Comprehensive Plan - City of Crawfordsville

City of
Crawfordsville
I N D I A N A
Comprehensive Plan
2025
My Town... My STreeT... My neighborhood... My CoMMuniTy

II
Chapters
Chapter 1: Introduction
Introduction 1-1
Purpose of the Plan 1-1
Crawfordsville’s History 1-2
Statement of Compliance with State Law 1-3
Planning Process 1-4
Chapter 2: Themes and Principles
Introduction 2-1
Summary of Key Findings 2-1
Issue Identification 2-3
Past Development Trends 2-4
Chapter 3: Goals, Policies, and Action Steps
Introduction 3-1
Community Development 3-1
Quality of Development and Defined Image 3-6
Land Use Development 3-10
Transportation 3-15
Neighborhoods 3-18
Housing 3-20
Chapter 4: Community Development Plan
Introduction 4-1
Element One: My Town 4-1
Element Two: My Street 4-9
Element Three: My Neighborhood 4-18
Element Four: My Community 4-23
Chapter 5: Implementation
Introduction 5-1
Administering the Plan 5-1
Interpreting the Plan 5-2
Rezoning 5-2
Action Programs 5-3
Summary Recommendations 5-10
Implementation Matrix 5-10
Appendix
Table of Contents
Appendix A: Existing Conditions
Appendix B: Proposed Annexation Strategy
Appendix C: Reserved
Appendix D: Reserved
Appendix E: Reserved

Acknowledgements
The City of Crawfordsville wishes to thank those who have invested so much time and effort into
the crafting of this plan.
Steering Committee
Mayor John Zumer Denny Cook
Chuck Fiedler Brad Hurt
John Greavu Aaron Hurt
Jim Swift Herm Haffner
Pat Smith Andy Ford
David Peebles Leslie Pyle
Don Swearingen Jacob Hurt
Planning Commission
Mike Reidy Grant Tharp
Brian Saunders Phillip Mikesell
Tom Mitchell Leslie Cooper-Pyle
Rodger Walther Rick Wilson
Chuck Fiedler
City Council
Les Hearson (former member) Charlie Coons
Charles Fiedler Roger Rockenbaugh
Denny Cook Steve Frees
Loran Rutledge
City Staff
Brandy Allen, Director of Planning and Community Development
Megan Huckstep, Executive Assistant, Planning and Community Development
Jacob Hurt, Former Director of Planning and Community Development
hnTb Team
David Wenzel, AICP, Vice President
Cynthia Bowen, AICP, Senior Planner
Brock Hoegh, CEP
Scott Siefker, ASLA
Brooke Moore, AICP
Clinton Winkler
Dale Davis
HNTB Corporation
111 Monument Circle
Suite 1200
Indianapolis, IN 46204
Phone: 317.636.4682
Fax: 317.917.5211
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City of
Crawfordsville
I N D I A N A
Chapter 1: introduction
My Town... My STreeT... My neighborhood... My CoMMuniTy

1-1 Chapter 1
introduction
Crawfordsville has traditionally been a civic, commercial, and retail center for Montgomery
County. Crawfordsville is located 35 minutes west of Indianapolis’ city limits
on I-74. Over the past decade, the City has seen slow, steady growth. With a stand alone
economy, the City must continue to take advantage of a new era of growth, generated
by a healthier regional economy, an increasing local interest in the quality of the community,
and a rural natural environment.
The Comprehensive Plan is a tool to guide Crawfordsville into the future. It outlines
the vision for the planning area, as expressed by its citizens; the goals, objectives, and
policies that help steer the community to that vision; and the individual plans that
make that vision a reality.
Plans of this nature make it possible for cities and towns to be in control of their own
future. By creating a framework for smart planned growth, communities can approach
land use development, public services and resources, and public investments
in a positive manner.
The Comprehensive Plan (The Plan) is a policy document that sets the vision for the
planning area for the next twenty years. This document plans for the physical, social,
and economic growth and redevelopment for the Crawfordsville Planning Area. The
Crawfordsville Planning Area consists of the incorporated area of the City, as well as
the remainder of Union Township. The City has a two-mile jurisdictional boundary in
which it can implement planning and zoning because the County does not currently
have zoning.
The Plan establishes the long term, twenty-year vision for growth and development
in and around the City of Crawfordsville. It is not zoning or any other regulatory document:
it is a legislative policy document. A legislative policy document is an official
statement of policy for decision making purposes. It is intended to be used by the
Plan Commission and City Council as a guidance document when making decisions
regarding private development projects and City expenditures for transportation, infrastructure,
drainage, and parks and recreation. The Plan examines a variety of areas
including land use, transportation, environmental, economic development, recreation
and open space.
Purpose of the Plan
In an effort to plan for the location of growth and the impact of that growth on transportation,
utility, fire and police services, parks and recreation and the established
character of the City, the City of Crawfordsville has undertaken this update of the 1992
Comprehensive Plan. This planning effort is a direct result of a change in development
policy, a marketing of the City to attract economic development and a desire to maintain
the character of the downtown. This update will make it possible for the City
of Crawfordsville to manage the quality, quantity and location of its future growth.
Upon the completion of the Comprehensive Plan update, Crawfordsville is presented
with the opportunity to attain a higher standard of living and improve the overall
higher quality of life within the community.

