2022-02-11 COMPASS Communities in Motion 2050 Development Review
The Community Planning Association of Southwest Idaho (COMPASS)
is the metropolitan planning organization (MPO) for Ada and Canyon
Counties. COMPASS has developed this review as a tool for local
governments to evaluate whether land developments are consistent with - kll "
the goals of Communities in Motion 2050 (CIM 2050), the regional long- outer
range transportation plan for Ada and Canyon Counties. This checklist is ® Banks
not intended to be prescriptive, but rather a guidance document based Black Cat Vanguard
on CIM 2050 goals. Industrial Village
61
Development Name: Vanguard Village m
CIM Vision Category: Future Neighborhood New Jobs: 0 m
CIM Corridor: Ten Mile Road New Households: 552
Safety Economic Vitality
111, ollllo Level of Stress measures how These tools evaluate whether the
_
' safe and comfortable a bicyclist location of the proposal supports
or pedestrian would feel on a economic vitality by growing near
corridor and considers multimodal existing public services.
infrastructure number of vehicle
lanes, and travel speeds. Activity Center Access
Farmland Preservation
Pedestrian level of stress ® Net Fiscal Impact (2)
Bicycle level of stress ® Within CIM Forecast Q
0 o Convenience
Quality of Life
Residents who live or work Checked boxes indicate that
less than 1/2 mile from critical additional information is attached.
services have more transportation
choices, especially for vulnerable
populations. Active Transportation
Automobile Transportation
Nearest bus stop Public Transportation
Nearest public school Roadway Capacity
Nearest public park
Improves performance Does not improve or Reduces performance
reduce performance 0
Communities in Motion 2050
Comments: 2020 Change in Motion Report
The ValleyConnect 2.0 Growth Scenario proposes a a future express and Development Review Process
secondary bus route on Ten Mile Road with 20-minute frequencies during peak
hours in the future. Ensure that the project provides pedestrian and bicycle Web: www.compassidaho.org
facilities to support access to future transit stops. Email: info(abcompassidaho.org
����A C 0 M P A S S
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COMMUNITY PLANNING ASSOCIATION
of Southwest Idaho
Public Transportation Infrastructure
Providing safe and comfortable transit stops and appropriate amenities can make public transportation a
more convenient and competitive option, reduce the overall cost of housing + transportation, and expand
the potential customer base for businesses.
While stop location and spacing will depend on the circumstances of the route, there are some general
guidelines to improve the user experience:
Locate bus stop amenities in areas that are expected to generate the most ridership, such as near
✓ employment centers, residential areas, retail centers, education centers, or major medical
facilities.
✓ Provide sidewalks and/or bike paths designed to meet the needs of all users (including elderly,
children, and individuals with disabilities) to connect development to transit stops.
✓ Provide bicycle parking that includes covered bike racks at transit stops; ensure it does not conflict
with vehicular or pedestrian travel.
Provide shelters, benches, trash receptacles, lighting, and landscaping to enhance the overall
✓ comfort and attractiveness of transit; ensure amenities do not block pathways, sidewalks, or bike
lanes.
Join the Valley Regional Transit group pass program:
✓ https://www.val leyregiona Itransit.org/ci roup-pass-proci rams
✓ Use Valley Regional Transit's Bus Stop Location and Transit Amenities Development Guidelines for
siting new bus stops and reviewing current and bus stops.
Parking Management
Getting to the right balance of parking is F— - _
important. Not enough parking means that I_
parking spills into nearby areas customers i l
can't get to businesses and safety is �, 74 uli�iw.
decreased due to illegal parking and h r �i','
t- f
increased traveling to find parking spaces.
However, an oversupply of parking can
result in less land for businesses and Credit: Global Desionina Cities Initiative
diminished efforts to promote other modes. Curb space is where people and vehicles intersect.
Increasingly the curb has become a key place to balance needs between conflicting users. While safety is
paramount, demand from different users, different days of the week, and different times of the day
creates challenges and opportunities.
Several steps can be taken to make parking and curbside management work for communities:
Arrange parking near destinations to limit the amount of circling for nearby parking spaces and
create multiple smaller parking lots rather than large parking lots.
Provide shared parking between multiple users or destinations that have different peak periods.
For example, office buildings traditionally need day-time parking while restaurants need space
later in the evening.
Improve walking and cycling infrastructure to make them feasible alternatives to driving and
parking.
Add landscape islands and designated walking paths to enable the safe and comfortable paths to
✓ businesses.
Fiscal Impact Analysis Supplemental for the
Development Review Checklist
The purpose of the fiscal impact analysis is to better estimate expected revenues and costs to local
governments as a result of new development so that the public, stakeholders, and the decision-
makers can better manage growth. Capital and operating expenditures are determined by various
factors that determine service and infrastructure needs, including persons per household, student
generation rates, lot sizes, street frontages, vehicle trip and trip adjustment factors, average trip
lengths, construction values, income, discretionary spending, and employment densities.
The COMPASS Development Checklist considers the level of fiscal benefits, how many public agencies
benefit or are burdened by additional growth, and how long the proposal will take to achieve a fiscal
break-even point, if at all. More information about the COMPASS Fiscal Impact Tool is available at:
www.compassidaho.org/prodserv/fiscal impact.htm.
Overall Net Fiscal Impact
Net Fiscal Impact, by Agency
City O County
Highway District School District O
Break Even: 3 Years