................................. 7 Table 4. Wheat Ridge Employment by Industry, 2002-2018 .............................................. 9 Table 5. Employment Forecast by Industry, 2015-2040 .................................................. 10 Table 6. Office Market, 2010-2021 YTD........................................................................ 13 Table 7. Retail Market, 2010-2021 YTD........................................................................ 14 Table 8. Wheat Ridge Residential Unit Summary, 2011-2021 ........................................... 15 Table 9. Multifamily Market, 2010-2021 YTD................................................................. 18 Table 10. Comparable Projects..................................................................................... 20 Table 11. Office Space Demand Forecast, 2020 -2040 ....................................................... 24 Table 12. Office Demand Capture (sq. ft.), 2020 -2040 ..................................................... 25 Table 13. Population and Household Projections, 2000-2040 ............................................. 26 Table 14. Primary Market Area Total Personal Income, 2020-2040 ..................................... 26 Table 15. Primary Market Area Expenditure Potential, 2020-2040 ...................................... 27 Table 16. Primary Market Area Retail Demand, 2020-2040 ............................................... 29 Table 17. Primary Market Area Demand Forecast, 2020-2040 ............................................ 30 Table 18. Primary Market Area Housing Demand by Unit Type, 2020-2030 .......................... 31 Table 19. Lutheran Housing Demand by Unit Type, 2020-2030 .......................................... 31 Table 20. Lutheran Campus Estimated Demand, 2021-2031 .............................................. 32 List of Figures Figure 1. Primary Market Area and Retail Trade Area ......................................................... 5 Figure 2. Age Distribution, 2020..................................................................................... 7 Figure 3. Retail and Office Development, 2010 -2021 ....................................................... 11 Figure 4. Retail and Office Under Construction and Proposed ............................................ 12 Figure 5. Wheat Ridge Residential Unit Summary, 2011-2021 ........................................... 15 Figure 6. Multifamily Development, Primary Market Area, 2010-2021 ................................ 16 Figure 7. Multifamily Under Construction and Proposed, Primary Market Area ...................... 17 Economic & Planning Systems, Inc. 1. Introduction and Summary of Findings Introduction The City of Wheat Ridge and SCL Health are creating a master plan for the redevelopment of the Lutheran Medical Center campus (Lutheran legacy campus). The Lutheran campus is in the core of the City of Wheat Ridge between West 38th Avenue and West 32nd Avenue in the western portion of the Denver Metro Area. Lutheran Medical Center has a been a long-standing destination and employer for the City of Wheat Ridge. SCL Health is moving the hospital and medical services to a new campus in western Wheat Ridge along I-70. SCL owns the majority of the land that comprises the campus and has a few existing land leases that may result in uses remaining on the campus. SCL plans to sell the campus to a master developer(s) but is interested in maintaining legacy elements at the campus and to work with the community to maintain the campus importance as a community destination. To support the Master Planning effort, Economic & Planning Systems, Inc. (EPS) was retained to complete a market study and provide guidance on the supportable land uses that it recommends be planned for as part of the redevelopment. The goal is to create a marketable and feasible development framework that the City of Wheat Ridge and SCL Health can use to guide the project going forward. This report provides a summary of the findings related to existing demographic, economic, and market conditions present in Wheat Ridge and the surrounding area to inform the land use plan for the campus. Summary of Findings The major findings of the market analysis for Wheat Ridge and Lutheran legacy campus are summarized below. 1. Wheat Ridge is an attractive community to live in and there is strong demand for a variety of housing uses that will continue over the next decade. The Lutheran legacy campus is well suited for residential development and there is strong demand for single family, attached, and multifamily units on the site. Market demand is strong. All residential product types will absorb at a relatively fast rate given the competitive strength of the Wheatridge market. The plan capacity, configurations, and product mix are more determined by supply considerations, rather than demand factors. 203152 -Report Market Findings 9-26-21 1 Wheat Ridge Lutheran Legacy Campus Market Study EPS estimates that the campus could accommodate over 2,200 units during the buildout of the project. The Wheat Ridge City Charter limits residential density (except for specified areas) to 21 units per acre. The City Charter also limits heights of residential uses to three stories (except for specified areas). The density cap is applied to the entire 100 -acre Lutheran campus, which limits the development capacity for residential units to 2,100 units. EPS estimates the market can support capture of this this amount of housing. However, the limitations on height and density for the campus will likely be greater limit on the number of units provided in the campus than the market constraints. The height limit on the City Charter restricts the potential for multifamily development on the site. Given the existing height of the Lutheran Medical Center and surrounding office uses, there is a strong argument that taller residential buildings will not have a negative impact on the surrounding neighborhoods. The core of the campus between the irrigation ditch and West 381h Avenue, where the main hospital buildings and parking are currently located, represent the best location for taller buildings both from a neighborhood context perspective and a market attractiveness standpoint. The City and SCL Health should seek an amendment to the City Charter to modify this height limit to allow for four and five story residential projects. This increase in height limit will create a core within the development that will create positive synergy among other uses. This change will also increase the value of the property and provide more flexibility for providing public amenities in the redevelopment. 2. The Lutheran legacy campus is embedded into a neighborhood context within Wheat Ridge and lacks visibility and access to major arterial roadways, which limits its appeal for non-residential uses. The lack of access to a major arterial road or highway limits the appeal for office and retail uses. The traffic levels on West 381h Avenue and West 32nd Avenue are relatively low compared to the north/south arterials in Wheat Ridge (Wadsworth Boulevard and Kipling Street) where most of the retail and office uses in the city are located. EPS evaluated similar urban campus redevelopment projects completed in the recent past in the Denver Metro Area. Analysis of these comparable campus redevelopments illustrate the challenges for the Lutheran campus. The comparable projects generally had a greater density of jobs and housing in the vicinity of those projects. They are also located on or proximate to large arterial roads with greater traffic volumes. The Midtown redevelopment project has comparable traffic levels and is a primarily residential project, while the other examples have more robust retail and office components to the projects. To overcome the lack of access and visibility, destination uses are needed to increase appeal for supporting office or retail space. FI Economic & Planning Systems, Inc. 3. There is limited demand for retail space on the Lutheran legacy campus, especially without a retail or entertainment anchor use. EPS estimates the Lutheran campus can capture up to 30,000 square feet of retail space. Type of retail that would likely be in demand is convenience retail and eating & drinking. Without a major anchor store (or entertainment or civic anchors, the site may be challenged to capture more than 20,000 to 30,000 square feet of retail space due to the level of density in the surrounding area, traffic levels, and employment uses on the site. The attraction of an anchor retail uses, such as a grocery store or pharmacy, will increase potential for retail space. The retail space that is planned on the site should be located with visibility and access off West 38"' Avenue. The Lutheran Boulevard access street can serve as a potential retail street that would allow retail uses to be located along it from West 38"' Avenue to the south for no more than two or three small blocks. 4. Demand for new office space in Wheat Ridge is limited and development of larger office space in the city is likely not feasible. While Wheat Ridge has not traditionally had a strong office market, there is potential for a diversified tenant mix that could drive new demand on the campus. The total office demand in Lutheran over this 20 -year period would be 241,231 square feet of office space or an average of 12,062 square feet annually. However, the achievable rental rates found in the Primary Market Area indicate that the feasibility of new development is likely a challenge and is a major barrier to market capture. Average rental rates $21.85 per square foot in the Primary Market Area are much lower than the likely minimum of $30 per square foot rates needed to support new office speculative product. There is potential to capture a build -to -suit or single tenant to the site, but the attractiveness of the site makes this a challenge. To preserve the strong employment of the site, creative and alternative approaches are likely necessary. Some potential opportunities to provide flexibility for or encourage incorporation in the ultimate development include: • Existing Medical Office Buildings - The existing medical office buildings on the campus are in various conditions. The newer medical office buildings have the potential for reconfiguration and use for a broader set of tenants beyond medical services. Working with SCL and the entity that currently has a ground lease for some of the medical office buildings to identify strategies for continued use and investment in these buildings can help capture the office demand and to maintain an employment presence. • Entertainment Uses - There may be potential for unique entertainment uses on the site supported by the city that could maintain the site's employment. The re -use of the historic chapel as a performing arts venue may present an opportunity. The city likely needs to take an active role in 3 Wheat Ridge Lutheran Legacy Campus Market Study finding partners and funding for creation and operations of this type of venue. The inclusion of entertainment uses can help bolster demand for non-residential uses and provide vitality to the project. • Resident Oriented Health Care - The presence of health care services can be a way to maintain an employment presence on the campus. The inclusion of housing products that include health care services as part of the product is an opportunity. These include housing products that provide a continuum of care (e.g., senior oriented units, assisted living, memory care, hospice). • Civic Uses — A major move that could preserve the employment legacy of the campus would be for the City of Wheat Ridge to locate civic uses on the campus. The relocation of City Hall and/or other city administration uses onto the site can help activate the core of the campus. 4 Economic & Planning Systems, Inc. 2. Economic and Demographic Conditions EPS identified a primary market area and a retail trade area for the Lutheran Legacy Campus to evaluate area conditions and trends, shown in Figure 1. These two areas (Primary Market Area shown in red) and the (Retail Trade Area shown in purple) are compared to the City of Wheat Ridge (shown in green). Figure 1. Primary Market Area and Retail Trade Area so Legend Lutheran Campus Wheat Ridge ORetail bade Area Primary Market Arca Il ]5 1 3 4 LA .ea Population and Households The City of Wheat Ridge has been growing in population and households at a slower rate than the surrounding Primary Market Area and Denver -Aurora - Lakewood MSA (MSA or Metro Area) as a whole, as shown in Table 1. The city lost a total population of 856 residents between 2000 and 2020 despite adding 450 housing units during this period. In recent years, growth has accelerated in Wheat Ridge with the addition of 1,679 residents or 0.54 percent annual growth between 2010 and 2020. However, the city still lags population and household growth in the Primary Market Area and Denver MSA over the same period. The slower growth rates in Wheatridge, relative to the other geographies noted in the table below, is attributed to supply constraints. As noted elsewhere in this report, demand factors are strong. The generally slow growth rates are not representative of the market position of the City of Wheatridge or the Lutheran redevelopment site. 203152 -Report Market Findings 9-26-21 5 Wheat Ridge Lutheran Legacy Campus Market Study Table 1. Population, Households, and Housing Units, 2000-2020 Population Wheat Ridge Primary Market Area Denver MSA Households Wheat Ridge Primary Market Area Denver MSA Housing Units Wheat Ridge Primary Market Area Denver MSA 32,688 30,153 31,832 236,582 226,287 254,787 2,179,469 2,543,482 2,988,896 14,466 13,964 14,709 94,906 95,634 107,203 852,252 1,004,696 1,174,923 -856 -43 -0.13% 18,205 910 0.37% 809,427 40,471 1.59% 243 12 0.08% 12,297 615 0.61% 322,671 16,134 1.62% 1,679 168 0.54% 28,500 2,850 1.19% 445,414 44,541 1.63% 745 75 0.52% 11,569 1,157 1.15% 170,227 17,023 1.58% 14,837 14,856 15,286 449 22 0.15% 430 43 0.29% 97,916 101,823 111,901 13,985 699 0.67% 10,078 1,008 0.95% 891,120 1,078,837 1,238,723 347,603 17,380 1.66% 159,886 15,989 Source: ESRI; Economic & Planning Systems R 1.39% Economic & Planning Systems, Inc. The average household income in the City of Wheat Ridge in 2020 is $83,964 and the median household income is $61,291, as shown in Table 2. The City has a lower average and median household income than the Primary Trade Area and MSA. The City has a smaller average household size (2.13) than the broader Primary Market Area and Denver MSA, and its average size has declined since 2000 (2.20), as shown in Table 3. The median age of Wheat Ridge residents is 46 years old, which is higher than the average for the Market Area and Denver MSA, as shown in Figure 2. The City has a greater share of residents 55 years old and older than Primary Market Area, despite similar housing conditions outside the city. Table 2. Per -Capita and Household Income, 2020 Wheat Ridge $38,952 $83,964 $61,291 Primary Market Area $37,554 $89,390 $65,833 Denver MSA $42,894 $109,026 $80,666 Source: ESRI; Economic & Planning Systems Table 3. Average Household Size, 2000-2020 Wheat Ridge 2.20 2.12 2.13 Primary Market Area 2.44 2.33 2.34 Denver MSA 2.52 2.50 2.51 Source: ESRI; Economic & Planning Systems Figure 2. Age Distribution, 2020 Population ■ Wheat Ridge ■ Primary Market Area ■ Denver MSA 20.0% 15.0% 10.0% 5.0% 0.0% 15.3% 0-4 5-9 10-14 15-24 25-34 35-44 45-54 55-64 65-74 75-84 85+ Source: ESRI; Economic & Planning Systems 7 Wheat Ridge Lutheran Legacy Campus Market Study Employment The City of Wheat Ridge is home to over 17,000 jobs based on data from the US Census LEHD tool, as shown in Table 4 on the following page. The largest employment sector is Health Care, which is anchored by the SCL Lutheran Medical Center. The Health Care industry has approximately 4,900 jobs in Wheat Ridge and accounted for 28.3 percent of jobs in the City in 2018. A recent parking study completed for the legacy campus found that there are 1,275 full time jobs located on the campus. However, the total employment on the site is likely greater and the total capacity of the site (workers plus patients plus visitors) is likely significantly higher at peak hours. Employment in the City has declined since 2002, however employment totals have rebounded from low points in the late 2000's. Employment in the City has grown by nearly 700 jobs from 2010 to 2018, growing at an annual rate of 0.51 percent. Employment Forecasts Employment forecasts for the Denver Metro Area are presented in Table 5 on page 10. The forecasts are based on the Denver Regional Council of Governments (DRCOG) 2015 to 2040 regional growth model totals. DRCOG prepares employment forecasts in six aggregated industry sectors; Production, Retail, Services, Restaurants, Entertainment, and Education. This forecast was converted to forecasts for the 21 NAICS industries using DRCOG's aggregation scheme that lists the individual industries in the six aggregated sectors. Total employment is estimated to grow at an annual average of 24,300 jobs from 2015 to 2030 to reach 2.05 million jobs, which is a 1.3 percent annual growth rate. Applying the same growth rates from 2030 to 2040 would add a total of 302,720 jobs or an average of 30,300 jobs per year as shown. 8 Economic & Planning Systems, Inc. Table 4. Wheat Ridge Employment by Industry, 2002-2018 Agriculture, Forestry, Fishing and Hunting 111 13 5 49 36 2 8.65% 44 6 33.02% Mining, Quarrying, and Oil and Gas Extraction 21 14 17 12 -2 0 -0.96% -5 -1 -4.26% Utilities 22 22 42 29 7 0 1.74% -13 -2 -4.52% Construction 23 1,328 897 1,590 262 16 1.13% 693 87 7.42% Manufacturing R1-33 1,545 939 831 -714 -45 -3.80% -108 -14 -1.52% Wholesale Trade 142 874 699 955 81 5 0.56% 256 32 3.98% Retail Trade 144-45 2,614 2,515 2,162 -452 -28 -1.18% -353 -44 -1.87% Transportation and Warehousing 148-49 271 154 240 -31 -2 -0.76% 86 11 5.70% Information 551 376 339 132 -244 -15 -6.33% -207 -26 -11.12% Finance and Insurance 152 648 569 354 -294 -18 -3.71% -215 -27 -5.76% Real Estate and Rental and Leasing 153 247 243 224 -23 -1 -0.61% -19 -2 -1.01% Professional, Scientific, and Technical Services 154 1,459 1,084 1,647 188 12 0.76% 563 70 5.37% Management of Companies and Enterprises 155 63 24 75 12 1 1.10% 51 6 15.31% Administrative and Waste Services 156 1,455 951 1,190 -265 -17 -1.25% 239 30 2.84% Educational Services 161 76 228 430 354 22 11.44% 202 25 8.25% Health Care and Social Assistance 162 4,977 5,702 4,899 -78 -5 -0.10% -803 -100 -1.88% Arts, Entertainment, and Recreation 71 130 88 122 -8 -1 -0.40% 34 4 4.17% Accommodation and Food Services 72 1,586 1,315 1,534 -52 -3 -0.21% 219 27 1.94% Other Services (except Public Administration) 181 789 697 810 21 1 0.16% 113 14 1.90% Public Administration 192 424 96 11 -413 -26 -20.41% -85 -11 -23.72% Total 18,911 16,604 17,296 -1,615 -101 -0.56% 692 87 0.51% Source: LEHD; Econonic & Planning Systems 0 Wheat Ridge Lutheran Legacy Campus Market Study Table S. Employment Forecast by Industry, 2015-2040 Source: Denier Regional Council of Governments (DRCOG); Economic & Planning Systems 10 Ag./Forest/Hunting 3,305 3,539 4,057 4,745 752 50 1.4% 688 69 1.6% Mining 13,369 14,314 16,410 19,193 3,040 203 1.4% 2,783 278 1.6% Utilities 7,030 7,526 8,628 10,092 1,599 107 1.4% 1,463 146 1.6% Construction 101,675 108,862 124,796 145,964 23,121 1,541 1.4% 21,167 2,117 1.6% Manufacturing 99,261 106,277 121,833 142,498 22,572 1,505 1.4% 20,665 2,066 1.6% Wholesale Trade 87,230 93,395 107,066 125,226 19,836 1,322 1.4% 18,160 1,816 1.6% Retail Trade 138,603 149,602 174,289 201,791 35,686 2,379 1.5% 27,502 2,750 1.5% Transport.NVarehousing 62,187 66,097 74,669 85,544 12,482 832 1.2% 10,875 1,088 1.4% Information 58,871 62,572 70,687 80,983 11,816 788 1.2% 10,295 1,030 1.4% Finance/Insurance 83,989 89,269 100,847 115,535 16,858 1,124 1.2% 14,688 1,469 1.4% Real Estate 31,717 33,711 38,083 43,630 6,366 424 1.2% 5,547 555 1.4% Prof. & Tech Services 164,763 175,121 197,833 226,647 33,070 2,205 1.2% 28,814 2,881 1.4% Mgmt 33,749 35,870 40,522 46,424 6,774 452 1.2% 5,902 590 1.4% AdminNVaste Mgmt 111,424 118,429 133,788 153,274 22,364 1,491 1.2% 19,486 1,949 1.4% Education 112,574 118,489 131,268 139,315 18,694 1,246 1.0% 8,047 805 0.6% Health Care 205,166 218,065 246,346 282,225 41,179 2,745 1.2% 35,880 3,588 1.4% Arts/Rec 31,916 33,128 35,692 38,927 3,776 252 0.7% 3,235 323 0.9% Accommodations 201,222 218,577 257,908 301,846 56,686 3,779 1.7% 43,938 4,394 1.6% Other 51,019 54,227 61,260 70,182 10,240 683 1.2% 8,922 892 1.4% Public Admin 83,835 89,106 100,662 115,323 16,827 1,122 1.2% 14,661 1,466 1.4% Unclassified 0 0 0 0 0 0 _ 0 0 _ Total 1,682,905 1,796,291 2,046,643 2,349,363 363,738 24,249 1.3% 302,720 30,272 1.4% Source: Denier Regional Council of Governments (DRCOG); Economic & Planning Systems 10 Economic & Planning Systems, Inc. 3. Market Conditions and Trends This chapter summarizes the trends and conditions of office, retail, and multifamily housing in the City of Wheat Ridge, the Retail Trade Area, and the Primary Market Area including inventory, vacancy rates, rental rates, and recent development activity. Retail and Office EPS tracked retail and office developments built since 2010, as shown in Figure 3 Since 2010, a number of retail developments and just one office development came online in the City of Wheat Ridge. In addition, retail and office developments under construction and proposed are also indicated in Figure 4. Figure 3. Retail and Office Development, 2010-2021 ' I a e Legend .e Ri1iji }' y. Office 6utl Since 2010 Y' • Retail Built Smcu 2010 Lutheran Campus Wheat Ridge OPrimary Market Area ORelall Trade Area 0 05 1 �'2 a 4 im l- a w I mnm. 203152 -Report Market Hndings_9-26-21 11 Wheat Ridge Lutheran Legacy Campus Market Study Figure 4. Retail and Office Under Construction and Proposed A. ..« i Legend: ... 4 • Retail U1 r Conelruotion& p ,xoeami Office Unclear Conetruolbn & Propaee0 Luthmn Campus Meat Rape j O Primary NeMetAree _ O Retail Trade Mea g 0 05 1 3 4 e.x�.00e ....._.... .....a.... E nnB Office Development Trends The City of Wheat Ridge has a total 2021 office inventory of 1.5 million square feet, as shown in Table 6. Wheat Ridge accounts for 17.3 percent of the Primary Market Area's inventory and just 0.87 percent of the total office space in the MSA. The City of Wheat Ridge's office inventory remained stagnant and did not change over the past decade, while the Primary Market Area experienced an additional 416,565 square feet of office space since 2010, adding approximately 37,870 square feet of space during that time and growing by 0.43 percent annually. Both the City of Wheat Ridge and the Primary Market Area were outpaced by the Denver MSA's office inventory growth, which added 1.5 million square feet of space and grew by 0.91 percent annually since 2010. 12 Economic & Planning Systems, Inc. Table 6. Office Market, 2010-2021 YTD Starting Inventory 1,557,654 8,553,472 162,663,274 2010 0 $14.02 10.7% 0 $16.42 13.2% 1,370,142 $17.80 13.4% 2011 0 $13.88 11.9% 30,067 $16.18 12.7% 609,198 $18.12 12.7% 2012 0 $13.29 12.1% 32,918 $16.59 14.0% 894,903 $18.71 12.5% 2013 0 $13.73 11.8% 32,748 $17.66 16.1% 1,013,493 $19.42 11.7% 2014 0 $15.02 6.7% 0 $18.57 14.9% 1,061,057 $20.32 11.0% 2015 0 $16.37 5.7% 132,795 $18.44 13.9% 2,184,586 $20.71 10.4% 2016 0 $18.00 7.8% 142,392 $19.17 12.0% 1,283,605 $21.46 10.2% 2017 0 $16.09 7.3% 0 $20.01 10.1% 2,552,711 $22.31 10.4% 2018 0 $16.39 6.5% 0 $21.20 8.6% 3,744,322 $23.27 10.2% 2019 0 $16.36 5.0% 31,245 $22.29 8.7% 1,512,065 $23.72 9.9% 2020 0 $16.25 7.4% 0 $21.78 9.9% 1,313,344 $24.42 12.7% 2021 YTD 0 $15.97 7.1% 14,400 $21.85 9.9% 800,887 $24.49 14.1% Ending Inventory 1,557,654 8,970,037 179,699,445 Change 0 $1.95 -3.60% 416,565 $5.43 -3.30% 17,036,171 $6.69 0.70% Ann. # 0 $0.18 -0.33% 37,870 $0.49 -0.30% 1,548,743 $0.61 0.06% Ann. % 0.00% 1.19% -- 0.43% 2.63% - 0.91% 2.94% -- Source: CoStar; Economic & Planning Systems The vacancy rate for office space in Wheat Ridge stood at 7.1 percent at the end of the second quarter of 2021 and was lower than the Primary Market Area average of 9.9 percent and significantly lower than the metro area average of 14.1 percent. The average rental rate was $15.97 (full service) in the City of Wheat Ridge, which was significantly lower than the Primary Market Area average of $21.85 per square foot and the $24.49 per square foot average witnessed in the Denver MSA. The conflicting data trends noted above are significant. The Wheatridge submarket has both lower rents than the metro area as well as lower vacancy rates. Typically, these two metrics move in opposite directions, with high vacancy rates correlated to low rents. The likely factors causing this anomaly are based on the lack of new product. The rents are lower, given that the product is older. The vacancies are lower given the relatively desirable of the west side and the lack of sites to accommodate demand. 