Land use planning for the City is important because it can have serious implications on the fiscal
health of both the City and Montgomery County. Land use planning also has implications on the
ability of Crawfordsville and other entities to provide utilities and other community services to
Crawfordsville and the surrounding communities. Studies have shown that scattered patterns of
low-density development (a.k.a. “sprawl”) can often cause a number of problems from the inefficient
delivery of services, such as education and roads, to the creation of higher costs in delivering public
services, to the inequitable distribution of the cost of infrastructure improvements. As Crawfordsville
continues to develop and grow, it will be important to be mindful of the negative impacts of
unplanned growth.
The more compact the development pattern, the greater the benefits to the City’s residents. These
benefits include lower transportation costs, faster response times for emergency services (police,
fire, and medical), and more convenience to shopping and employment areas. A compact development
pattern would potentially prevent the construction of more infrastructure than is necessary
to serve the same population. The final land use plan that resulted from this planning process represents
a trade off between the benefits of compact, planned development and the type of development
that is appropriate and necessary for the City of Crawfordsville.
The development potential presented in this document has been coordinated with the Future Land
Use Map. Chapter 4, the Community Development Plan, evaluates the potential future land use options
in the context of future needs in the Crawfordsville area and identifies general transportation,
park, trail, and infrastructure improvements necessary to support those land use changes. This
should position Crawfordsville effectively to plan for its future needs and provide guidance to various
public planning and private development activities underway now and in the future.
The first step in the development of Chapter 4, the Community Development Plan, was to examine
the City and its planning area with a thorough inventory and analysis. Inventories and mapping
were utilized to help determine all possible opportunities and constraints for development. The
findings of the existing conditions have been utilized as a basis for the development of Chapter 4, the
Community Development Plan. The plan was created and refined with a strong consideration for
community and infrastructure needs. This Comprehensive Plan documents the planning process
and provides an in-depth look at the Community Development Plan which resulted from the planning
process.
To understand where Crawfordsville can go in the future, the framework must be established, including
past trends and existing conditions. The context includes existing land use and issues raised
by the public. More contextual information is available in Appendix A, Existing Conditions.
Crawfordsville’s history
Introduction
In 1813, three men, Williamson Dunn, Henry Ristine, and Major Ambrose Whitlock, looked over the
area that would later be known as Montgomery County, and determined that the location would be
ideal for a settlement. Ten years later, the three men returned with their families. In 1823, Montgomery
County was officially delineated, and Crawfordsville, which was platted that same year by Major
Whitlock, was designated as the County seat. The County was named for Revolutionary War hero
Major General Richard Montgomery.
All of the odd numbered lots within Crawfordsville were dedicated to public use. Major Whitlock
named the new city “Crawfordsville” in honor of the Secretary of the Treasury, William H. Crawford. It
was Mr. Crawford who had issued Major Whitlock his commission as a Receiver of Public Lands.
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1-3 Chapter 1
Crawfordsville quickly became a booming city of commercial importance. As a prosperous
city in the mid 1800s, Crawfordsville also became home to several prominent
politicians and political activists. One such political cause was the abolitionist movement
which sought freedom for those enslaved in the United States. The most notable
abolitionist in Montgomery County was a man named John Allen Speed. Mr. Speed and
many others helped slaves escape from the South through what was known as the
Underground Railroad. While many cities and counties across Indiana boast of their
locations thought to be a part of the Underground Railroad, the Montgomery County
Historical Society has confirmed at least fifteen (15) Underground Railroad “depots” in
Montgomery County. One of the 15 depots includes the home of Mr. John Speed, which
was constructed in 1845. This site has been restored and has been relocated to the
grounds of Lane Place.
The abolitionist cause also gained a great deal of support from the professors of Wabash
College. The College, established in 1832, was first known as the Wabash Manual
Labor College and Teachers Seminary. Today it operates as a private, all male liberal
arts college.
By the mid 1800s, the College had gained Crawfordsville the nickname of “Athens of
Indiana,” because of the number of authors who resided in the area. The most notable
of these authors was General Lew Wallace, the author of Ben Hur and The Prince of
India. General Wallace attended the college for only eight weeks but later moved to
Crawfordsville to establish his law practice. General Wallace served in both the Mexican
and Civil Wars and later served as both the governor of the New Mexico Territory
and as the U.S. Minister to Turkey.
General Wallace was not the only notable politician with ties to Montgomery County.
Henry Smith Lane, a former Indiana Governor and United States Senator for the Whig
party, was instrumental in the 1860 campaign to elect the first Republican President
of the United States: Abraham Lincoln. Mr. Lane was the founder of the Indiana Republican
party and served as the first Republican Governor of Indiana until he was called
to fill a vacancy in the U.S. Senate during the Civil War. A close colleague of President
Lincoln, Mr. Lane served as a pallbearer at the President’s funeral. Visitors to Montgomery
County today can visit “Lane Place,” the Lane family’s antebellum mansion constructed
by Mr. Lane and his second wife, Joanna.
In addition to the rich cultural sites listed above, many historical treasures await visitors
to Crawfordsville and Montgomery County. Among the noteworthy sites are the
boyhood home of artist T.C. Steele; the General Lew Wallace Study & Museum, once
General Wallace’s personal library; the Old Jail Museum featuring the nation’s only operating
rotary jail cell block; the Colonel Isaac C. Elston House; the Montgomery County
Courthouse; and St. John’s Episcopal Church. These historic sites capture a rich history
in which the residents of Crawfordsville can be proud of.
Statement of Compliance with State Law
While the comprehensive planning process is an activity primarily undertaken by local
government, the State of Indiana has established specified standards in State Code
for the purpose and content of the Comprehensive Plan Code that enable local units of
government to undertake planning. Communities may adopt comprehensive plans

