Comprehensive Plan 2040 - Town of Clayton

B.I.G.

Think B.I.G. Bold. Innovative. Growth. Comprehensive Plan 2040

Think B.I.G. Bold. Innovative. Growth. Comprehensive Plan 2040

JuLY 2015

Acknowledgements Thank you to all the organizations and individuals who committed their time, energy and resources to this effort. This plan would not have been possible without the support of many throughout the process. Advisory Committee

Planning Department Staff

Lynn Auclair, Deep River Brewery Debbie Austermuehle, Downtown Business Owner Rob Bailey, Developer Donna Bailey-Taylor, Johnston County Tourism Stacy Beard, Town Public Information Officer Amy Beshgetoorian, Clayton Visual Arts Steve Biggs, Town Manager Paul Black, Southern Traditions Skip Browder, Former Planning Director Candace Collier-Lang, Glen Laurel Home Owners Association Jim Godfrey, Chamber of Commerce Berry Gray, Johnston County Planning Director Melinda Hall, Real Estate Broker Tim Hamm, Grifols Ivan Hampton, Downtown Business Owner Jason Hardy, Public Arts Advisory Board Katie Holverson, Youth Representative Michael Hubbard, Entrepreneur, Advertising Executive Chris Johnson, Johnston County Economic Development Claude King, Youth Representative Butch Lawter, Town Council Terence Leathers. Community Leader Margaret Lee, Women’s Club Jenny Massey, Unique Boutiques & Marketplace Kelly Norman, Downtown Business Owner Frank Price, Planning Board Charenne Riley-Monk, Glen Laurel Home Owners Association Jean Sandaire, Planning Board Bob Satterfield, Town Council Matt Starr, Neuse RiverKeeper Chris Walker, Riverwood Home Owners Association

David DeYoung Emily Beddingfield Jay McLeod Beth Franson Bruce Naegelen

Town Council Jody McLeod, Mayor Michael Grannis, Mayor Pro-Tem Bob Satterfield, Councilman Art Holder, Councilman R.S. “Butch” Lawter, Jr., Councilman Jason Thompson, Councilman

Planning Board Frank Price, Chair David Teem, Vice-Chair George Coats Jim Lee Ronald Johnson Dana Pounds Marty Bizzell Sarah Brooks Robert Ahlert James Lipscomb Jean Sandaire

Consultant Team Meg Nealon, LandDesign Kate Pearce, LandDesign Jake Petrosky, LandDesign Cara Murph, LandDesign

Contents Think Clayton1 Clayton Yesterday and Today Clayton Tomorrow A Plan for Clayton’s Future Public Engagement Survey Results

2 3 6 8

Think Land Use

13

Think Downtown

21

Think Economic Development

25

Think Recreation and Open Space

29

Think Housing

33

Think Mobility

35

Think Utilities

41

Think Intergovernmental Coordination

45

Think Natural Resources

47

Think Arts and Culture

51

Appendix Appendix A: Think Implementation Appendix B: Maps Appendix B: State of the Town Report Appendix C: Survey Results Appendix D: Public Meeting Materials Appendix E: Case Studies

9

53 55 59 65 122 137 143

Successful businesses, shops and restaurants. A place rich with recreation, arts, and culture. Walkable. Safe. Vibrant. Active. A unique Downtown experience. These are all qualities valued by the citizens of Clayton. The community envisions a place where neighbors are able to safely walk and bike; a downtown that offers a variety of activities and opportunities for people to live, create, shop and eat; businesses that are successful and growing; a system of parks and greenways that connect people and places to nature and the Neuse River; neighborhoods with a variety of living options. This Plan for Clayton advances the ideas described in the Vision. It is organized by themes that expand on the vision and provide specific goals, objectives and strategies necessary to facilitate implementation.

Comprehensive Plan 2040 : 1

Clayton Yesterday and Today Clayton looks much different than it did 20 years ago. Major employers including Grifols, Novo Nordisk and Caterpillar opened state-of-the-art facilities within the Town’s Planning Area. Johnston UNC Health Care opened a full-service hospital at the intersection of NC 42 and Highway 70. In addition, the Town built a variety of new facilities

to serve the growing population. These facilities include the Clayton Community Center, the new Law Enforcement Center and numerous parks and greenways. Clayton is now a unique combination of old and new. From the historic Downtown to Riverwood, Clayton is a place where individuals prosper, families thrive and businesses grow.

Source: ESRI Date: 2015

2 : Town of Clayton

Clayton Tomorrow The population of Clayton has grown by more than 150% from 2000 to 2013. If current projections maintain, the Town could double in size during the next 20 years. Where will people live? What steps can the Town take to ensure quality development? How will growth impact the region’s resources? Can the existing systems of infrastructure support additional people, housing, jobs and cars? These are all important questions that deserve careful thought. This plan will help the community answer some of these questions and keep Clayton on a path to proactively manage growth in a way that results in a stronger and more prosperous community.

Projected Population 70,000 58,402

60,000 47,910

50,000 36,349

40,000 30,000

38,148

27,047 30,380

20,000

22,612 16,193

10,000 2010

Planning Area

2020

2030

2040

Town of Clayton Source: North Carolina Office of state and budget management

Top: Jones Lunch, est. 1958 Bottom: Deep River Brewing Company, est. 2014


A Plan for Clayton’s Future The Town has a long-standing tradition of preparing plans and making investments to proactively manage growth and create opportunities within the community. The most recent effort, the Strategic Growth Plan, was completed in 2008. The five key goals identified in that plan set Clayton on a course to become a regionally recognized arts and recreation community with an alive downtown, strong employment base and quality neighborhoods. This plan recognizes that a lot has been accomplished since completion of the 2008 plan. It is the next step to ensure that as Clayton grows it continues to be defined by the values that make it a unique, inviting and prosperous place.

comprehensive bike plan

Strategic Growth Plan (Original)

2000

2001

2002

2003

2004

2005

2006

2007

Unified development code update

Great plans

4 : Town of Clayton

Downtown Clayton vision 2025

Strategic Growth Plan (Update)

Town Council Adopted Goals and Work Program

downtown master plan

2008

2009

NC 42 West small area plan

2010

2011

2012

Johnston county comprehensive transportation plan

2013

2014

2015

parks and recreation master plan update

transform communities into great places.


Plan Development The process to update Clayton’s Comprehensive Plan was divided into five phases. Each phase of work was guided by an inclusive public engagement process (detailed on page 8). The first phase focused on project initiation tasks such as data collection, a review of existing plans, and studies and a kick-off meeting and study area tour. During Phase Two, the consultant team inventoried existing conditions in the study area to provide an overview of issues and opportunities to be considered in subsequent phases. Land use concepts supported by illustrations and imagery were developed in Phase Three. Based on the results of the previous phases, a set of recommendations and implementation strategies that support the concepts were developed during Phase Four. The final phase of the process consisted of merging all plan components into a single comprehensive document. This report is the deliverable of this final phase of work.

The Planning Process

1 2 3 4 5 6 : Town of Clayton

Project Initiation Data collection, review of existing plans & studies, kickoff meeting, study area tour

Inventory and Assessment Assessment of current and emerging conditions, identification of issues and opportunities

Plan Development Development of land use concepts with supporting illustrations and imagery

Recommendations and Implementation Strategies Creation of policies and action steps to realize the desired Future Land Use Plan

Plan Documentation Collection of plan components into a final plan report document to be presented for adoption

How to Use this Plan The Town’s Comprehensive Plan provides the basis for Clayton’s regulations and policies that guide its physical development. The Plan establishes priorities for public action and direction for complementary private decisions. It provides a flexible framework that can be updated, revised, and improved upon over time to stay relevant to the issues the Town must confront as well as the opportunities the Town chooses to pursue. This Plan serves as a tool to evaluate new development proposals and direct capital improvements and to guide public policy in a manner that ensures that Clayton continues to be a premier community within the Research Triangle region of North Carolina. This Plan is made up of the following nine elements. Within each element is a vision statement describing the guiding values of how Clayton should grow. The vision and values were derived primarily from public input. Supporting each vision statement is a set of goals, objectives and strategies. The goals are the overarching principles toward which the Town will direct effort. The objectives provide a measurable, intermediate end that directs progress toward a goal. The strategies provide a specific action or recommendation to achieve an identified goal or objective.

Land Use

Downtown

Economic Development

Recreation and Open Space

Housing

Mobility

Utilities

Intergovernmental Coordination

Natural Resources

Arts and Culture


Public Engagement

Survey Results

Understanding community values today ensures that this plan, implemented in accordance with the recommendations, supports and advances those priorities over the long term. The process included traditional methods and new techniques to encourage a diverse group of citizens to contribute to the plan.

The following is a summary of the survey responses which helped inform the recommendations and implementation strategies that are included in this plan. Nearly 950 people completed the survey which was made available online, in print and at public meetings.

3.3% %

.7 11

%

.4

How many years have you lived in

%

Clayton?

27.2

Opportunities for the community to participate included large public meetings and small stakeholder interviews, online surveys, a project web page and social media engagement. Each method encouraged the public to learn and convey their opinions on what was important for the Town to consider over the next 20 years.

Demographics of respondents

34

This effort was guided by an Advisory Committee, made up primarily of residents and business owners, and also included representatives from Town Council, Downtown Development Association, Clayton Visual Arts and the development community. This group met regularly through the process to set goals, provide feedback, and advise the project team on plan concepts and recommendations. A list of the Advisory Committee members can be found in the Acknowledgements section of this document.

4%

2 3.

5-9 N/A

Fewer than 5 25+

10-24

13

.5 20

.4 %

% % 6.2 1.2 2.6 %

%

How old

22.0

%

Are

3 4.

Under 18 45-54 8 : Town of Clayton

18-24 55-64

25-34 65+

%

1

35-44

Survey Results (continued) Location Preferences: What are the top three reasons for living in Clayton?

#1

#2

Housing Affordability

Small-town lifestyle

#3

Safe community/schools

Budget and Spending preferences: “I would be willing to dedicate more taxes and public fees to…” Downtown

27%

26 %

More opportunities to walk and bike to destinations

14%

Mixed-use development (residential/nonresidential mix)

23%

5% 11%

18%

13%

23%

14%

20 %

17% 40 %

20 %

12%

14%

Support more festivals, events, and programs Downtown

12%

Support development of more housing and residential options Downtown

21%

9%

15%

Environment

38%

29%

9% 3

18%

10 % 3

14%

15%

38%

21%

Develop/upgrade public parking Downtown

36 %

4% 3 1

17%

36 %

38%

4% 3 2

21%

34%

22%

4% 3 2

17%

40 %

16 %

Increase public art Downtown

*157 out of 942 respondents skipped this question.

