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1 ~ ~il~ J(l.iCi~ ~t'~Cl dnCl itj ~~.,nlatt Located along the burgeoning [-85 corridor northeast of Charlotte, Cabatrus County has experienced rapid growth and is one of the faster growing counties. in the Charlotte region. A significant amount of development, such as Loaves Motor Speedway and Concord Mills Mall, is read[ly visible near I-85. Unlike the I-85 corridor, the central area of the county,. which is the focus of this study, is relatively less developed. The Central Area study area is apre-defined area roughly between Concord and Mt. Pleasant that is bordered by Rocky RiverRoad and Cold Springs Road.. The Central Area lies on the east side of the city of Concord, directly in the path of growth. In addition to county land, it includes land that lies within the jurisdictions, extraterritorial jurisdictions (ETJs) and spheres of influence of the City of Concord and the City of ICannapolis. (See Figure 1, Context and Study Area Map.) As indicated on the Context and Study Area Map, much of the study area may one day be annexed by one or the other muncipalit[es. 1.2 Purpose of the Plan The Cabarrus County Central Area Plan was ereated in response to the county's need to better manage growth-and the impacts of it-in this unincorporated area. The attractiveness of this area for residential growth is due in part to good schools, lower property taxes and easy access via the recently improved 1VC-49. With an agreement [n place that requires the City of Concord to allow developers to tap on to city wale!' and sewer lines, neither the county nor the city have any control over the extension of utility lines in the area, and therefore, have little control over growth.. The plan establishes a vision to gu[de future growth and development in the study area, tb set standards for achieving quality growth and to establish a framework for consistent land use planning and growth management across the three affected jurisdictions. More importantly, this plan is intended to be used by all three jurisdictions to guide decisions that ultimately prioritize public investment decisions, particularly in canneeiion with the provision of public infrastructure. In doing so, such investments.may be made-so as to direct growth. in a manner that is consistent. with the community's long=range vision for the area. To that end, this plan serves as a policy guide, and while it.does not have the force of taw, it does provide the information required to make informed decisions and to define growth management tools that will effect[vely achieve the vis[on expressed in this plan. This plan has a planning hor[zon of 20 years; however, it should be reviewed and updated every five years to take into consideration new and changing circumstances. 1.3 The Process to Develop the Plan A collaborative,. open planning process was the key to the success of the three-month planning process. The plan could not have been completed without the efforts and dedication of the county's Board of Gommiss[oners, Plann[ng and Zoning Commission, professional staff, and Advisory Comm[ttee and the participation of hundreds of community residents and business owners.