13 Wheat Ridge Lutheran Legacy Campus Market Study Retail Development Trends The City of Wheat Ridge's retail market added 167,205 square feet of retail space since 2010, and as of the second quarter of 2021 its total inventory stood at 2.6 million square feet, as shown in Table 7. This accounts for nearly 33 percent of the Primary Market Area's total retail inventory and 2.0 percent of total retail inventory in the Denver MSA. The vacancy rate for retail space in Wheat Ridge stood at 7.1 percent at the end of the second quarter of 2021 and was higher than the Primary Market Area and the metro area average of 6.9 and 5.3 percent respectively. The average rental rate was $23.82 (full service) in the City of Wheat Ridge, which was significantly higher than the Primary Market average of $15.24 per square foot and the $18.34 per square foot average witnessed in the Denver MSA. Table 7. Retail Market, 2010-2021 YTD Starting inventory 2,439,776 7,032,970 146,417,702 2010 0 $14.06 4.7% 0 $12.43 5.2% 649,268 $14.77 7.2% 2011 7,200 $12.74 5.2% 9,523 $12.58 5.4% 1,060,122 $14.51 6.6% 2012 0 $13.61 4.5% 153,372 $12.79 7.3% 952,102 $14.55 6.2% 2013 10,423 $13.11 5.1% 10,423 $12.81 5.9% 1,401,332 $15.04 5.6% 2014 0 $14.43 3.4% 47,765 $14.78 4.8% 883,343 $15.14 5.1% 2015 44,478 $15.82 3.3% 105,862 $15.06 4.2% 1,196,704 $15.58 4.8% 2016 0 $13.91 3.6% 475,137 $14.09 4.8% 1,660,439 $16.29 4.4% 2017 2,324 $24.81 5.9% 2,324 $17.83 4.3% 1,690,237 $17.60 4.2% 2018 81,460 $21.74 4.5% 87,518 $16.64 3.3% 1,794,320 $18.24 3.7% 2019 16,320 $19.66 4.5% 24,820 $16.07 6.0% 1,076,284 $17.98 4.1% 2020 5,000 $22.61 5.9% 11,484 $15.75 6.4% 936,779 $18.30 5.1% 2021 YTD 0 $23.82 7.1% 3,500 $15.24 6.9% 104,433 $18.34 5.3% Ending inventory 2,606,981 7,964,698 159,220,227 Change 167,205 $9.76 2.40% 931,728 $2.81 1.70% 12,802,525 $3.57 -1.90% Ann. 4 15,200 $0.89 0.22% 84,703 $0.26 0.15% 1,163,866 $0.32 -0.17% Ann. % 0.60% 4.91% -- 1.14% 1.87% -- 0.76% 1.99% -- Source: CoStar; Economic & Planning Systems 14 Economic & Planning Systems, Inc. Residential Development Trends Wheat Ridge Building Permits EPS tracked building permit data to analyze the number of residential permit units by housing type added since 2011, as shown in Table 8 and Figure S. Between 2011 and 2021, the City of Wheat Ridge added approximately 1,365 residential units, with multifamily units totaling 66 percent of total units added since 2011 in the City and single family units totaling 32 percent of total units added. Much of the permitting activity over the past decade was concentrated over the last three years, with 1,100 total units permitted since 2018. Table S. Wheat Ridge Residential Unit Summary, 2011-2021 Duplex 0 0 2 4 1 2 0 0 5 4 0 18 2 -- Multifamily 88 0 0 1 0 0 0 532 0 0 280 901 90 -- Single-Family 0 2 2 50 57 34 22 20 42 143 74 446 45 Total 88 2 4 55 58 36 22 552 47 147 354 1,365 137 -- Source: Wheat Ridge Building Division; Economic & Planning Systems Figure S. Wheat Ridge Residential Unit Summary, 2011-2021 Units 600 Soo 400 300 200 100 D ■ 2011 2012 2013 2014 2015 Source: Wheat Ridge Building Division; Economic & Planning Systems 2016 2017 2019 2019 2020 2021 15 Wheat Ridge Lutheran Legacy Campus Market Study Multifamily Development Trends Multifamily developments that have delivered over the past decade in Wheat Ridge and the Primary Market Area are tracked below, as shown in Figure 6. In addition, multifamily projects currently under construction or proposed are also indicated, as shown in Figure 7. There has been a large amount of multifamily housing development occurring over the past decade in the Primary Market Analysis. Despite the development activity in the Primary Market Area, just three multifamily projects delivered since 2010 in the City of Wheat Ridge. The limitations on housing density and height in the City's Charter for much of the city has limited capture in the city. There are four multifamily projects are under construction or proposed in Wheat Ridge. Figure 6. Multifamily Development, Primary Market Area, 2010-2021 •• 16 e Legend • M.11ifeml1y BuiRBinus2010 Lutheran campus 7 Wh.ARidgs Pnmary Market Ana d: �l Legend • M.11ifeml1y BuiRBinus2010 Lutheran campus 7 Wh.ARidgs Pnmary Market Ana d: Economic & Planning Systems, Inc. Figure 7. Multifamily Under Construction and Proposed, Primary Market Area 0 Area. • Munuamuy under con.4utlions Lutheran campus .e., Ridge Pnmery Merk. Area �Rl � k , 0 OS 1 2 3 4 ` MIITLv4mooe i� � i �� Ws.Iry .m. wµixrmewExirxxai_e�iiiwn; titti eip4�i.e rvu��u i d yens ��. eygme pu weiammunµ E The Primary Market Area has attracted 7,140 multifamily units since 2010. The rate of growth in the Primary Market Area has matched the rate for the larger metro area. The City of Wheat Ridge's multifamily market added 628 units since 2010, and as of the second quarter of 2021 its total inventory stood at 3,684 units, as shown in Table 9. This accounts for approximately 12.6 percent of the Primary Market Area's total retail inventory and just 1.0 percent of total retail inventory in the Denver MSA. The vacancy rate for multifamily property in Wheat Ridge stood at just 4.3 percent at the end of the second quarter of 2021 and was lower than the Primary Market Area and the metro area average of 6.2 and 6.8 percent respectively, which indicates demand. The average rental rate was $1.57 per square foot in the City of Wheat Ridge is lower than the Primary Market Area average of $1.67 per square foot and the $1.80 per square foot average witnessed in the Denver MSA. The lower rental rates in Wheat Ridge are largely due to the age of the units and lack of new product to bring rental rates up. Despite the lack of development in Wheat Ridge, the average rental rate has grown more quickly in the city than compared to the Primary Market Area and Denver MSA. The rate of rental rate increases, and the vacancy rate indicate strong demand for multifamily units in Wheat Ridge. 17 Wheat Ridge Lutheran Legacy Campus Market Study Table 9. Multifamily Market, 2010-2021 YTD Starting Inventory 3,056 21,926 236,942 2010 0 $0.98 4.9% 62 $1.17 5.6% 1,410 $1.25 6.5% 2011 0 $1.00 5.0% 200 $1.20 5.6% 598 $1.29 6.2% 2012 88 $1.02 3.6% 122 $1.24 4.4% 2,668 $1.34 5.1% 2013 378 $1.05 5.6% 521 $1.29 4.4% 4,381 $1.41 5.1% 2014 0 $1.19 3.9% 190 $1.35 4.0% 9,504 $1.47 5.6% 2015 0 $1.27 3.9% 946 $1.42 6.2% 9,580 $1.55 5.9% 2016 0 $1.33 5.3% 252 $1.46 5.2% 6,936 $1.57 7.0% 2017 0 $1.39 5.9% 1,235 $1.50 7.1% 10,986 $1.61 7.3% 2018 0 $1.45 4.1% 686 $1.57 5.7% 11,656 $1.67 7.1% 2019 0 $1.51 4.7% 1,376 $1.62 6.5% 11,597 $1.71 7.4% 2020 162 $1.51 4.8% 1,463 $1.59 7.3% 11,083 $1.70 7.6% 2021 YTD 0 $1.57 4.3% 149 $1.67 6.2% 1,344 $1.80 6.8% Ending Inventory 3,684 29,066 317,275 Change 628 $0.59 -0.60% 7,140 $0.50 0.60% 80,333 $0.55 0.30% Ann. # 57 $0.05 -0.05% 649 $0.05 0.05% 7,303 $0.05 0.03% Ann. % 1.71% 4.38% 2.60% 3.29% 2.69% 3.37% -- Source: Costar; Economic & Planning Systems 18 Economic & Planning Systems, Inc. 4. Comparable Projects The redevelopment of large campus in urban areas in the Denver Metro Area has occurred in a few different locations in the recent past. Four comparable projects were analyzed to illustrate the potential and barriers for the Lutheran Legacy Campus. The four projects evaluated are the 9"' and Colorado redevelopment (the site of the former University of Colorado Hospital), the former St. Anthony's hospital campus near Sloan Lake in Denver, the Boulevard One development (the last major development parcel in the Lowry Air Force Base redevelopment), and the Midtown development in unincorporated Adams County. EPS surveyed these four comparable projects and collected pertinent information including unit mix, commercial square footage, and development context data, as shown in Table 10 on the following page. Project profiles and detailed summaries begin on page 21. 203152 -Report Market Findings 9-26-21 19 Wheat Ridge Lutheran Legacy Campus Market Study Table 10. Comparable Projects Location Acres Development Residential Single Family Homes Attached/Townhome Multifamily For -Sale Condo Market Rate Apartments Affordable Apartments Total Units Height Range (stories) Commercial (Sq. Ft.) Retail Office Total Commercial (Sq. Ft.) Height Range (stories) Adaptive Re -use Re -Use of Existing Buildings Uses Development Context Surrounding Density (2 miles) Households Employment Average Daily Traffic Counts Street Reference 9th Ave and Colordo Blvd, Colfax Ave and Raleigh Quebec St and 1 st Pecos St and 68th Ave, 38th Avenue and Denver St, Denver Avenue, Denver Adams County Lutheran Pkwy, Wheat 188,065 77,280 219,184 (1-9) (1-3) Ridge 39 32 21 122 100 -- -- 130 650 -- -- -- 250 60 -- -- -- 110 -- -- 801 -- 420 -- -- -- 176 -- -- -- 801 176 910 710 0 Source: ESRI; CoStar Economic & Planning Systems 20 128,500 82,600 25,000 77,280 -- 64y48 57y00 163,065 -- 219,184 193,148 139,600 188,065 77,280 219,184 (1-9) (1-3) (1-4) (1-2) (1-6) No Yes Office Retail, restaurant, office, movie theatre IT 49,048 36,566 42,387 16,205 23,095 55,124 44,985 46,713 23,655 27,144 52,500 37,200 28,400 23,890 13,300 Colorado Blvd Colfax Avenue Quebec St Pecos Street 38th Avenue 91' and Colorado —A mixed-use project located at 911' and Colorado Boulevard with approximately 801 multifamily units and 193,148 square feet of commercial space. The site is at the former location of University of Colorado Hospital facilities that were demolished in 2015 and 2018. In 2018, in the first phase of the project, a 275 -unit multifamily development, The Theo, came online. This phase also included 50,000 square feet of general retail. In 2019, 34,500 square feet of retail space was added to the site, and an additional 526 units were added across two multifamily projects in 2020: The Milo (319 units) and Overture (207 units). Further, a 44,000 square foot AMC theatre and 64,648 square feet of office space was added in the latter half of 2020. The project utilized tax increment financing dollars through the Denver Urban Renewal Authority to support the redevelopment of the former medical campus. Economic & Planning Systems, Inc. St. Anthony Redevelopment —The St. Anthony project is a mixed-use redevelopment project located at the former St. Anthony Central Hospital campus. It includes four project phases: Block 7 West, Block 7 East, Block 9, and Block 3. Block 7 West and Block 7 East include 19 acres of the former St. Anthony Central Hospital in northwest Denver. In 2015, the western portion of the site (Block 7 West) was purchased by Alamo Sloan's LLC (Alamo) and redeveloped into a movie theatre with in -movie food and beverage service and a full-service restaurant. The project cost an estimated $15 million but achieved $3.4 million in developer reimbursement through TIF. The eastern portion of the site (Block 7 East) was purchased by an office developer, which has plans to reconstruct and convert the building into approximately 57,000 rentable square feet of professional office and ground floor retail space. Estimated projects costs for Block 7 East totaled $11 million, and $1.65 million in TIF was allocated to the project. Is Block 7 East complete? I know the Block 7 West is past tense. The two remaining portions of the project include Block 9 and Block 3. Block 9 was approved in 2017 and includes the planned 217,000 square foot facility that will include 112 senior affordable rental apartments at 60% AMI, and an additional 64 senior affordable units ranging from 30% to 60% AMI. The project is also expected to include a 20,000 square foot health clinic and senior activity center. Block 9 is projected to cost $58.3 million yet is anticipated to receive $5.5 million in TIF. Block 3 is the final component of the project and is expected to 21 Wheat Ridge Lutheran Legacy Campus Market Study include the rehabilitation of the 44,000 square foot historic Kuhlman Building into 49 affordable rental apartments at 60% of AMI. The project is also expected to include 7,500 square feet of retail space, and 25 market rate townhomes. The project was approved in 2017 and is expected to cost $31.9 million and receive $6.9 million in TIF. Boulevard One -Approximately 300 new luxury townhomes have been built in three separate projects over the last five years at Boulevard One at Lowry, a 70 -acre redevelopment project at Quebec and 1� Avenue. All three were completed by Koebel Development and include the Orion Series, Matador Series, and Interlude Series. A majority of the townhomes have already sold, with pricing starting at $700,000 to over $1.2 million with just a few units remaining. Midtown - Approximately 650 single family homes and 60 townhomes have been built over the past five years at Pecos Street and 68"' Avenue. Upon completion, the 122 -acre project is expected to include 1,300 residences. In addition, two commercial pads, totaling 77,280 square feet, are for sale at northeastern portion of the site. 22 Economic & Planning Systems, Inc. 5. Market Demand EPS evaluated the demand for office, retail, and housing uses for the Lutheran Legacy Campus to support the Master Plan. This chapter provides a summary of the estimated demand for each use type for the Primary Market Area and the Lutheran Legacy Campus. Office Demand Forecasts Regional Demand 2020 to 2040 This section presents the estimated demand for office space in the Denver Metro Area for the 2020 to 2040 period based on the employment forecasts previously presented in Table S. The percent of employment using office space by NAICS is estimated based on data from the National Association of Realtors, as shown in Table 11 on the following page. The composition of office space ranges from between 6 percent of Wholesale Trade and 10 percent of Retail Trade employment on the low side to 80 percent of Finance and Insurance and Management on the high side. An average gross space of 275 square feet per employee is then applied to the net employment growth in each sector to estimate the demand for new office space. The employment -based office space demand is factored up to total required construction by applying the current office vacancy factor of 9 percent. Based on these factors, the Denver region is estimated to demand a total of 25.3 million square feet of office space over the 2020 to 2030 period or an average of 2.5 million square feet per year as shown in Table 11. This compares to average construction of 2.3 million square feet over the last decade. Total demand is forecast to increase to 31.0 million over the 2030 to 2040 time period or an average of 3.1 million square feet per year. 203152 -Report Market Hndings_9-26-21 23 Wheat Ridge Lutheran Legacy Campus Market Study Table 11. Office Space Demand Forecast, 2020-2040 NEEL Ag./Forest/Hunting s 5.0% 275 - 2020 2030 2035 2040 11 Change 2020-2030 Ann. # firm. Rat i I Change i i i firm. # Ann. Rate Change 2030 -2040 firm. # Ann. Rate 49,000 56,000 60,000 65,000 7,000 700 1.3% 4,000 800 1.4% 9,000 900 1.5% Mning 30.0% 275 1,181,000 1,354,000 1,464,000 1,583,000 173,000 17,300 1.4% 110,000 22,000 1.6% 229,000 22,900 1.6% Utilities 25.0% 275 517,000 593,000 642,000 694,000 76,000 7,600 1.4% 49,000 9,800 1.6% 101,000 10,100 1.6% Construction 20.0% 275 5,987,000 6,864,000 7,423,000 8,028,000 877,000 87,700 1.4% 559,000 111,800 1.6% 1,164,000 116,400 1.6% Manufacturing 30.0% 275 8,768,000 10,051,000 10,870,000 11,756,000 1,283,000 128,300 1.4% 819,000 163,800 1.6% 1,705,000 170,500 1.6% Wholesale Trade 6.0% 275 1,541,000 1,767,000 1,911,000 2,066,000 226,000 22,600 1.4% 144,000 28,800 1.6% 299,000 29,900 1.6% Retail Trade 10.0% 275 4,114,000 4,793,000 5,157,000 5,549,000 679,000 67,900 1.5% 364,000 72,800 1.5% 756,000 75,600 1.5% Trans portoWareh ou sing 30.0% 275 5,453,000 6,160,000 6,594,000 7,057,000 707,000 70,700 1.2% 434,000 86,800 1.4% 897,000 89,700 1.4% Information 65.0% 275 11,185,000 12,635,000 13,524,000 14,476,000 1,450,000 145,000 1.2% 889,000 177,800 1.4% 1,841,000 184,100 1.4% Finance/Insurance 80.0% 275 19,639,000 22,186,000 23,747,000 25,418,000 2,547,000 254,700 1.2% 1,561,000 312,200 1.4% 3,232,000 323,200 1.4% Real Estate 60.0% 275 5,562,000 6,284,000 6,726,000 7,199,000 722,000 72,200 1.2% 442,000 88,400 1.4% 915,000 91,500 1.4% Prof. &Tech Services 65.0% 275 31,303,000 35,363,000 37,850,000 40,513,000 4,060,000 406,000 1.2% 2,487,000 497,400 1.4% 5,150,000 515,000 1.4% Mgmt 80.0% 275 7,891,000 8,915,000 9,542,000 10,213,000 1,024,000 102,400 1.2% 627,000 125,400 1.4% 1,298,000 129,800 1.4% AdminNVaste Mgmt 70.0% 275 22,798,000 25,754,000 27,566,000 29,505,000 2,956,000 295,600 1.2% 1,812,000 362,400 1.4% 3,751,000 375,100 1.4% Education 40.0% 275 13,034,000 14,439,000 14,875,000 15,325,000 1,405,000 140,500 1.0% 436,000 87,200 0.6% 886,000 88,600 0.6% Health Care 30.0% 275 17,990,000 20,324,000 21,753,000 23,284,000 2,334,000 233,400 1.2% 1,429,000 285,800 1.4% 2,960,000 296,000 1.4% Arts/Rec 10.0% 275 911,000 982,000 1,025,000 1,070,000 71,000 7,100 0.8% 43,000 8,600 0.9% 88,000 8,800 0.9% Accommodations 10.0% 275 6,011,000 7,092,000 7,673,000 8,301,000 1,081,000 108,100 1.7% 581,000 116,200 1.6% 1,209,000 120,900 1.6% Other 40.0% 275 5,965,000 6,739,000 7,213,000 7,720,000 774,000 77,400 1.2% 474,000 94,800 1.4% 981,000 98,100 1.4% Public Admin 25.0% 275 6,126,000 6,920,000 7,407,000 7,928,000 794,000 79,400 1.2% 487,000 97,400 1.4% 1,008,000 100,800 1.4% Unclassified 0.0% 275 0 0 0 0 0 0 _ 0 0 _ 0 0 _ Total Occupied Space 36.3% 176,025,000 199,271,000 213,022,000 227,750,000 23,246,000 2,324,600 1.2% 13,751,000 2,750,200 1.3% 28,479,000 2,847,900 1.3% CoStar Office Inventory Vacancy Rate 9.0% 9.0% 9.0% 9.0% Total Space Demand 191,867,250 217,205,390 232,193,980 248,247,500 25,338,140 2,533,814 1.2% 14,988,590 2,997,718 1.3% 31,042,110 3,104,211 1.3% Source'. NaCl Assoc. of Realtors and John Bums Consulting, DRCOG, Economic & Planning Systems 24 Economic & Planning Systems, Inc. Primary Market Area Capture The Primary Market Area has captured approximately 416,565 square feet of office space between 2010 and 2021, which equates to just 2.45 percent of the 17 million square feet of office space in the Denver region added since 2010. Since 2010, downtown Denver has experienced a resurgence of office development, as well as the emergence of new locations such as the River North (RIND) District north of downtown, and an acceleration of demand in the South I-25 associated with TOD projects located at RTD light rail stations. Based on historic capture rates, the estimated capture of office development in the Primary Market Area ranges from 1.5 percent to 2.5 percent over the next 20 years. A 1.5 percent capture rate results in 38,007 square feet per year from 2020 to 2030 and 46,563 per year from 2030 to 2040, as shown in Table 12. The total office demand in the Primary Market Area over this 20 -year time period would be 845,704 square feet of office space or an average of 42,285 square feet annually. The high range of 2.5 percent capture results in 63,345 square feet per year from 2020 to 2030 and 74,501 square feet per year from 2030 to 2040. The total office demand in the Primary Market Area over this 20 -year period would be 1.3 million square feet of office space or an average of 68,923 square feet annually. Based on its sizeable position in the Wheat Ridge office market, Lutheran has the potential to capture approximately 17.5 percent of the total office demand of the Primary Market Area. A low range capture of the Primary Market Area is estimated to result in 6,651 square feet per year from 2020 to 2030. The high range capture results in 11,085 square feet per year from 2020 to 2030. The average of the low and high capture for the next ten years is 89,000 square feet. Table 12. Office Demand Capture (sq. ft.), 2020-2040 Office (sq. R Denver Metro 25,338,140 2,533,814 Primary Market Area Low Capture 1.5% 380,072 38,007 High Capture 2.5% 633,454 63,345 Lutheran Low Capture 17.5% 66,513 6,651 High Capture 17.5% 110,854 11,085 Source: Economic & Planning Systems 31,042,110 3,104,211 1 56,380,250 2,819,013 1.5% 465,632 46,563 845,704 42,285 2.4% 745,011 74,501 1,378,464 68,923 17.5% 81,486 8,149 1 147,998 7,400 17.5% 130,377 13,038 241,231 12,062 F Wheat Ridge Lutheran Legacy Campus Market Study Retail Demand Future retail demand estimated for the Primary Market Area is based on household and income growth and the portion of total income spent in retail stores as estimated in the steps below. • Total Personal Income (TPI) growth is estimated based on household growth multiplied by average household income. • Based on the U.S. Census of Retail Trade, the percent spent by retail store category is then estimated. • The amount of retail space supported by the growth in trade area expenditures is estimated by dividing expenditure potential by average annual sales per square foot estimates for each store category. Population and household projections were developed for the Primary Market Area and based on the historical annual growth rates from 2000 to 2020. The Primary Market Area is estimated to reach 118,419 households by 2030 and 130,808 households by 2040, as shown in Table 13 , based on a 1.0 percent annual growth rate. Table 13. Population and Household Projections, 2000-2040 Population Wheal Ridge 32,688 30,153 31,832-856 -43 -0. Prim ary Markel Area 236,582 226,287 254,787 18,205 910 0. Households Wheal Ridge 14,466 13,964 14,709 243 12 0. Prim ary Markel Area 94,906 95,634 107,203 12,297 615 0. -2,535 -254 -0.1%1 1,679 168 0.5%1 33,604 35,476 -10,295 -1,030 0.4%1 28,500 2,850 1.296 1 281,443 310,889 -502 -50 0.1%1 745 75 0.5961 15,494 16,320 728 73 0.696 11,569 1,157 1.1% 118,419 130,808 The Primary Market Area currently has 107,203 households and an average household income of $89,390, which results in $9.5 billion of total personal income, shown in Table 14. The Primary Market Area is estimated to increase by 23,605 households over the next 20 years. This growth in households results in an increase of $2.1 billion of TPI as shown. Table 14. Primary Market Area Total Personal Income, 2020-2040 Households 107,203 119,006 130,808 Avg. Household Income $89,390 $89,390 $89,390 Total Personal Income $9,582,876,170 $10,637,903,113 $11,692,930,057 Source: US Census; ESRI; Economic & Planning Systems 23,605 $2,110,053,887 Economic & Planning Systems, Inc. Based on data from the 2017 Census of Retail Trade, the average Colorado household spends approximately 35 percent of its income on retail goods annually. The estimated percent of income spent on retail sales by store category is shown in Table 15. Total retail expenditures by Primary Market Area residents are estimated at $3.3 billion. Retail expenditure potentials in the Primary Market Area are estimated to increase by $370 million by 2030 and $741 million by 2040 as shown. Table 15. Primary Market Area Expenditure Potential, 2020-2040 Total Personal Income (TPI) 100'% 1 $9,582,876 $10,637,903 $11,692,930 1 $1,055,027 $2,110,054 Convenience Goods 2.2% $206,299 $229,012 $251,724 $22,713 $45,425 Supermarkets and Other Grocery Stores 6.9% $663,059 $736,059 $809,058 $72,999 $145,999 Convenience Stores (incl. Gas Stations) 2.0% $189,671 $210,553 $231,434 $20,882 $41,764 Beer, Wine, & Liquor Stores 1.1% $103,181 $114,541 $125,901 $11,360 $22,720 Health and Personal Care 1.7% $159,611 $177,184 $194,756 $17,572 $35,145 Total Convenience Goods 11.6% $1,115,523 $1,238,336 $1,361,150 $122,813 $245,627 Shopper's Goods 14,11% $1,354,388 $1,503,499 $1,652,611 $149,111 $298,223 General Merchandise 6.1% $583,564 $647,811 $712,059 $64,247 $128,495 Department Stores 1.4% $132,698 $147,307 $161,917 $14,609 $29,219 Warehouse Clubs & Supercenters 5.8% $555,807 $616,998 $678,190 $61,192 $122,383 Subtotal 7.2% $688,505 $764,306 $840,107 $75,801 $151,602 Other Shopper's Goods Clothing&Accessories 2.2% $206,299 $229,012 $251,724 $22,713 $45,425 Fumiture & Home Fumishings 1.2% $112,890 $125,318 $137,747 $12,429 $24,857 Electronics & Appliances 1.1% $102,198 $113,449 $124,700 $11,251 $22,503 Sporting Goods, Hobby, Book, & Music Stores 1.3% $120,833 $134,136 $147,439 $13,303 $26,606 Miscellaneous Retail 1.3% $123,664 $137,279 $150,894 $13,615 $27,230 Subtotal 6.9% $665,883 $739,194 $812,504 $73,310 $146,621 Total Shopper's Goods 14,11% $1,354,388 $1,503,499 $1,652,611 $149,111 $298,223 Eating and Drinking 6.1% $583,564 $647,811 $712,059 $64,247 $128,495 Building Material & Garden 3.3% $312,912 $347,362 $381,812 $34,450 $68,900 Total Retail Goods 35.1% $3,366,386 $3,737,009 $4,107,631 $370,622 $741,245 Source'. 2017 Census of Retail Trade, Economic & Planning Systems This growth in potential store sales is translated into demand for retail space using national averages for sales per square foot by store category. Overall, the Primary Market Area is estimated to have the potential to capture approximately 1.0 million square feet of demand over the next 10 years and 2.0 million square feet of retail demand over the next 20 years, as shown in Table 16. This assumes current sales levels at existing retailers. Some of this future demand may be captured by existing stores in the Primary Market Area (e.g., Costco capturing more General Merchandise sales) and therefore may not produce additional retail space. 27 Wheat Ridge Lutheran Legacy Campus Market Study To estimate the portion of the Primary Market Area's retail demand that could potentially be located in Wheat Ridge, capture rates were applied to the future citywide sales growth. Convenience goods stores (including grocery, drug, health, and personal care) are more locally serving with a higher capture of demand from city residents and thus have a higher estimated capture rate compared to other shoppers' goods categories. Overall, Wheat Ridge is expected to capture approximately 18 percent of total retail goods from the Primary Market Area. This translates into an estimated 371,450 square feet of retail development demand in Wheat Ridge through 2040. The potential demand and capture of retail in Wheat Ridge may not result in substantial new development. The city currently has several older commercial centers that may be candidates for reconfiguration to capture new retail demand. As well, the city has attracted a significant amount of new retail development in recent years including the development of anchor retail uses such as the Lucky's Market, Sprouts Farmers Market, and HomeGoods. The recent redevelopment of the Applewood Village Shopping Center illustrates the potential shifts in existing shopping centers in Wheat Ridge. Future demand may be captured by existing space that is reconfigured to match with demands of new tenants. The three major retail areas in Wheat Ridge (Wadsworth Blvd corridor, Kipling Street corridor, and the I-70 corridor) will continue to be the focus for large scale commercial development. The Lutheran Legacy Campus site lacks the same traffic volumes as these locations. The potential capture on the Lutheran Legacy Campus is 30,000 square feet over the next 10 years (16 percent of the citywide demand). 