40 %

31%

Support development of more places to shop and/or dine out Downtown

21%

10 %

35%

Support development of more professional offices Downtown

37%

15%

47% 0%

23%

22%

23%

More retail shopping and/or restaurants

19%

26 %

25%

20 %

More local employment options

25%

20 %

Increase/enhance sidewalk connectivity, landscaping, and streetscaping in Downtown

24%

21%

27%

4% 3

5% 3 1

11% 4% 1 10 0%

Preservation of existing tree canopy and natural areas

25%

39%

80 %

16 %

19%

31%

60 %

19%

Preserve/rehabilitate Downtown historic buildings and neighborhoods

44%

20 %

More parks, recreation facilities, and programs

20 %

0%

13%

14%

10 0%

Preservation and/or renovation of historic neighborhoods and buildings

16 %

80 %

6%

60 %

An urban look with commercial buildings closer to roadways and parking clustered on the interior

40 %

Growth and Development


Transportation

Tree preservation/planting and preservation of natural areas

32%

Improve water quality of stormwater and runoff along the Neuse River and tributaries

31%

Increase canoe/boating/fishing access on the Neuse River

40 %

26 %

40 %

34%

20 %

0%

24%

35%

34%

9 % 4% 3

19%

35%

22%

Have more greenways and trails

27%

Roundabouts (traffic circles)

7%

5% 2 2

Signalization projects

8%

4 33

Public transit service

15%

On-street bike lanes

16 %

9 % 5% 3

19%

6 % 5% 2

14%

30 %

18%

44%

17%

21%

21%

13%

33%

19%

31%

31%

More greenways

22%

33%

10 %

22%

6%

7% 10 %

13% 4

19% 3

7% 3 2

10 0%

33%

80 %

25%

60 %

Provide opportunities/ incentives increased energy efficiency in development, buildings, and vehicles

35%

More sidewalks and pedestrian improvements

37%

18%

5% 3 2

22%

5% 31

Agree

Neutral

Disagree

Strongly Disagree

No Opinion

10 0%

60 %

39% 40 %

0%

Strongly Agree

20 %

30 %

Road/intersection improvements

80 %




L nd Use.

Economic Developme t.

Recreation a d Open Sp ce.

Housi g.

Utilities.

N tur l Resources.

10 : Town of Clayton

Intergovernme t l Coordin tio .

B.I.G.

Downtow .

Bold. Innovative. Growth.

The Clayton Comprehensive Plan is a policy document intended to guide development of the Town of Clayton to desired community outcomes. By defining a direction forward, public investment decisions can be better informed and result in opportunities that will improve Clayton’s quality of life and competitive position in the region, and

Mobility.

potentially stimulate subsequent private-sector investment. The plan presents a clear vision for the future of Clayton and outlines strategies so that the public and private sectors can jointly implement the plan.

rts a d Culture.



L nd Use. Clayton grows in a way that maintains its small town character while accommodating new opportunities for quality growth and development. The development pattern balances the social, economic and environmental interests of Clayton residents and maximizes return on investment. Land use decisions support Downtown Clayton’s development as the social, civic and cultural center of town.


Highways

County Boundaries

Clayton ETJ

Context Features

Employment Center

70 Downtown Core

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Downtown Residential

Community Center

Neighborhood Center

High Density Residential

Medium Density Residential

Low Density Residential

Agricultural and Rural Residential

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Recreation and Open Space

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14 : Town of Clayton CAS TL E BE R D RRY

B i g B ran ch

C re e ed

Future Land Use il l The Future Land Use Map is a conceptual representation ofMthe development patterns leaders and residents of the Clayton envision for the future ON NS D of the town. The map is descriptive, not prescriptive, conveying the community’s desires for the future and theVIflexibility needed to accommodate R opportunities.

Re

P R ITCH ARD

N O 'NE

Future Land Use Map

Mark s Creek

Description of Future Land Uses

L nd Use.

Ten future land use categories are depicted on the map. Each category is intended to indicate a predominant land use—or set of uses—as well as other features that define the character of the category. A brief description of each category is provided below. Each is consistent with the community’s ideas and vision for the future development pattern. Furthermore, these descriptions do not propose a change to existing development within each category; instead, they suggest a direction for moving forward.

Residential Land Uses Agricultural/Rural Residential (ARR) Agricultural/Rural Residential areas are primarily located outside of existing and future sewer service areas. Most of these areas rely on septic systems for wastewater treatment, have a limited road network and, in some cases, lie within the watershed protection overlay of the Neuse River. The predominate existing land uses in these areas include low-density residential uses, as well as large tracts of agriculture land. The lack of utility and transportation infrastructure, the established low-density development pattern and ongoing agricultural activities in these areas contribute to their rural character. This character can be enhanced by encouraging only low-intensity uses and contextsensitive rural design. Single family residential at gross densities up to two units per acre are appropriate. Typical Uses: Agriculture, Large Lot Single-family Residential, Clustered Single-family Residential (dependent on soils or utility availability), Parks and Conservation Gross Residential Density: up to 2 dwelling units/acre

Example: Agriculture/Rural Residential

Low-Density Residential (LDR) Areas designated as Low-Density Residential are intended to remain predominantly suburban in character and provide for low-density, single-family residential development on lots smaller than those in Rural Residential areas. Low Impact Development (LID) techniques such as clustering of dwellings to the degree that soils and/or available water and sewer infrastructure allows and flexibility to allow for innovative street cross sections that improve stormwater filtration via swales or other features are appropriate. However, mixed-residential uses may occur under a Planned Development - Residential District to support conservation of open space, so long as a density of 3 units per acre is not exceeded. Typical Uses: Single-family Residential, Agriculture, Parks and Conservation Gross Residential Density: up to 3 dwelling units/acre

Example: Low Density Residential


Top: Example: High Density Residential; Bottom Example: Downtown Core; Right Example: Neighborhood Commercial

Medium Density Residential (MDR) The Medium Density Residential area is comprised predominantly of neighborhoods with housing units that are more urban in character and in closer proximity to commercial services and centers. This area provides a transition from the more suburban areas of the Town to more developed areas. The density of development in this area will vary based on the presence of utilities, topography and environmental features. This designation is applied to land which is developed, or is to be developed, at a density between three and five units per acre. Densities as high as seven units per acre may occur under a Planned Development - Residential District. Typical Uses: Residential (all forms) Gross Residential Density: up to 5 dwelling units/acre. Densities up to 7 dwelling units/acre may be approved as part of a Planned Development – Residential District.

High Density Residential (HDR) The High Density Residential area provides for housing options located in close proximity to major transportation corridors, existing commercial areas and Downtown services. These areas have a connected street network, adequate pedestrian and bicycle facilities, and are served by public water and sewer. High Density Residential is designed to include all housing types. In some instances, this designation provides for a transition between lower-density residential use and commercial uses. In other instances, this designation allows the establishment of neighborhood commercial uses such as a grocery store or neighborhood services which are compatible with higher-


density residential uses. When neighborhood-serving commercial uses are placed within or adjacent to a residential area, such uses shall be limited to a size which is sufficient to accommodate the needs of an immediate residential neighborhood. These transitional areas will have opportunities for slightly higher-density development than the other residential categories. Typical Uses: Residential (all forms), Limited Neighborhood Commercial Services Gross Residential Density: up to 12 dwelling units/acre. Densities greater than 10 dwelling units/acre may be approved as part of a Planned Development.

Downtown Residential (DR) The Downtown area provides for housing options and officeresidential uses located in close proximity to the Downtown Core. The Downtown category is designed to retain established neighborhoods and maintain the historic character while allowing a variety of higher-density housing types that support and foster growth of the Downtown Core. Higher-density development should be directly bordering the Downtown Core or along US 70 Business Highway West. The Downtown area should have a connected street network with short block lengths, a grid-style street system, and adequate pedestrian and bicycle facilities. Typical Uses: Residential (single-family, with higher density residential uses limited to areas as described above); Neighborhood Commercial in appropriate locations Gross Residential Density: up to 12 units/acre, up to 20 units/acre with PD

L nd Use. Non-Residential Land Uses trade area of three-to-six miles, and is located adjacent to major thoroughfares or situated at a major intersection. A Community Center includes at least one major anchor such as a grocery store or retailer and incorporates community-serving commercial uses and opportunities for office, civic, and institutional uses. Where the market permits, multi-family housing opportunities may be integrated as part of a mix of uses. As with Neighborhood Centers, apartments and townhomes should be located in close proximity to shopping and services. All portions of the development should be accessible by both a convenient road network and a system of sidewalks or greenways.

Downtown Core (DC) This designation is applied to the Town’s Downtown Core area where the highest-density commercial, employment, residential and other uses are located. It is intended to foster an urban environment characterized by a sensitive blending of carefully preserved older structures, high-quality and context-sensitive new construction, and public spaces all working together and integrated with surrounding neighborhoods. The Downtown Core is the most flexible category and accommodates a variety of uses including commercial services (restaurants, retail, professional services, and entertainment), office, high-density residential, upper-story apartments, and older homes renovated to accommodate commercial uses. A mix of uses that creates a regional draw as well as serving the immediate community is desired. The Downtown Core provides a convenient road network with future transit opportunities and a pedestrian friendly system of sidewalks or greenways for non-motorized accessibility.

Employment Center (EC) Clayton’s Employment Center is designated on the Future Land Use Map to provide locations for primary employment and economic development opportunities. The Employment Center is located along a major transportation corridor, and has adequate levels of infrastructure along access to rail and parcels large enough to accommodate future employment growth. Uses encouraged in the Employment Center include but are not limited to, industrial, warehouse, office, research and development, tech-flex, hospital, renewable energy, recycling, fabrication, assembly, and technology. Employment Center use may also include a limited amount of supporting commercial uses, such as restaurants and convenience retailers to serve employees. However, these uses should only be situated where not in conflict with existing employment land uses and should not be built in such a way as to jeopardize the use of those lands most suitable for office or industrial development.

Gross Residential Density: up to 30 units/acre

Neighborhood Center (NC) A Neighborhood Center is generally located near concentrations of existing or planned residences, and areas with access to major thoroughfares and utilities. These areas incorporate neighborhood-serving commercial uses including grocery stores, retail establishments, restaurants and services. A limited amount of office, civic and institutional uses are also appropriate. Higher-density residential including small-lot, single-family, townhomes and apartments should be located in close proximity to shopping and service destinations to provide more walking opportunities to internal and external pedestrian facilities and destinations. The scale of the Neighborhood Center varies depending on the market and competition. Typical Neighborhood Centers have a service area of one to two miles.

Recreation and Open Space (ROS) The Recreation and Open Space designation applies to public recreational areas and open-space areas. Uses include wildlife management, active and passive recreation, environmental restoration/mitigation/preservation, open space, and educational uses. Structures that support or are associated with the intended uses shall be permitted. Land shown under this designation shall not be used for any purpose other than recreation, open space, or conservation.

Community Center (CC) Compared to the Neighborhood Center category, a Community Center typically serves a larger population and includes a typical

The following table identifies which zoning districts are consistent with the Future Land Use Map categories (designations). Future Land Use Designation ARR LDR MDR HDR DR NC

Compatible Zoning Districts R-E

X X

R-10

X X

R-8

X X X

R-6

X X X

O-R

X

O-I

B-1

X X

X X

CC DC EC ROS

B-2

X X

B-3

I-1

I-2

PF

X

X X

X

X

PDD

X X X X X X X X X X

X X X X X


Goals and Recommendations GOAL LU1

Preserve Clayton’s small-town character while allowing for growth and development in appropriate areas. Objective LU1.1 Manage future growth and encourage quality development through the implementation of the Comprehensive Plan, the Unified Development Code (UDC), and other plans and regulations adopted by Town Council. Encourage developments which incorporate high-quality design and enhance the quality of life for existing and future residents of the Town.