“for the promotion of public health, safety and morals, convenience, order, or the general welfare and
for the sake of efficiency and economy in the process of development” (IC 36-7-4-501).
Indiana Code 36-7-4-500 sets forth the standards for developing and evaluating a comprehensive
plan. Required elements of a comprehensive plan include (IC 36-7-4-502):
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A statement of objectives for the future development of the jurisdiction;
A statement of policy for the land use development of the jurisdiction; and
A statement of policy for the development of public ways, public spaces, public
lands, public structures, and public utilities.
The vision statement and goals and objectives establish objectives for the future development of the
City of Crawfordsville. Chapter 5, Implementation, establishes policies for land use in the jurisdiction.
Specific capital improvement plans are not set forth in this plan, as the Crawfordsville Advisory Plan
Commission does not have discretion over capital budgets. However, it should be noted that the City
Council can work with the Plan Commission to create that plan. More information is provided in
Chapter 5, Implementation.
Planning Process
Introduction
The planning process began in January 2005, when HNTB Corporation was selected as the consulting
team for the update to the March 1992 Crawfordsville Comprehensive Plan.
The process for developing the Comprehensive Plan is reflected in the organization of this document,
as summarized on the following page. The first major phase of the Comprehensive Plan was
gathering public input through various means, which included key person interviews, and Steering
Committee meetings. Demographic and economic information was researched and studied, and
projections for the future population and land consumption in the planning area were prepared.
The findings provided a foundation for the goals and aided in the development of the draft of the
concept plan. This concept plan was refined and later critiqued by the Steering Committee, which
led into the development of the final Land Use Plan. The Plan contains several components that
form the elements of The Plan, such as future land use locations, transportation, economic development,
and open space planning. Once the elements were in place, implementation strategies were
researched and developed and an implementation plan was written.
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1-5 Chapter 1
Figure 1-1: Crawfordsville Comprehensive Planning Process

City of
Crawfordsville
I N D I A N A
Chapter 2:
Themes & Principles
My Town... My STreeT... My neighborhood... My CoMMuniTy