28 Table 16. Primary Market Area Retail Demand, 2020-2040 Convenience Goods Supermarkets and Other Grocery Stores Convenience Stores (incl. Gas Stations) Beer, Wine, & Liquor Stores Health and Personal Care Total Convenience Goods Shopper's Goods General Merchandise Department Stores Warehouse Clubs & Supercenters Subtotal Other Shopper's Goods Clothing & Accessories Furniture & Home Furnishings Electronics & Appliances Sporting Goods, Hobby, Book, & Music Stores Miscellaneous Retail Subtotal Total Shopper's Goods Eating and Drinking Building Material & Garden Total Retail Goods Economic & Planning Systems, Inc. $400 1,658,000 182,000 365,000 25% 45,500 91,250 $400 474,000 52,000 104,000 25% 13,000 26,000 $300 344,000 38,000 76,000 25% 9,500 19,000 $400 399,000 44000 88000 25% 11000 22000 2,875,000 316,000 633,000 79,000 158,250 442,000 49,000 97,000 10% 4,900 9,700 $300 $500 1.112.000 122.000 245.000 10% 12200 24 500 1,554,000 171,000 342,000 17,100 34,200 323,000 65,000 130,000 10% 6,500 13,000 $350 $250 409,000 50,000 99,000 10% 5,000 9,900 $500 242,000 23,000 45,000 10% 2,300 4,500 $350 353,000 38,000 76,000 10% 3,800 7,600 $250 2.664.000 54 000 109.000 10% 5 400 10900 3,991,000 230,000 459,000 23,000 45,900 5,545,000 401,000 801,000 40,100 80,100 $350 1,667,000 184,000 367,000 30% 55,200 110,100 $300 1,043,000 115,000 230,000 10% 11,500 23,000 11,130,000 1,016,000 2,031,000 18% 185,800 371,450 Source: 2012 Census of Retail Trade; Economic & Planning Systems F Wheat Ridge Lutheran Legacy Campus Market Study Housing Demand To estimate housing demand, EPS forecasted household growth for the Primary Market Area based on the historical annual growth rate and residential building permits as a benchmark. The household growth forecast was used to translate demand for housing units by type. Based on the historical annual growth rate from 2000 to 2020, the Primary Market Area is estimated to grow by nearly 23,605 households by 2040, shown in Table 17. A vacancy rate of 4.0 percent was applied based on the historical average vacancy rate from 2000 to 2020 to project demand for housing units. This equates to demand for 24,357 housing units over the next 20 years or an average of 1,218 units per year. Table 17. Primary Market Area Demand Forecast, 2020-2040 Primary Market Area Population 254,787 281,443 310,889 1 56,102 2,805 1.0% Pop per HH 2.38 2.38 2.38 Households 107,203 118,419 130,808 23,605 1,180 1.0% Housing Units ai Vacancy 111,901 123,156 136,258 24,357 1,218 1.0% Source: U.S. Census; Esn Business Analyst; Economic & Planning Systems The demand for housing units is split by housing unit type (single family, attached, and multifamily) based on residential building permit trends in the City of Wheat Ridge over the past 10 years. This breakdown of unit type includes 30 percent single family, 10 percent attached, and 60 percent multifamily. Based on the total housing unit demand of 11,300 units from 2020 to 2030, approximately 3,390 units will be single family, 1,130 attached units, and 6,780 multifamily units, as shown in Table 18. From 2030 to 2040, the estimated total housing demand is 13,100 units, which includes 3,930 single family, 1,310 attached, and 7,860 multifamily units. WAS Economic & Planning Systems, Inc. Table 18. Primary Market Area Housing Demand by Unit Type, 2020-2030 Primary Market Area Housing Demand New Housing Units 11,300 13,100 24,400 1,220 Units By Type Single Family 30% 3,390 3,930 7,320 366 Attached 10% 1,130 1,310 2,440 122 Multifamily 60% 6,780 7,860 14,640 732 Total 100% 11,300 13,100 24,400 1,220 Source: U.S. Census; Economic & Planning Systems Based on this estimate, there is ample potential demand for multifamily housing that can be captured in the Primary Market Area over the next 10 years. In addition, EPS estimated the demand for housing at Lutheran, shown in Table 19. Based on historic residential capture in Wheat Ridge, Lutheran can capture at least 20 percent of the single family and multifamily market over a 10 -year period through 2030. This results in a total of 904 single family units added over the 10 - year period and an additional 1,356 multifamily units added over the same period. The limitation on the amount of housing the Lutheran Legacy Campus can capture is the physical configuration of the site and the height and density limits that are present in the City of Wheat Ridge Charter. There are very few large development sites on the western side of the Denver Metro Area that have the same attributes that Legacy Campus has. This creates the opportunity for a wide variety of housing products that could be attracted to the site. The demand estimate illustrates that just 20 percent of the forecast growth for the Primary Trade Area exceeds the density limit for the site. The site could capture more units if the limits didn't exist, and the physical configuration and infrastructure can support them. Table 19. Lutheran Housing Demand by Unit Type, 2020-2030 Primary Market Area Housing Demand New Housing Units 11,300 Units By Type Single Family/Attached 4,520 20% 904 90 Multifamily 6,780 20% 1,356 136 Total 11,300 20% 2,260 226 Source: U.S. Census; Economic & Planning Systems 31 Wheat Ridge Lutheran Legacy Campus Market Study Lutheran Campus Capture The estimated capture of potential demand for residential, office, and retail uses over the next 10 years is summarized in Table 20. EPS estimates the potential capture of residential units over 10 years for the campus is up to 2,260 units, which is 20 percent of the estimated demand for the Primary Market Area between 2021 and 2031. EPS estimates that 50 percent of the demand is for multifamily units and the remainder is for single family or attached units. The estimated land demand for housing based on this number of units is 157 acres, which is larger than the Lutheran legacy campus (100 acres). Table 20. Lutheran Campus Estimated Demand, 2021-2031 Residential Demand Single Family 452 45 6.0 75 Attached 452 45 12.5 36 Multifamily 1356 136 30.0 45 Subtotal 2,260 226 14.4 157 Non -Residential Demand Office 89,000 8,900 0.35 5.8 Retail 30 000 3 000 0.20 3_4 Subtotal 119,000 11,900 0.29 9.3 Source: Economic & Planning Systems The demand for non-residential uses is limited. EPS estimates the demand for office and retail uses on the campus is 119,000 square feet over the next 10 years. The non-residential uses are estimated to generate relatively modest demand for land within the campus. EPS estimate demand for 9 to 10 acres in total to accommodate the estimated capture of development. The potential office capture is estimated to be 89,000 square feet. While there is demand for office uses, the feasibility of development of new office uses is likely limited. The supportable rental rate for office uses in the Primary Market Area are lower than are needed to support new development. The estimated demand would have to be captured within the existing medical office buildings on the Lutheran Legacy Campus. Estimated capture for retail development on the campus is 30,000 square feet over the next 10 years. The types of retail that can be attracted to the site include convenience -oriented stores including health/beauty stores and salons, small retail boutiques or shops, service retailers (e.g., dry cleaner), fitness uses, beer/ wine/liquor stores, and restaurants. The capture of retail space may be higher if an anchor retail use (e.g., grocery store, pharmacy) or destination civic or entertainment uses are attracted to the site driving up traffic and demand at the site. 32 I.AOPPFNDIX B iRANSP0RiAt10N ELEMENT Lutheran Campus Master Plan —Transportation Assessment Lutheran Campus Master Plan —Transportation Assessment Introduction This section describes the transportation assessment and recommendations for the Lutheran Campus site. It includes a future traffic analysis based on the land use conditions which are assumed to generate the most demand. It analyzes the need to improve the existing and 2045 transportation conditions entering and existing the site and provides recommendations to improve traffic operation and safety for vehicles, pedestrians, and bicyclists. In addition to this quantitative assessment for one specified land use scenario, this section provides general recommendations for consideration to improve the transportation circulation, efficiency, and comfort for all modes. These recommendations include operational improvements, internal circulation and site access enhancements, and Transportation Demand Management strategies. Future Traffic Analysis The future traffic analysis analyzes potential transportation impacts resulting from the redevelopment of the Lutheran Campus site. Potential redevelopment land uses were used to estimate future site generated trips. Since the land use plan for the site will not be finalized until it is closer to redevelopment, this analysis took a "worst-case scenario' approach and looked at the maximum density of land uses that could be built on this site to determine the traffic impacts in this greatest density scenario. If the final development is ultimately less dense than the scenario analyzed, the generated trips would likely have less of an impact on traffic operations than what is shown in this report. The future traffic analysis estimated what future traffic operations will look like in the year 2045 for the three intersections providing access into and out of the Lutheran Campus site: 1. Lutheran Parkway West/381h Avenue 2. North Lutheran Parkway/381h Avenue 3. 32nd Avenue/North Lutheran Parkway The future traffic analysis builds off of the existing conditions traffic analysis previously conducted. The existing conditions traffic analysis found that two of the three intersections operate acceptably (LOS C or better per City of Wheat Ridge standards) under existing conditions. However, the intersection of Lutheran Parkway West /38th Avenue currently does not operate at an acceptable level of service in both the AM and PM peak hours. For more details on the existing conditions traffic analysis and results see Appendix A for the full existing conditions transportation report. Overall, a future redevelopment of the Lutheran Campus site is likely to have minimal impacts to traffic operations of the surrounding intersections. At the end of this section, potential mitigation strategies are discussed that the city or future developer could consider for the North Lutheran Parkway/381h Avenue intersection, which does not operate acceptably per City of Wheat Ridge Level of Service standards in both the existing conditions and future analysis scenarios. Lutheran Campus Master Plan —Transportation Assessment Analysis Methodology Analysis Scenarios The weekday AM and PM peak hours were included in the transportation analysis to evaluate the potential impacts on the transportation network. The following two scenarios were analyzed: • 2045 Background Conditions The 2045 Background Conditions scenario assumed no redevelopment of the site occurs. In this scenario, the Foothills Medical Office Building and Lutheran Hospice are the only land uses on the Lutheran Campus site. This scenario was analyzed in order to have an appropriate comparison for the Build scenario. • 2045 Build Conditions The 2045 Build Conditions scenario assumes the full redevelopment of the Lutheran Campus site with the maximum density of development as described previously. This scenario also assumes the Foothills Medical Office Building and Lutheran Hospice still exist on the site along with the redevelopment. Evaluation Methodology The following evaluation methodology was completed as part of the transportation analysis: • Determine existing traffic volumes for the existing conditions analysis. Due to current travel patterns being affected by the COVID-19 pandemic, new traffic counts were not able to be collected for this analysis. In order to estimate pre -pandemic traffic patterns on the through streets in the study area, traffic counts previously collected in 2007 for the Northeast Wing Addition Traffic Analysis Reportwere used as a baseline and extrapolated to 2019 based on changes over those 12 years. Background traffic was determined to not have changed between 2007 and 2017. This analysis was based on the closest available data, applying CDOT counts on Kipling Street and Wadsworth Boulevard that, on average, did not change between these two dates. • Determine growth rate and volumes for the future scenario. In order to determine the future growth rate of the background volumes, CDOT counts and forecasted volumes near the Lutheran Campus site were used. CDOT is estimating about 11% growth for volumes on CDOT roadways in the area between now (2021) and the future analysis year (2045). This growth rate was applied to the existing through street traffic volumes to obtain the 2045 Background volumes. • Evaluate the Background Scenarios. This analysis determined the operational performance of the study intersections with estimated traffic, existing geometry, and traffic control for 2045 if the site is not redeveloped and only the Foothills Medical Office Building and Lutheran Hospice remain on the site. • Calculate the trip generation. Trip generation was calculated based on the number of dwelling units for the multifamily housing, the amount of square feet for the office space, the amount of square feet for the retail stores, and the acres of park that are proposed for the development. • Distribute and assign generated trips. The distribution percentages were developed based on existing traffic patterns. Trips were assigned through the study intersections using the distribution percentages. Lutheran Campus Master Plan —Transportation Assessment • Evaluate the Build Scenarios. Determine the operational performance of the study intersections with a redevelopment of the site for 2045. • Discuss results and mitigation strategies. Discuss the results of the analysis and what traffic operation mitigation strategies existing to improve performance of the study intersections. Traffic Model Development Transportation operations for the study area were analyzed using the Synchro 11 software program. Synchro is based on procedures outlined in the 6"' edition of the Highway Capacity Manual. Synchro models were developed for each scenario and include the following existing data: • Lane configuration • Traffic control • Posted speed limit • Peak Hour Factor (PHF) Level of Service Criteria To measure and describe the operational status of the local roadway network and corresponding intersections, transportation engineers and planners commonly use a grading system called level of service (LOS) put forth by the Transportation Research Board's HCM 6"' Edition. LOS characterizes the operational conditions of an intersection's traffic flow; ranging from LOS A (indicating free flow traffic conditions with little or no delay) to LOS F (representing over -saturated conditions where traffic flows exceed the design capacity, resulting in long queues and delays). These grades represent the perspective of drivers and are an indication of the comfort and convenience associated with driving. Traffic conditions of LOS D, E, or F, are considered unacceptable by City of Wheat Ridge standards and represent travel delay, increased accident potential, and less efficient motor vehicle operation. The LOS is determined differently depending on the type of control at the intersection. For signalized intersections, the HCM defines the intersection LOS as the average delay per vehicle for the overall intersection, which includes all approaches. At unsignalized intersections, the average delay per vehicle for the worst approach is used as the LOS for that intersection. Table 1 summarizes the relationship between delay and LOS for signalized intersections and Table 2 summarizes the relationship between delay and LOS for unsignalized intersections. Lutheran Campus Master Plan —Transportation Assessment Table 1: Signalized Intersection Level Of Service Definitions Level of Servic Description Average Control Delay Per Vehicle (Seconds) A Operations with very low delay occurring with favorable progression < 10.0 and/or short cycle lengths. Operations with low delay occurring with good progression and/or B short cycle lengths. > 10 to 20 Operations with average delays resulting from fair progression C and/or longer cycle lengths. Individual cycle failures begin to appear. >20 to 35 Operations with longer delays due to a combination of unfavorable D progression, long cycle lengths, and high V/C ratios. Many vehicles >35 to 55 stop and individual cycle failures are noticeable. Operations with high delay values indicating poor progression, long E cycle lengths, and high V/C ratios. Individual cycle failures are >55 to 80 frequent occurrences. F Operations with delays unacceptable to most drivers occurring due > 80 to over -saturation, poor progression, or very long cycle lengths. Source: Highway Capacity Manual (Transportation Research Board, 2016) Table 2: Unsignalized Intersection Level Of Service Definitions Level of Service Description Average Control Delay Per Vehicle (Seconds) A Little or no delay. <10 B Short traffic delay. > 10 to 15 C Average traffic delays. > 15 to 25 D Long traffic delays. >25 to 35 E Very long traffic delays. >35 to 50 Extreme traffic delays with F intersection capacity exceeded. >50 Source: Highway Capacity Manual (Transportation Research Board, 2016). 4 Lutheran Campus Master Plan —Transportation Assessment Background Conditions This section presents the 2045 Background Conditions. The 2045 Background Conditions provide the baseline conditions for comparative purposes with the Build Conditions. In this scenario, it is assumed that the Lutheran Medical Center and associated existing land uses no longer occupy the site. This scenario also assumes that the Foothills Medical Office Building and Lutheran Hospice remain on the site. In order to determine the 2045 Background Conditions peak hour turning movement volumes, background traffic volumes used in the previous existing conditions analysis were increased by a total growth rate of 11 percent in the AM and PM peak hours to account for CDOT's forecasted traffic growth between 2021 and 2045 on nearby segments of Wadsworth Boulevard. In addition to the background traffic (traffic not affiliated with the project site), estimated trips generated by the Foothills Medical Office Building and Hospice Center were added to the background volumes to reflect the amount of site traffic that will remain once the Lutheran Medical Center and associated land uses no longer occupy the site. The estimated trips generated by these two sites is shown in Table 3. Table 3: Estimated Trip Generation for Foothills MOB & Lutheran Hospice Land Use ITE Code Size Unit DDaPs TriTrips AM Peak Hour I PM Peak Hour In Out Total In Out Total Trips % Trips Trips % Trips % Trips Proposed Land Use Medical Office Building 720 109 KSF 3793 781 236 22l 67 303 281 106 72l 271 377 Hospice Care Center 620 36 KSF 239 80% 16 20% 4 20 43% 9 57% 12 21 ITE Subtotal 4,032 252 71 323 115 283 398 MXD+ Trip Reductions -14% -555 -15% -38 -15% -11 -49 -16% -18 -16% -44 -62 Net New Project Trips 3,477 214 60 274 97 239 336 Key: DU =Dwelling units, KSF =Thousand Square Feet Figure 1 shows the projected 2045 Background Conditions peak hour volumes at the study intersections, as well as the lane configurations. Table 4 provides the results of the level of service analysis of the 2045 Background Conditions for the AM and PM peak hours. Appendix B provides the Synchro HCM level of service reports for the 2045 Background Conditions. Lutheran Campus Master Plan —Transportation Assessment 1 _ Lutheran Parkway W es1/38th Ave 1 2. N Lutheran Parkway/38th Ave 1 3. N Lutheran Parkway/32nd Ave Legend: AM (PM) 10(22) g,M X20 (9 ) m N m X500 (667) o r65 (29) X185 (305) smwe 15 (22) b 1 t 1!] 535 (699) 20 (9) a 25 (10) „ S 260 (278) o u� Figure 1: Traffic Volumes & Lane Configurations - 2045 Background Conditions 10 (12) =a05 g g (M x 70 (30) if 10 (6) 655 520 -Y 4 e in 25(9) o Legend: AM (PM) 10(22) g,M X20 (9 ) m N m X500 (667) o r65 (29) X185 (305) smwe 15 (22) b 1 t 1!] 535 (699) 20 (9) a 25 (10) „ S 260 (278) o u� Figure 1: Traffic Volumes & Lane Configurations - 2045 Background Conditions Lutheran Campus Master Plan —Transportation Assessment Table 4: 2045 Background Conditions Intersection Level of Service Results Notes: 1 Signal equals signalized intersection. SSSC indicates side -street stop -controlled intersection. 2 Whole intersection weighted average LOS and control delay expressed in seconds per vehicle for signalized intersections. 3 Worst approach LOS and delay in vehicle per seconds shown for side street stop -controlled intersections Source: Fehr & Peers, September 2021 The LOS of all intersections improve in the 2045 Background Conditions analysis when compared to the existing conditions analysis (see Appendix A) because the number of trips entering and existing the site is lower in the 2045 Background Scenario since the Lutheran Medical Center and associated land uses will no longer occupy the site. Even though the delay and LOS improve in this scenario, the results indicate that the Lutheran Pkwy West/38`' Avenue intersection does not operate acceptably during the AM and PM peak hour under 2045 Background Conditions. The other intersections would operate acceptably under the 2045 Background Conditions. 2045 Background Conditions AM PM ID Intersection Control' Approach Delay Delay (veh/sec) LOS (veh/sec) LOS 1 Lutheran Pkwy W/38"' Ave SSSC3 NB/SB 33 D 37 E 2 N Lutheran Pkwy/381' Ave Signal' Overall 6.2 A 5 A N Lutheran Pkwy/32nd 3 SSSC3 SB 11 B 12 B Ave Notes: 1 Signal equals signalized intersection. SSSC indicates side -street stop -controlled intersection. 2 Whole intersection weighted average LOS and control delay expressed in seconds per vehicle for signalized intersections. 3 Worst approach LOS and delay in vehicle per seconds shown for side street stop -controlled intersections Source: Fehr & Peers, September 2021 The LOS of all intersections improve in the 2045 Background Conditions analysis when compared to the existing conditions analysis (see Appendix A) because the number of trips entering and existing the site is lower in the 2045 Background Scenario since the Lutheran Medical Center and associated land uses will no longer occupy the site. Even though the delay and LOS improve in this scenario, the results indicate that the Lutheran Pkwy West/38`' Avenue intersection does not operate acceptably during the AM and PM peak hour under 2045 Background Conditions. The other intersections would operate acceptably under the 2045 Background Conditions. Lutheran Campus Master Plan —Transportation Assessment 2045 Build Conditions The 2045 Build Conditions assumes full build out of a redevelopment on the Lutheran Campus site. In this scenario, it was assumed the Foothills Medical Office Building and Lutheran Hospice remained on the site as well. The volumes used in this analysis were the background volumes (discussed in 2045 Background Conditions section) with the site trips added to those volumes (both the redevelopment trips and estimated trips from the Foothills Medical Office Building and Hospice Center). Trip Generation The future estimated vehicle trips associated with the Lutheran Campus site after redevelopment were calculated from the proposed land uses. Trips were generated utilizing the MainStreet tool powered by MXD+. MainStreet is a web -based application developed by Fehr & Peers for estimating trip generation for mixed-use developments. Current accepted methodologies, such as the Institute of Transportation Engineers (ITE) Trip Generation methodology, are primarily based on data collected at suburban, single - use, freestanding sites. These defining characteristics limit their applicability to mixed-use or multi- use development projects, which is in a high-density walkable setting with frequent and nearby local and regional transit service. The land use mix, design features, and setting of the proposed development would include characteristics that influence travel behavior differently from typical single -use suburban developments. Thus, traditional data and methodologies, such as ITE, would not accurately estimate the project vehicle trip generation. Further explanation and validation of this tool can be found in Appendix C. It is expected that the Project will have a net total of 12,609 daily trips, 933 trips in the AM peak hour, and 1,197 trips in the PM peak hour. Table 5 provides the trip generation and assumed land uses. Table 5: Estimated Project Trip Generation - 2045 Build Conditions Land Use ITE Code Size Unit Dail Trips% AM Peak Hour PM Peak Hour In Out Total In Out Total Trips Trips % Trips Trips % Trips % Trips Proposed Land Use Low -Density Residential (LDR) 210 161 DU 1520 25% 30 75% 89 119 63% 100 37% 59 159 Medium -Density Residential(MDR) 220 233 DU 1706 23% 25 77% 82 107 63% 82 37% 48 130 1 - Medium High -Density Residential (MHDR) 221 420 DU 2285 26% 39 74% 112 151 61 % 113 39% 72 185 2- Medium to High -Density Residential (MHDR) 221 360 DU 1958 26% 34 74% 96 130 61 % 96 39% 62 158 Office (OFF.) 710 230 KSF 2240 86% 230 14% 37 267 16% 42 84% 223 265 Retail (RET) 820 25 KSF 944 63% 15 38% 9 24 48% 46 52l 49 95 Medical Office Building 720 109 KSF 3793 78% 236 22l 67 303 28% 106 72l 271 377 Hospice Care Center 620 36 KSF 239 80% 16 20% 4 20 43% 9 57% 12 21 Park 411 3 Acres 2 N/A 0 N/A 0 0 N/A 0 N/A 0 0 ITE Subtotal 14,687 625 496 1,121 594 796 1,390 MXD+ Trip Reductions -14% -2,078 -17% -106 -17% -82 -188 -14% -82 -14% -111 -193 Net New Project Trips 12,609 519 414 933 512 685 1,197 Key: DU =Dwelling units, KSF =Thousand Square Feet Source: MainStreet, Fehr & Peers, September 2021 Lutheran Campus Master Plan —Transportation Assessment Trip Distribution The project trip distribution values were determined directly from the existing traffic volumes. The project trip distribution is as follows: Inbound Trips • West 38" Avenue (West direction): 19% • West 32nd Avenue (East direction): 9% • West 38" Avenue (East direction): 60% • West 32nd Avenue (West direction): 9% • Cody Street (north of W 381h Street): 1.50% • N Balsam Street (north of W 381h Street): 1.50% Outbound Trips • West 381h Avenue (West direction): 20% • West 32nd Avenue (East direction): 15% • West 381h Avenue (East direction): 46% • West 32nd Avenue (West direction): 18% • Cody Street (north of W 381h Street): 1% • N Balsam Street (north of W 381h Street): 0% Trip Assignment Vehicular traffic was assigned by applying the trip distribution to the estimated trip generation. Figure 2 displays the Project trip assignment. 0 Lutheran Campus Master Plan —Transportation Assessment 1. Lutheran Parkway W esU38th Ave 1 1 N Lutheran Parkway/38th Ave oaa -42(69) qao o a a X2(4) v a o X0(0) 156(154) ® ¢ � 160 (158) + mire r156 (154) it ® sr o(a), 0(0), 50(49) Y ; W a_m 95(158) Cm 50 (49) N 54 (53) . m m Legend: AM (PM) 3. N Lutheran Parkway/32nd Ave i m m N O S N t47 (46) ® —0(0) smre 47 (46) a 0(0) Figure 2: Trip Assignment of Lutheran Campus Site Trips and Lane Configurations - 2045 Build Conditions 10 Lutheran Campus Master Plan —Transportation Assessment 2045 Build Transportation and Intersection Operations The 2045 Build Scenario combines the volumes from the 2045 Background Scenario and the vehicle trips generated by the Project. An analysis was conducted to evaluate the impact on the study intersections. Figure 3 shows the projected 2045 Build Conditions peak hour volumes at the study intersections, as well as the lane configurations. Intersection controls and lane configurations will remain the same as Background Conditions. Table 6 presents the delay and LOS results for the study intersections under 2045 Build Conditions. Appendix B provides the LOS calculations for the 2045 Build Conditions. Table 6: 2045 Build Conditions Intersection Level of Service Results ID Intersection Control' Approach 2045 Build Conditions AM PM Delay (veh/sec) LOS Delay (veh/sec) LOS 1 Lutheran Pkwy W/38"' Ave SSSC3 NB 103 F >200 F 2 N Lutheran Pkwy/381' Ave Signal' Overall 11 B 10 B 3 N Lutheran Pkwy/32nd Ave SSSC3 SB 12 B 15 B Notes: 1 Signal equals signalized intersection. SSSC indicates side -street stop -controlled intersection. 2 Whole intersection weighted average LOS and control delay expressed in seconds per vehicle for signalized intersections. 3 Worst approach LOS and delay in vehicle per seconds shown for side street stop -controlled intersections Source: Fehr & Peers, September 2021 The results indicate that one of the study intersections would operate unacceptably under 2045 Build Conditions. The Lutheran Parkway West/381' Avenue intersection would operate at LOS F with a delay of 103 seconds in the AM peak hour and LOS F with a delay of more than 200 seconds in the PM peak hour under the 2045 Build Conditions as a side -street, stop controlled intersection. The other two intersections would operate at acceptable LOS under these conditions. 