Objective LU1.4 Protect and enhance the historic downtown character while promoting quality redevelopment and infill. Strategy LU1.4.1

Implement the Goals, Objectives and Strategies of the Downtown Chapter of this Plan.

GOAL LU2

Encourage quality development which maximizes existing infrastructure, promotes walking and biking, and enhances travel safety.

Strategy LU1.1.1

Review development proposals for consistency with the Future Land Use Map. Strategy LU 1.1.2

Support residential development at varying densities based on the Future Land Use Map.

Objective LU2.1 Promote location and intensity of development that mitigates impacts to the transportation network and leads to reduced vehicle trips and/or shorter trip lengths, enhanced circulation, and increased public safety. Strategy LU2.1.1

Review the existing Design Guidelines and incorporate applicable updates into the Unified Development Code.

Consider higher densities and intensities for mixed-use projects which reduce internal vehicular trips and promote pedestrian circulation.

Strategy LU1.1.4

Strategy LU2.1.2

Annually review and update Unified Development Code to ensure consistency with the Goals, Objectives and Strategies of the Comprehensive Plan.

Require vehicular interconnectivity between existing and future adjacent development.

Strategy LU1.1.3

Strategy LU2.1.3

Objective LU1.2 Encourage the redevelopment or adaptive reuse of underutilized commercial development.

Provide and incentivize street cross-section alternatives that support multi-modal transportation, such as bicycle lanes and multi-modal, off-road pathways.

Strategy LU1.2.1

Strategy LU2.1.4

Consider increased densities and intensities to encourage existing underutilized commercial properties to redevelop.

Require development to integrate sidewalks internally and provide pedestrian connections to existing and future adjacent development and/or destinations.

Objective LU1.3 Encourage a mix of residential and non-residential land uses within Neighborhood and Community centers identified on the Future Land Use Map. Strategy LU1.3.1

Create and implement small area plans to attract infill development and redevelopment to areas identified as Neighborhood and Community centers on the Future Land Use Map. 18 : Town of Clayton

Strategy LU2.1.5

Prohibit isolated, mid-block or strip commercial development which negatively impacts existing infrastructure, has poor circulation, and inadequate access.

L nd Use.

GOAL LU3

Provide a sense of place and enhance aesthetics along major corridors. Objective LU3.1 Identify and develop gateways into Clayton. Strategy LU3.1.1

Identify primary and secondary gateway locations into town, and establish a highly visible gateway design which reflects Clayton’s brand. Strategy LU3.1.2

Utilize the US 70 Façade and Site Element Improvement Grant to enhance the aesthetic appearance of businesses along the corridor.

Objective LU3.2 Utilize regulatory standards which preserve or enhance aesthetic standards within and adjacent to the main corridors in town. Strategy LU3.2.1

Review the Scenic Highway and Thoroughfare Overlay Districts for necessary updates to ensure that regulations support Town character, enhance aesthetics along the roadways, and support successful commercial development. Objective LU3.3 Utilize landscaping to enhance collector streets that traverse through higher-density land uses to soften the visual impacts of high-intensity/density development. Strategy LU3.3.1

Update the Town’s roadway cross-sections to incorporate street tree requirements and landscaped medians/protected stems.



Downtow . Downtown Clayton is the social, civic and cultural center of town. New shops and restaurants fill storefronts along Main Street while infill development complements the existing historic fabric. In addition, more people are living and working Downtown. Parking is convenient and accessible. Visitors are able to easily navigate the Town and residents are able to walk and bike from their neighborhoods to Downtown via a convenient and connected system of greenways, bike lanes and sidewalks.


Goals and Recommendations GOAL D1

Promote quality new, adaptive re-use, and infill development projects Downtown while preserving its historic character and small-town charm. Objective D1.1 Utilize the Main Street Four Point Approach® to identify barriers and establish initiatives to revitalize and grow the Downtown Core.

Strategy D1.2.1

Market available properties Downtown. Strategy D1.2.2

Develop a database of grants and incentives available to support Downtown redevelopment including the following: ◆◆ Tax incentives/abatements ◆◆ Incentive grants for projects that meet goals ◆◆ Crowdfunding/local fundraising ◆◆ State and National grant programs

Strategy D1.1.1

Allow increased densities and intensities for new development, adaptive re-use and infill projects located in the Downtown Core.

Objective D1.3 Increase the residential activity Downtown and promote mixeduse projects in Downtown.

Strategy D1.1.2

Strategy D1.3.1

Create and implement plans to actively attract development and redevelopment to the existing Downtown area.

Provide incentives to projects which utilize upper stories for residential uses, increase residential density and/or enhance the commercial character in the Downtown Core.

Strategy D1.1.3

Enhance the aesthetic quality of Downtown through the continuation of the Façade Grant Program, building rehabilitation, and code enforcement.

Objective D1.4 Ensure design of new development or redevelopment reflects and contributes to the historic character of the Downtown.

Strategy D1.1.4

Strategy D.1.4.1

Support the Downtown Development Association in its duties, activities and events including participation in the NC Main Street Program.

Update the Downtown Overlay District standards and incentives within the Unified Development Code. Strategy D.1.4.2

Objective D1.2 Support the renovation and redevelopment of underutilized sites and buildings in an effort to invigorate investment and/or revitalization in Downtown.

Reference the Downtown Master Plan when reviewing development within the Downtown Core.

Downtown Clayton Master Plan, 2010


Downtow . GOAL D2

Improve aesthetics in the Downtown Core. Objective D2.1 Enhance the visual environment through streetscaping and screening of infrastructure. Strategy D2.1.1

Prepare a streetscape plan for Main Street that accomplishes the following: ◆◆ Defines a plant palette and standards for placement. The installation of trees, shrubs, groundcovers and seasonal plants for color, particularly along Main Street and connecting to arterials will create a more cohesive appearance and welcoming environment. ◆◆ Specifies street furnishings and appropriate use and placement of each type. Lighting, benches, trash cans and other furnishings should improve aesthetics, reinforce the character of Downtown, and add to the comfort and safety of those visiting, living and working Downtown. ◆◆ Provides opportunities for increased pedestrian activity.

Strategy D2.2.2

Work in partnership with the North Carolina Railroad to identify and implement aesthetic improvements along the rail corridor in Downtown.

GOAL D3

Reinforce Downtown as the social, civic and cultural center of Town. Objective D3.1 Develop Downtown public spaces and gathering places that provide both programmed and un-programmed recreation. Strategy D3.1.1

Inventory Downtown public spaces and develop a programming and investment strategy to enhance these areas. Objective D3.2 Provide pedestrian and bicycle connections from Downtown from existing neighborhoods, parks and activity centers.

Strategy D2.1.2

Strategy D3.2.1

Implement a unified plan for the placement and screening of Dumpsters.

Complete the connection to Downtown to Sam’s Branch Greenway and the Clayton River Walk on the Neuse.

Objective D2.2 Create a visual entry into the Downtown area.

Strategy D3.2.2

Prioritize sidewalk projects that connect neighborhoods and parks to Downtown.

Strategy D2.2.1

Improve wayfinding signage into Downtown and incorporate the Downtown wayfinding signage into a broader town-wide signage plan.

Strategy D3.2.3

Enhance safety of pedestrian crossings over railroad tracks.



Economic Developme t. Clayton has a sound local economy which attracts investors, creates jobs and generates public revenues. Clayton has the reputation as a business-friendly community which motivates more employers locate within the Town and provide jobs for local residents. Moreover, residents are able to do all of their shopping with Clayton retailers. Since the community shops locally, revenue is not lost to other competitor communities.


Goals and Recommendations GOAL ED1

Increase opportunities for companies which provide wellcompensated, highly-skilled positions. Objective ED1.1 Partner with Johnston County Economic Development, the Clayton Chamber of Commerce, and the Research Triangle Regional Partnership to market Clayton as a premier destination for employers. Strategy ED1.1.1

Establish regular meetings with these or other groups to discuss economic development and coordinate on marketing materials. Objective ED1.2 Market available sites to potential developers. Strategy ED1.2.1

Establish an inventory of existing available non-residential buildings within the Town.

GOAL ED2

Develop Clayton’s brand. Objective ED2.1 Develop an identity and marketing strategy that promotes the Town’s unique and distinctive qualities including Downtown, arts and recreation. Strategy ED2.1.1

Develop a branding plan to formalize Clayton’s image and marketing strategy. The plan should include, but not be limited to, standardization of Town documents and marketing materials, signage and events.

GOAL ED3

Monitor and communicate Clayton’s economic position in the region. Objective ED3.1 Market economic data to potential investors and businesses. Strategy ED3.1.1

Develop a public dashboard of recent economic data compared to competitor jurisdictions.


Economic Developme t.

Competitive Analysis Municipality Town of Clayton

Wake Forest

Holly Springs

Knightdale

Garner

Fuquay Varina

Smithfield

Butner

Hope Mills

Feature

17,694

34,752

28,915

13,291

26,772

21,277

11560

7699

16248

Population change - (2010 - 2013)

9.8%

15.5%

17.2%

16.5%

3.9%

18.3%

5.5%

1.4%

4.6%

Persons under 18 years

30.9%

32.4%

35.3%

29.4%

24.4%

30.0%

22.5%

26%

30.5%

Persons 65 years and over

8.5%

8.1%

4.9%

6.4%

11.8%

11.2%

20.8%

10.4%

7.5%

2.61

2.82

3.02

2.72

2.45

2.68

2.57

2.68

2.74

65.2%

73.2%

86.2%

65.9%

68.3%

72.8%

52.4%

66.3%

59.8%

Population Population estimates (2013)

Households Average household size Owner-occupied rate Median owner-occupied Home Value Median Age

$152,600

$259,200 $236,300 $168,800

$165,600

$191,500 $133,100 $128,800

$130,500

34.8

35

35

32.7

38.5

34.5

42.6

41

32.2

High school graduate or higher

92.1%

95.2%

97.0%

89.6%

92.0%

90.7%

77.0%

79.6%

89.0%

Bachelor’s degree or higher

31.3%

50.4%

55.4%

41.6%

34.8%

34.5%

19.4%

9.6%

19.6%

28.4

28.8

27.7

25.4

25.8

30.2

22.5

23.8

24.7

Median household income (2013)

$57,456

$75,050

$89,644

$71,066

$60,842

$58,588

$31,947

$46,681

$51,442

Per capita income (2013)

$26,985

$32,474

$33,517

$29,263

$28,829

$26,372

$18,647

$20,530

$22,913

Poverty Rate

12.4%

6.9%

3.1%

7.5%

8.6%

10.3%

28.4%

15.1%

15.6%

Unemployment Rate (2013)

4.9%

4.1%

4.6%

5.4%

6.2%

9.2%

7.8%

5.0%

5.5%

Education

Commute Average Work Commute Time (mins.)