2-1 Chapter 2
introduction
From the 18th century to the middle of the 20th century, the core of cities, in general,
was the focus of the population and its social life, where people lived and came together
to produce and trade goods and services, to meet, and to exchange information
and ideas.
The downtown was a civic and cultural center and a symbol of community identity.
Neighborhoods were safe and lively places where people met and gathered with neighbors,
children played in local parks, and the grid pattern of streets allowed walking to
and from local amenities. Living areas were connected to work and shop areas.
Crawfordsville has continued to develop in the same historical manner. So why is Crawfordsville
unique? Crawfordsville has a diverse and historic culture which capitalizes
on the location of Wabash College; historic neighborhoods, such as Elston Grove, which
has an architecturally significant, tree-lined street; a vibrant, active downtown where
building rehabilitations have added condominiums and apartments for residential
living; and the various recreational opportunities, such as the multitude of parks and
Sugar Creek Trail. Crawfordsville’s rich history provides a place where people continue
to gather, conduct business, shop and live. Its small town characteristics and charm,
still intact after all these years, are what makes Crawfordsville unique.
In fact, other communities throughout Indiana are trying to capture the characteristics
that Crawfordsville has been able to retain. Many communities are working with
developers to recreate the 19th century village in the hopes of capitalizing on the traditional
small town life. They are trying to recreate neighborhoods where neighbors
visit with one another from the front porch, by incorporating architectural variety,
tree-lined streetscapes, street furniture, village greens and water features.
While other cities are recreating their heritage, Crawfordsville is capitalizing on its
heritage and history by undertaking a marketing campaign to bring in more residents
and businesses. The campaign is entitled “The City of Crawfordsville – A Little
More.” The campaign focuses on the quality of life in the community, the culture and
the commerce opportunities, highlighting why Crawfordsville is different from other
communities in Indiana.
Summary of Key Findings
The following are key points that should be considered in the development of policy
decisions in the future. For a complete look at the existing conditions of the Crawfordsville
community refer to Appendix A, Existing Conditions.
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Crawfordsville’s population growth has been steady since the 1900s
even though there was a decade of decline. Historically, the percentage
of the County’s population residing in Crawfordsville has held steady
at around 41 percent. Conservative projections hold the City’s
contribution to the county’s population at around 40 percent, whereas
aggressive forecasts predict that the City may make up more than 45
percent of the County’s population by the year 2040.

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Themes & Principles
Crawfordsville has a typical distribution of age groups, and this typical distribution
includes a missing population segment common to rural areas, young adults ages
25-40. During the key person interviews, may of the interviewees noted this “brain
drain”; however, they also noted that many of these young adults return to raise a
family in the community once they have children of their own.
Crawfordsville has a higher percentage than the state and County of single parent
families, a common type of household that has increased within the County,
statewide, and throughout the United States from 1990 to 2000.
The median household and family income in Crawfordsville is below that of the
County, State, and Nation. In addition, it is lower than the incomes in several
surrounding communities. However, opportunities to create a more prosperous
economic environment in Crawfordsville with the potential for higher paying jobs
and higher median family incomes do exist.
The median household size in Crawfordsville, 2.3 persons, is smaller than the State
average of 2.53 persons; forty-five percent of the households in Crawfordsville are
two-person families; 29 percent are the traditional, married couple family with
children under the age of 18 living at home. Both the City and the County have
experienced a dramatic increase in the presence of single parent families.
Housing options in Crawfordsville consist primarily of single-family homes,
although multi-family housing is available. Most residents (62.7%) are
homeowners, and homes in Crawfordsville are more affordable than the State
average. According to the 2000 Census, the median price asked for homes in
Crawfordsville was $67,700, whereas in the State of Indiana the median price
asked was $ 78,600. Renters can also expect to pay less than the state average.
In 2000, the median gross rent in the City of Crawfordsville was $476/month,
compared to $521 for the State of Indiana as a whole.
There has been a decline in the number of manufacturing jobs in the City of
Crawfordsville, duplicating the national trend in the shift from a manufacturing
based economy to a services based economy. In 1992, over 13 percent of the nation
was employed in the manufacturing industry. By 2002, 10.6 percent of the nation
was employed in the manufacturing industry. It is estimated that less than 10
percent of the nation will be employed in the manufacturing industry by the year
2012.
Most residents work in Montgomery County. Montgomery County is neither a
net exporter or net importer of workers. According to calculations compiled by
Stats Indiana, approximately 3,300 of Montgomery County’s resident workforce
commute to areas outside of Montgomery County to work; whereas, Montgomery
County receives approximately 3,400 workers from surrounding counties.
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2-3 Chapter 2
issue identification
On June 30, 2005, the Steering Committee was presented with a series of issues
and action steps. They were asked to rank those issues and their importance
for the City to resolve. These issues have been summarized into three areas:
business and economic development, physical design and beautification, and
land use development.
The issues in business and economic development are:
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In the past, not enough emphasis was put on economic development
Abandoned and dilapidated housing and industrial buildings
Lack of adequate attention and maintenance for run down or
abandoned properties
Brownfield sites including the “old hospital” and the Midstates
Building
Perceived lack of assistance for business starts
Perceived parking problem
Competition with other communities (Pittsboro, Lafayette,
Brownsburg) to draw national “chains” or new industrial businesses
Vacant structures
Lack of complete east-west access across the community
High volume and speed of traffic along US 231
Stand alone economy, but competition with other communities for
jobs and residents
The issues for physical design and beautification are:
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Loose pedestrian connections between neighborhoods
US 231 is a physical barrier for pedestrians and bicycles
Development does not capitalize on existing environmental features
Deteriorating sidewalks along the main thoroughfares and in some
neighborhoods
Lack of physical and psychological links between parks, schools, and
cultural districts
All areas to the north side of the City are under served by park and
recreation facilities
There is a lack of pedestrian access between recreational areas
Several main corridors lack a unified character and aesthetic
enhancements
Historic downtown is lacking in streetscape improvements
As new development occurs in the community there is little thought of
its connection to existing development or design
Landmarks are not used to market the downtown
Community and neighborhood gateways are unrecognizable and in
some areas lacking
The community has not reached its potential in capitalizing on its