11 Lutheran Campus Master Plan —Transportation Assessment 1. Lutheran Parkway W est/38th Ave 2. N Lutheran Parkway/38th Ave 3. N Lutheran Parkway/32nd Ave 0 0 10 (p) 0 0 v� 10 (25) N 1fl H o o =o X440 810 X160 n R 7590 795 r160 �^ 85 (310) ® +` FOIA! (160) + 33V RN (155) ® k IDtlMR i f ® 1 7 10 (10) s 15 (25) 50 (50) a 685 (560) Y m 615 (805) „ 260 (280) 50 (50) 55 (55) n a 6 m Legend: AM (PM) Figure 3: Traffic Volumes & Lane Configurations - 2045 Build Conditions 12 Lutheran Campus Master Plan —Transportation Assessment Summary of Findings and Potential Mitigation Strategies Under existing conditions (2021), 2045 Background Conditions, and 2045 Build Conditions, the intersection of Lutheran Parkway West/38"' Avenue does not operate at an acceptable level of service in both the AM and PM peak hours per City of Wheat Ridge standards which require intersections to operate at LOS C or better. To be in alignment with City of Wheat Ridge standards, this intersection, and possible mitigation strategies, should be further studied to improve operations. Two possible mitigation strategies for the intersection of Lutheran Parkway West/38"' Avenue that can be explored are: • Making the south leg of the intersection right -in, right -out Restricting the south leg of the intersection to right -in right -out movements would eliminate all left turns into or out of Lutheran Parkway West as well as the northbound through and southbound through movements. Further study would be required to determine whether or not left turns in and out of Cody Street should be maintained. This mitigation strategy could improve operations by eliminating the movements causing delay on the south leg of the intersection. Right-in/right-out access at Lutheran Parkway West, which would shift left -turn access to North Lutheran Parkway, results in LOS E at North Lutheran Parkway without any changes to signal timing, LOS C if splits are optimized, and LOS B if the cycle length is optimized at a cycle length of 70 seconds. Compared to signalization, making the south leg of Lutheran Parkway West/38"' Avenue right -in, right -out would likely be a lower cost mitigation strategy. • Signalizing the intersection Signalizing the intersection could improve the operation of the intersection because it would give the side -street movements a separate phase or phases, rather than cars having to wait for gaps in traffic on 38"' Avenue. This would make being able to execute side -street movements at the intersection more reliable and therefore reduce the average delay of those movements. The peak hour signal warrant of the 2045 Build Conditions is met at this intersection. Overall, a future redevelopment of the Lutheran Campus site, even with higher density land uses than are likely to be built, is not likely to have significant impacts on the traffic operations of the study intersections. The intersection of Lutheran Parkway West/38"' Avenue is not operating acceptably under existing conditions and not estimated to operate acceptably under 2045 Background Conditions, so mitigation strategies to improve operations will likely be necessary with or without redevelopment of the site. 13 Lutheran Campus Master Plan –Transportation Assessment Multimodal Connections, Programs, and Policies Internal Circulation and Site Access • Internal circulation of the site for people walking, biking, and driving will be important to ensure that people can move both through the site and to specific destinations efficiently and comfortably. This section also discusses site access, which identifies additional connections between the site and the surrounding transportation network. Increasing these connections will help provide access to the planned locally serving uses and create a street grid that fosters connectivity. This section describes the internal circulation and site access considerations for each zone. All Zones • A fully connected and intuitive multimodal path and sidewalk network should be completed within the site. The existing site has an extensive path and sidewalk network with only a few missing gaps or substandard facilities; the first priority is to complete these missing gaps and upgrade deficient sidewalks with ADA (Americans with Disabilities Act) -compliant widths and curb ramps. Depending on the development patterns of the site, modifying the current path network to create a gridlike layout would be the next priority. This gridlike structure will provide more direct access for people walking and biking, create a more intuitive experience, and Zone 1 provide users with more route options. For people biking looking for a more direct route, they may choose to bike on internal roadways rather than the path network. Given the forecasted volume and speeds on internal roadways, bike lanes are recommended. If vehicle speeds are greater than or equal to 25 mph or vehicle volumes are greater than 3,000 vehicles per day, a bike lane is needed to provide a low -stress experience for bicyclists. Depending on development patterns and the approach to site development, the existing internal roadways will either be maintained or re -envisioned. If the existing roadways are maintained, the previous recommendations regarding the path network identify opportunities for providing more of a street grid within the site. If internal roadways are relocated, they should be done so in a grid. This will create a more human scale, improve connectivity, distribute traffic, and improve walkability. Evaluate the pros and cons of extending West 35"' Avenue east of Dudley Street to connect to Lutheran Parkway West. Depending on the nature of the land use selected, this roadway should serve all modes—people walking, biking, and driving. One advantage of extending the street would be to further integrate the site into the surrounding neighborhood and street grid. Another advantage would be to provide additional access for traffic entering and existing the site, relieving pressure from the existing three access points. Lastly, this would provide a direct connection to Wheat Ridge High School. If additional vehicular connection is not created, a bicycle/pedestrian connection on West 35"' Avenue from Dudley Street to Lutheran Parkway West should still be considered. • Consider constructing bicycle and pedestrian connections—or paths that provide bicycle and pedestrian access but not vehicular access between the campus and neighborhoods. In Zone 1, these should be considered along the Rocky Mountain Ditch, formalizing the trail that currently 14 Lutheran Campus Master Plan –Transportation Assessment Zone 2 exists and supporting the ditch as a public amenity. The ditch provides a potential easement to connect the site to Wheat Ridge High School. A connection at West 35"' Avenue was previously described and should be considered. Depending on the site plan, a connection across West 34"' Avenue could also be considered to foster a grid -like pattern for people walking and biking; this grid pattern increases walkability and bikeability by reducing out of direction travel. Enhanced pedestrian crossings across West 38"' Avenue should be evaluated. There are currently no marked pedestrian crossings at Lutheran Parkway West and West 38"' Avenue. Pedestrian enhancements should be aligned with other intersection improvements as discussed in the operational improvements section. The City should coordinate with RTD to see if the bus stop on 38"' Avenue/Brentwood Street can be relocated to 38"' Avenue/North Lutheran Parkway. This will provide more comfortable and convenient access for pedestrians, allowing them to use the controlled marked crossing. If the bus stop cannot be relocated, an additional pedestrian crossing that provides access to the existing bus stop on West 38"' Avenue/Brentwood Street should be assessed. In order to determine the appropriate treatments for a crossing at this location, vehicle volumes, vehicle speeds, and pedestrian counts should be collected. A treatment should be selected based on the City of Wheat Ridge's guidelines for midblock pedestrian crossings. If pedestrian volumes are too low for a controlled treatment, a median refuge island can be implemented to provide opportunities for a two-stage crossing. Zone 3 • Consider developing a 'main street' character along either Lutheran Parkway West or North Lutheran Parkway. This character can be fostered by the inclusion of street elements such as on - street parking, bike lanes, landscaping, and placemaking. Zone 4 • Consider constructing bicycle and pedestrian connections—or paths that provide bicycle and pedestrian access but not vehicular access. In Zone 4, these should be considered along the Rocky Mountain Ditch, formalizing the trail that currently exists and supporting the ditch as a public amenity. Depending on the site plan, a connection along the alignment of West 33'd Avenue could also be considered to foster a grid -like pattern for people walking and biking; this grid pattern increases walkability and bike -ability by reducing out of direction travel. • There is currently not a marked pedestrian crossing at North Lutheran Parkway and West 32nd Avenue. Pedestrian enhancements should be aligned with other intersection improvements as discussed in the operational improvements section. If the intersection remains side street stop control, a controlled pedestrian crossing can still be evaluated. In order to determine the appropriate treatments for a crossing at this location, vehicle volumes, vehicle speeds, and pedestrian counts should be collected. A treatment should be selected based on the City of Wheat Ridge's guidelines for midblock pedestrian crossings. If pedestrian volumes are too low for a controlled treatment, a median refuge island can be implemented to provide opportunities for a two-stage crossing. • There are missing gaps and deficient sidewalk segments in the pedestrian network along West 32nd Avenue adjacent to the site. These sidewalk gaps should be complete and maintain the 15 Lutheran Campus Master Plan —Transportation Assessment buffer that is present between the sidewalk and roadway in other locations on West 32id Avenue. Deficient sidewalks and curb ramps should be upgraded in order to meet ADA requirements. Considerations for Transit Oriented Development (All Zones) Due to the site's location adjacent to RTD's Route 38, and potential future opportunities to increase the frequency of this route, finding opportunities to leverage transit is an important opportunity for future developments on this site. Developments near transit stops or stations that are designed to promote accessing the site via transit are called Transit Oriented Developments (TODs). TODs consider both the completeness, ease, and comfort of walking and biking routes between the site and transit stops, as well as providing information and amenities that make riding transit accessible and convenient. TODs also include a mix of land use types on a site, so that once people arrive on the site, they can access different amenities they might need throughout the day without needing to drive. TODs provide many benefits including reducing the need for people to drive to and from the site, reducing the amount of parking needed on the site, and creating a comfortable environment for walking and biking around the site. This section details improvements and amenities any future developments on this site should consider in order to better leverage transit access to and from the site. Recommendations • Prioritize enhanced pedestrian and bicycle infrastructure that creates direct and comfortable paths from buildings on the site to the bus stops on 38"' Avenue, particularly enhanced crossings of 38"' Avenue to improve access to bus stops on the north side of the street. • Provide clear wayfinding throughout the site directing people walking, bicycling, or using wheelchairs on how to navigate between the bus stops and different destinations on the site. • Additional strategies for leveraging transit access to the site are included in the following section on Transportation Demand Management (TDM) strategies. The most relevant of these strategies to transit oriented development are: o Free or subsidized transit passes o Improved passenger waiting areas o Pedestrian -oriented design o Transit information kiosks o Real time transit information displays o Appropriate parking policies (in order to encourage transit ridership through adjusting supply and pricing of parking) Transportation Demand Management (All Zones) Transportation Demand Management (TDM) strategies are policies, services, and programs to encourage people to travel by walking, rolling, bicycling, using transit, or carpooling, rather than driving alone. Shifting travel modes away from driving alone allows existing infrastructure (like roadways, signals, and sidewalks) to operate more efficiently. TDM strategies are a cost-effective complement to infrastructure and help optimize available infrastructure and services and improve transportation options for everyone. The following section details possible TDM strategies that could be integrated into future development and operations of the Lutheran Campus site. These TDM strategies are organized into categories: Transit, Bicycle & Pedestrian, Parking, and Additional TDM Programs. 16 Lutheran Campus Master Plan —Transportation Assessment Transit TDM Strategies Improved passenger waiting area Work with RTD to create (or improve) comfortable and safe passenger waiting at all bus stops near the site, which include shelters that protect riders from both sun and weather, benches, and trash cans, and adequate lighting. Waiting areas should be large enough for multiple people to wait comfortably for the bus and for people using wheelchairs to comfortably navigate. Passenger waiting areas should have designated entities in charge of performing regular maintenance including snow removal. Transit information kiosks Kiosks can be placed around the project site which include real-time transit arrival times, maps, and schedules for nearby Routes 38, 76 and 100. Real time transit information displays Implement changeable LED signs at stations and in building lobbies that display real-time arrival of nearby buses (Routes 38, 76 and 100) using GTFS data (available from RTD) linked to displays. Free or subsidized transit passes for residents or employees Providing free or subsidized transit passes to residents and employees can increase transit ridership to and from the project site, give people more transportation options, and reduce demand for parking. Employer or neighborhood RTD EcoPass Programs allow an employer or neighborhood/apartment building to purchase a discounted EcoPass for all employees or residents, which grants unlimited rides on RTD transit services. Employers can also reimburse employees for traditional transit tickets. Bicycle & Pedestrian TDM Strategies Pedestrian oriented design and mix of land uses Pedestrian oriented design is based on a qualitative assessment of how well the design of a parcel caters to pedestrians. At a minimum, project elements should include traffic calming, sidewalks on all building frontages, pedestrian access via sidewalks, and block distances not exceeding 600 feet. Buildings close to the road with little or no set back, windows facing any pedestrian facilities, pedestrian scale lighting, and no parking lots separating pedestrian facilities and buildings are also important components of pedestrian -oriented design. Bike parking Bike parking provides a safe and protected place for residents, employees, or visitors to store their bikes once on site. It is important to provide easily accessible bike parking at each destination on site so that bike storage is clear and convenient. Bike parking can consist of bike racks or more secure bike lockers or storage rooms. Traditional bike racks can also include shelters to protect bikes from weather. Public bike repair station Bike repair stations provide bicyclists with the tools to complete basic repairs and maintenance. Tools may include a pump, a multi-purpose bike tool, tire levers, a tire patch kit, and tubes in common sizes. Repair stations makes traveling by bicycle a more reliable option. End -of --trip facilities End -of -trip facilities include bike parking, showers, and lockers. Showers and lockers at workplaces can be used to give individuals cycling or walking to work a place to freshen up before beginning their 17 Lutheran Campus Master Plan —Transportation Assessment workday and provide a place to store extra clothing. This can also be seen as a general benefit for employees who wish to exercise during the workday. Parking TDM Strategies Shared parking Shared parking is a tool through which nearby properties can share their parking lots, permitting the parking spaces to be used by more than one land use. This allows parking facilities to be used more efficiently and reduces the number of spaces that need to be provided on individual properties. Parking on this site should be planned and developed based on a shared parking framework. Parking cash -out With parking cash -out, employees who choose to give up their employer-provided parking space are offered a payment that can be used to pay for transit or vanpool fares, to pay for bike purchases or maintenance, or kept as cash. Parking cash -out rewards commuting via alternative modes and helps employers who provide free parking to improve fairness by assuring that all employees receive a benefit regardless of how they get to work. By providing benefits for more than just parking, cash -out programs increase transit ridership. Employers that provide cash -out can often realize cost savings when parking spaces are leased or where parking is overutilized. Car share subsidies and preferential parking Car share programs include services such as Colorado CarShare, ZipCar, Gig, and other ad hoc short-term rental services. Generally, vehicles are parked in parking spaces on-site, and available for residents, employees, and visitors to use on an hourly or per -mile basis. Car shares allow households to own fewer vehicles and give employees who did not drive to work an option if they need a car during the day. Designated car share spaces should be considered for this site. If car share is located on site, employers and residences should consider providing subsidies for use of this program. Unbundling parking Unbundling parking is separating the cost of parking from the cost of buying or renting a residential unit. This requires a resident to make a choice about whether they wish to pay for parking. This policy can result in fewer residents opting to own personal vehicles and create more affordable housing options. Paired with coordination with local governments and land use regulations, this policy can also allow developers to build less parking in areas where there is proximate reliable transit and a variety of TDM strategies are being employed. Additional TDM Strategies Guaranteed Ride Home Employers can purchase access to DRCOG's WayToGo regional Guaranteed Ride Home (GRH) program to provide their employees who do not drive alone to work with a free ride home in case of an approved emergency. This "commuter insurance' for those who carpool, take transit, bicycle, walk or vanpool to work is a low-cost program that removes a barrier to employees' use of alternative modes of transportation. In case of an emergency, such as illness, the need to pick up a sick child from school, or unscheduled mandatory overtime, the program covers the cost of participants taking a taxi, Lyft/Uber, or a rental car to get home. 18 Lutheran Campus Master Plan —Transportation Assessment Employee/resident outreach Outreach should educate residents and employees about their transportation options. This information should include transit schedules, bicycle maps, information on available subsidies, and transportation programs. Starting a new job or moving to a new home is one of several behavior change moments when a person is more willing to try new travel options. New employees and residents should be provided with information on the travel options and programs available to help them get around. 19 Lutheran Campus Master Plan —Transportation Assessment 20 96PPENDIX B.1 EXiSTimG CONDITIONS FEHR ) PEERS Memorandum Date: September 24, 2021 To: Stephanie Stevens, City of Wheat Ridge From: Carly Sieff and Sydney Provan, Fehr & Peers Subject: Lutheran Campus Master Plan – Existing Transportation Conditions D N 21-0682 Existing Conditions: Transportation Project Site Description The Lutheran Medical Center campus site is bordered by West 381h Avenue on the north side, West 32nd Avenue on the south side, Dudley Street on the west side, and Zephyr Court/Allison Court on the east side. From West 381h Avenue, there are two access points to the site—North Lutheran Parkway and Lutheran Parkway West. There is one access point to the site from West 32nd Avenue—North Lutheran Parkway. There are no access points to the Lutheran campus from the east or west. The internal streets of the site—North Lutheran Parkway and Lutheran Parkway West—travel north -south and provide direct access to individual campus parking lots and buildings. The configuration of the roadways adjacent and within the site are shown in Figure 1. West 381h Avenue has a posted speed limit of 35 MPH and is a five -lane roadway east of Lutheran Parkway West and turns to a three -lane roadway west of Lutheran Parkway West. West 32nd Avenue is a two-lane roadway with turn pockets and has a posted speed limit of 35 MPH east of North Lutheran Parkway and drops to 30 MPH west of North Lutheran Parkway. These roadways are primarily one travel lane in either direction with turn pockets. In addition to roadways, there is a network of sidewalks and paths throughout that site that will be described in this memorandum. 518 17th Street I Suite 1100 1 Denver, CO 80202 1 (303) 296-4300 1 Fax (303) 296-4302 www.fehrandpeers.com Stephanie Stevens September 24, 2021 Page 2 of 6 Multimodal Access In addition to vehicular travel to and within the Lutheran campus, travelers can access the site by transit, walking or bicycling. This section describes the infrastructure and services available within close proximity to the site. Transit Service Regional Transportation District (RTD) operates fixed route bus service along West 38th Avenue (route 38) and Wadsworth Boulevard (route 76). Route 38 connects downtown Denver to the Ward Street/1-70 Park -n -Ride, operating along West 38th Avenue. Service operates between 4:48 AM and 12:02 AM at 30 minute frequency (except during early morning and late evening when it operates at hour frequency) seven days per week. The most proximate bus stops to the Lutheran campus are located immediately north of the site on West 38th Avenue between North Lutheran Parkway and Lutheran Parkway West. Route 76 connects the US 36 and Broomfield Station to the north to the Wadsworth/Hampden Park -n -Ride and Southwest Plaza on Bowles Avenue to the south, operating along Wadsworth Boulevard. Service operates between 5:22 AM and 1:10 AM at 30 minute frequency (except during early morning and late evening when it operates at hour frequency) seven days per week. The most proximate bus stops to the Lutheran campus are located east of the site on Wadsworth Boulevard at West 38th Avenue and West 32" Avenue. Bicycle Network There are designated bike lanes on West 32" Avenue, along the southern boundary of the site. There are no designated bicycle facilities on West 38th Avenue or internal to the site. Pedestrian Network The sidewalk network on West 38th Avenue adjacent to and approaching the site is complete. The sidewalk is at least five feet wide in all locations between Dudley Street and Wadsworth Boulevard. The sidewalk varies between attached (without a buffer) and detached (with a buffer between the sidewalk and travel lanes). The sidewalk along West 3211 Avenue is consistent along the south side, connecting to the trails of Crown Hill Park. The sidewalk on the north side of West 32" Avenue is inconsistent with no sidewalks present between Yarrow Street and Dudley Street, except for the one block immediately adjacent to the site (Balsam Street to N Lutheran Parkway). Sidewalks internal to the site are missing in many sections along North Lutheran Parkway and Lutheran Parkway West. There is a multiuse path internal to the site, along the Rocky Mountain Ditch, that travels east -west connecting Lutheran Parkway West and North Lutheran Parkway. Stephanie Stevens September 24, 2021 Page 3 of 6 Crash Analysis There were seven crashes between January 1, 2011 and December 31, 2019 at the intersection of West 38th Avenue and Lutheran Parkway West. Two of the crashes had no details, two crashes were rear -end from turning northbound vehicles, one was a pedestrian -involved collision, and two were broadside crashes from a westbound vehicle turning into the Lutheran campus. There were seventeen crashes during the same time period on roadways internal to the site. Six of those crashes have no detailed information. The remaining eight of eleven crashes were in parking lots from travelers entering or exiting spaces. Of the remaining three, two were rear end crashes and one was a vehicle hitting an object. Traffic Volumes Due to travel patterns being affected by the COVID-19 pandemic, new traffic counts were not able to be collected for the existing conditions analysis. In order to estimate pre -pandemic traffic patterns in the study area, traffic counts previously collected in 2007 for the Northeast Wing Addition Traffic Analysis Report were used as a baseline. These 2007 counts were scaled up by a growth factor of 1.23 for any movements relating to traffic coming to or from the Lutheran Medical Center Campus. This growth factor was determined using the growth rate of employees on the campus from the 2007 counts to 2017 as a proxy for traffic growth into and out of the site. Background traffic (traffic on 38th Avenue and 32" Avenue not affiliated with the Lutheran Medical Campus) was determined to not have changed between 2007 and 2017. This analysis was based on the closest available data, applying CDOT counts on Kipling Street and Wadsworth Boulevard that, on average, did not change between these two dates. The volumes at are shown in Figure 1. These volumes were used to study the operations of the following three intersections under the existing conditions: 1. Lutheran Parkway West & 38th Avenue 2. N Lutheran Parkway & 38th Avenue 3. 3211 Avenue & North Lutheran Parkway The methodology and results of this analysis are presented in the Existing Intersection Operations section of this report. Stephanie Stevens September 24, 2021 Page 4 of 6 1. Lutheran Parkway West(38th Ave 2. N Lutheran Parkway/38th Ave 3. N Lutheran Parkway/32nd Ave _ _ �5 (1 D) 355 (005) c n 5 (20) X390 (575) agF U r_ 1160 (45 X765 *� ` 135 (65) + 10 (20) ` 250 (250) i • J L .e (275) 5P P 170 (45) 570(460) y 465(580) -` 230(250) 110 (50) 110 (50) Legend: AM (PMJ Figure is Peak Hour Traffic Volumes and Lane Configurations (Existing Conditions Forecasted- 2017) Existing Intersection Operations Methodology The intersection grading system called level -of -service (LOS) put forth by the Transportation Research Board's Highway Capacity Manual (HCM) 6th Edition and HCM 2000 were used in this study to measure the operational status of the intersections within the study area. (HCM 2000 was used for the signalized intersection at N Lutheran Parkway & 38th Avenue due to the non -NEMA phasing of that signal.) LOS characterizes the operational conditions of an intersection's traffic flow; ranging from LOS A (indicating free flow traffic conditions with little or no vehicle delay) to LOS F (representing over -saturated conditions where traffic flows exceeds the design capacity, resulting in long queues and vehicle delays). These grades represent the perspective of drivers and are an indication of the comfort and convenience associated with driving. Although LOS A through C, are desired levels, LOS D is considered acceptable. The LOS is determined differently depending on the type of control at the intersection. Stephanie Stevens September 24, 2021 Page 5 of 6 At signalized intersections, the operational analysis uses various intersection characteristics (such as traffic volumes, lane geometry, and signal phasing) to estimate the intersection's volume -to - capacity (v/c) ratio. For signalized intersections, the HCM defines the intersection LOS as the average delay per vehicle for the overall intersection, which includes all approaches. At unsignalized intersections, the operational analysis uses various intersection characteristics (such as traffic volumes, lane geometry, and stop -controlled approaches) to estimate the intersection's v/c ratio. For unsignalized intersections, the HCM defines the intersection LOS as the average delay per vehicle for the highest delay approach for side -street stop and the average delay for the whole intersection for all -way stop and roundabout intersections. Table 1 summarizes the relationship between delay and LOS for signalized intersections and Table 2 summarizes the relationship between delay and LOS for unsignalized intersections. TABLE 1: SIGNALIZED INTERSECTION LEVEL OF SERVICE DEFINITIONS USING AVERAGE CONTROL VEHICULAR DELAY Level of Description Average Control Delay Service Per Vehicle (Seconds) A Operations with very low delay occurring with favorable < 10.0 progression and/or short cycle lengths. Operations with low delay occurring with good progression B and/or short cycle lengths. > 10 to 20 Operations with average delays resulting from fair C progression and/or longer cycle lengths. Individual cycle >20 to 35 failures begin to appear. Operations with longer delays due to a combination of D unfavorable progression, long cycle lengths, and high V/C >35 to 55 ratios. Many vehicles stop and individual cycle failures are noticeable. Operations with high delay values indicating poor E progression, long cycle lengths, and high V/C ratios. >55 to 80 Individual cycle failures are frequent occurrences. Operations with delays unacceptable to most drivers F occurring due to over -saturation, poor progression, or very > 80 long cycle lengths. TABLE 2: UNSIGNALIZED INTERSECTION LEVEL OF SERVICE DEFINITIONS USING AVERAGE CONTROL VEHICULAR DELAY Level of Service Description Average Control Delay Per Vehicle (Seconds) Stephanie Stevens September 24, 2021 Page 6 of 6 A Little or no delay <10 B Short traffic delay >10 to 15 C Average traffic delays >15 to 25 D Long traffic delays >25 to 35 E Very long traffic delays >35 to 50 F Extreme traffic delays with intersection capacity exceeded >50 Results The intersections of N Lutheran Parkway & 38th Avenue and N Lutheran Parkway & 32nd Avenue operate acceptably under existing conditions (2017) in both the AM and PM peak hours. The intersection of Lutheran Parkway West & 38th Avenue operates at LOS E with a delay of 38 seconds/vehicle in the AM peak hour and LOS F with a delay of 52 seconds/vehicle in the PM peak hour. In summary, under existing conditions one of the three intersections studied does not operate acceptably in the AM and PM peak hours. TABLE 3: EXISTING CONDITIONS INTERSECTION LEVEL OF SERVICE RESULTS ID Intersection Control' Approach AM Peak Hour PM Peak Hour Delay LOS Delay LOS 1 Lutheran Parkway West & 38th Avenue SSSC NB 38 E 52 F 2 N Lutheran Parkway & 38th Avenue Signal Ove raIF 36 D 34 C 3 N Lutheran Parkway & 32nd Avenue SSSC SB 13 1 B 1 15 C Notes: 1. Signal equals signalized intersection. SSSC indicates a side -street stop -controlled intersection. 