Economy



Recreation a d Open Sp ce. Clayton is the premier community for active families. The Town provides a wide variety of park and recreation facilities and programs to people of all ages, abilities and skill levels. The local greenway system connects to the Mountains to Sea Trail/ East Coast greenway making Clayton a destination for hikers and nature enthusiasts. Additionally, residents and visitors alike enjoy safe and easy access to the Neuse River.


Parks and Recreation Concept Map

The Parks and Recreation Concept Map represents the system of park and recreation facilities and greenway connections envisioned by the public during the Comprehensive Plan process.


Recreation a d Open Sp ce.

Goals and Recommendations GOAL ROS1

Support the development of Clayton as a regional destination for recreation and trail-based tourism. Objective ROS1.1 Provide safe connections to Downtown and neighborhoods from the Mountains-to-Sea Trail.

GOAL ROS2

Increase public access to the Neuse River. Objective ROS2.1 Improve access to the Neuse River. Strategy ROS2.1.1

Develop canoe and kayak access.

Strategy ROS1.1.1

Make strong and safe connections between the Downtown Core, neighborhoods and the greenway system.

Strategy ROS2.1.2

Strategy ROS1.1.2

Strategy ROS2.1.3

Review development applications for trail connections and contributions to the greenway system.

Create and maintain an online map showing public access points for recreation on the Neuse River.

Objective ROS1.2 Continue to develop the Town greenway network including completion of the Mountains-To-Sea Trail, Sam’s Branch Greenway and East Coast Greenway through the Town’s planning area. Strategy ROS1.2.1

Partner with state, regional and private entities to design and fund the trail.

Develop access for recreational fishing.

GOAL ROS3

Provide sufficient parks and recreation facilities to meet the recreation and open space needs of residents and attract visitors of the Town of Clayton. Objective ROS3.1 Implement the Parks and Recreation Master Plan, and periodically review the Plan for needed updates. Strategy ROS3.1.1

Strategy ROS1.2.2

Review development proposals within the vicinity of the proposed trail path to identify potential trail connections, and work with land owners to dedicate trail easements. Strategy ROS1.2.3

Adopt, maintain and implement a Comprehensive Greenway Map. (A map depicting current and proposed greenways can be found on page 62.) Objective ROS1.3 Provide destination-based facilities that attract trail and recreation enthusiasts to Clayton. Objective ROS1.4 Raise awareness of Clayton’s recreational amenities and promote the “trail-friendly” character of the Town. Strategy ROS1.4.1

Initiate a marketing campaign highlighting Clayton’s recreational amenities and trails.

Review development proposals for opportunities to provide greenways and parkland that meet the needs identified in the Parks and Recreation Master Plan. Objective ROS3.2 Maintain and/or increase the amount of integrated, usable, highquality and connected open space in new developments. Strategy ROS3.2.1

Ensure that open space requirements are appropriate and provide integrated, usable, high-quality open space. Objective ROS3.3 Provide destination-based facilities that attract trail, river, and recreation users to Clayton. Strategy ROS3.3.1

Develop and enhance active and passive, destination-based facilities that attract regional users.



Housi g. People continue to move to Clayton for many reasons including its affordability, small-town lifestyle, high quality of schools and sense of safety. There are a variety of housing types with prices ranging from estate housing to townhomes and apartments that are available to accommodate Clayton’s diversifying population. Families continue to build wealth and retirees are able to age-in-place. More people live Downtown or within walking distance of services and amenities. New housing construction meets energy efficiency standards and is developed in a way that is sensitive to the natural environment.


Goals and Recommendations GOAL H1

GOAL H2

Objective H1.1 Encourage a range of housing types based on the availability of infrastructure, proximity to services and amenities, and compatibility with existing development as described in the Future Land Use map.

Objective H2.1 Reduce the number of substandard dwelling units and maintain quality housing.

Encourage a range of housing types and lot sizes that meets the needs of various income levels, family sizes, and ages.

Strategy H1.1.1

Review development proposals for consistency with the Future Land Use Map and work with developers to provide a range of quality housing types within developments. Strategy H1.1.2

Require residential developments to locate high-density housing types in those areas with closest proximity to services, amenities, and infrastructure.

Provide safe, sound, and well-maintained housing and neighborhoods.

Strategy H2.1.1

Inspect deteriorated and dilapidated housing, and provide uniform standards to maintain quality housing through the Town’s Code Enforcement Program. Strategy H2.1.2

Reduce the number of substandard dwelling units through rehabilitation and demolition activities. Strategy H2.1.3

Seek federal, state and local funding for the rehabilitation or demolition of substandard housing.

Strategy H1.1.3

Encourage a range of housing types and styles within Planned Developments that include a residential component.


Strategy H2.1.4

Implement code enforcement activities aimed at reducing or eliminating blighted areas of Town.

Mobility. Clayton’s transportation system provides residents and visitors of the Town with a wellfunctioning array of transportation alternatives, improved connectivity, and an enhanced quality of life. Existing roadways are improved, while new roadways alleviate congestion and provide quick and safe access around the Town. Intersections are safe and traffic moves freely. People are able to walk and bike from their neighborhoods to destinations throughout town, and every resident is within walking distance of a greenway. Furthermore, regional rail stops in Clayton and carries residents and visitors in and out of the Town.


Goals and Recommendations GOAL M1

Develop a multi-modal transportation system. Objective M1.1 Coordinate with Regional, State and Federal Agencies to improve Clayton’s transportation network.

Objective M1.2 Plan for the construction of roads, sidewalks, greenways, bike facilities, and transit facilities. Strategy M1.2.1

Update the 2006 Comprehensive Bicycle Plan and convert it to a joint Bicycle and Pedestrian Plan.

Strategy M1.1.1

Partner with the Capital Area Metropolitan Planning Organization to identify and seek funding for roadway, pedestrian, bicycle, and transit opportunities.

Objective M1.3 Promote the development of “Complete Streets”. Strategy M1.3.1

Strategy M1.1.2

Coordinate with Johnston County to identify long-term transportation priorities during updates to the Johnston County Comprehensive Transportation Plan.

Update the Town’s street cross sections to address the needs of automobiles and non-motorized modes of travel such as walking and bicycling. Strategy M1.3.2

Coordinate with NCDOT to improve the existing roadway network and identify future transportation priorities.

Coordinate with NCDOT to install pedestrian and bicycle facilities on roadways as a part of road improvement projects.

Strategy M1.1.4

Strategy M1.3.3

Partner with Johnston County Area Transit System, Triangle Transit, the Capital Area Metropolitan Planning Organization, NCDOT Rail Division and the North Carolina Railroad to identify locations for commuter rail, park-andride, and express bus transit stops within the Town.

Establish a meeting schedule with NCDOT to review planned road improvement projects and facilitate installment of pedestrian and bicycle facilities.

Strategy M1.1.3


Mobility. Objective M1.4 Provide sidewalks, multi-use paths, and bicycle infrastructure along roadways as part of new development or redevelopment.

Strategy M2.1.1

Require Traffic Impact Analyses (TIA) for development projects which meet or exceed the established trip count thresholds.

Strategy M1.4.1

Require new development to install pedestrian facilities along roadways except along rural corridors where no demand exists. Strategy M1.4.2

Require new development to incorporate pedestrian connections when located in proximity to destinations such as existing or future schools, parks, greenways and commercial areas.

GOAL M2

Support interconnected street systems that efficiently disperse traffic. Objective M2.1 Evaluate and mitigate potential impacts of new or future development on existing and future roadway infrastructure.

Strategy M2.1.2

Require new developments to include: 1) an interconnected system of streets; 2) stub streets for future connections to adjacent parcels where there is potential for future development that is compatible with the developing uses; and 3) street connections that tie into existing adjacent stub streets. Objective M2.2 Preserve right-of-way for future road widening and new location roads. Strategy M2.2.1

Develop a thoroughfare map which identifies the facility type (local, collector, arterial) and the ultimate right-of-way width for each facility. Strategy M2.2.2

Require new development to dedicate right-of-way for widening and new location roads.


Transportation Priority Projects Map

The following map and accompanying table identify ten priority transportation projects for the Town. These projects will be further vetted during the Capital Metro Area Southeast Area Study.


Mobility. Priority Projects Project #

Name

Concern/Source

INT-1

US 70 Bus Hwy W @ Shotwell Road

Level-of-service and safety improvements, Crashes 2013-2014

NL-1

Southern Connector

New location roadway from NC 42 to US 70

NL-2

Northern Connector

New location roadway from Covered Bridge Road to NC 42

SS-1

Main Street Streetscape Improvements

Aesthetic and safety improvements into and through Downtown Clayton

BP-1

Downtown-Sam’s Branch Greenway Connection

Add greenway connection from Downtown Clayton to Sam’s Branch Greenway

BP-2

Cooper Elementary Pedestrian Connections

N Mial Street, E Stallings, Lombard Street, Wilson Street Sidewalks

BP-3

NC 42 West Sidewalks

Add sidewalks during widening (TIP Road Project R-3410)

BP-4

Mountains To Sea Trail (Middle Segment)

Sam’s Branch Greenway and Existing MST to NC 42 West

BP-5

Mountains to Sea Trail (East Segment)

NC 42 to East Clayton Community Park

BP-6

Front Street Pedestrian Connection

From Front Street to MST (along Hwy 42) to Glen Laurel on Greenway Map



Utilities Residents have reliable water, sewer, electric and solid waste services. Clayton’s growth occurs where adequate infrastructure exists to support the influx of residents and employers.


Goals and Recommendations GOAL U1

Invest in utility infrastructure that supports land use patterns envisioned by the Future Land Use Map. Objective U1.1 Consolidate infrastructure where appropriate. Strategy U1.1.1

Periodically review existing infrastructure for potential efficiency improvements and consolidation opportunities.

GOAL U2

Ensure adequate water and sewer capacity to support quality development. Objective U2.1 Require that adequate water and sewer infrastructure is available to support development. Strategy U2.1.1

Review future development to ensure that necessary infrastructure (a) is available or will be in place when development occurs; (b) is funded; or (c) is addressed by a developer through performance guarantees. Strategy 2.1.2

Track water/wastewater allocation approvals for proposed developments. Strategy U2.1.3

Require annexation to connect to the Town’s water or wastewater system. Objective U2.2 Plan for adequate future water and wastewater needs.

Strategy 2.2.2

Implement and update the Five-Year Local Water Supply Plan as required by the State of North Carolina. Strategy U2.2.3

Study capacity of water and sewer infrastructure as a component an update for the Downtown Master Plan.

GOAL U3

Support the conservation and reuse of water. Objective U3.1 Support innovative site and street design that reduces the impact of the built environment on water quality including exceeding requirements for riparian buffers and incorporating pervious pavements, rain gardens, bio-swales, stormwater planters and other features in new development. Objective U3.2 Continue to enforce stormwater ordinances in coordination with Johnston County. Strategy U3.2.1

Ensure flows are based on population projections and development activity.