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identity or the presence of Wabash College
There are pressures to maintain the rural character
There is no consistent wayfinding signage or identity branding for the downtown or
the community as a whole
There is a desire to protect the history, culture and structures related to the
community’s character
The issues for land use development are:
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Sprawling development
Need for planned housing growth
Housing and neighborhood destabilization around abandoned areas, incompatible
land use areas, and the college
Inconsistency in design character between new development and existing
development (contemporary versus grid pattern)
Commercial and industrial growth does not meet Crawfordsville’s aesthetic
standards
Design characteristics and type of growth around gateway interchanges are not
defined
Pressures exist to maintain small town character
Lack of coordination between governmental jurisdictions
Area south of downtown on US 231 is unstable due to closing businesses
Need to improve recreational opportunities
Lack of regulations to preserve open space
The County does not have planning and zoning
Many issues and opportunities exist for the City of Crawfordsville. If these challenges are not met,
these following trends will continue:
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Themes & Principles
Existing neighborhoods will become destabilized by abandoned and dilapidated
structures
Uncoordinated commercial areas that are not connected as part of a larger network
which ultimately compete with one another
Lack of connections – specifically to downtown, Wabash College, and the
commercial areas
If these trends continue, Crawfordsville’s unique identity and our small-town charm may be diminished.
Furthermore, Crawfordsville may no longer be able to compete with its sister cities. The leadership
in Crawfordsville understands that the current trends do not support the City’s articulated
growth directions. The City’s leadership has committed to using the specific growth policies of this
document as the most effective means to increase Crawfordsville’s quality of life and provide “a little
more” for its residents.
Crawfordsville’s Past development Trends
When examining Crawfordsville’s past development trends, there is a distinct development pattern
that can be identified. Development trends unique to the City of Crawfordsville include:
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2-5 Chapter 2
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The SPine
The spine: major corridors;
The anchor: regional and community destinations;
The connection: linear parks, greenway and trail systems;
The neighborhood: residential centers; and
The edge: land use transition areas.
The City spine is the dominant organizing element of the City. It is created by the intersection
of two major corridors which provide the City with regional access. U.S. 231 is
the north-south spine and SR 47/SR 32 is the major east-west spine. U.S. 231 provides regional
access to I-74. Interstate 74 ultimately serves as the man-made boundary to the
north of the City, defining the City’s northern edge and keeping growth to the south.
City streets connect to these two major spines. The majority of the City streets are
set on a traditional grid pattern. This street pattern has created a well-defined spatial
structure that has created walkable blocks that promote pedestrian circulation
and access. There are sidewalk and pedestrian connections in some neighborhoods so
that adults and children can get to and from their homes and the various community
amenities such as area schools, parks, library and/or the downtown by walking and/or
riding their bikes.
The AnChor
As the county seat, Crawfordsville serves as the anchor of Montgomery County. Similarly,
the City’s downtown is the anchor of the community, and therefore Downtown
Crawfordsville serves as both a local and regional destination. The downtown has
a strong, recognizable civic presence and contains the “historic courthouse square”
along with vibrant local retail shops and offices. Wabash College and other cultural
elements such as the General Lew Wallace Study & Museum, historic Lane Place,
the Old Jail Museum and General Wallace’s personal library are all visitor attractions
within the historic downtown core. The City, and its residents, have been proactive
in preserving and maintaining the City’s historic buildings. These historic buildings
provide character and architectural harmony to the area. The City has a strong and
active downtown community that continues to capitalize on past and current efforts
to create a prosperous community-wide asset.
The neighborhood
Single family residential neighborhoods surround the downtown. Each neighborhood
has its own unique character and identity depending on where it is located
within the City. The neighborhoods closest to the downtown are traditional in character
with the houses nestled close to the street. Their front porches are inviting, and
the sidewalks connect the neighborhood to numerous destinations, including schools
and parks. The farther away from the core the neighborhoods are located, the lots
become larger, more rural in nature. They are spaced farther apart and have larger
setbacks and winding streets. Sidewalks are not as widely used in these areas.
The City has purposely decentralized some of its government and civic facilities in
order to reach out into the neighborhoods and provide every resident with easily accessible
civic amenities. This decentralization has led to the formation of a network