2. Whole intersection weighted average control delay expressed in seconds per vehicle for signalized intersections. 3. Bold indicates an intersection operating at LOS E or LOS F. ENDIX B.2 CHRO LeOeSe 0,009 P. ORTS HCM 6th TWSC Background Scenario AM 1: Lutheran Parkway West/Cody St & 38th Ave 09/22/2021 Intersection Int Delay, s/veh 1.6 Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR� SBT SBR Lane Configurations ►j T, - 865 - ) +T* 0.112 - 0.01 - Q r HCM Control Delay (s) 41 0 8.3 - - 9.6 - Traffic Vol, veh/h 10 655 25 70 405 10 10 5 15 10 5 10 - Future Vol, veh/h 10 655 25 70 405 10 10 5 15 10 5 10 Conflicting Peds, #/hr 0 0 0 0 0 0 0 0 0 0 0 0 Sign Control Free Free Free Free Free Free Stop Stop Stop Stop Stop Stop RT Channelized - None - - None None ' Storage Length 0 - 500 - - - - 0 - - Veh in Median Storage, #�0 - - 0 -_MMMMMMT�- 0 - Grade, % - 0 - - 0 - - 0 - 0 - Peak Hour Factor 92 92 92 92 92 92 92 92 92 92 92 92 Heavy Vehicles,% 2 2 2 2 2 2 2 2 2 2 2 2 Mvmt Flow 11 712 27 76 440 11 11 5 16 11 5 11 Major/Minor M Major2 Minor1 Conflicting Flow All 451 0 0 739 0 0 1123 1351 - 1348 1359 226 Stage 1 - - - - - - 748 748 - 598 598 - Stage 2 - - - - - - 375 603 - 750 761 - Critical Hdwy 4.13 - 7.33 6.53 - 7.33 6.53 6.93 Critical HdwyStg 1 - - - - - - 6.13 5.53 - 6.53 5.53 - Critical Hdwy Stg 2 - - - - 6.53 5.53 - 6.13 5.53 - Follow-up Hdwy 2.219 - - 2.219 - - 3.519 4.019 - 3.519 4.019 3.319 Pot Cap -1 Maneuver 1108 - - 865 - - 171 150 0 118 148 778 Stage 1 - - - - - - 404 419 0 457 490 - Stage 2 - - - - - - 619 487 0 403 413 - Platoon blocked, % - - - - Mov Cap -1 Maneuver 1108 - - 865 - - 151 135 - 106 134 778 Mov Cap -2 Maneuver - - - - - - 151 135 - 106 134 - Stage 1 - - - - - - 400 415 - 452 447 - Stage 2 - - - - - - 550 444 - 394 409 - Approach UB WB NB SB HCM Control Delay, s 0.1 1.4 32.9 29.6 HCM LOS D D Capacity (veh/h) 145 - 1108 - - 865 - - 173 HCM Lane V/C Ratio 0.112 - 0.01 - - 0.088 - - 0.157 HCM Control Delay (s) 32.9 1 0 8.3 - - 9.6 - - 29.6 HCM Lane LOS D A A - - A - - D HCM 95th %tile Q(veh) _ - 0 - - 0.3 - - 0.5 Lutheran Campus Master Plan 04/15/2021 Baseline Synchro 10 Report Sydney Proven Page 1 HCM Signalized Intersection Capacity Analysis 2171 1Eye Background Scenario AM 2 N Lutheran ParkwaV)Balsann St &38th Ave 1 R 93 via Rod Prot on 17 09122G021 W94 016 --* e Ireff— 092 4d-ellt 092 r \sw 1 ✓ Lane Configurations rj }} IN 092 }T1 013 091 If OnAmm Delay, dl �+ Traffic Volume Npk) 15 636 25 65 500 WW10 0 15 15 5 Future Volume (For) 15 636 25 65 500 10 10 0 15 15 5 15 Ideal How(ophpl) 1900 1900 1900 1900 1900 190 1900 1900 1900 1900 1900 oal WS time is) 65 65 49 50 65 65 63 AO 6b 69 Lane ThlFactor 190 095 190 190 095 190 190 C 191M To 190 190 096 190 190 190 HCM 2000 ContalDelay 096 094 FAPMactatl 095 190 190 095 190 095 190 0 e Sort Flow bw) 1770 3619 1Eye 1770 3629 1770 1 R 1719 ED Penrose 044 190 190 095 190 190 190 0 e Sort Flow beim) old 3619 1Eye 1770 3629 loe 16w3 1719 Peak hour hpor, PITT 090 090 090 090 090 090 090 090 090 090 090 090 Ponn. Flow (For) P 594 2w 72 666 11 11 0 P P 6 P STOP Reductlon(vph) 0 0 0 0 2 0 0 0 0 0 16 0 Lane Group Flow(Mh) P 594 2w 72 566 0 11 0 P 0 24 0 Tom Type Perm NA Free Pat NA Perm had Perm NA Protected Phases 2 1 6 4 Perm ltlatl Phases 2 Free w had 4 knower Cued, G(a) 362 362 599 4 1 463 27 59.0 32 Effective Caed,a g) 362 362 599 4 1 463 27 59.0 32 knowerg/C Rano Ofl Ofl 190 097 0]] 096 190 096 Clearance Time is) 66 66 50 66 66 69 Lane Grp Cap (For) 501 2171 1Eye 123 2709 w6 1 R 93 via Rod Prot on 17 W94 016 via Rod Perm 092 092 091 091 091 v/cRod 093 027 092 059 021 013 091 026 OnAmm Delay, dl 45 63 09 266 19 279 0 0 269 Progression Factor 190 190 190 190 190 190 190 190 amental Delay, as 01 03 09 69 02 03 00 06 Delay is) 46 66 09 33.6 21 2]3 00 2]3 Level of Service C A C A C Approach Delay is) 63 6b 107 2]3 Approach LOG A G C Hersectlon Gummas HCM 2000 ContalDelay 62 HCM 2000 Level of Service A HCM 2000 Volume to Capacity aIle 031 knower Cycle Lenighis) 699 Gum of loan time is) 160 Hersectlon Capacity UlllzaLlon 409°% ICU real of Bounce A Awayes Period pin) 15 c CntlalLane Group Lutheran Campus Master Plan 04A5GO21 Baseline Gynchro10 Report Sydney Provan Paget HCM 6th TWSC Background Scenario AM 3: 32nd Ave & N Lutheran Parkway 09/22/2021 Intersection Int Delay, s/veh 0.8 Movement EBL EBT WBT WBR SBL SBR Lane Configurations ►j Traffic Vol, veh/h 20 Future Vol, veh/h 20 Conflicting Peds, #/hr 0 Sign Control Free RT Channelized - Storage Length 100 Veh in Median Storage, # - Grade, % - Peak Hour Factor 93 Heavy Vehicles,% 2 Mvmt Flow 22 260 185 20 260 185 20 0 0 0 Free Free Free None - None - - 225 0 0 Critical HdwyStg 1 0 0 - 93 93 93 2 2 2 280 199 22 10 15 10 15 0 0 Stop Stop - None 0 0 0 0 93 93 2 2 11 16 Major/Minor Major1 Major2 Minor2 842 Conflicting Flow All 221 0 0 523 199 Stage 1 - - - 199 - Stage 2 - - - 324 - Critical Hdwy 4.12 - - 6.42 6.22 Critical HdwyStg 1 - - - 5.42 - Critical Hdwy Stg 2 - - - 5.42 - Follow-up Hdwy 2.218 - - 3.518 3.318 Pot Cap -1 Maneuver 1348 - - 514 842 Stage 1 - - - 835 - Stage 2 - - - 733 - Platoon blocked, % - Mov Cap -1 Maneuver 1348 - - 506 842 a Mov Cap -2 Maneuver - - - 506 - Stage 1 - - - 822 - - Stage 2 - - - 733 - J�TM HCM Control Delay, s 0.6 0 10.6 HCM LOS B Capacity (veh/h) 1348 - - - 506 842 HCM Lane V/C Ratio 0.016 - - - 0.021 0.019 HCM Control Delay (s) 7.7 - - - 12.3 9.4 HCM Lane LOS A - - - B A HCM 95th %tile Q(veh) 0 - - - 0.1 0.1 Lutheran Campus Master Plan 04/15/2021 Baseline Synchro 10 Report Sydney Proven Page 3 HCM 6th TWSC Background Scenario PM 1: Lutheran Parkway West/Cody St & 38th Ave 09/22/2021 Intersection Int Delay, s/veh 1.6 Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR Lane Configurations ►j T, 10 ) +T* 0 0 Q r Traffic Vol, veh/h 10 520 10 30 765 15 25 5 55 Future Vol, veh/h 10 520 10 30 765 15 25 5 55 Conflicting Peds, #/hr 0 0 0 0 0 0 0 0 0 Sign Control Free Free Free Free Free Free Stop Stop Stop RT Channelized - 6.53 - None - - None Storage Length 0 - - 3.519 - 500 - - - - 0 Veh in Median Storage, #�0 - - 0 -_MMMMMMT�- - - - - - 491 Grade, % - 0 - - 0 - - 0 - Peak Hour Factor 92 92 92 92 92 92 92 92 92 Heavy Vehicles,% 2 2 2 2 2 2 2 2 2 Mvmt Flow 11 565 11 33 832 16 27 5 60 10 5 10 - 10 5 10 0 0 0 Stop Stop Stop 1507 - 1501 None ' 424 0 - - - 0 593 92 92 92 2 2 2 11 5 11 Major/Minor Majori� Major2 - 995 - - 140 HCM Lane V/C Ratio 0.209 - 0.014 - Conflicting Flow All 848 0 0 576 0 0 1078 1507 - 1501 1504 424 Stage 1 - - - - - 593 593 - 906 906 - Stage 2 - - - 485 914 - 595 598 - Critical Hdwy 4.13 - - 7.33 6.53 - 7.33 6.53 6.93 Critical HdwyStg 1 - - - 6.13 5.53 - 6.53 5.53 - Critical Hdwy Stg 2 - - - 6.53 5.53 - 6.13 5.53 - Follow-up Hdwy 2.219 - 2.219 - - 3.519 4.019 - 3.519 4.019 3.319 Pot Cap -1 Maneuver 787 - 995 - - 184 120 0 92 121 579 Stage 1 - - - - - 491 493 0 298 354 - Stage 2 - - - - - 533 351 0 490 490 - Platoon blocked, % - Mov Cap -1 Maneuver 787 - 995 168 114 - 85 115 579 Mov Cap -2 Maneuver - - - 168 114 - 85 115 - Stage 1 - - 484 486 - 294 342 - Stage 2 - - 498 339 - 478 483 - Approach UB WB NB HCM Control Delay, s 0.2 0.3 34.1 36.8 HCM LOS D E Capacity (veh/h) 156 - 787 - - 995 - - 140 HCM Lane V/C Ratio 0.209 - 0.014 - - 0.033 - - 0.194 HCM Control Delay (s) 34.1 0 9.6 - - 8.7 - - 36.8 HCM Lane LOS D A A - - A - - E HCM 95th %tile Q(veh) 0.8 - 0 - - 0.1 - - 0.7 Lutheran Campus Master Plan 04/15/2021 Baseline Synchro 10 Report Sydney Proven Page 1 HCM Signalized Intersection Capacity Analysis 2t00 1Eye 73 2724 Background Scenario PM 2 N Lutheran ParkwaV)Balsann St &38th Ave 1 R 91 via Rod Prot co 22 09122G021 --* e Ireff— 004 4d- ellt r \sw 1 ✓ Lane Configurations rj 006 }} IN 0 4 0 E }T1 004 019 If 39 �+ Traffic Volume Np0) 25 700 10 30 610 25 25 0 66 10 6 Future Volume (For) 25 700 10 30 610 25 25 0 66 10 6 10 Ideal How(ophpl) 1900 1900 1900 1900 1900 1900 1900 1900 1900 1900 1900 IDhI WS time is) 65 65 40 60 65 Approach Delay is) 65 60 AO 36 60 Lane Thl Factor 100 096 100 100 096 100 100 100 To 100 100 006 100 099 100 006 096 FAPMactatl 096 100 100 096 100 aIle 096 036 100 0 e Sort Flow bw) 1770 36.+9 1Eye 1770 3620 Gum of loan time is) 1770 1 R 1730 ED Penrose 036 100 100 096 100 A 100 Awayes Period pin) 100 0 e Sort Flow beim) 669 3619 1Eye 1770 3620 1Sea 1Eda 1730 Peak hour hpOr, PITT 090 090 090 090 090 090 090 090 090 090 090 090 Ponn. Flow (For) 2w ]]w 11 33 744 2w 2w 0 61 11 6 11 STOP Reductl0n(vph) 0 0 0 0 3 0 0 0 0 0 10 0 Lane Group F10w(Mh) 2w ]]w 11 33 769 0 2w 0 61 0 To 0 Tom Type Perm NA Free Pat NA Perm had Perm NA Protected Phases 2 1 6 4 Perm ltlatl Phases 2 Free w had 4 knower Cued, G(a) Be Be 606 26 469 27 60.6 32 Effective Caed,a g) Be Be 606 26 469 27 60.6 32 knowerg/C Rod 006 006 100 004 0]] 004 100 006 Clearance Time is) 66 66 60 66 66 60 Lane Grp Cap (For) 434 2t00 1Eye 73 2724 So 1 R 91 via Rod Prot co 22 002 Go22 via Rod Perm 004 001 co 02 004 001 v/cRod 006 034 001 0 4 0 E 034 004 019 OnAmm Delay, dl 39 40 00 28 4 20 Ed 0 0 276 Progression Factor 100 100 100 100 100 100 _ 100 100 amental Delay, as 03 OA 00_ 4 4 03 091 00 OA Delay is) 42 62 00 32w 22 290 00 2]0 Level of Service A A 11I A C Approach Delay is) 60 36 91 2]0 Approach LOG A A C Hersectlon Gummas HCM 2000 Control Delay 49 HCM 2000 Level of Service A HCM 2000 Volume to Capacity aIle 036 knower Cycle Lenighis) 606 Gum of loan time is) 160 Hersectlon Capacity UlllzaLlon 41S% ICU real of Bounce A Awayes Period pin) 16 c CntlalLane Group Lutheran Campus Master Plan 04/162021 Baseline Gynchro10 Report Sydney Provan Paget HCM 6th TWSC Background Scenario PM 3: 32nd Ave & N Lutheran Parkway 09/22/2021 Intersection MeorfW Major2 Minor2 - Conflicting Flow All 344 0 0 656 Int Delay, s/veh 1.6 - - - 333 - Stage 2 - Movement EBL EBT WBT WBR SBL SBR - Lane Configurations ►j + + r ►j r Traffic Vol, veh/h 10 280 310 10 40 45 Future Vol, veh/h 10 280 310 10 40 45 Conflicting Peds, #/hr 0 0 0 0 0 0 Sign Control Free Free Free Free Stop Stop RT Channelized - None - None - None Storage Length 100 - - 225 0 0 Veh in Median Storage, # - 0 0 - 0 - Grade, % - 0 0 - 0 - Peak Hour Factor 93 93 93 93 93 93 Heavy Vehicles, % 2 2 2 2 2 2 Mvmt Flow 11 301 333 11 43 48 ' Major/Minor MeorfW Major2 Minor2 - Conflicting Flow All 344 0 0 656 333 Stage 1 - - - 333 - Stage 2 - - - 323 - Critical Hdwy 4.12 - - 6.42 6.22 Critical HdwyStg 1 - - - 5.42 - Critical Hdwy Stg 2 - - - 5.42 - Follow-up Hdwy 2.218 - - 3.518 3.318 Pot Cap -1 Maneuver 1215 - - 430 709 Stage 1 - - - 726 - Stage 2 - - - 734 - Platoon blocked, % - Mov Cap -1 Maneuver 1215 - - 426 709 a Mov Cap -2 Maneuver - - - 426 - Stage 1 - - - 719 - i Stage 2 - - - 734 - B WB SB HCM Control Delay, s 0.3 0 12.3 HCM LOS B Capacity (veh/h) 1215 - - - 426 709 HCM Lane V/C Ratio 0.009 - - - 0.101 0.068 HCM Control Delay (s) 8 - - - 14.4 10.4 HCM Lane LOS A - - - B B HCM 95th %tile Q(veh) 0 - - - 0.3 0.2 Lutheran Campus Master Plan 04/15/2021 Baseline Synchro 10 Report Sydney Proven Page 3 HCM 6th TWSC Max Scenario AM 1: Lutheran Parkway West/Cody St & 38th Ave 09/21/2021 Intersection Int Delay, s/veh 5.8 Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR Lane Configurations ►j Traffic Vol, veh/h 10 Future Vol, veh/h 10 Conflicting Peds, #/hr An Sign Control Free RT Channelized 0 Storage Length 0 Veh in Median Storage, #tom Grade, % 0 Peak Hour Factor 92 Heavy Vehicles,% 2 Mvmt Flow 11 685 50 160 440 685 50 160 440 0 0 0 0 Free Free Free Free 0 None - - 794 92 500 - 0 2 2 0 0 11 821 0 92 92 92 92 2 2 2 2 745 54 174 478 10 45 5 95 10 45 5 95 0 0 0 0 Free Stop Stop Stop None - - - 0 - - 0 - 92 92 92 92 2 2 2 2 11 49 5 103 10 5 10 - 10 5 10 0 0 0 Stop Stop Stop 1631 - 1629 None ' 245 0 - - 0 794 92 92 92 2 2 2 11 5 11 Major/Minor Majoral Mao 2 - 822 - - 99 HCM Lane V/C Ratio 0.639 - 0.01 - Conflicting Flow All 489 0 0 799 0 0 1384 1631 - 1629 1653 245 Stage 1 - - - 794 794 - 832 832 - Stage 2 - - - 590 837 - 797 821 - Critical Hdwy 4.13 - 7.33 6.53 - 7.33 6.53 6.93 Critical HdwyStg 1 - - 6.13 5.53 - 6.53 5.53 - Critical Hdwy Sig 2 - - 6.53 5.53 - 6.13 5.53 - Follow-up Hdwy 2.219 2.219 - - 3.519 4.019 - 3.519 4.019 3.319 Pot Cap -1 Maneuver 1072 822 - - 111 101 0 74 98 756 Stage 1 - - - - 381 399 0 330 383 - Stage 2 - - - - 462 381 0 379 388 - Platoon blocked, % Mov Cap -1 Maneuver 1072 822 86 79 - 58 76 756 Mov Cap -2 Maneuver - - 86 79 - 58 76 - Stage 1 - 377 395 - 327 302 - Stage 2 - 353 300 - 370 384 - Approach EB WB HCM Control Delay, s 0.1 2.8 103.2 54.6 HCM LOS F F M Capacity (veh/h) 85 - 1072 - - 822 - - 99 HCM Lane V/C Ratio 0.639 - 0.01 - - 0.212 - - 0.274 HCM Control Delay (s) 103.2 0 8.4 - - 10.6 - - 54.6 HCM Lane LOS F A A - - B - - F HCM 95th %tile Q(veh) 3 - 0 - - 0.8 - - 1 Lutheran Campus Master Plan 04/15/2021 Baseline Synchro 10 Report Sydney Proven Page 1 HCM Signalized Intersection Capacity Analysis 1915 1Eye 2" 261w 12a Max Scenario AM 2 N Lutheran Parkova,dBa sam St &38th Ave 144 via Rod Prot co 19 09121 Goal --* e Ireff— 092 4d-ellt 094 r \sw 1 ✓ Lane Configurations rj vlcRod }} IN 094 }T1 041 If OP �+ TaXlc Voluma Npk) 15 615 66 160 590 45 0 95 15 5 Future Volume (For) 15 615 66 160 590 10 45 0 95 15 5 20 Ideal How(ophpl) 1900 1900 1900 1900 1900 190 1900 1900 1900 1900 1900 oal WS time is) 65 65 49 50 65 65 AO A 69 Lane ThlFactor 190 095 190 190 095 190 190 Approach LOS 190 To 190 190 096 190 190 190 Hersectlon Summary 096 093 EDPMected 095 190 190 095 190 095 190 HCM 2000 Level of Service 0 e Sort Flow bon) 1770 o5e) 1Eye 1770 3630 1770 1 R 17M ED Penrose 040 190 190 095 190 MMW77i 160 190 Hersectlon Capacity UlllzaLlon 0 e Sort Flow beim) 742 3619 1Eye 1770 3630 1620 Awayes Period pin) 1 R 17M Peak hour hpor, PITT 090 090 090 090 090 090 090 090 090 090 090 090 Pon Flow (For) P SPA 61 Pw 666 11 50 0 106 P 6 22 STOP Reductlon(vph) 0 0 0 0 2 0 0 0 0 0 20 0 Lane Group Flow(Mh) P SPA 61 Pw 666 0 50 0 106 0 25 0 Tom Type Perm NA Free PUT NA Perm Faa Perm NA Protected Phases 2 1 6 4 Perm ltled Phases 2 Free w Faa 4 Adhered Gmen, G(s) 32] 32] 604 7 1 449 4b 604 51 Effective Gmen,a p) 32] 32] 604 7 1 449 4b 60.4 51 AdheredglC Rano 054 054 190 012 074 ON 190 ON Clearance Time is) 66 66 50 66 66 69 Lane Grp Cap (For) 401 1915 1Eye 2" 261w 12a 16w3 144 via Rod Prot co 19 Go10 019 via Rod Perm 092 094 co as 097 091 vlcRod 094 036 094 "0 025 041 097 OP OnAmm Delay, dl 65 79 09 261 25 266 0 0 26.7 Progression Factor 190 190 190 190 190 190 _ 190 190 amental Delay, a2 02 05 09 27 4 02 ox 1 01 02 Delay is) 67 w4 09 63.6 27 274 01 259 Level of Service A A A D A A C Approach Delay O n 134 ax 259 Approach LOS A S A C Hersectlon Summary HCM 2000 CorAalDelay 109 HCM 2000 Level of Service S HCM 2000 Volume to Capacity aIle 044 Actuoted Cycle LengLhis) 604 Sum of loan time is) 160 Hersectlon Capacity UlllzaLlon 47S% ICU real of Bounce A Awayes Period pin) 15 c Cn1lalLane Group Lutheran Campus Master Plan 04A5GO21 Baseline Synchro10 Report Sydney Proven Paget HCM 6th TWSC Max Scenario AM 3: 32nd Ave & N Lutheran Parkway 09/21/2021 Intersection Int Delay, s/veh 3 Movement EBL EBT WBT WBR SBL SBR Lane Configurations ►j + + r ►j r Traffic Vol, veh/h 50 260 185 50 65 75 Future Vol, veh/h 50 260 185 50 65 75 Conflicting Peds, #/hr 0 0 0 0 0 0 Sign Control Free Free Free Free Stop Stop RT Channelized - None - None - None Storage Length 100 - - 225 0 0 Veh in Median Storage, # - 0 0 - 0 - Grade, % - 0 0 - 0 - Peak Hour Factor 93 93 93 93 93 93 Heavy Vehicles, % 2 2 2 2 2 2 Mvmt Flow 54 280 199 54 70 81 Major/Minor Major1 - - 453 842 HCM Lane V/C Ratio 0.041 - Conflicting Flow All 253 0 0 587 199 Stage 1 - - - 199 - Stage 2 - - - 388 - Critical Hdwy 4.12 - - 6.42 6.22 Critical HdwyStg 1 - - - 5.42 - Critical Hdwy Stg 2 - - - 5.42 - Follow-up Hdwy 2.218 - - 3.518 3.318 Pot Cap -1 Maneuver 1312 - - 472 842 Stage 1 - - - 835 - Stage 2 - - - 686 - Platoon blocked, % - Mov Cap -1 Maneuver 1312 - - 453 842 Mov Cap -2 Maneuver - - - 453 - Stage 1 - - - 801 - Stage 2 - - - 686 - J�TM HCM Control Delay, s 1.3 0 11.9 HCM LOS B Capacity (veh/h) 1312 - - - 453 842 HCM Lane V/C Ratio 0.041 - - - 0.154 0.096 HCM Control Delay (s) 7.9 - - - 14.4 9.7 HCM Lane LOS A - - - B A HCM 95th %tile Q(veh) 0.1 - - - 0.5 0.3 Lutheran Campus Master Plan 04/15/2021 Baseline Synchro 10 Report Sydney Proven Page 3 HCM 6th TWSC Max Scenario PM 1: Lutheran Parkway West/Cody St & 38th Ave 09/21/2021 Intersection Int Delay, s/veh 12.4 Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR HCM Control Delay (s) 227 0 9.9 - - 9.8 - Lane Configurations ►j T, A A - ) +T* HCM 95th %tile Q(veh) 6 Q r - 1.6 4+ Traffic Vol, veh/h 10 560 50 160 810 20 70 5 160 10 5 10 - Future Vol, veh/h 10 560 50 160 810 20 70 5 160 10 5 10 Conflicting Peds, #/hr 0 0 0 0 0 0 0 0 0 0 0 0 Sign Control Free Free Free Free Free Free Stop Stop Stop Stop Stop Stop RT Channelized - None - - None None ' Storage Length 0 - 500 - - - - 0 - - Veh in Median Storage, #�0 - - 0 -_MMMMMMT�- 0 - Grade, % - 0 - - 0 - - 0 - 0 - Peak Hour Factor 92 92 92 92 92 92 92 92 92 92 92 92 Heavy Vehicles,% 2 2 2 2 2 2 2 2 2 2 2 2 Mvmt Flow 11 609 54 174 880 22 76 5 174 11 5 11 Major/Minor Majoral Major2 Minor1 Conflicting Flow All 902 0 0 663 0 0 1449 1908 - 1900 1924 451 Stage 1 - - - - 658 658 - 1239 1239 - Stage 2 - - - 791 1250 - 661 685 - Critical Hdwy 4.13 - - 7.33 6.53 - 7.33 6.53 6.93 Critical HdwyStg 1 - - - 6.13 5.53 - 6.53 5.53 - Critical Hdwy Stg 2 - - - 6.53 5.53 - 6.13 5.53 - Follow-up Hdwy 2.219 - 2.219 - - 3.519 4.019 - 3.519 4.019 3.319 Pot Cap -1 Maneuver 751 - 924 - - 100 68 0 47 66 556 Stage 1 - - - - - 452 460 0 186 247 - Stage 2 - - - - - 350 244 0 451 447 - Platoon blocked, % - Mov Cap -1 Maneuver 751 - 924 77 54 - 37 53 556 Mov Cap -2 Maneuver - - - 77 54 - 37 53 - Stage 1 - - 445 453 - 183 201 - Stage 2 - - 271 198 - 439 440 - Approach UB WB NB HCM Control Delay, s 0.2 1.6 227 95.5 HCM LOS F F Capacity (veh/h) 75 - 751 - - 924 - - 65 HCM Lane V/C Ratio 1.087 - 0.014 - - 0.188 - - 0.418 HCM Control Delay (s) 227 0 9.9 - - 9.8 - - 95.5 HCM Lane LOS F A A - - A - - F HCM 95th %tile Q(veh) 6 - 0 - - 0.7 - - 1.6 Lutheran Campus Master Plan 04/15/2021 Baseline Synchro 10 Report Sydney Proven Page 1 HCM Signalized Intersection Capacity Analysis 1909 16wa 207 2604 122 Max Scenario PM 2 N Lutheran Parkova,dBa sam St &38th Ave via Rod Prot co 25 Go10 026 09121 Goal --* via Rod Perm e Ireff— 094 4d-ellt c096 r \sw 1 ✓ Lane Configurations rj 094 }} IN 011 }T1 OnAmm Delay, dl 67 If 09 �+ TaXlc Voluma Npk) 25 We 66 166 796 mW 75 0 160 10 6 Future Volume (For) 25 We 66 166 796 25 76 0 160 10 6 10 Ideal How(ophpl) 1900 1900 1900 1900 1900 190 1900 1900 1900 1900 1900 oal WS time is) 65 65 49 60 65 65 AO 25 69 Lane Thl Factor 190 096 190 190 096 190 Hersectlon Summar 190 190 To 190 190 096 190 190 190 102 096 C 096 EDPMectetl 096 190 190 096 190 096 190 09w Sort Flow bon) 1770 36.+9 16w3 1770 oo2a 1770 1 R ICU real of Bounce 1730 ED Penrose 031 190 190 096 190 Oka 190 09w Sort Flow beim) 6w3 3619 16w3 1770 oo2a 1662 1 R 1730 Peak hour hpor, PITT 090 090 090 090 090 090 090 090 090 090 090 090 Pon Flow (For) 2w w94 61 172 "a 2w So 0 Pw 11 6 11 STOP Reductlon(vph) 0 0 0 0 a 0 0 0 0 0 10 0 Lane Group Flow(Mh) 2w w94 61 172 90w 0 So 0 Pw 0 To 0 Tom Type Perm NA Free PUT NA Perm Faa Perm NA Protected Phases 2 1 6 4 Perm ltlatl Phases 2 Free w Faa 4 Adhered Gmen, G(a) a2] a2] 606 7 1 449 49 60.6 6a Effective Gmen,a p) a2] a2] 606 7 1 449 49 60.6 6a AdheredglC Rano 054 054 190 012 074 ON 190 009 Clearance Time is) 65 65 60 65 65 69 Lane Grp Cap (For) 914 1909 16wa 207 2604 122 1 R 161 via Rod Prot co 25 Go10 026 via Rod Perm 096 094 c096 011 091 vlcRod 009 OA] 094 "a 096 0 a 011 012 OnAmm Delay, dl 67 S 09 262 29 272 00 255 Progression Factor 190 190 190 190 190 190 190 190 amental Delay, as Ob 0% 09 2.] OA 11 01 01 Delay is) ]a 94 09 499 a1 ad 01 256 Level of Service A D A C Approach Delay is) 8% 106 125 25 Approach LOC G G C Hersectlon Summar HCM 2000 CorAalDelay 102 HCM 2000 Level of Service C HCM 2000 Volume to Capacity aIle 056 Actuoted Cycle LengLhis) 605 Cum of loan time is) 160 Hersectlon Capacity UlllzaLlon 619°% ICU real of Bounce A Awayes Period pin) 16 c Cn1lalLane Group Lutheran Campus Master Plan 04/162021 Baseline Cynchro10 Report Sydney Proven Paget HCM 6th TWSC Max Scenario PM 3: 32nd Ave & N Lutheran Parkway 09/21/2021 Intersection Int Delay, s/veh 4.2 Movement EBL EBT WBT WBR SBL SBR Lane Configurations ►j + + r ►j r Traffic Vol, veh/h 50 280 310 50 105 125 Future Vol, veh/h 50 280 310 50 105 125 Conflicting Peds, #/hr 0 0 0 0 0 0 Sign Control Free Free Free Free Stop Stop RT Channelized - None - None - None Storage Length 100 - - 225 0 0 Veh in Median Storage, # - 0 0 - 0 - Grade, % - 0 0 - 0 - Peak Hour Factor 93 93 93 93 93 93 Heavy Vehicles, % 2 2 2 2 2 2 Mvmt Flow 54 301 333 54 113 134 ' Major/Minor Major1W Major2 Minor2 - Conflicting Flow All 387 0 0 742 333 Stage 1 - - - 333 - Stage 2 - - - 409 - Critical Hdwy 4.12 - - 6.42 6.22 Critical HdwyStg 1 - - - 5.42 - Critical Hdwy Stg 2 - - - 5.42 - Follow-up Hdwy 2.218 - - 3.518 3.318 Pot Cap -1 Maneuver 1171 - - 383 709 Stage 1 - - - 726 - Stage 2 - - - 671 - Platoon blocked, % - Mov Cap -1 Maneuver 1171 - - 365 709 Mov Cap -2 Maneuver - - - 365 - Stage 1 - - - 693 - Stage 2 - - - 671 - J�TM HCM Control Delay, s 1.2 0 14.9 HCM LOS B Capacity (veh/h) 1171 - - - 365 709 HCM Lane V/C Ratio 0.046 - - - 0.309 0.19 HCM Control Delay (s) 8.2 - - - 19.2 11.3 HCM Lane LOS A - - - C B HCM 95th %tile Q(veh) 0.1 - - - 1.3 0.7 Lutheran Campus Master Plan 04/15/2021 Baseline Synchro 10 Report Sydney Proven Page 3 I.11PPENDIX B.3 MAIN SMOBE T_ MEMO FEHR/�PEERS Subject: MainStreet - Trip Generation This memo provides you some background information on the trip generation MXD tool we utilized for the 4120 Brighton Boulevard traffic impact study. This memorandum provides a brief description of the proposed trip generation methodology. Trip Generation Methodology Current accepted methodologies, such as the Institute of Transportation Engineers (ITE) Trip Generation methodology, are primarily based on data collected at suburban, single -use, freestanding sites. These defining characteristics limit their applicability to mixed-use or multi- use development projects, such as the proposed Transit -Oriented -Development, which is in a high-density walkable setting with frequent and nearby local and regional transit service. The land use mix, design features, and setting of the proposed development would include characteristics that influence travel behavior differently from typical single -use suburban developments. Thus, traditional data and methodologies, such as ITE, would not accurately estimate the project vehicle trip generation. In response to the limitations in the ITE methodology, and to provide a straightforward and empirically validated method of estimating vehicle trip generation at mixed-use developments, the US Environmental Protection Agency (EPA) sponsored a national study of the trip generation characteristics of multi -use sites. Travel survey data was gathered from 239 mixed-use developments (MXDs) in six major metropolitan regions, and correlated with the characteristics of the sites and their surroundings. The findings indicate that the amount of external traffic generated is affected by a wide varietyof factors, each pertaining to one or more of the following characteristics: • The relative numbers of residents and jobs on the site — the better the site jobs/ housing balance, the greater the proportion of commute trips that remain internal. • The amount of retail and service use on the site relative to the number of residences — the greater the degree to which retail and service opportunities match the needs generated by site residents, the greater the internalization of household -generated shopping, personal services and entertainment travel. • The amount of retail and service use relative to the number of employees — the better the balance of employee -oriented retail and service opportunities, the greater the internal capture of lunchtime and after -work dining, shopping and errands by site employees. • The overall size of the development — the larger the scale of the development in terms of acreage and total amounts of residential and commercial use, the greater the likelihood that travel destinations can be satisfied within the site as a whole • The density of development — the greater the concentration of dwellings and commercial space per acre, the greater the likelihood that the interacting land uses will be near enough togetherto encourage walking or short -distance internal driving. • The internal connectivity for walking or driving among different activities — measured in terms of the ratio of intersections to total land area within the site directly influences trip internalization and the number of trips made bywalking instead of driving. • The availability of transit — the greater the number of jobs within a reasonable travel time via transit, the greater the share of travel likely to occur by transit, and the lower the traffic generation. • The number of convenient trip destinations within the immediate area —the number of retail and other jobs in neighborhoods immediately surrounding the multi -use site reduces the amount of walking to/from the site and reduce traffic generation. These characteristics were related statistically to the trip behavior observed at the study development sites using Hierarchical Linear Modeling (HLM) techniques. This quantified relationships between characteristics of the MXDs and the likelihood that trips generated by those MXDs will stay internal and/or use modes of transportation other than the private vehicle. These statistical relationships produced equations, known as the EPA MXD model, that allows predicting external vehicle trip reduction as a function of the MXD characteristics. Applying the external vehicle trip reduction percentage to "raw trips", as predicted by ITE, produces an estimate for the number of vehicle trips traveling in or out of the site. 0 Validation of MXD model Since the conclusion of the EPA sponsored study, Fehr & Peers has been actively enhancing the MXD model to improve sensitivity to various site characteristics, improve peak hour performance, and continue to validate the model against MXDs where data is available. A set of 28 independent MXD sites across the country that were not included in the initial model development have been tested to validate the model. These sites represent locations where it is expected that traditional data and methodologies, such as ITE, would not accurately estimate the Project vehicle trip generation. Table 2 presents the performance of the MXD model against ITE and ITE internalization procedures. TABLE 2 MXD MODEL VALIDATION STATISTICS COMPARISON Validation Statistic ITE raw ITE with internalization MXD model Daily Average Model Error' 30% 17% 4% %RMSE ' 42% 28% 17% R -Squared' 0.72 0.87 0.95 AMPeak Hour Average Model Error 57% 53% 3% %RMSE 58% 76% 34% R -Squared 0.56 0.56 0.91 PMPeak Hour Average Model Error 56% 41% 22% %RMSE 96% 81% 59% R -Squared -0.56 -0.11 0.41 1. Averagemodel error measures the difference between the estimatedtrip generation andthe counted trip generation of the 28 survey sites. 