GOAL U4

Coordinate the timing and location of electric utilities to minimize cost and service disruptions. Objective U4.1 Improve electric service to accommodate growth in a timely manner. Strategy U4.1.1

Strategy 2.2.1

Coordinate closely with Johnston County and the City of Raleigh to ensure the Town’s estimates of future wastewater needs and flows based on population projections, development activity, and wastewater generation estimates are met.


Encourage new development to utilize the Town’s electric system. Strategy U4.1.2

Construct a new sub-station on the northern side of Town.

Utilities.

GOAL U5

Encourage undergrounding of overhead utilities and colocation of utilities to reduce aesthetic impacts. Objective U5.1 To the extent feasible, require underground utility networks in new developments in Town’s service area. Strategy U5.1.1

Where significant work in existing rights-of-way will occur, pursue underground or buried lines where existing overhead lines are presently located.

GOAL U6

Continue to provide support for solid waste service. Objective U6.1 Support and encourage the collection of waste and recycling of materials. Strategy U6.1.1

Coordinate with waste service providers to provide adequate solid waste facilities for development. Strategy U6.1.2

Continue to provide yard waste pick-up to residents within Town limits to reduce yard waste in landfills.



Intergover ment l Coordin tio . Clayton provides unparalleled services and facilities to citizens. From the library, to police and fire service, residents feel safe, secure and comfortable in all areas of Town.


Goals and Recommendations GOAL IC1

Coordinate with local, regional, state, and federal agencies to ensure consistency among plans and policies, identify and resolve conflicts, and promote cooperation.

Strategy IC1.1.2

Expand coordination with Johnston County Schools by tracking approved developments. Strategy IC1.1.3

Objective IC1.1 Facilitate communication between the Town and other governmental entities.

Coordinate and assist Johnston County with the five-year updates to the Multi-Jurisdictional Hazard Mitigation Plan. Strategy IC1.1.4

Strategy IC1.1.1

Support and facilitate coordination of planning with Johnston County Schools for the location and development of public educational facilities to support both existing and future population growth.


Operate the Emergency Operation Center for conducting emergency services during major storm events and other natural or human-caused disasters.

N tur l Resources. Clayton is celebrated for its unique natural resources and new development respects these assets. Water quality in the Neuse River has improved and supports recreation, tourism and the protection of rare aquatic species.


Goals and Recommendations Goal NR1

Protect and enhance Clayton’s natural resources. Objective NR1.1 Preserve key natural areas while accommodating new development.

Strategy NR1.3.2

Support and encourage protection of connected and intact habitats and corridors by locating passive recreation areas adjacent to PRCA and SRCAs on adjacent parcels.

Strategy NR1.1.1

Strategy NR1.3.3

Continue to discourage development in Primary Resource Conservation Areas (PRCAs), which include floodplains, protected riparian buffers, and wetlands.

Encourage open space subdivisions, which allow density bonuses in return for preservation of habitat and open space. Strategy NR1.3.4

Strategy NR1.1.2

Encourage the conservation of Secondary Conservation Areas (SRCA), which includes areas of high biodiversity (identified on the NCDENR Biodiversity and Wildlife Habitat Assessment), Natural Heritage Natural Areas, mature forest, un-protected riparian areas (>50 ft away from perennial streams), rock outcrops, vernal pools, seeps, heath bluffs, steep slopes, vistas, and other unique natural features. Strategy NR1.1.3

Encourage the incorporation of SRCAs as passive recreational amenities into the design of new developments. Strategy NR 1.1.4

Create and maintain an inventory of public and private open space. Objective NR1.2 Preserve and enhance the Town’s tree canopy and other green infrastructure.

Consider requiring an Existing Resources Map (ERM) for all projects over 50 acres. This map should show tree canopy or stands of mature trees, areas high in biodiversity (see NR1.3.1), and any other significant features as determined by a biologist or landscape architect based on existing GIS data and a site walk (preferably occurring in the spring). Strategy NR1.3.5

Support the Johnston County Green Infrastructure Plan by encouraging integrated, usable, high quality and connected open space in new developments.

Goal NR2

Protect water quality and quantity. Objective NR2.1 Protect water quality and quantity in the Neuse River and major tributaries by supporting Low-Impact Development (LID) strategies. Strategy NR2.1.1

Preserve and enhance the Town’s tree canopy by developing a local tree ordinance or by preparing a Street Tree Planting Master Plan to address areas where retrofitting existing streets with trees would add to the comfort of pedestrians and/or improve aesthetics, or where publicly-owned properties would benefit.

Revise the UDC to support additional innovative site and street design that reduces the impact of the built environment on water quality including exceeding requirements for riparian buffers and incorporating pervious pavements, rain gardens, bio-swales, stormwater planters and other features in new development.

Strategy NR1.2.2

Strategy NR2.1.2

Consider the incorporation of green infrastructure planning elements into town funded plans at the planning area, small-area, site and project levels. These elements should address tree canopy and stormwater enhancements needed in the study areas.

Offer density bonuses for the (1) preservation of large stands of mature upland and riparian forests, (2) restoration of riparian forest on previously cultivated lands that are proposed to transition to residential use.

Strategy NR1.2.1

Objective NR 1.3 Preserve high quality, connected open space. Strategy NR1.3.1

Consider including the NCDENR Biodiversity and Wildlife Habitat Assessment in the development review process by creating project-specific maps using the North Carolina Natural Heritage Data Explorer. 48 : Town of Clayton

Strategy NR2.1.3

Discourage mass grading.

AR

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Areas Important to Biodiversity*

NHP Natural Area

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0.5

Historic Structures

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GARNER

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Parks and Open Space

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Natural and Historic Features*

Local Roads

Highways

Town Limits

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Clayton Community Park

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North Clayton Community Park (Planned)

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rts a d Culture. Clayton is a regionallyrecognized arts, culture and event destination. Creative entrepreneurs continue to live and work in Clayton. Galleries, showrooms and studios line Main Street. Downtown is the epicentre of Clayton’s creative economy.


Goals and Recommendations GOAL AC1

Support Clayton as a regional destination for cultural and arts-based tourism. Objective AC1.1 Support a strong public art presence implement strategies to enhance and expand public art in Downtown.

◆◆ ◆◆

Expand the number and type of public art displays; and Allow elements of the public realm (sewer manholes, transformers, etc.) which are owned and maintained by the Town) to serve as canvasses for local artists.

Objective AC1.2 Market Clayton as a destination for cultural and arts-based tourism.

Strategy AC1.1.1

Coordinate with Clayton Visual Arts and the Public Arts Advisory Board to enhance existing or establish new public art events in the Downtown.

Strategy AC1.2.1

Strategy AC1.1.2

Strategy AC1.2.2

Provide opportunities to install public art at key Town gateways:

Prepare marketing materials to support public art and culture in Clayton such as the Downtown Sculpture Trail brochure.


Develop a market strategy to position Clayton as a regional destination for cultural and arts-based tourism.

Appendix


Implement tio . The following section provides an action plan to move from the Plan to implementation. The action plan identifies the strategy, timeline, and responsible entity for implementation. It also suggests metrics the Town can track to measure progress over time.


Appendix A: Implementation

Goals and Recommendations In order to facilitate implementation the Town should consider the following general recommendations:

Goal I1

Raise awareness of the plan and the opportunities described within to facilitate implementation by a variety of public and private sector partners. ►► Make presentations to local groups and organizations. ►► Prepare and distribute press releases to area media outlets.

Think Recreation and Open Space

Think Economic Development

Think Downtown

Think Land Use

Goal

TimeFrame

Entity

Metric

Goal LU1 Preserve Clayton’s small-town character while allowing for growth and development in appropriate areas.

Ongoing

Town Council

Land use mix ratio

Goal LU2 Encourage quality development which maximizes existing infrastructure, promotes walking and biking, and enhances travel safety.

Ongoing

Planning, Public Works, Electric

New connectivity (customers) to existing infrastructure vs. new customers on new infrastructure

Goal LU3 Provide a sense of place and enhance aesthetics along major corridors. Goal D1 Promote quality new development, adaptive re-use projects and infill development in downtown. Goal D2 Improve aesthetics in the Downtown Core.

Short-Term

Ongoing

Short-Term

Goal D3 Reinforce Downtown as the social, civic and cultural center of Town.

Ongoing

Goal ED1 Increase opportunities for companies which provide well compensated, highly-skilled positions.

Ongoing

Goal ED2 Develop Clayton’s brand. GOAL ED3 Monitor and communicate Clayton’s economic position in the region. Goal ROS1 Support the development of Clayton as a regional destination for recreation and trail-based tourism. Goal ROS2 Increase public access to the Neuse River. Goal ROS3 Provide sufficient parks and recreation facilities to meet recreation and open space needs of residents and attract visitors of the Town of Clayton.


Short-Term

Planning, Public Works, Public Information Office (PIO), Town Council Downtown Development Association, Planning, Town Council Downtown Development, Association, Planning, Town Council Downtown Development, Association, Planning, Clayton Visual Arts

Updated entry features, branding, aesthetic improvements in corridors

Facade grants issued

In Downtown: pedestrian improvements, programming, public spaces developed

Town Council, Town Manager Public Information Office, Town Manager

Branded places and documents

Ongoing

Town Council, Town Manager, Public Informaiton Office

Ongoing

Parks & Recreation, Chamber

Short-Term

Parks & Recreation, Planning

Number or new and/or enhanced access points

Ongoing

Parks & Recreation, Town Council

Add new and/or novel facilities (i.e. additional to Clayton, or new types of facilities to Clayton)

Appendix A: Implementation

Think Arts and Culture

Think Natural Resources

Think Utilities and Intergovernmental Coordination

Think Mobility

Think HOusing

Goal

TimeFrame

Entity

Metric

Goal H1 Encourage a range of housing types and lot sizes that meets the needs of various income levels, family sizes, and ages.

Ongoing

Planning

Goal H2 Provide safe, sound, and well-maintained housing and neighborhoods.

Ongoing

Planning & Inspections, Code Enforcement

Goal M1 Establish a multi-modal transportation system.

Ongoing

Planning, Public Works, CAMPO, NCDOT, Town Council

Goal M2 Support interconnected street systems that efficiently disperse traffic.

Ongoing

Planning, Public Works, CAMPO, NCDOT, Town Council

Level of Service

Goal U1 Invest in utility infrastructure that supports land use patterns envisioned by the Future Land Use Map.

Ongoing

Public Works, Planning, Electric

Percentage of customers (households and businesses) in the Utility Service Area (vs. total customers within the Area)

Goal U2 Ensure adequate water and sewer capacity to support quality development. envisioned by the Future Land Use Map.

Ongoing

Public Works, Planning

Goal U3 Support the conservation and reuse of water.

Ongoing

Public Works, Planning, Engineering, Johnston County Environmental Health

Number of LID projects

Goal U4 Coordinate the timing and location of electric utilities to minimize cost and service disruptions.

Ongoing

Electric

Cost reduction, service downtime, electric load management/redundancy

Goal U5 Encourage undergrounding of overhead utilities and colocation of utilities to reduce aesthetic impacts.

Long-Term

Goal U6 Continue to provide support for solid waste service.

Public Works, Planning, Electric

Ongoing

Public Works

Ongoing

Multiple

Goal NR1 Protect and enhance Clayton’s natural resources.

Ongoing

Planning, Johnston County, DENR

Goal Nr2 Protect water quality and quantity.

Ongoing

Planning, Johnston County, DENR, Engineering, Miles of impaired streams Johnston County Environmental Health

GOAL AC1 Support Clayton as a regional destination for cultural and arts-based tourism.

Ongoing

Clayton Arts Advisory Board, The Clayton Center, Clayton Number of art installations and events Visual Arts, Chamber

Goal IC1 Coordinate with local, regional, state, and federal agencies to ensure consistency among plans and policies, identify and resolve conflicts, and promote cooperation.


Appendix B: Maps Future Land Use Map


Appendix B: Maps Downtown Future Land Use Map


Appendix B: Maps Parks and Recreation Concept Map


Appendix B: Maps Bicycle and Pedestrian Linkages


Appendix B: Maps Transportation Priority Projects Map


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Appendix B: Maps RALEIGH N AN TA TI O

Clayton ETJ

OLD

Town Limits

BA U

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County Boundaries

Natural and Historic Features Map

PR ITCHA RD

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Context Features

CO M

Highways Local Roads

Natural and Historic Features* Wetlands Floodplain

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GARNER

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D RE VE

ID BR

GE

P O D

D R

LO R

Areas Important to Biodiversity*


IL ST

Legend Park

C AS

IT E WH

TL

EB E

RR Y

RD

NO 'NE

RD CIT Y

Historic Structures

SH O TW EL

ñ

L RD

Steep Slopes (>15%)

OA D KR S TON RD WIN

S

Y FA

E

TT

E

V

IL

LE

S

T

42 S T

42 S T E

GU Y RD

East Clayton Community Park GLEN LAUR EL RD

UR

CH

RD

TT RD

ST

N

CH

T

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IA

ON

RD

RB E

EL

T S DS AR

MB LO

NS VI

AM

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CO

D H ATA N R POW

£ ¤ 70

CT

D

N RD

*Areas important to biodiversity based on NCDENR Biodiversity and Habitat Assessment data

R

RD

1 Miles

H

O RD

0.5

C

GO

VINS ON

0

N RA

H K CH UR C LIT TLE CREE

BARBE R MILL RD

42 S T

WILSON'S MILLS 64 : Town of Clayton

Appendix C: State of the Town


Appendix C: State of the Town Previously distributed to Planning Board as a bound, hardcopy report. Additional copies are available upon request.

Appendix D: Survey Results Town of Clayton - Comprehensive Plan Survey

Q2 Age Answered: 935

Skipped: 7

Under 18

18 - 24

25 - 34

35 - 44

45 - 54

55 - 65

65 +

0%

10%

20%

30%

40%

Answer Choices

50%

60%

70%

80%

90% 100%

Responses

Under 18

1.18%

11

18 - 24

2.57%

24

25 - 34

20.53%

192

35 - 44

34.12%

319

45 - 54

22.03%

206

55 - 65

13.37%

125

65 +

6.20%

58

Total

935

2 / 18



Q3 Number of Adults (18+) in household Answered: 935

Skipped: 7

1

2

3

4

5+

0%

10%

20%

30%

40%

Answer Choices

50%

60%

70%

80%

90% 100%

Responses

1

7.06%

66

2

76.26%

713

3

11.55%

108

4

4.28%

40

5+

0.86%

8

Total

935

3 / 18


Appendix D: Survey Results

Town of Clayton - Comprehensive Plan Survey

Q4 Number of Children (under age 18) in household Answered: 931

Skipped: 11

0

1

2

3

4

5+

0%

10%

20%

30%

40%

Answer Choices

50%

60%

70%

80%

90% 100%

Responses

0

37.16%

346

1

21.59%

201

2

28.89%

269

3

8.16%

76

4

2.69%

25

5+

1.50%

14

Total

931

4 / 18




Q5 How many years have you lived in Clayton? Answered: 934

Skipped: 8

Less than 5

5-9

10 - 24

25 +

N/A

0%

10%

20%

30%

40%

Answer Choices

50%

60%

70%

80%

90% 100%

Responses

Less than 5

34.37%

321

5-9

23.45%

219

10 - 24

27.19%

254

25 +

11.67%

109

N/A

3.32%

31

Total


934

5 / 18



Q6 Do you pay your electric and/or water bill to the Town of Clayton? Answered: 938

Skipped: 4

Yes

No

I don't know

0%

10%

20%

30%

40%

Answer Choices

50%

60%

70%

80%

90% 100%

Responses

Yes

56.29%

528

No

40.72%

382

I don't know

2.99%

28

Total

938

6 / 18




Q7 What are the top 3 reasons you chose to live in Clayton? Please rank in order of importance (with 1 being the most important): Answered: 882

Skipped: 60

Schools.

Housing affordability.

Family ties.

Safe community.

Recreational opportunities. Jobs in Clayton. Proximity to jobs outside... Small town lifestyle. Access to health care.

Other.

0

1

2

3

4

1 Schools.


Family ties.

Safe community.

Recreational opportunities.

Jobs in Clayton.


5

2

6

7

3

8

9

Total

10

Weighted Average

47.91% 183

31.68% 121

20.42% 78

382

1.73

43.02% 222

33.53% 173

23.45% 121

516

1.80

51.05% 97

16.32% 31

32.63% 62

190

1.82

17.75% 68

38.90% 149

43.34% 166

383

2.26

18.39% 16

32.18% 28

49.43% 43

87

2.31

32.95% 29

36.36% 32

30.68% 27

88

1.98

7 / 18

0

1

2

3

4

1 Schools.


Family ties.

Safe community.

Recreational opportunities.

Jobs in Clayton.

Proximity to jobs outside of Clayton.

2

Access to health care.

Other.

6

7 8 10 Appendix D:9 Survey Results

3

Total

Weighted Average

47.91% 183

31.68% 121

20.42% 78

382

1.73

43.02% 222

33.53% 173

23.45% 121

516

1.80

51.05% 97

16.32% 31

32.63% 62

190

1.82

17.75% 68

38.90% 149

43.34% 166

383

2.26

18.39% 16

32.18% 28

49.43% 43

87

2.31

88

1.98

36.36% Town of Clayton32.95% - Comprehensive Plan 30.68% Survey 29 32 27 30.27% 79

34.48% 90

35.25% 92

261

2.05

30.25% 144

32.56% 155

37.18% 177

476

2.07

20.29% 14

46.38% 32

33.33% 23

69

2.13

32.73% 18

21.82% 12

45.45% 25

55

2.13

7 / 18

Small town lifestyle.

5



Q11 Rank your top 5 choices, in order of your preference (with 1 being the most preferred): “Clayton should actively work to promote…” Answered: 732

Skipped: 210

More retail shopping and... More local employment... Mixed-use development... More opportunitie... Preservation of existing... More parks, recreation... Preservation and/or... An urban look with commerc... 0

1

2

3

4

More retail shopping and/or restaurants.

More local employment options.

Mixed-use development (residential/non-residential mix).

More opportunities to walk and bike to destinations.

Preservation of existing tree canopy and natural areas.

More parks, recreation facilities, and programs.

Preservation and/or renovation of historic neighborhoods and buildings.

An urban look with commercial buildings closer to roadways and parking clustered on the interior.


5

6

7

8

9

1

2

3

4

5

47.17% 267

16.96% 96

13.78% 78

10.07% 57

20.41% 89

23.39% 102

15.37% 67

5.43% 12

10.86% 24

14.34% 71

10

Total

Weighted Average

12.01% 68

566

2.23

19.72% 86

21.10% 92

436

2.98

24.89% 55

22.17% 49

36.65% 81

221

3.74

22.83% 113

25.86% 128

22.83% 113

14.14% 70

495

3.00

25.80% 121

19.83% 93

23.24% 109

17.70% 83

13.43% 63

469

2.73

16.45% 87

27.41% 145

24.76% 131

19.09% 101

12.29% 65

529

2.83

13.00% 62

19.08% 91

19.29% 92

24.74% 118

23.90% 114

477

3.27

6.25% 12

15.63% 30

14.06% 27

20.31% 39

43.75% 84

192

3.80

12 / 18


Q12 Level of Agreement: 1- Strongly Agree, 2- Agree, 3-Neutral, 4- Disagree, 5- Strongly Disagree, 6- No Opinion“I would be willing to dedicate more taxes and public fees to pay for…” Answered: 703

Skipped: 239

Road/intersecti on...

More sidewalks and pedestri...

More greenways.

13 / 18




On-street bike lanes.

Public transit service.

Signalization projects.

14 / 18



Town of Clayton - Comprehensive Plan Survey 14 / 18 Roundabouts (traffic...

0%

10%

20%

Strongly Agree

30%

Agree

40%

Neutral

50%

60%

70%

Disagree

80%

90% 100%

Strongly Disagree

No Opinion

Strongly Agree

Agree

Neutral

Disagree

30.80% 211

38.39% 263

21.75% 149

4.67% 32

2.77% 19

1.61% 11

685

2.15

More sidewalks and pedestrian improvements.

33.87% 233

37.06% 255

18.02% 124

5.67% 39

3.78% 26

1.60% 11

688

2.13

More greenways.

30.98% 211

32.45% 221

22.91% 156

7.93% 54

3.67% 25

2.06% 14

681

2.27

15.88% 107

20.92% 141

30.42% 205

18.99% 128

10.83% 73

2.97% 20

674

2.97

14.56% 99

17.21% 117

32.79% 223

18.97% 129

12.94% 88

3.53% 24

680

3.09

8.11% 55

17.85% 121

43.95% 298

12.83% 87

7.08% 48

10.18% 69

678

3.23

7.29% 50

14.29% 98

30.03% 206

21.57% 148

20.70% 142

6.12% 42

686

3.52

Road/intersection improvements.

On-street bike lanes.

Public transit service.

Signalization projects.

Roundabouts (traffic circles).

Strongly Disagree

No Opinion

Total

Weighted Average




Q13 Level of Agreement: 1- Strongly Agree, 2- Agree, 3-Neutral, 4- Disagree, 5- Strongly Disagree, 6- No Opinion“I would be willing to dedicate more taxes and public fees to…” Answered: 688

Skipped: 254

Have more greenways an...

Increase canoe/boatin...

Improve water quality of...

Tree preservation...

Provide opportunitie...

0

1

2

3

Strongly Agree

4

5

6

7

8

9

Agree

Neutral

Disagree

Strongly Disagree

No Opinion

32.94% 223

34.12% 231

20.53% 139

5.76% 39

4.73% 32

Increase canoe/boating/fishing access on the Neuse River.

22.81% 154

33.48% 226

26.52% 179

8.89% 60

Improve water quality of stormwater and runoff along the Neuse River and tributaries.

30.68% 208

33.92% 230

25.81% 175

Tree preservation/planting and preservation of natural areas.

32.15% 218

37.61% 255

Provide opportunities/incentives increased energy efficiency in development, buildings, and vehicles.

24.89% 168

29.78% 201

Have more greenways and trails.