2. RMSE stands for percent root mean squaredemorisa demand assessment ofperfomiance oftransportation models in that it does not apply average that would allow over-estimates and under -estimates to cancel one another out and it penalizes proportionally more for large errors. A% RMSE of less than 40% is generally considered acceptable in transportation modeling. 3. R -squared is a statistical measure that indicates, in this case the degree to which each method explains the variation in trip generation among the 28 survey site& A R -Squared value closer to 1.0 indicates that the method fully explains the variation in trip generation amongst the survey sites and would be suitable to be used for that set of site Type& Source Fehr & Peers 2012. 0 Based on all statistical measures, the MXD model performs better than the ITE recommended procedures for these types of sites. The MXD model has been approved for use by the EPA'. It has also been peer-reviewed in the ASCE Journal of Urban Planning and Development', peer-reviewed in a 2012 TRB paper evaluating various smart growth trip generation methodologies', recommended by SANDAG for use on mixed-use smart growth developments°, and has been used successfully in multiple certified EIRs in California. 'Trip Gene ration Tool for Mixed -Use Develop ments(2012). w ..epa.goy/dced/mxd tripceneration.htmI "'Traffic Generated by Mixed -Use Developments—Six-Region Study Using Consistent Built Environmental Measures."Journal of Urban Planning and Development, 137(3),248 261. ' Shaflzadeh, Kevan et al. "Evaluation of the Operation and Accuracy of Available Smart Growth Trip Generation Methodologies for Use in California". Presented at 91st Annual Meeting of the Transportation Research Board, Washington, D.C., 2012. ' SAN DAG Smart Growth Trip Generation and Parking Study. htt o://www.sa ndag om/ndex.asp?proiectid=378&fu sea ction=proiects.detai I APPENDIX.0 FACRITI:ES ASSESSMENT Lutheran Campus Master Plan Existing Facility Assessment The Abo Group performed a high-level assessment of the existing buildings on site. The methods used for the assessment were visual observations of the existing conditions, scans of drawings and other documents where available and interviews and data received from the building owner's representatives and maintenance staff. The assessment is provided for general information only. Further evaluations and investigations into the functionality and life expectancy of the existing building systems will need to be performed to adequately ascertain their conditions. The buildings on the site are either owned by SCL Health or a private ownership represented by Ventas. The following are a list of buildings on site. Further information is contained in a matrix that follows: • Lutheran Hospital • Chapel • Physical Plant • Metal Storage Building • Blue House • Foothills Medical Office Building • Medical Office Building (MOB) 1 (attached to the hospital) • Medical Office Building (MOB) 2 • Medical Office Building (MOB) 3 • Medical Office Building (MOB) 4 • Bridges (house) • West Pines Behavioral Health • Collier Hospice Existing Hospital Building The largest asset on the site is of course the hospital building. The hospital building has almost a million square feet on 6 floors. The hospital has undergone many iterations of additions and renovations starting in 1923 when the original hospital was built on 38"' Avenue. This older section of the hospital was replaced with a new addition in 2008 and is called the North Pavilion and serves as the current entry to the hospital. There are older sections of the hospital that have asbestos containing materials and the heating and cooling systems have reached the end of their useful life. It could be assumed that the 2008 North Pavilion would be suitable for an adaptive reuse but there would need to be extensive investigation of how to deconstruct the remainder of the hospital. The North Pavilion has approximately 385,000 square feet. Other areas of the hospital could also be renovated for re -use, however the large floor plates (except for the tower) would not allow for natural daylighting in the interior spaces. Reuse of the tower can be allowed under the City Charter height limits as it is an existing condition. The central utility plant that currently serves the entire hospital would more than likely be replaced or extensively modified to accommodate a new use. Chapel The historic Chapel that was built in 1932 is in fair condition and could be repurposed as community space or some other type of gathering or performing art space. There is an elevator that connects the lower and main level of the building. The toilet rooms have been upgraded to provide ADA access. Physical Plant The Central Utility Plant (CUP) serves the heating and cooling requirements for the Existing Hospital and MOB 1. The CUP has been constructed in various stages and is in good condition. If the hospital building were to be repurposed, the CUP would probably remain as a viable utility. Also, if all or part of the hospital were to be repurposed and MOB 2, 3, and 4 were to be consolidated under one ownership, the CUP might also be viable. If all or part of the existing hospital were to be demolished, the CUP would probably not be re -used and would be demolished. Metal Storage Building The Metal Storage Building on the west end of the campus is a prefabricated steel building that stores maintenance equipment and vehicles. It is functional but in not in very good shape. It could be used as a material and equipment storage building during construction, but would probably need be demolished in any redevelopment. Blue House The Blue House at the entrance to the existing hospital was built in 1905 and its history dates to the very beginning of the hospital when it housed the nurses. The building is currently not occupied and is in very poor condition and has substantial amounts of asbestos containing materials. Converting this building into commercial use would require substantial investment to abate the hazardous materials and bring the building up to the current building code standards. Even though the Blue House is not listed on any historic registered, it is likely eligible to be designated a historically significant structure. Foothills Medical Office Building The Foothills Medical Office Building was recently purchased by SCL Health and at the time of this writing is undergoing interior renovations. The building is located directly off 38"' Avenue and has ample parking. Its location would make it an attractive candidate to remain as a medical office building or be converted to conventional offices. Medical Office Building (MOB) 1(attached to the hospital) MOB 1 was originally constructed as a free-standing structure. The hospital expanded to the south and connected to MOB 1. We understand that this building is in very poor shape and is not a likely candidate for re -use. Medical Office Buildings (MOB) 2, 3, and 4 MOB's 2,3, and 4 are owned by a Real Estate Investment Trust (REIT) and managed by an independent building management firm. MOB 2 was built in 1976 and is in fair condition. MOB 2 stands alone on the west end. MOB 3 and 4 are newer and in excellent condition. They are connected by an enclosed walkway. These three buildings have an abundance of parking. There is also an irrigation ditch and a pond to the north of these buildings which could be developed into an attractive amenity. Bridges (house) This structure at the northeast corner of the property was once the residence of the hospital director. It is currently vacant. Its most recent function was offices for alternative medicine practices. If the facility were to be used for commercial purposes, a thorough code study would need to be performed to determine if the building would meet all of the current commercial code requirements. The structure could also be converted back to a single family residence. West Pines Behavioral Health West Pines Behavioral Health was built to provide behavior health treatments in a residential setting. The building is in fair condition and the layouts of the "pods' create very interesting outdoor courtyards and spaces. The main pod has administrative offices. The North Pod is the dining and kitchen. The south pod contains a gymnasium and the east pod has classrooms and meeting rooms. The two residential pods to the east are separate buildings. This property could be easily converted into a hostel like hotel or kept as a residential center for the homeless or some other specialized population. Collier Hospice Collier Hospice is a relatively new facility providing hospice care. It is in excellent condition an SCL Health intends to maintain ownership and operation as a hospice. Lutheran Campus Master Plan Facility Assessment * Parking Spaces—Vents has a non-exclusive easement.n all campus parking areas ** Approximate d Kok* ... ti,p ... e—, _U=Mlolo§IMMMMMMIMMIC,,,e,tl,,,de,g,i,gte ■ ! —1 mm =Ml§IMMIMMMMMMIMMIN,I,,ge,bei,g,,ed,, ... etf,,SCLHe,Ithth,tthe,,iIIIeep, Whe,H.�pice MININSIMMENESIONIPe,f—mg * Parking Spaces—Vents has a non-exclusive easement.n all campus parking areas ** Approximate d APPENDIX D.1 GREEN INFRASTRUCTURE BEST MGMTe PRACTICES BMP Suggestions One of the components of the Utility and Drainage Analysis includes Best Management Practices (BMPs) for Green Stormwater Infrastructure (GSI). These recommendations are based on the Development Types identified in Chapter 4. Lower Density Neighborhood GI Techniques • Permeable Pavement or Pavers — Provide durable surfacing that can be used for walkways or driveways while allowing for infiltration of storm water, reducing runoff and filtering stormwater. • Disconnected Downspouts & Rain Gardens - Disperse stormwater from a buildings downspout across a vegetated area of lawn or rock. This can be sized to infiltrate the water and slow runoff, reducing peak flows in the stormwater sewer system. Downspout runoff may be directed to a rain garden for additional runoff reduction. • Downspout Rain Collection - Collect stormwater from a buildings downspout. This can be collected in a rain barrel. State regulations allow up to two rain barrels per single family residence. Water can be used for lawn irrigation or just slowly released. This will reduce peak flows in the stormwater sewer system. • Roadside Bioretention Bumpouts — Provide separation between the roadway and sidewalk while filtering roadway runoff. The bumpouts help to calm traffic and reduce pedestrian crossing distances. Bioretention may lined or unlined depending on soil conditions. Middle Density Neighborhood GI Techniques • Permeable Pavement or Pavers — Provide durable surfacing that can be used for walkways or driveways while allowing for infiltration of storm water, reducing runoff and filtering stormwater. • Underground Infiltration —Collected runoff is stored in underground chambers or drain rock bed where it can infiltrate into the ground. Underground infiltration can me located beneath shared driveways. • Downspout Rain Collection - Collect stormwater from a buildings downspout. This can be collected in a rain barrel. State regulations allow up to two rain barrels per single family residence. Water can be used for lawn irrigation or just slowly released. This will reduce peak flows in the stormwater sewer system • Bioretention Planters —Similar to rain gardens, but with a smaller footprint, bioretention planters use an engineered soil mix and carefully selected plants to filter stormwater. Planters typically have concrete sidewalls but may be unlined to allow infiltration or unlined to restrict it. • Roadside Bioretention Bumpouts — Provide separation between the roadway and sidewalk while filtering roadway runoff. Bioretention may be lined or unlined depending on soil conditions. High Density Neighborhood GI Techniques • Permeable Pavement or Pavers — Provide durable surfacing that can be used for walkways or parking lots while allowing for infiltration of storm water, reducing runoff and filtering stormwater. • Green Roofs - Are vegetated areas on the roof of a building which will absorb some stormwater and reduce runoff. Green roofs can also provide heat island reduction and habitat ecosystems services. • Underground Infiltration —Collected runoff is stored in underground chambers or drain rock bed where it can infiltrate into the ground. Underground infiltration can me located beneath parking lots or plazas. • Bioretention Planters —Similar to rain gardens, but with a smaller footprint, bioretention planters use an engineered soil mix and carefully selected plants to filter stormwater. Planters typically have concrete sidewalls but may be unlined to allow infiltration or unlined to restrict it. • Roadside Bioretention Planters —Are similar to roadside bioretention bumpouts but typically have concrete sidewalls that allow for a smaller footprint. They may include pedestrian footbridges to connect parking and sidewalks. Bioretention may be lined or unlined depending on soil conditions. Office Node GI Techniques • Permeable Pavement or Pavers — Provide durable surfacing that can be used for walkways or parking lots while allowing for infiltration of storm water, reducing runoff and filtering stormwater. • Green Roofs - Are vegetated areas on the roof of a building which will absorb some stormwater and reduce runoff. Green roofs can also provide heat island reduction and habitat ecosystems services. • Vegetated Buffer —Are gently sloping vegetated areas that disperse and slow flow while allowing infiltration. Can be used on sites with sufficient open space to facilitate dispersion of downspouts. • Underground Infiltration —Collected runoff is stored in underground chambers or drain rock bed where it can infiltrate into the ground. Underground infiltration can me located beneath parking lots or plazas. • Bioretention Planters —Similar to rain gardens, but with a smaller footprint, bioretention planters use an engineered soil mix and carefully selected plants to filter stormwater. Planters typically have concrete sidewalls but may be unlined to allow infiltration or unlined to restrict it. • Roadside Bioretention Planters —Are similar to roadside bioretention bumpouts but typically have concrete sidewalls that allow for a smaller footprint. They may include pedestrian footbridges to connect parking and sidewalks. Bioretention may be lined or unlined depending on soil conditions. Restaurant and Retail Destination GI Techniques • Permeable Pavement or Pavers — Provide durable surfacing that can be used for walkways or parking lots while allowing for infiltration of storm water, reducing runoff and filtering stormwater. • Underground Infiltration —Collected runoff is stored in underground chambers or drain rock bed where it can infiltrate into the ground. Underground infiltration can me located beneath parking lots or plazas. • Bioretention Planters —Similar to rain gardens, but with a smaller footprint, bioretention planters use an engineered soil mix and carefully selected plants to filter stormwater. Planters typically have concrete sidewalls but may be unlined to allow infiltration or unlined to restrict it. • Roadside Bioretention Planters —Are similar to roadside bioretention bumpouts but typically have concrete sidewalls that allow for a smaller footprint. They may include pedestrian footbridges to connect parking and sidewalks. Bioretention may be lined or unlined depending on soil conditions. Civic Campus GI Techniques • Permeable Pavement or Pavers — Provide durable surfacing that can be used for walkways, parking lots, or plaza areas while allowing for infiltration of storm water, reducing runoff and filtering stormwater. • Green Roofs - Are vegetated areas on the roof of a building which will absorb some stormwater and reduce runoff. Green roofs can also provide heat island reduction and habitat ecosystems services. • Vegetated Buffer —Are gently sloping vegetated areas that disperse and slow flow while allowing infiltration. Can be used on sites with sufficient open space to facilitate dispersion of downspouts. • Underground Infiltration —Collected runoff is stored in underground chambers or drain rock bed where it can infiltrate into the ground. Underground infiltration can me located beneath parking lots or plazas. • Bioretention Planters —Similar to rain gardens, but with a smaller footprint, bioretention planters use an engineered soil mix and carefully selected plants to filter stormwater. Planters typically have concrete sidewalls but may be unlined to allow infiltration or unlined to restrict it. • Roadside Bioretention Planters —Are similar to roadside bioretention bumpouts but typically have concrete sidewalls that allow for a smaller footprint. They may include pedestrian footbridges to connect parking and sidewalks. Bioretention may be lined or unlined depending on soil conditions. APPENDIX D.2 DISTRICT..AROVIDE ME I.11PPENDIX E.1 Focus GROUPS ROUND I ,ill= SCL Health Group A FM and safety is if commercial, current concern want to see safer access local to property adn to crown businesses, not hill - formalize just nat'I chains connectivity Balanced Mix high density neighborhoods housing - of Uses more rentals lots of dogs, no dog park currently1 111W parking (possible garage) to prevent spillover into neighborhoods LUTHERAN CAMPUS FOCUS GROUPS Questions or Concerns accessto ditch has been restricted concern about connecting dudley to campus (more cars in neighborhood) concern with idea of putting housing for homelessness on campus family friendly keep character of wheat ridge - couple stories, doesn't look too prefab mix of housing, locally owned businesses, retail, entertainment - similar to old town arvada or golden something to walk to! connectivity, bike, ped access and safety is a current concern Economy Based on a safer access Amenities, to property adn to crown walkable hill - formalize � connectivity Balanced Mix need to account neighborhoods sufficiently for of Uses parking so it Resources doesnt overflow route traffic to 38th into adjacent Use the neighborhoods be okay if it'stoot(rinpts Opportunities A gated residential community component - lower density 1-2 stories I IN there are residents who are ok with higher density housing - it's hard to find housing (own or rent) - this site is an opportunity to model after other examples of good design -want to remove negative connotation associated with density main street feel - retail, restaurant, coffee - can take kids, dog, walk, parks on the perimeter W dog park 0 may not fit overall character of WR #111111 berm serves as buffer, want to retain berm on dudley side +1 +1 ik. public space "commons" park movies on the playground lawn, rec center, farmers market *Ah microbrewery some are not Reslient Local opposedto Quality high density Economy Based on a housing Amenities, neighborhood walkable neighborhood � feel, multiple high density Balanced Mix destinations does not always neighborhoods mean low of Uses income (good ex. Resources Sloan's Lake & route traffic to 38th Downtown) Use the +1 2■ r Envision Wheat Ridge Reslient Local Vibrant Quality Key Values Economy Based on a Neighborhoods Community Transportation and an Array of Character and Connections Amenities, neighborhood don't add traffic minimize Services, and to adjacent Balanced Mix Housing Quality Design and Options neighborhoods open space outside our of Uses Options Resources ■ ■��p a ■ r r■r . . ■■ i 5S� y r `yry J' 1 Id I. a _ { — F � 4 p�r/�• a L • l_ y { _ r J' Y A ti r "VI • ,irI.M. e 'r ..�.. M: 3 • � 'u .,.'r i.S.�*,fit t � �•. �'' �• +- �.. . . 141C hill L 1.11■ qr ■ • L'T' t• t}_ •} ' ti. Campus Map r.. �l ,+ j 32ND AVE NU E - r 38TH AVENUE Group B we don't want to detract from other businesses nearby (this isn't a Bel Mar) some housing at low density Questions or Concerns park/play areas & open space park & open space +1 rec center place for kids to play Ensure a Sustainable Future Opportunities transit we don't have opporunities sidewalks, but we don't need sidewalks c A sidewalks to connect us keep +2 neighborhood don't add traffic minimize to adjacent edge as height neighborhoods open space outside our back door route traffic to 38th height might Im Use the be okay if it'stoot(rinpts in the middle we have event Mailings/ Flyers (Beyond Online) advertising in print as much as expand key possible expand in- values person options in COVID Opportunities transit we don't have opporunities sidewalks, but we don't need sidewalks c view looking Osouth at complementary Tower of Businesses Memories higher density/ intensity could work if done right and stepped down near enighbors small businesses town center ampitheather play fields community 1A1�A` gathering gear towards GVO walkabie/bikeable4 A sidewalks to connect us keep to it neighborhood character view looking Osouth at complementary Tower of Businesses Memories higher density/ intensity could work if done right and stepped down near enighbors small businesses town center ampitheather play fields community 1A1�A` gathering gear towards GVO walkabie/bikeable4 ,ill= SCL Health LUTHERAN CAMPUS FOCUS GROUPS Group A Questions or Concerns everyone is used to the visual of exisitng buildings (height, structure, massing) in city center - can we explore reuse options? chance to think about branding (or more than 1 brand since it's a big campus) what's the story? ft +1 walkable and accessible to all improve safety, bike/ ped access on 32nd +1 high densityr0`'O worst possible does not = f®� scenario: walled off affordable / — community that is 38th or internally facing, need 16 to pay attention to relocate any edge treatment; city/public needs to be context services to sensitive the site? the north now - everyone is used to the visual of exisitng buildings (height, structure, massing) in city center - can we explore reuse options? chance to think about branding (or more than 1 brand since it's a big campus) what's the story? ft +1 walkable and accessible to all improve safety, bike/ ped access on 32nd edge treatment - if density keep blue house, chapel, Reslient Local In middle - may be good to don't want to save some cannibalize buildings, but it 38th or can also be a elsewhere constraint would limit amount (tail wags the dog) edge treatment - if density keep blue house, chapel, Reslient Local In middle - other buildings® existing built green space lower heights at reuse may alleviate y edge concerns because lots of cut Community Transportation Ensure a Character and Connections Amenities, Sustainable would limit amount through traffic to Housing of change unaffordability of Uses Options the north now - - think viewsheds does it get inclusive! better or worse? Opportunities 16. opportunity to relocate city's "center of gravity" ILI green area (similar to central park neighborhood) surrounded by housing, public uses (eg library), markets, antiques, public events bike/ped activity on 32nd needs to be safer would be nice to be able to walk over, have walking paths, open space, shopping, restaurants, small downtown feel like idea of library here - could reuse �i house or chapel? +2 fluid integration of different uses - office to residential to commercial - blurry lines between rfjr Envision Wheat Ridge Reslient Local Vibrant Qualit existing built green space green space l y KI ey a u es Economy Based on a Neighborhoods and an Array of Community Transportation Ensure a Character and Connections Amenities, Sustainable with too much ahousing, Balanced Mix Housing Services, and Quality Design and Options Future unaffordability of Uses Options Resources ,-r mac• n 79771yq?6 r,_ •.p� •'T �_ 'Ell Id •-' .l•... v� yam` 1� , i4 �7 - 6161 I ■ �. ' ,r te` ; E* '( o1.1•r% _ _ fir. � � r,l�' , � �. r - '• •� i4� � • ,.�If vSYtiK 1 •']I ', , Maintain F yy a J.4� viewsheds �F j•� „�S� y Green space _ Green space border .; border h � �• i� ■ �•. � +IMr+ t r ti '• t ri Campus Map '71 ' L'. iZ .i.�.. 32ND AVE NU E r y V. •�1 �y ryM1 Group B Questions or Concerns keep the existing built green space green space l 9 don't fill it up +1 +1 sides with too much ahousing, traffic, don't want to no need to drive 44)))congestion, repurpose height development, unaffordability noise, streets - think viewsheds inclusive! affordable housing no high rises! some density beautiful want for okay, but not architecture something along the and lots of architecturally edge green space! pleasing concern comes maintain back to not Don't want a health wanting too " u related much right sitLuaationu's - outside existing reuse of West Pines legacy back yards for similar vacant recovery/treatment storefronts purpose owners vs. rentals? young families want streets to stay as dead end Opportunities Internal connections, too! keep the pond Wadsworth -type uses Walkable for this neighborhood Walkability without bikeway ` having to cross i Wadsowrth ACCESS dog park %& G)b water features yes ``' employment, but • maybe not PRIMARY employment center who do we want to appeal to? young families? reti rees? responding to changing makeup of the community ' i A Y government W buildings - good neighbors - JOBS Civic Housing Open Space tastefully built housing, green space to south use the keep the existing built green space green space area border on southwest and southeast +1 sides Internal connections, too! keep the pond Wadsworth -type uses Walkable for this neighborhood Walkability without bikeway ` having to cross i Wadsowrth ACCESS dog park %& G)b water features yes ``' employment, but • maybe not PRIMARY employment center who do we want to appeal to? young families? reti rees? responding to changing makeup of the community ' i A Y government W buildings - good neighbors - JOBS Civic Housing Open Space tastefully built housing, green space to south 1� SCL Health Ah housing that doesn't connect or address needs of the community LUTHERAN CAMPUS BUSINESS FOCUS GROUP Questions or Concerns financing will be difficult more building height gives you more open space! on what basis are some people concerned about building height? (A: likely general fear of change, some real view shed issue at SEC) metro district - be cautious about what those $$ are used for so amenities still are/ 0 feel public 9 uniform height limit (35') limits architectural variety, expression, roof forms disconnected from green belt 1 Envision Wheat Ridge Reslient Local Vibrant Quality Key Values Economy Based on a Neighborhoods and an Array of Community Transportation Ensure a Character and Connections Amenities, Sustainable Balanced Mix Housing Services, and Quality Design and Options Future of Uses Options Resources -- -ter, ' 38TH AVENUE - s 1 w ■ ;Whq. a■ f• •- '] •J r YrR".1 11 rr �r AL F;, Wadsworth connections �- J9 0 ,•s t. ,ry. ..,.• y L Ili� IH rfi 4 i ��• 1�ra rter. R _ • ,. _ r Campus Map L•. 2 .ice. �' ' ' a. • r? yi a 32NDAVENUE I Ah opportunity for diverse housing mixed use, open +1 space, housing on perimeter increasing density to middle vertical mixed 0 use affordable housing! (30% to 120% AMI, mixed income) opp to have housing integrated into overall development and close to jobs and transportation +1 affordable home ownership, condo, TH, and 30-80AM1 rental, and special populations diverse housing in terms of product, population, and tenure - can serve a broad need Opportunities 16 hospital operational and construction impacts have been minimal to historic tax IC31.Ll date despite being a credits may relatively intense use - be unique any change likely less tool intensive and is great opportunity in middle of city more building Y story height gives book you more open space! finish! open space is an amenity opportunity for One 1 quality commercial product (currently lacking in WR market) case studies: FRH in Arvada 3ac, Loretta Heights, Lowry (historic town center 55ac and Blvd One 70ac), Boulder Hospital site, Johnson & Wales large floorplate is a challenge but can be unique reuse (eg Lowry storage) supply and demand- opportunity emand-opportunity to 9T create more supply to keep library things affordable opportunity for better connections to Crown Hill and Wads balanced mix of uses I.11PPENDIX E.1 Focus GROUPS ROUND f Jim SCL Health LUTHERAN CAMPUS FOCUS GROUPS Comments and Clarifications Q: have we decided or talked about where street connections into the adjacent neighborhoods will/wont change? A: transportation connectivity will be reviewed after land use concepts Q: can rocky mountain ditch be converted to bike/ ped path like high line canal? goes through so much of the City Q: why are we considering TH/ multifamily/so much residential? (community doesnt want it) A: strong market for residential, not as strong a market for office/ -ommercial; can only achieve public amenities if have density/land use mix that can pay for those amenities; community feedback is not on the whole opposed to density, strong feelings on where - refer to public input to date Q: is the 4 lanes on 38th ave still necessary in this segment if the hospital goes away? A: it was needed for the hospital, future design may depend on what the future land uses are Q: why doesnt is specify senior housing? A: don't limit the residential housing in that way, will include in text of document which markets could make sense, but these alternatives focus on land use category Concept A COMMUNITY GROUP #1 7OUND 2 - PRELIMINARY ALTERNATIVES like that retail 4STIN "'I MUr acknowledges j *l 38th Ave as l 25D 31JD A� commercial 38TH MI•V usE "QA7rx corridor "REtA�L "foWN- like low density on west side; doesn't want road connection on west side i low Dem 1Tq . �zEs�9ENraL � IZIDAt�Es oWNK F 3�4D� L\- r PARK. L�DAc�s F�, �iGsttNCT 1 < 51D Act 1 - would need sufficient buffer if townhomes are proposed on east side (west of allison ct) - grade <— on lutheran campus is already higher than PAax adjacent neighborhood - —1"5DA" consider height, grade, — setback or change density 35TH 6,i6KnNC"r IDDD Acic- how would this open space be designed if it's more linear (dont have a ditch related open space in city) 34 SFO Concdpt El a r'— L5z r•J 7Am 1, I I� I. L don't like so many town homes on edges - east and west side - dont want to see any new development from their yards 'PARK q.ID Acs -roWNHaME -I.3D Apv� 0 u � 3 3fiTH o m � � — •—•—•— ..-sem 4.4D A 5E 1' Z4D A uL"n {Mriµ�uf IDSDA� \ Low DENSirt PZSD1EN"nAL 1-1.44Acjcs r 1 �iGsrN�r � 39TH concern that rocky mountain ditch may not be an amenable V5D _ Acmes partner more okay with multifamily in the middle of the wishbone nm 341 prefer low density housing J,J on edge treatment - like it here, duplicate elsewhere Concept C like perimeter in Concept C but inside the wishbone in Concept A which puts density north of the ditch - use ditch and natural transition czf=l — • — • — - (jVLLc ( «E i 3dDAcz Y rDA - - r• -I , MuL:O 'LY 62D Acmes I ' -PARK MuLT1 FAMILY . _ _ I6DD Acve;s awNHo 3.ED AcRcS L'OW V6NSET,� 'I4Es1DENnAL L — 7 I I re J can the adjacent streets (32 and 38) handle the traffic with these land uses? how does trip generation compare to hospital trips? 'PE,mL W -rowwomu g-O concerns about height for multifamily... ME 347-. like to see low density wrapping TH ..but it's pretty far away from the neighborhood 4STIN "'I MUr j *l l 25D 31JD A� "QA7rx 1.5DAcxEs Mum FAMILY "foWN- �r.9D -roWWOME 5.4D A Mb Acus QARK boDAuf�s -_ 134DAc� like low density on west side; doesn't want road connection on west side i low Dem 1Tq . �zEs�9ENraL � IZIDAt�Es oWNK F 3�4D� L\- r PARK. L�DAc�s F�, �iGsttNCT 1 < 51D Act 1 - would need sufficient buffer if townhomes are proposed on east side (west of allison ct) - grade <— on lutheran campus is already higher than PAax adjacent neighborhood - —1"5DA" consider height, grade, — setback or change density 35TH 6,i6KnNC"r IDDD Acic- how would this open space be designed if it's more linear (dont have a ditch related open space in city) 34 SFO Concdpt El a r'— L5z r•J 7Am 1, I I� I. L don't like so many town homes on edges - east and west side - dont want to see any new development from their yards 'PARK q.ID Acs -roWNHaME -I.3D Apv� 0 u � 3 3fiTH o m � � — •—•—•— ..-sem 4.4D A 5E 1' Z4D A uL"n {Mriµ�uf IDSDA� \ Low DENSirt PZSD1EN"nAL 1-1.44Acjcs r 1 �iGsrN�r � 39TH concern that rocky mountain ditch may not be an amenable V5D _ Acmes partner more okay with multifamily in the middle of the wishbone nm 341 prefer low density housing J,J on edge treatment - like it here, duplicate elsewhere Concept C like perimeter in Concept C but inside the wishbone in Concept A which puts density north of the ditch - use ditch and natural transition czf=l — • — • — - (jVLLc ( «E i 3dDAcz Y rDA - - r• -I , MuL:O 'LY 62D Acmes I ' -PARK MuLT1 FAMILY . _ _ I6DD Acve;s awNHo 3.ED AcRcS L'OW V6NSET,� 'I4Es1DENnAL L — 7 I I re J can the adjacent streets (32 and 38) handle the traffic with these land uses? how does trip generation compare to hospital trips? 'PE,mL W -rowwomu g-O concerns about height for multifamily... ME 347-. like to see low density wrapping TH ..but it's pretty far away from the neighborhood irWIN= SCL Health LUTHERAN CAMPUS FOCUS GROUPS Comments and Clarifications Q: does the plan speeds on dudley include are currently ransportation excessive - and bike/ped consider traffic connections? calming along A: not yet length of dudley edge condition concerns about on dudley is where local critical - new streets may connect through driveways may eg Cody, Dudley, be better than Balsam backyard fences Q: are the office buildings staying along the ditch A: MOB tenants aren't sure if they're staying yet - still have 20 yr ground lease; buildgns may be reusable if they go Q: how do we get input from the rest of the community? A: public meeting Aug 3 and week- long online activity are there other areas of the city better suited for a small music venue? town center park or the green? Concept A COMMUNITY GROUP #2 ROUND 2 - PRELIMINARY ALTERNATIVES 1.5DAtvEs Mutn �AMH.Y 4 W ACT% "�oWNi{oMb . Z4dA� �A� 6DDA� _ 13 ovA� bow DENst1`4 PC' 06NVAL� I/,-'--7ZIDA� t would driveways \_ _ PAT - have access on SARK 1.4D Ams dudley or into the site? there are pros & cons 3.4D civic seems like a great anchor, usually quieter in evenings and weekends, usually has good green space Mtn usE �-ZRDA� 'RerAt� �1.5DA� 1.5D A� like linear (oWN– park along l(oFfE / the ditch •PARK 1.5DA�s D. 6,DD A� concerns about TH on this side �iCtSrtN[r I I'M A" i likes diversity of uses and low density on edges +1 on low density Concept B r — ><tsrtN 25D A� r ..J • OWNNO iz.ID Ams shift park north - centered at 35th terminatus !L q.ID Acucs I L concerned that there is less park/open space than concept A this concept doesnt 'o preserve site 'oo 3 38TH history/legacy a +1 concerns about E'_ . — . — — .. density with lots of townohmes, multifam, and Mtn uSE mixed use 14.4DA� ' •f t.t.�_ "(oWNHOM6 i.3D AtW; like MU but would want larger civic use adjacent to MU area 3.KD A� Mut.�n IDgD Acmes . IAW Dm, mf IAL "(ZESDtgN�nAt. f f�4D Act •PARK like idea of _ amphitheater gather space if done right (handle sound well) not huge J a supports mix of low, mid, and high density - fair and equitable way to invite people into the community hopes people aren't if townhomes afraid of it on edge, need to keep that traffic internal Concept C concern about empty retail and cannibalism; love the idea (like South Gaylord) if there's enough of a market -- would HAVE to have sufficient density on the site to support restaurant/retaillike I how does the retail back up to the park - maybe just one side? back side has loading and trash ( max 50k sf) y '_ may be too many r — tCtsnN Civic Z6DAr�s 3LbAcx� r ' •PARK �IJD A� I Intense uses on 38th - too much for — — nhood to the north OF�nC6 q --W A MaUrt FAMM CIW AM� h, Mubrf �AµttX -- 16DDA� oWNHo ")ZEStDENrtAt. Low L. I �iGsnN[r I 5ID Acmes j r buffer between new uses and existing yards where there's not a street btw the two (like here, similar condition elsewhere) dont move civic spread it out component civic area here further south into this concept less coming and 0 the site retail into the site seems to make sense - j-' especially be cant park on 38th 'foWNNaME �aD Acxcs �ENStz'f'RESt�ENr Wt- `f.Ya�J AGPiS Al 3ai:L like lower density on all edges -some _ breathing room - gives adjacent nhood what they're used to dont move civic police to the component civic area here too small in (so quiet and this concept less coming and as well going at night) Jim SCL Health LUTHERAN CAMPUS FOCUS GROUPS Comments and Clarifications example project: midtown project by brookfield in berkeley neighborhood - nice greenbelt walkway serves as front yard Q: about existing buildings A: the plan will incorporate the community's desire to repurpose and incorporate into the development the blue house and chapel the green is being used for some events - carnation festival is outgrowing current location - think about what kind of event space is missing from the community W Concept A 0 a makes sense to enhance ditch and make it r —' more of an open 1 ' x1s rNII space feature ZSDI r• "QAnx 45D AtuCs ; -rowwow Z4D M�� needs more prominent node in center/north area; need main center entry feature if you want to create excitement; need critical mass; civic use could be exciting BUSINESS FOCUS GROUP 40UND 2 - PRELIMINARY ALTERNATIVES s 3 38TH m 3-0D Ac MinngM �Y (oWN- 4� WAAcxrs Low Dwsmq '�ZE5�9ENnA� IIID Acmes enough if cultural venue that is a real destination I apt.: PAT - nice to mirror a similar density on the east side of Dudley f •QATrX � I.SDAc�s �iC�SnN�r IDDDAcxEs 1 owNtto 3�4D Acres Y 64SnN&- 11 1 o Ji 32ND move civic to adjoin retail to be more activated; especially if noise producing, entertainment venues how will this retail impact 38th ave 35' businesses - need to be sensitive to exisitng businesses - cannibalism concerns I very skeptical of new 33RD retail being successful in this location - retain opportunity for retail, but be flexible; not sensible to zone for or expect exclusively retail office is vertical mixed use civic component unlikely is challenging; feels like an perhaps even phase-in retai/permanent afterthought; civic more so than the g uses; create amenity spaces use should be Concept B o N C+bncept C retail on 38th in 3 38TH for food trucks and other �tAu concept A W N 2 things that can activate the more gathering Zg°Aq may have to site in the short term; civic space than p,Au subsidize with space can build over time - municipal apt above, parks ma r • — . r ,•,— • - and adapt with the market • — • — - — — • - informal food truck gathering parmake r . — . — — • — . — • — • 4.3D Aa parzk may phase in space to start with, can be sense as a 1�1 / over time K�ST'NC� I >CllNC�' reserved to evolve over time buffer but they w`ccE LSDAcvs bigger and Z6DA s WAc� y._WAPZCs hard to r Mt/4more dont feel well envision this IM, central civicInte r°wN_ r • f (cultural 1-(0"6 need leadership on what grated retail being /event) space 6DAnw; Minn FAMWq the civic use could be - 6W successful oWNNo exciting node that we're • _ 1 1.ID� / PAtzK going to build our �ATZK Z5D community around - �dDA change this Z4DA T-M.Dp more central and further I to civic >1C 6DDAcurs north - better if more ` 3.0AwEs L . _.. cultural in nature v city I' __ Minn Minn - hall use 6DD breakup F- Minx p -A QSD q- lb some of the l sculpture garden °w O -rOWW multifamily at arvada center, 3 DAcz�s W (awNtiar�E �` bowDuNs�rr with a park �3DA P-Es�ieNTIA� event space is a Low pENSiTf �.4DAc�cs good example of-Pss'VENT�AL ('ow pEN;tTq 06NnA� • — r j placeholder use f-:0rRD 32ND :.2ND 1 �GSnNcr I I �GSnN[x 32ND o 5.1DA 32ND 1 5.1D Acmes 1 buffer concept arks and a sf and open space a p p perimeter likely e — ' res sensible approach I J most acceptable to Z ` particularly on the south neighbors - nice side, but underwhelmed by chnace to blend excitement in MU and civic old and new question: does _ use; feels formulaic this serve what suburban; uses aren't the city needs? integrated; opportunity to tax producing? do something fun and big enough civic component? exciting retail development often lags r behind. what happens if it Mox-v UsE doesnt come to fruition - there WAS are still vacancies and pad 95-A" d5D AM1 sites elsewhere in the City - TzErAtt, .H -: builing in the market with res 5°A dev but may create a void at the front of the development - need to be realistic about 0 a expectations and timing � f •QATrX � I.SDAc�s �iC�SnN�r IDDDAcxEs 1 owNtto 3�4D Acres Y 64SnN&- 11 1 o Ji 32ND move civic to adjoin retail to be more activated; especially if noise producing, entertainment venues how will this retail impact 38th ave 35' businesses - need to be sensitive to exisitng businesses - cannibalism concerns I very skeptical of new 33RD retail being successful in this location - retain opportunity for retail, but be flexible; not sensible to zone for or expect exclusively retail office is vertical mixed use civic component unlikely is challenging; feels like an perhaps even phase-in retai/permanent afterthought; civic more so than the g uses; create amenity spaces use should be Concept B o N C+bncept C retail on 38th in 3 38TH for food trucks and other �tAu concept A W N 2 things that can activate the more gathering Zg°Aq may have to site in the short term; civic space than p,Au subsidize with space can build over time - municipal apt above, parks ma r • — . r ,•,— • - and adapt with the market • — • — - — — • - informal food truck gathering parmake r . — . — — • — . — • — • 4.3D Aa parzk may phase in space to start with, can be sense as a 1�1 / over time K�ST'NC� I >CllNC�' reserved to evolve over time buffer but they w`ccE LSDAcvs bigger and Z6DA s WAc� y._WAPZCs hard to r Mt/4more dont feel well envision this IM, central civicInte r°wN_ r • f (cultural 1-(0"6 need leadership on what grated retail being /event) space 6DAnw; Minn FAMWq the civic use could be - 6W successful oWNNo exciting node that we're • _ 1 1.ID� / PAtzK going to build our �ATZK Z5D community around - �dDA change this Z4DA T-M.Dp more central and further I to civic >1C 6DDAcurs north - better if more ` 3.0AwEs L . _.. cultural in nature v city I' __ Minn Minn - hall use 6DD breakup F- Minx p -A QSD q- lb some of the l sculpture garden °w O -rOWW multifamily at arvada center, 3 DAcz�s W (awNtiar�E �` bowDuNs�rr with a park �3DA P-Es�ieNTIA� event space is a Low pENSiTf �.4DAc�cs good example of-Pss'VENT�AL ('ow pEN;tTq 06NnA� • — r j placeholder use f-:0rRD 32ND :.2ND 1 �GSnNcr I I �GSnN[x 32ND o 5.1DA 32ND 1 5.1D Acmes 1 buffer concept arks and a sf and open space a p p perimeter likely e — ' res sensible approach I J most acceptable to Z ` particularly on the south neighbors - nice side, but underwhelmed by chnace to blend excitement in MU and civic old and new question: does _ use; feels formulaic this serve what suburban; uses aren't the city needs? integrated; opportunity to tax producing? do something fun and big enough civic component? exciting IkPPENDIX E.1 STAKEHOLDER STEEPING COMMITTEE y of \ W heat Pdge SCL Health LUTHERAN I, A r NI. lk+ 2021 I.ul 94R (.�4N& &NM?gs MksT ?? 'PI NR sTkY4001,rPOL sTffILIN(4 GOMMIMT PR --OFF IAWn1 c� GOMMQNITy OUT?L fko kip FmAlk(A MRAT :eiSVt ANWIT 0� INKF C7 P �rIT �Tr6rlls IN(N4Dk'D ° (flNNI GTObD -- �iN KIA`V�� 5 (A�EOIf� — few iN�' �p�oP�S QN T is •�" � Soua� MSR �� .tk ������ 1�6CtN'161h ° (PAM GT`c • klho N���� �M'�S � pis � ' � toy'. AM 'f M N e Imata' 0 �llx �Ik� m�,s gGCi w'C USS �JOAPFAS� �vdW�1540►� �r " T � t•,iJaC� OUT 'f �IUI� C�ciuTi� • —Ott—. �0 Car row. *atcg.r 1. ASSETS th,rq 4. ACTIVITY •( T! !- Yr It ,- e- CENTERS 'A CantatastJ a«<. \J Pratt UP -art IBM e am« r — IF ,Wa an 10 rat 3 CORRIDORS, GATEWAYS to MWOOMM Create a Resilient Local Economy Based on a Sea Chapter 4 — Balanced Mix of Land Uses Economy and land A diverse mix of land uses including residential neighborhoods, primary USe employment, and commercial goods and services will build and sustain a broo and resilient tax base, o t Neighborhoods and an Array of ousing Options. aintaining the charact f existing neighborhoods and establishing new hou tions and attract a range of household types. See chapter 5 — Neighborhoods and Housing Enha c Community Charas and Accentuate SoaChoprorb- Qu(3li sign. community, -- Marketing Wheat Ridg a ities and emphasizing quality design for Choracive new development and redevelopment will reposition Wheat Ridge as a unique community. Increase Transportation Connections and Options Continued coordination and investment in transportation efficiency, travel options and connections will improve mobility for community residents, employees, and visitors. saa chapror � - Tmnsporfatlon Provide Quality Community Amenities, Services, and SaaChaptarg— Resources. Cow 11milyservicas A commitment to providing exemplary community services will maintain the high quality of life for community residents, and will help attract future households and employers. Ensure a Sustainable Future. Saochaphr9— Continued focus on the future implications of today's choices and their impact Sustainable felt on the community's residents, the natural environment, and community prosperity will ensure a prosperous future for future generations. ter,-,.�.� +4�iwl fC• UNl1 as P TAVQ Nwriz) - ` DONT w� w�T mit pq TNS C000N,s s►?wDeL. - W- �60 !4 Re r lT � �°4tooe jN�pSTF�1�Tl11XG- ►1 � M71 r mphtME j oFe � � '� GO N�p�or�%NS, C SN �v w AV. T "Ughlf.� 111 I� DcU�L1j rr TOWNS wef►��. AL I411/ STNS 'GjE'Gc4TO./� / Sjre�Nlee— )r6)Xt4*mmw Nk Noop Ce►opw �AroUSit�* ' T�iN1GN� ft - NodAf"p�Ii�OVa�?3c I'wAW roe SPJK - -- ��►.iT vRe mWrt � ��Tµy GarnQ NW,, WK GOMitV . • .4ar LaarA sco Ci �, �iSTa�i. �Nu109►MV (�- City of W heat �dge =NO= SCL Health 'Jjr LUTHERAN I.uT1?� P(A I.�4k&q &NmfUs MNS17 ?- 'PI NR sTWOLVOL sTEEILIN(� COMMITTEE sWRV MEETING July 1+h aozi 1'POP117 PNlIOR 0� OV�JS aN OWNSQA (P�SSi IN N► f > NS�T� _ OfeN STAB o p T� �jgd/1�IVf� iN40CA®MJ( VIOW USS Nmvei. Qt CAA- GoNSrr*�M vw>em oT . Vq;TRACVO fi e)2b* 'Its r�n1 gAAv OWONr INkovVIA-r'(��'� r�+�w r+s �js buVr (,urnmu(6rATkIeION(� `(oaT 1�p''E T suF�oQx T U ° -- +fw� 5 AtOOrC wnrL4]i31YA)To AijyoeC N g�p Tip D�%N�Tao o M�r�tsl -f Sent �tapvE Ow N� T Dv1v %4 P� Qus S � �Cor�o1F(ro�T oe� qvv Nwv �usTIOAV 4 7041 a W E o �• AM -t NKee r L> � �rr�\-Efic.lmP+� AmM WJW I s vows 4 InT _tA ��T NDu S� { IAV NtG� (yv\vAv �T(f s�D INS -Ao .� Nbb T -MTU wWOu T'Pf>T %wNgv,cToa,o4=1� -- M+� -s ,r (ce�nmu��rY�vi�aN�r, e�na, �•Y Y#40 orw SPS J�k%,n ° �tMPtlTjft�� 0� S(� T ��ot`r( JSP OQ�tJ SiA� A5 A Vvi�ANS a� g�sT�IJ(� per►. �ENt-i=i ��� �IWim" j5*oT, 011 InMOD/sp (A�S1�1N�U (�Mn VAaT 0770:9 �#�`: SP1AfiC 'A / MOM .j��►sir� �i��T�v�n� or N Wheat ledge =11m SCL Health 'JII_ LUTHERAN I.I��I�t�-PSN I.��P�Gy GP�M1'I�s MP�s�tz 1'�P�N sT�i� EIIOI.VEt�- sTEEt�-�N� GOMM�TTEE MEE11N� � ; �I O\Q siloN5 �Nv GI.N?i Inwnolgs • (�oN� WR%ob >IEUS1oN M,q.KjNk � V ��1(0 ► �'PV�GorSa46UE �oVSiNk2 • Tekw IEMEb 1MAI) INWv�� No co, "Q� AWAV>VE AN iti(AT (t4WANfl. % — AravrEv� wADto' -To AP J&C,� IA.PCT JA CNA&U . f iN�taUN(N C1CN - S A VLA' WoV�,I� Pic gNPh Kw V 1Ul AWA. octw r� To NLM V 'E Q U'%W\tWIc (,uvnrnuN�t�( +"�o� H T1 INC' SU Lutheran Campus Master Plan Preferred Concept Legend Lutheran Campus Boundary Concept Diagrams Existing Use to Remain Lower Density Residential & Open Space `.� Middle - Higher DensityMixedUse Lower- Middle Density MixecHfse © Rocky Mountain Ditch Primary Circulation �. Connection to Existing Road Network Adaptive Reuse Existing Medical Off re Building(M.O.B.) NoT ONS 0� -fkt�M 1110 A $Qty We � O�TSiI�'c P�'�m��rt- S�1vu1,t� M�'P�PA'� �XSSTitv6� R-bjALk%T " vJ T AN Am Nk ANV ' else ��Slr�rl Sra�Da��vs�GCvi ue, 5 Tb Pkb0W �nt^c.� Nsiv� QUALAT� WWP<(Af,*MZ �)tSikN %177"a . Mlkifi INwmtc Vt • Forrotwoty- wuu> I s+D'jD AP?Wc) opj SrAve p,EWleewi� (/v A Met t ->�% o p kvNDi muc 0�W1101()6? UAM 61, A.I >3 CTS P70NDI� k • (,oN�i1�2. �oVtvP�oN\mrAC� f, �(�+� �l�TwoCC�{ Ir,Di�npv�A�S �S�CT COQ, � �ST(N(� •C016 (ir�nA�� • O j�l�vrigy ko�. MSi�4� • AMAIN -1 qW 1'LAIIA 1'0W►nVI%3V. MAW< VJw klkUF NAM Vi� tk WANLVt IWO14 � N ANUNr � s 5� Z5o Acus Il (�NDsc �s�c STNh�Ds r �iti k4citt ZDEAKtn . Mtn-UsE I Pit 16.5D A� I I I M-� Mtn -USE WECLDENSrz`f �`/ ()PeN SPACE / � �>usrtN�r � 5•!o Acts r• (�OwETLDE7USr'r`f stVeni cot�� 1AL x dry' PACE 5•� 1� I I I I . J I � fpwErLDEnlsr,-t �(ZESt�ENr1A� &OPEN SPACE IA/,o J I.�Nv UsE tir/K i MK is J YI 47 a to �Y, ——s�= ,o ♦6A4 _'�/ City of l Wheat�dge PLANNING COMMISSION COMMUNIIY DEVELOPMENT LEGISLATIVE ITEM STAFF REPORT MEETING DATE: October 7, 2021 TITLE: A CODE AMENDMENT MODIFYING CHAPTER 26 OF THE WHEAT RIDGE CODE OF LAWS ADDING REFERENCE TO EXTENDED STAY LODGING TO CHAPTER 26 USE SCHEDULES CASE NO. ZOA-21-04 ® PUBLIC HEARING ® CODE CHANGE ORDINANCE Case Manager: Kenneth Johnstone, Community Development Director Date of Preparation: September 30, 2021 SUMMARY: "Hotels or motels for transient occupancy" have long been included in the City's commercial zoning use charts in Chapter 26 of the Code. In Commercial -One (C-1), Commercial -Two (C-2) and Industrial -Employment (I -E) they are allowed with approval of a special use permit. "Hotels, motels and extended stay lodging" is a permitted use in all four mixed-use districts. In the commercial zoning use charts, because extended stay lodging has not been expressly permitted, it is presumed to not be permitted based on language in Section 26-204.a, which states, in part, the following: "7n each zoning district, any uses not expressly permitted (P) or allowed as a special use (S), or as an accessory use shall be deemed to be excluded " Prior to 2020, the duration of "transient' occupancy had not been specifically defined in the Code, however, historically, "transient' has been interpreted to be for stays of less than 30 days. During the 2020 adoption of the code amendment allowing short term rentals, that 30 -day term defining transient occupancy was formalized in both Chapters 11 and 26 of the Code. That ordinance went into effect in May 2021. While the City has not actively enforced the prohibition of extended stay lodging, one goal of the ordinance is to address these uses/occupancies and provide time for them to be properly brought within the City's regulatory scheme. The ordinance under consideration at the direction of City Council is principally designed to create a licensing framework specific to hotels and motels. As a corollary to that effort, the ordinance also defines "extended stay lodging" and creates certain physical and operational requirements specific to extended stay lodging in Chapter 11 of the Code (Licenses, Permits and Miscellaneous Business Regulations). For clarity, the zoning use charts in Chapter 26 are also proposed to be amended to add extended stay lodging as a use group and require they be approved through a special use permit process in the same manner that hotels and motels for transient occupancy are treated. Notice for this public hearing was provided as required by the Wheat Ridge Code of Laws ("Code"). BACKGROUND: Existing Hotels The City currently has 9 hotels with a total of approximately 972 rooms. Most of these are oriented to the I-70 corridor, including a cluster at the interchange of I-70 and Kipling Street. These hotels in total generate a disproportionate number of police calls for service and criminal activity and have been determined to be a significant public safety concern creating the need for an additional licensing and enforcement framework, as is proposed through this ordinance. While these nine hotels represent less than .05% of the total number of households and businesses in the City, the calls for service to the City's Police Department from these establishments constitute approximately 10% of the total police calls. Staff and City Council are well aware that many of our existing hotels have evolved over time to function, in part, as extended stay lodging and to some extent, longer-term housing. Unfortunately, these same hotels are generally not designed to function properly as either extended stay hotel lodging or longer-term housing. They lack in -room and common area amenities commonly associated with extended stay lodging. As longer-term housing, they lack many attributes of adequate housing, such as kitchens, separate sleeping quarters, etc. The City's hotels are not designed to be an adequate or appropriate long-term housing solution. The ordinance, as drafted, provides a path to legitimizing an existing hotel to be used as an extended stay lodging option, but not as long-term housing options. City Programs & Partnerships Staff and City Council are also very much aware of the pervasiveness of the issues facing persons experiencing homelessness and the issue of housing affordability, which is both a regional and local issue facing the Denver metro area, Jefferson County and Wheat Ridge. City Council is committed to playing its part to assist in addressing these issues. The City has actively partnered with several local housing authorities and housing developers to create affordable housing units in several recent projects in the City and actively maintains those partnerships. At a County level, we participate in a consortium of other cities (Heading Home) seeking to identify concrete ways to create more affordable housing units and address issues of homelessness. In cooperation with the cities of Golden and Edgewater, the City recently hired a Homeless Navigator as a City staff member who assists persons experiencing homelessness to access housing and other needed