16 / 18

10

Total

Weighted Average

1.92% 13

677

2.21

5.33% 36

2.96% 20

675

2.49

3.83% 26

2.95% 20

2.80% 19

678

2.23

20.06% 136

5.16% 35

2.51% 17

2.51% 17

678

2.16

28.00% 189

9.48% 64

4.74% 32

3.11% 21

675

2.49



Q14 Level of Agreement: 1- Strongly Agree, 2- Agree, 3-Neutral, 4- Disagree, 5- Strongly Disagree, 6- No Opinion“I would be willing to dedicate more taxes and public fees to…” Answered: 683

Skipped: 259

Develop/upgrade public parki... Support development ... Support development ... Support development ... Increase public art... Support more festivals,... Increase/enhanc e sidewalk... Preserve/rehabi litate downt... 0

1

2

3

Strongly Agree

4

5

6

7

8

9

Agree

Neutral

Disagree

Strongly Disagree

No Opinion

20.98% 141

36.61% 246

27.38% 184

10.12% 68

3.42% 23

Support development of more places to shop and/or dine out downtown.

40.27% 271

37.15% 250

13.52% 91

4.75% 32

Support development of more professional offices downtown.

14.63% 97

29.41% 195

36.05% 239

8.72% 58

20.60% 137

15.15% 100

Support more festivals, events, and programs downtown. Increase/enhance sidewalk connectivity, landscaping, and streetscaping (benches, trees and planters, trash receptacles, street lamps, painted crosswalks, pavers, wayfinding signage, etc.) in the downtown.

Develop/upgrade public parking downtown.

Support development of more housing and residential options downtown. Increase public art downtown.

10

Total

Weighted Average

1.49% 10

672

2.43

3.12% 21

1.19% 8

673

1.97

13.27% 88

4.52% 30

2.11% 14

663

2.70

39.70% 264

18.50% 123

9.47% 63

3.01% 20

665

3.08

21.52% 142

34.24% 226

16.82% 111

9.39% 62

2.88% 19

660

2.92

30.19% 202

40.96% 274

20.48% 137

4.63% 31

2.54% 17

1.20% 8

669

2.12

35.89% 243

38.70% 262

17.28% 117

3.55% 24

2.95% 20

1.62% 11

677

2.04

17 / 18


litate downt... 1 Appendix D: Survey0Results

2

3

Strongly Agree

4

5

6

7

8

9

Agree

Neutral

Disagree

Strongly Disagree

No Opinion

20.98% 141

36.61% 246

27.38% 184

10.12% 68

3.42% 23

Support development of more places to shop and/or dine out downtown.

40.27% 271

37.15% 250

13.52% 91

4.75% 32

Support development of more professional offices downtown.

14.63% 97

29.41% 195

36.05% 239

8.72% 58

20.60% 137

15.15% 100

Support more festivals, events, and programs downtown.

10

Total

Weighted Average

1.49% 10

672

2.43

3.12% 21

1.19% 8

673

1.97

13.27% 88

4.52% 30

2.11% 14

663

2.70

39.70% 264

18.50% 123

9.47% 63

3.01% 20

665

3.08

21.52% 142

34.24% 226

16.82% 111

9.39% 62

2.88% 19

660

2.92

30.19% 202

40.96% 274

20.48% 137

4.63% 31

2.54% 17

1.20% 8

669

2.12

Increase/enhance sidewalk connectivity, landscaping, and streetscaping (benches, trees and planters, trash receptacles, street lamps, painted crosswalks, pavers, wayfinding signage, etc.) in the downtown.

35.89% 243

38.70% 262

17.28% 117

3.55% 24

2.95% 20

1.62% 11

677

2.04

Preserve/rehabilitate downtown historic buildings and neighborhoods.

32.44% 218

3.13% 21

2.23% 15

672

2.16

Develop/upgrade public parking downtown.

Support development of more housing and residential options downtown. Increase public art downtown.



36.90%

17 / 248 18

20.54% 138

4.76% 32

Appendix E: Public Meeting Materials

B.I.G.

Think Bold. Innovative. Growth. A PlAn for ClAyton’s future

Clayton has experienced exceptional growth over the past decade. The Town’s population increased by 131% from 2000 to 2010. If current projections hold true, the Town could double in size during the next 30 years. This type of growth presents many challenges for the community.

Projected PoPulation 50,000 45,000 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 1970

Where Will PeoPle live? WhAt stePs CAn the toWn tAke to ensure quAlity develoPment? hoW Will groWth imPACt the region’s resourCes? CAn the existing systems of infrAstruCture suPPort AdditionAl PeoPle, housing, jobs And CArs? These are all important questions that deserve careful thought. This planning process will help the community answer some of these questions and keep Clayton on a path to proactively manage growth in a way that results in a stronger and more prosperous community.

44,328 39,118 31,752 30,442 28,687

16,193 1980

1990

2000

2010

2020

2030

Historical

Imagine 2040 Projection

Water Supply Plan

Historical Growth Curve

Recent Growth Curve

Exponential

2040

greAt PlAns transform communities into greAt PlACes. Clayton has a long-standing tradition of preparing plans to help guide growth and development decision in the community. The most recent Strategic Growth Plan was updated in 2008. Each of these efforts resulted in a set of recommendations that provide the Town with a decision-making framework. The findings and recommendations of these plans will inform the development of the Clayton Comprehensive Plan. toWn CounCil AdoPted goAls And Work ProgrAm strAtegiC groWth PlAn (uPdAte) strAtegiC groWth PlAn

2000

2001

2002

ComPrehensive bike PlAn

2003

2004

2005

2006

2007

unified develoPment Code uPdAte

PArks And reCreAtion mAster PlAn uPdAte doWntoWn mAster PlAn

2008

2009

nC 42 West smAll AreA PlAn

2010

2011

2012

2013

2014

doWntoWn ClAyton vision 2025 johnston County ComPrehensive trAnsPortAtion PlAn



todAy

The number of housing units in Clayton has increased by over 3,651 units, or 121%, between 2000 and 2010.

2010

2000

2,249 single-family units

APArtment homes

Think Housi g

trends •

Single family detached houses still remain the predominant housing type in Clayton. However, attached housing in the form of townhomes and other multiunit structures are increasingly becoming a part of the community.

•

Attached and multi-family housing units grew from 710 units (24% of total product) in 2000 to 1,802 units in 2010 (27% of total product).

Condominiums

4,855 single-family units

attached and multi-Family houSing 500

smAll lot

400 300 200 100 0 1-unit attached

2 to 4 units

5 to 9 units 2000

10 to 19 units

20 or more units

2012

Mobile home

Single Family reSidential lotS by Size and tyPe toWnhomes

6,000 5,000 4,000 3,000 2,000 1,000 Homestead Residential (>5 Acres)

Residential (1-5 Acres)

Residential (0.5-1 Acre)

Residential (< 0.5 Acre)

houSing Value 2000 - 2012 40% 30% 20% 10% 0%

Less than $50,000 to $100,000 to $150,000 to $200,000 to $300,000 to $50,000 $99,999 $149,999 $199,999 $299,999 $499,999 2000

2012

Data Sources: U.S. Census Bureau, Johnston County Tax Parcel Records


Residential Attached

single fAmily detAChed

0


Think Mobility. Progress

draFt State tranSPortation imProVement Program (StiP) 2015-2025

•

Front Street Extension (2014)

•

Multi-purpose trail along Front Street Extension (2014)

I-5111

I-40 Widening and ITS Improvements

I-440 to NC 42

$157,009

•

Sam’s Branch Greenway Phase I (Fall 2012)

R-3825

NC 42 Widening

US 70 to Buffaloe Road

$30,196

2016-2018

R-3410

NC 42 Widening

NC 50 to US 70 Business

$ 90,958

2021-2025

R-2828

Triangle Expressway

US 401 to I-40

$550,265

2022-2024

R-2829

Triangle Expressway

I-40 to US 64 / US 264 Bypass

$478,907

ROW & Utilities (2025), Construction (Future Years)

$431,572

R-3618

New Route (Southern Connector)

Shotwell to NC 42 East (Description needs to be revised)

$30,584

ROW & Utilities (2025), Construction (Future Years)

$5,618

• •

tiP #

Sam’s Branch Greenway Phase II (design complete in 2015, construction in 2016) Pedestrian Connector to Clayton Community Center (design complete, construction in Fall 2015)

roAdWAy

Project name

total Funding (thouSandS)

extent

Funding timeFrame

unFunded amount

2016-2021

Data Source: North Carolina Department of Transportation, Draft State Transportation Improvement Program 2015-2025, Released December 2014

aVerage daily traFFic (adt) major roadway StatiSticS exiSting croSSSection

aVerage daily traFFic

US 70 Business

4 Lane Divided

37,000

A

Minor Arterial

Existing Boulevard

US 70 Bypass

4 Lane Divided

28,000

B

Principle Arterial Freeway

Needs Improvement

Unfunded

NC 42

2-3 Lane

15,000

A

Minor Arterial Boulevard

Needs Improvement

2030

Main Street / Old Garner Road

2-3 Lane

9,200

A

Major Collector Minor Thoroughfare / Boulevard

Needs Improvement

2040

Shotwell Road

2-3 Lane

10,000

B

Local Boulevard

Needs Improvement

Unfunded

Guy Road

2-3 Lane

8,800

A

Local Boulevard

Needs Improvement

2040

Amelia Church Road

2-3 Lane

12,000

B

Local Boulevard

Needs Improvement

2040

Covered Bridge Road

2-3 Lane

9,500

B

Minor Collector Boulevard

Needs Improvement

Unfunded

Prichard Road

2-3 Lane

-

N/A

Local Boulevard

Needs Improvement

Unfunded

Barber Mill Road

2-3 Lane

8,300

B

Major Collector

Minor Thoroughfare

-

Ranch Road

2-3 Lane

6,300

B

Local Boulevard

Minor Thoroughfare

-

road name

caPital area metroPolitan Planning organziation (camPo) roadway ProjectS

aadt Source*

Functional claSS

ctP claSS**

mtP horizon year*** 2040

Data Sources: *AADT Sources: A: NCDOT 2013 AADT Counts / B: Estimate (NCDOT Road Characteristics GIS Data) ** Comprhensive Transportation Plan (CTP) Class based on Johnston County Comprehensive Transportation Plan (2011) ***Metroplitan Transportation Plan (MTP) Horizon Year based on highway projects included in Capital Area MPO 2040 Metropolitan Transportation Plan (MTP)

2040 Metropolitian 2040 Metropolitian Transportation Transportation Plan Plan

ACtive trAnsPortAtion modes k ee Cr Ma

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Disclaimer: This map was created with the best available data, however, it is provided "as is" without warranty of any representation of accuracy, timeliness, reliability or completeness. This map does not represent a legal survey of the land and is for graphical purposes only. Use of this Data for any purpose should be with acknowlegement of the limitations of the Data, including the fact that the Data is dynamic and is in a constant state of maintenance. Data Source: NCONEMAP, Esri, USGS, NC Fish and Wildlife Service

TOWN OF CLAYTON COMPREHENSIVE PLAN

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This map was compiled using the best available This map data, was however, compiled using the best available data, however, the Capital Area MPO is not responsible for the errors, Capital omissions, Area MPO is not responsible for errors, omissions, and/or misuse. Subject to change. and/or misuse. Subject to change.

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Disclaimer: This map was created with the best available data, however, it is provided "as is" without warranty of any representation of accuracy, timeliness, reliability or completeness. This map does not represent a legal survey of the land and is for graphical purposes only. Use of this Data for any purpose should be with acknowlegement of the limitations of the Data, including the fact that the Data is dynamic and is in a constant state of maintenance. Data Source: NCONEMAP, Esri, USGS, NC Fish and Wildlife Service



Think Land Use. residentiAl vs. non-residentiAl 41.5%

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RESIDENTIAL ATTACHED

• Office, medical, institutional and government uses make up 5.9%, industrial uses account for 3.7%, commercial and service uses account for 0.9% of the total area.

exiSting land uSeS NC Clean Water Management Trust Fund Easement

Marks Creek

B

RD

CK QU

N GREE


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• Vacant land comprises 38.7% of the total area.

ION

LN

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RS

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OF F

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existing lAnd use PARK / OPEN SPACE

• The majority of single-family residential properties are less than 0.5 acres in size. These parcels account for only 5% of the land area but make up 32% of all property values.

• Parks and open space (including common areas and cemeteries) constitute 3.6%.

Data Source: Johnston County Tax Parcels, LandDesign note: Vacant and agricultural lands not included in percentages shown above

Generalized Land Use

• The majority of land in the Clayton study area (Town limits + ETJ) is in residential uses (41.5%).

COUNTRY VALLEY PL FAMILY

0

0.25

0.5

ST

Park / Open Space Residential (Large Tract) Commercial / Service Institutional & Government Other

Vacant / Agricultural Residential Office / Medical Industrial/Storage/Warehouse

DR

1 Miles

Disclaimer: This map was created with the best available data, however, it is provided "as is" without warranty of any representation of accuracy, timeliness, reliability or completeness. This map does not represent a legal survey of the land and is for graphical purposes only. Use of this Data for any purpose should be with acknowlegement of the limitations of the Data, including the fact that the Data is dynamic and is in a constant state of maintenance. Data Source: Johnston County

land SuPPly (acreS, Percent)

14% 3,825 9% 2,589

37% 10,114

35% 9,670

5% 1,284

Available (Vacant, undeveloped lands, parcels without significant structures) Underutilized (Parcels that could accomodate additional development) Pending (Proposed or approved developments) Built (Stable properties not likely to change in use) Protected (Parks and other protected lands, including conservation easements)



Think P rks & Open Sp ce. todAy

In the Town of Clayton Planning Area, there are currently:

SurVey reSPonSeS From ParkS and recreation comPrehenSiVe Plan uPdate (2013) FacilitieS uSed moSt

age grouPS in need oF ProgramS 471 Community Park (Amelia Church Rd)

4.1 Youth (ages 6-13)

335 Community Center (Amelia Church Road)

3.9

288 Greenway and Bikeway Trails 191 Municipal Park (W. Stallings Street)

242 ACres

3.2 Adults (ages 30-54)

153 Legend Park (City Road)

2.8 Young Adults (ages 18-30)

153 East Clayton Dog Park

of parkland existing

2.2

105 Clayton Center Classes (2nd Street)

1.7

40 All-Star Park (Front Street)

187 ACres

0

100

200

0

300

Teens (ages 13-17)

3.3 Pre-K (ages 3-5)

400

500

Seniors (ages 55 and over)

Special Needs

1

2

600

3

4

5

Average Rating

Number of responders indicating use of facility

planned

toP ten FacilitieS

toP ten ProgramS

Aquatic center (pool) Greenway/walking/biking trails Soccer Fields Playgrounds Community center Fitness room Baseball/softball fields Senior center Dog park Picnic areas

8.5 miles

of greenway existing

2.5 miles

under construction

2,000

0

4,000

6,000

8,000

10,000

Sports leagues youth & adult Swimming lessons Outdoor concerts Fitness classes -Adult Holiday Events Canoeing/kayaking Art classes Nature programs Summer sports camps Summer camps

12,000

1,000

0

2,000

3,000

Total $ spent

4,000

5,000

6,000

7,000

8,000

Total $ spent

imPACt

Communities with access to parks and recreation facilities enjoy the following benefits:

environmental

economic

social

Air quality

Property values

Community cohesion

Water quality

Direct use value

Health

Wildlife habitat

Tourism value

Obesity

Heat island effect

Education

Comfort

)

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ParkS and natural reSourceS

RUFUS LN

inventory

Context Features

Data Source: NCONEMAP, Esri, USGS, NC Fish and Wildlife Service


0

0.25

0.5

Data Sources: Town of Clayton, Department of Environment and Natural Resources, Fish and Wildlife, USGS, LandDesign PA R K S A N D N AT U R A L R E S O U R C E S

1 Miles

Disclaimer: This map was created with the best available data, however, it is provided "as is" without warranty of any representation of accuracy, timeliness, reliability or completeness. This map does not represent a legal survey of the land and is for graphical purposes only. Use of this Data for any purpose should be with acknowlegement of the limitations of the Data, including the fact that the Data is dynamic and is in a constant state of maintenance.

Date: 1/7/2015

Data Source: NCONEMAP, Esri, USGS, NC Fish and Wildlife Service



Think Downtow AChievements

36 fACAdes remodeled 36 buildings have received Downtown Development Association grants to improve facades.

04 buildings renovAted In addition to the remodeled facades, four buildings have been renovated entirely.

by the numbers clayton’s downtown has undergone a major revitalization effort since 2006.

48 neW businesses 48 new businesses (net) have opened in Downtown since 2006.

neW jobs New businesses have brought 165 (net) new jobs to Downtown.

165 investments 2008-2014 $8,682,251

P u b lic i nve stm e nt

+

$6,525,692

P r ivate i nve stm e nt

=

$15,207,943 tota l i nve stm e nt

This resurgence of downtown is largely due to the focused efforts of the Town of Clayton and Downtown Development Association (DDA). The Town and DDA administer a number of programs to promote development and redevelopment. These programs include: • Clayton Downtown Redevelopment Incentive Grant (CDRIG) • Downtown Façade Improvement Grant (FIG) Data Sources: Downtown Development Association Main Street Statistics 2014


Appendix F: Case Studies

Case Studies Case Study 1

Hickory Inspiring Spaces For decades, Hickory, NC enjoyed a worldwide reputation for being a leading source of quality furniture. However, the loss of manufacturing jobs due to the relocation of production to overseas facilities has led to the City’s economic decline. City leaders determined that significant public investments were needed for Hickory to become economically competitive again, and a strategy for doing so was required if the City was going to be successful. The Inspiring Spaces Master Plan identifies more than 50 projects that, if implemented, will produce both tangible and intangible benefits. The primary

objective is to spur economic development by enhancing the quality of life and the built environment; strengthening the City’s identity, image, and sense of place; and preserving open space. To secure funding for project implementation, the City put a $40M bond referendum on the November 2014 ballot. Though the planning process launched efforts to build public support, a citizen-led group called Boost Hickory increased support by touting the benefits of implementing the Inspiring Spaces Master Plan. Boost Hickory’s campaign was effective; it resulted in over 60% voting in favor of the bonds.

Case Study 2

Downtown Statesville Streetscape Improvement Project Downtown Statesville, a district with a tax value in excess of $100 million, is the business center as well as the cultural and historic heart of Iredell County. City leaders determined that downtown revitalization was necessary for maintaining or increasing the vitality of downtown. Those leaders understand that a vibrant downtown not only benefits who work or live there, but also offers a positive experience for those who come to shop, dine, attend church or an event, or to do business. As a major investment, the Downtown Statesville Streetscape Improvement Project underscores the City’s commitment to the future of downtown. According to the Downtown Statesville Development Corporation (DSDC), “the economic impact of Phase 1 of the Downtown Statesville Streetscape Improvement Project has been tremendous.” The DSDC Director, Marin Tomlin, reported that the project has improved the quality of life in Statesville by providing an improved pedestrian environment and infrastructure enhancements. Pedestrian safety has also increased due to slower traffic and shorter crossing distances at crosswalks. The City is encouraged by the private investments catalyzed by the expenditures made in public infrastructure. The improvements in Phase 1 have resulted in lower vacancy rates among commercial spaces. Nine new businesses now call Downtown Statesville home. The City sees these improvements as only an initial step toward the revitalization of Downtown, expecting the returns on these streetscape investments to continue and benefit future generations. Comprehensive Plan 2040 : 143

Appendix F: Case Studies Case Study 3

Walk{Mount Hope}

Mount Hope is a small town with big ideas, but they don’t have the resources to implement a permanent wayfinding system. They sought out Walk [Your City] as a speedy, affordable alternative that encourages folks to walk when exploring the town’s mile-long Main Street core. Early reports indicate that Walk [Mount Hope] has encouraged more walking and downtown exploration than before for both residents and visitors. Even more importantly, the campaign has boosted a sense of town spirit, as it “presented an opportunity for community building that maybe hasn’t happened before.” The energy Walk [Mount Hope] generated will hopefully be directed towards future town projects – and will serve as a model for other small towns looking to adopt the latest civic innovations.

Case Study 4

Downtown Benson Residential Incentive Grant Many of the buildings in downtown have multiple stories that are often underutilized. The recommended use for such opportunity is residential. Upper story residential opportunities do two things for the downtown community: initially it provides the downtown with permanent residents that will utilize the downtown businesses on a day to day basis; secondly it supplies an opportunity for rental property that is both attractive and affordable for a younger demographic. In addition to rehabilitation loans, tax credits and outside grant opportunities many municipalities offer a onetime grant. This grant should have a $2,500 maximum amount and should be used

for up-fitting the upper floor(s) of any downtown commercial building for a residential tenant. This will be a 1:1 matching grant program. This grant may not be used for any other ground floor or upper floor use. Grant amount: $2500 Additional information: http://www.townofbenson.com/pdf/town-of-benson-development-incentivetoolbox.pdf

Case Study 5

Concord’s Upper Floor Grant Program The Upper Floor Grant Program was created to encourage investment in renovating and restoring upper floors of buildings within the Municipal Service District of downtown Concord. High priority is placed on expanding the usefulness of downtown properties for office and residential use. Grant amount: $2,500 Additional information: http://www.concorddowntown.com/TheCDDC/Grants.aspx

Case Study 6

Knightdale’s Water Allocation Policy Knightdale’s Water Allocation Policy is an example of an innovative approach to encouraging quality development that enhances the Town’s tax base, increases infrastructure investment, promotes green development and improves access to amenities. A proposed development must obtain a certain number of points to receive a water allocation exceeding 250 gallons per day (a level necessary to support a single family home or limited business use). Points can be awarded


for preferred land uses, roadway improvements, gateway improvements, transit facilities, amenities (private greenways) and offsite (public) greenway improvements. See Knightdale’s Ordinance for more details. For More Information: www.knightdalenc.gov/modules/showdocument.aspx?documentid=1661