services. That individual has provided direct assistance to over 50 individuals in Wheat Ridge since starting in December 2020. She conducts weekly outreach in the community to build rapport and trust with individuals experiencing homelessness. For those seeking assistance, she conducts a needs assessment as part of an intake process and then serves as a case manager to help match individuals with necessary services and permanent supportive housing. She attends homeless court and works in partnership with local business communities, constituents, metro -area non-profit providers and government agencies. The City's Homeless Navigation Program also partners with the ZOA-21-04 / Extended Stay Lodging Severe Weather Shelter Network (SWSN) to assist individuals with obtaining shelter on severe weather nights. Proposed Ordinance Based on a long time pattern of high calls for service and Police Department concerns, Staff and City Council have discussed options for additional hotel licensing and regulations over the course of several years. At a July 15, 2019 City Council study session staff presented a framework for the creation of extended stay lodging regulations. City Council consensus supported proposing new regulations through an ordinance. That consensus recommendation aligns with draft language in this current ordinance. Subsequent to that meeting, staff sent a detailed letter to various Denver area extended stay lodging owner/operators outlining that proposed framework. Only one response was received, and this ordinance is responsive to the one comment in that response letter. More recently, on June 28, 2021, City Council gave unanimous consensus to City staff to draft a hotel licensing and extended stay lodging ordinance and reach out to the business community to obtain feedback. Existing hotel and motel operators were invited to discuss the proposed ordinance and regulations with city staff in a virtual meeting on August 30, 2021. In advance of that meeting, those operators were given a draft of the ordinance and a detailed FAQ fact sheet. Two hotel owners/operators were represented at the meeting and provided input on the ordinance. This ordinance attempts to balance various and sometimes competing issues: public health and safety, resource demands and needs in the police department, community image, and business needs of hotel operators. It is also designed to encourage hotel operators to operate in the best interest of their clients and the broader community. RECOMMENDATION: The Planning Commission is required to make a recommendation to City Council on any amendment to Chapter 26 — Zoning and Development. The amendments to Chapter 11 are not a part of the Planning Commission's purview but are included in the ordinance for reference. The proposed amendments to Chapter 26 are fairly simple: 1) adding extended stay lodging to applicable use charts as a special use in C-1 and C-2 zone districts and 2) cross-referencing the requirements in Chapter 11 in said use charts. Eight of the City's nine existing hotels are located in the C-1 zone district, and by adding extended stay lodging as an SUP in the C-1 and C-2 zone districts, these hotels have the option to continue to function as extended stay lodging options so long as they can meet other licensing and operational requirements outlined in Chapter 11. Without this amendment to Chapter 26, extended stay lodging would not be permitted in the C-1 or C-2 zone districts. RECOMMENDED MOTION: "I move to recommend approval of a code amendment modifying Chapter 26 of the Wheat Ridge Code of Laws concerning extended stay lodging." Exhibit: Draft Ordinance Map of Existing Hotels/Motels ZOA-21-04 / Extended Stay Lodging 3 (This page is intentionally blank) Hotels in Wheat Ridge 11 1yei Amman Motel '®" was Motel6 MAN,, Affordablelnns Holiday Inn Express A Comfort Inn ® an perb WELD A 01- 24 Best lntenYate Inn s m r,6PTARMIGAN KIPLIN _ CONDOS A441 W 44th Ave W Uth Ave tv FRUITDALE� H NJohnson ase KIPLIDID HEIGHTS ex Lem O :ee erceea 3 r � a'�e _ �.wenro are4'Geek LenaG h u Yste Ave a Qui ntaInn &Suites not toscale —prepared June 2019 (This page is intentionally blank) CITY OF WHEAT RIDGE, COLORADO INTRODUCED BY COUNCIL MEMBER COUNCIL BILL NO. ORDINANCE NO. Series 2021 TITLE: AN ORDINANCE AMENDING CHAPTER 11 OF THE WHEAT RIDGE CODE OF LAWS BY THE ADDITION OF A NEW ARTICLE XIV ENTITLED HOTEL LICENSES AND IN CONNECTION THEREWITH, ADDING REFERENCE TO EXTENDED STAY LODGING IN CHAPTER 26 USE SCHEDULES WHEREAS, the City of Wheat Ridge is a home rule municipality having all powers conferred by Article XX of the Colorado Constitution; and WHEREAS, pursuant to its home rule authority and C.R.S. § 31-15-101, the City, acting through its City Council (the "Council"), is authorized to adopt ordinances for the protection of the public health, safety or welfare; and WHEREAS, within the City there are presently nine hotels with a total of approximately 972 rooms; and WHEREAS, while these nine hotels represent less than .05% of the total number of households and businesses in the City, the calls for service from the City's Police Department to these establishments constitute approximately 10% of the total police calls; and WHEREAS, in order to address the significant public safety and related concerns involving hotels and motels within the City, City Council has determined that it is necessary to adopt the licensing program for hotels as contained herein; and WHEREAS, the Council further finds that hotels used for long term housing should include minimal amenities sufficient to provide a safe and healthful environment for persons relying upon such housing. NOW THEREFORE BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF WHEAT RIDGE, COLORADO: Section 1. Hotel licensing program established. Chapter 11 of the Wheat Ridge Code of Laws concerning licenses, permits, and miscellaneous business Regulations, is hereby amended by the addition of a new Article XIV, entitled Hotel Licenses, to read as follows: ARTICLE XIV HOTEL LICENSES Sec. 11-600 Findings. Final Draft Working Copy July 29, 2021 The City Council finds this article is needed for the protection of the health and safety of the public, and further to that end, finds as follows: (a) Calls for service at hotels within the City are disproportionately higher than other businesses and residences. The use of police department resources in responding to these calls for service is excessive. (b) The nature of calls for service at hotels include unwanted parties, disturbances, welfare checks, theft, suspicious persons and vehicles, drug calls, domestic violence, assaults, motor vehicle thefts and motor vehicle recoveries. (c) Hotels with high calls for service evolve into nodes of illegal activity, including drug dealing, prostitution and other illicit behaviors. (d) Adopting stronger local requirements to limit illegal activities in hotels and motels is an essential tool to further combat economic blight in the City. (e) It is necessary to establish and enforce standards for hotels by providing for a separate licensing system, including inspection and revocation or suspension of licenses if determined that the hotel is not operated consistent with established standards and/or contributes disproportionately to calls for services or documented rates of illegal activity. Sec. 11-501 Definitions. The following words, terms and phrases, when used in this article, shall have the meanings ascribed to them in this section, except where the context clearly indicates a different meaning: Calls for service are public initiated dispatched calls for police assistance that are generated by the community, through a call or text to 911 or the non -emergency line. Calls for service rate is equal to the total calls for service at the licensed premises divided by the total number of hotel rooms in the applicable period. Extended stay lodging is the renting of a hotel room for a duration of stay greater than 29 consecutive days. Extended stay lodging includes transient lodging establishments constructed and operated to provide accommodations for longer term stays by including additional common area amenities and in -room cooking facilities beyond what might be provided in the standard hotel establishment. Hotel is a transient lodging establishment renting individual rooms for temporary occupancy and typically not including facilities for cooking. The term "hotel' includes establishments also known as "motels." Licensed premises include a hotel and its buildings, land, parking areas and accessory structures. Working DRAFT September 27, 2021 -2- Sec. 11-502. License required; licensee fee; license renewals. (a) Issuance: No person shall conduct or operate a hotel without first having obtained a hotel license issued by the City as required by this article. This requirement to obtain a hotel license is in addition to the requirement to obtain a business license pursuant to article II of this chapter. Applicants for a hotel license shall pay the applicable fee. (b) Renewal: The renewal of an existing hotel license issued pursuant to this article shall be granted upon the payment of the annual license fee and the filing of a completed renewal application in the form set forth in section 11-503 with the treasurer at the same time as the renewal application for the business license for the hotel. The treasurer may waive the timely filing requirement if the licensee demonstrates in writing that the failure to complete timely filing is not solely the result of neglect. (c) The failure to approve or renew, or the denial or revocation of either the hotel license or the business license for that operation shall automatically revoke the corresponding business or hotel license, as applicable. (d) Term: The term of a hotel license shall be one year and shall run concurrently with the associated business license under Article II of this chapter. Sec. 11-503. Application form; processing. (a) All applicants for a hotel license shall file a completed application with the treasurer on forms provided by the treasurer. (b) The completed application shall contain the following information and shall be accompanied by the following documents: (1) The business name and address of the applicant. If the applicant intends to operate the hotel under a name other than that of the applicant, the applicant shall state the business name to be used and submit copies of documentation evidencing the registration of the business name under applicable laws. (2) Each individual applicant, partner of a partnership, managing officer or managing director of a corporation, the manager of a limited liability company and all business managers shall be named in each application form. (3) If the applicant is: a. An individual, the individual shall state such person's legal name and any aliases and submit satisfactory proof that the individual is eighteen (18) years of age or older; Working DRAFT September 27, 2021 -3- b. A partnership, the partnership shall state its complete name and the names of all partners, whether the partnership is general or limited, and provide a copy of the partnership agreement, if any; c. A corporation, the corporation shall state its complete name, the date of its incorporation, evidence that the corporation is in good standing under the statutes of the State of Colorado, or in the case of a foreign corporation, evidence that it is currently authorized to do business in the State of Colorado, the names and capacity of all officers, directors, and the name of the registered corporate agent and the address of the registered office for service of process; d. A limited liability company, the company shall state its complete name, the date of its formation, evidence that the company is in good standing under the statutes of the State of Colorado, or in the case of a foreign company, evidence that it is currently authorized to do business in the State of Colorado and the name of its members, the manager, and registered agent and the address of the registered office for service of process. (4) The location of the hotel, including a legal description of the property, street address, and telephone number(s). (5) For renewal applications, proof of compliance with requirements outlined in Section 11-504. Sec. 11-504. Eligibility requirements for hotel license. No hotel license shall be issued or maintained under this article unless and until the applicant provides sufficient information to establish, and the treasurer reviews and determines the sufficiency of the same, of the following requirements: (a) The applicant shall have achieved and maintained a call for service (CFS) rate of 1.5 within twelve (12) months of obtaining a hotel license. The City may in its sole discretion permit extensions of the twelve (12) month period, not to exceed a total of an additional six (6) months during which time the hotel license shall be deemed extended. (b) The applicant shall demonstrate participation in the City's certified crime free hotel/motel program, as evidenced by the approval of the Wheat Ridge Police Department. (c) The applicant shall have made all necessary corrective actions in response to matters identified through the City's most recent annual hotel/motel inspection program report for the subject location, which program is enforced through the City's police and community development departments, in cooperation with applicable fire protection districts. Working DRAFT September 27, 2021 -4- (d) The applicant shall demonstrate compliance with the City's landscape inspection program, as applicable and as certified by the Community Development Department. (e) The applicant shall demonstrate compliance with the applicable series of adopted international building and property codes applicable to the subject property, including the International Property Maintenance Code, as demonstrated by certification from the City's chief building official. (f) The applicant shall establish and maintain an approved security plan, including crime prevention through environmental design, video surveillance, security guards, fencing, and lighting, as approved by the City's police department. Sec. 11-606. Approval or denial of application (a) A completed license application shall be reviewed by the Police Department prior to action by the treasurer. The application shall be approved or denied by the treasurer within thirty (30) days of the date of filing. The application shall be denied if: (1) the applicant fails to satisfy the eligibility requirements of section 11-504; (2) the application or any investigation performed or ordered by the city establishes that the proposed licensee fails to conform to any requirement of this article, the Wheat Ridge Code of Laws or other applicable law; and (3) the applicant knowingly made a false statement or knowingly gave false information in connection with the application; or (4) the applicant is overdue in payment to the city of taxes, fees, fines or penalties assessed against the applicant or imposed against the applicant. (b) Nothing in this article shall prevent the treasurer from revoking approval if it is discovered that the application contained or included false or incorrect statements, or information which would otherwise constitute sufficient grounds for the denial of the application. The decision of the treasurer to approve or deny a license application shall not be construed as a quasi-judicial act but shall be a final administrative decision of the City. (c) In the event the treasurer denies the license application the treasurer shall prepare a decision stating the reasons or basis for the denial. A copy of the findings and decision shall be sent to the address of the applicant as shown on the application within 10 days after the date of denial. The denial shall become a final administrative decision of the City on the 14th day following the date of the decision unless the applicant files a timely appeal, as provided by section 11-507. Sec. 11-606. Suspension or revocation of license: grounds Working DRAFT September 27, 2021 -5- (a) The treasurer may suspend or revoke a hotel license upon the treasure's finding of any of the following facts in the treasurer's reasonable discretion, based upon available information. It is not required that any criminal conviction be obtained to support the treasurer's administrative action. (1) Failure of the licensee to achieve and maintain the eligibility requirements described in section 11-504; provided, however, the treasurer shall offer the licensee notice and opportunity to cure the identified violations at least 30 days prior to taking further adverse action. (2) Incidents of disorderly conduct violation of Chapter 16 of this Code have occurred upon the licensed premises or upon any parking areas, sidewalks, access ways or grounds within the immediate neighborhood of the licensed premises involving a customer, manager and/or employee of the licensee; (3) The licensee, manager, or any employee thereof illegally offered for sale or illegally allowed to be consumed or possessed upon the licensed premises or upon any parking areas, sidewalks, walkways, access ways or grounds immediately adjacent to the licensed premises, narcotics or dangerous drugs; (4) The licensee or manager is not upon the licensed premises at all times if the premises is open for business; (5) The licensee, manager or employee has allowed or permitted patrons and employees to engage in acts of prostitution, negotiations for acts of prostitution within the licensed premises or upon any parking areas, sidewalks, access ways or grounds immediately adjacent thereto; (6) The licensee, manager or employee has allowed or permitted customers to engage in public displays of indecency, or has allowed or permitted customers to engage in acts of public urination or defecation within the licensed establishment upon any parking areas, sidewalks, access ways or grounds immediately adjacent thereto; (7) The licensee or manager knowingly made a false statement or knowingly gave false information in connection with an application for license or for a renewal of a license; (8) The licensee has failed to maintain books or records sufficient to properly document the permitted length of stay of individual customers; (9) The licensee is delinquent in payment to the city for taxes or fees. (b) Summary suspension: the treasurer shall have the discretion to summarily suspend a hotel license in the event the treasurer determines that an immediate threat to public health, safety or welfare is posed by the licensee's failure to Working DRAFT September 27, 2021 -6- comply with the requirements of this Article or any conditions of its existing license. In the case of a summary suspension, the licensee shall be afforded a right of appeal substantially in the manner provided at Section 11-507(b) and (c). (c) Suspensions of a hotel license may be for any term up to a maximum of the amount of time remaining in the one-year term of the license as issued. Sec. 11-507. Suspension, revocation and appeal procedures (a) The city treasurer shall have the authority to suspend or revoke hotel licenses. In so acting, the treasurer shall apply the relevant eligibility requirements and standards contained in this article. (b) Appeals. In the event the treasurer denies, does not renew, suspends or revokes a license, the applicant shall have the right to a quasi-judicial hearing before an administrative hearing officer appointed by the city. A written request for hearing shall be made to the treasurer within ten (10) days of the date of mailing of the treasurer's written decision. The hearing shall be conducted within thirty (30) days of the date of the treasurer's receipt of written request for hearing unless a later date is requested by the applicant. (c) The procedure for the appeal to and in consideration by the administrative hearing officer shall be conducted substantially in the manner described at and sections 11-31 and 11-32 of this Code, provided, however, that the hearing shall be conducted by an administrative hearing officer appointed by the city in compliance with section 2-87. (d) Except in the case of a summary suspension, the hotel may continue to operate during the appeal process and until the final decision of the hearing officer is rendered. Sec. 11-508. License addendum for extended stay operations. (a) Application. As a part of or separately from an application for a hotel license under this article, the applicant may also apply for the right to offer extended stay lodging as defined in section 11-501 in all or portions of the licensed hotel property. Applications for an extended stay addendum to a hotel license shall be filed on forms provided by the treasurer and shall include the following information: (1) Number of rooms and a percentage of square footage in the hotel to be devoted to extended -stay operations. (2) Certification of compliance with requirements of subsections (b), (c) and (d) below have been met with respect to the proposed extended -stay component of the hotel operation. Working DRAFT September 27, 2021 -7- (3) Evidence of all required zoning and development approvals under Chapter 26 of the Code of Laws and demonstrated compliance with any conditions of approval. (4) Evidence of a valid business license. (b) Zone district compliance: extended -stay facilities are allowed only in the following zone districts: (1) commercial -one (Cl) as a special use permit process (2) commercial -two (C2) as a special use permit process (3) mixed-use commercial (MU—C), and all MUC subdistricts as a conditional use permit process; and (4) mixed -use -neighborhood (MU -N) as a conditional use permit The applicant, in addition to a precondition the issuance of a extended -stay hotel license addendum, must apply for and obtain approval of the relevant special use under the procedures set forth in section 26-114 of this Code. (c) In -room characteristics. The following in -room characteristics are required for all lodging units permitted as extended -stay lodging: (1) Minimum size for entire unit: 300 square feet (2) Minimum size for living room: 120 square feet (3) A defined bedroom must be provided separate and apart from other portions of the unit (4) The following minimum kitchen/cooking facilities are required (but may not be located in the defined bedroom or bathroom): refrigerator, cooktop, dedicated sink, cabinets with cooking/dining supplies (5) The maximum sleeping occupancy per room or unit shall be 2 persons per dedicated bedroom (6) Personal possessions may not be stored on exterior balconies, interior corridors or in a manner that prohibits adequate movement and ingress/egress within the unit, with the exception on balconies for items such as bikes, strollers, and coolers (7) Housekeeping must be available, although an additional charge may be made for the same (d) Common area characteristics: (1) The following common area amenities must be available to the residents of all extended stay lodging facilities: a) 24-hour desk staffing; b) prohibition of storage of any personal possessions within shared common areas of the building and/or site; Working DRAFT September 27, 2021 -8- c) universal wireless internet available included within room charge; d) In -room or common area laundry facilities adequate for number of guests; (2) A minimum of 4 of the following common area amenities shall be provided at the choosing of the extended stay lodging licensee, subject to the City's review and approval: a) business center of a size at least 120 square feet b) a fitness center of at least 350 square feet for every 200 rooms c) a swimming pool at least 15 x 25 x 4 feet d) meeting areas or conference rooms e) on-site restaurant or other available food options provided adequate for number of guests As part of the review process for the extended -stay lodging license addendum, the treasurer may determine that one or more of the foregoing amenities in this subsection (2) is not required, taking into consideration the age, location and size of the hotel property itself. (e) Duration of stay: Duration of occupancy in any extended stay lodging unit may be for a period of 30 consecutive days or more. (f) Guest behavior: Persons renting an extended stay unit in a hotel with a valid extended -stay hotel license addendum under this article must be present in the unit at all times during which other persons are also present. In addition, persons renting the unit may not: (1) sublet the unit to any other person; or (1) permit occupancy of the unit by any person other than the registered guest or guests. Sec. 11-509. Implementation schedule. It is the intention of the City that existing hotels within the City be given the sufficient time to make the operational and physical modifications and improvements necessary to satisfy the eligibility requirements in section 11-504. Accordingly, the following implementation schedule for this article is adopted: (1) existing hotels shall have until January 1, 2022 within which to submit an application and application fee for a hotel license (2) the city treasurer shall have 30 days within which to review applications for existing hotels (3) a hotel, once licensed, shall comply with the schedule to achieve the required CFS metric in Section 11-504(a) Working DRAFT September 27, 2021 -9- (4) existing hotels shall have until June 30, 2022 to limit the duration of guest stays to less than thirty (30) days, unless the hotel has applied for and received an extended stay addendum under Section 11-508 Section 2. Section 26-204 is amended by the addition of the following line entry at the appropriate alphabetical location in the Table of Uses — Commercial and Industrial Districts: Uses Notes NC RC I C-1 I C-2 I C-3 Extended stay lodging See Ch. 11 Art XIV Hotels, motels and extended stay S S P Section 3. Section 26-316.13 is amended to read (B) Permitted. Uses. Permitted uses shall be a mixture of residential and commercial uses governed by approval of the outline development plan. EXTENDED STAY LODGING SHALL BE PERMITTED ONLY IN PLANNED MIXED USE DISTRICTS AND PLANNED COMMERCIAL DISTRICTS, AND ONLY AS A SPECIAL USE SUBJECT TO THE STANDARDS IN CHAPTER 11, ARTICLE XIV. Section 4. Section 26-1111.8 is amended by the addition of a note in the line entry under Hospitality and Entertainment- Hotels, motels and extended stay lodging, to read: Use Group MU -C MU -C MU -C MU -N Interstate TOD Hotels, motels and extended stay P P P P lodging: See Ch 11, Art. XIV Section 5. Effective Date. This Ordinance shall take effect fifteen (15) days after final publication, as provided by Section 5.11 of the Charter, provided, however, that implementation of requirements of this ordinance shall be as set forth in code section 11-509, adopted hereby. INTRODUCED, READ, AND ADOPTED on first reading by a vote of _ to _ on this day of 2021, ordered published in full in a newspaper of general circulation in the City of Wheat Ridge, and Public Hearing and consideration on final passage set for , 2021 at 7:00 p.m., in the Council Chambers, 7500 West 29th Avenue, Wheat Ridge, Colorado. READ, ADOPTED AND ORDERED PUBLISHED on second and final reading by a vote of _ to _, this day of 12021. Working DRAFT September 27, 2021 -10- SIGNED by the Mayor on this day of 2021. ATTEST: Stephen Kirkpatrick, City Clerk Bud Starker, Mayor Approved as to Form: Gerald E. Dahl, City Attorney First Publication: Second Publication: Wheat Ridge Transcript Published: Wheat Ridge Transcript and www.ci.wheatridge.co.us Working DRAFT September 27, 2021 -11-