of civic destinations within the community’s established neighborhoods. These community destinations
are centrally located within neighborhoods and contain facilities such as a school, fire station,
church, park, hospital or other community facility. The location of these community facilities
in each of the neighborhoods serves as a central point of reference and aids in one’s orientation.
The ConneCTionS
Each neighborhood is connected by a series of sidewalks which are further supplemented by the
Sugar Creek trail system. The sidewalks, along with the City’s grid street system, promote connectivity
between each of the individual neighborhoods. These connective paths promote continuity
in traveling and safe passage for children and adults throughout the community whether walking,
jogging, biking, and/or rollerblading.
The edge
Themes & Principles
Crawfordsville has a very distinct land use pattern which creates edges for each land use district.
The City’s core is of a higher density of development compared to the surrounding areas. As development
moves away from the core, it traditionally becomes less intense as it transitions into the agricultural
landscape of the unincorporated areas. The City has four very defined, separate commercial
and employment areas which help to define the edges of the community. The interchange gateway
area to the north, surrounding I-74, contains some regional commercial. However, the intent is that
this area will one day become one of the community’s key regional employment area. The uses that
currently exist are interstate type uses with hotels, gas stations, and fast food. The City has recently
established a tax increment financing district just south of I-74 and west of U.S. 231. This district is
intended to become more of a regional employment center with bio-tech, light manufacturing offices
and other high wage uses.
In the center of the City is a very defined downtown. This area serves local retail and office uses. The
commercial uses are small, locally owned businesses and contain specialty retail. There is a larger
office market located in Downtown Crawfordsville.
The area to the south of the City around U.S. 231 and County Road 150 South serves as the community
retail area. This area contains big box type uses including the mall, Home Depot, and several
fast food businesses and other types of restaurants. Separating these uses are residential neighborhoods
which help to define the edges of these areas.
On the City’s east side SR 32, SR 47, US 136 and Mill Street serve as the City’s heavy industrial corridors.
These corridors have strong roadway (I-74) and rail access. On the west side of the City is RR
Donnelley, which is located on the north of SR 32. Should businesses in these corridors continue to
downsize, the sites on which they are located could provide for future redevelopment opportunities.
Redevelopment should be focused on a land use other than industrial. All future industrial development
should continue to be focused on the east side of the City where it has already located.
While other communities try to duplicate the past, Crawfordsville has the competitive edge because
they have the “original” amenities of a traditional community. In recognizing this, Crawfordsville can
rediscover the importance of: My Town…My Street…My Neighborhood…My Community.
Achieving the framework vision is accomplished through a series of policies, recommendations, and
actions that will provide guidance regarding local decisions pertaining to the budget and staff priorities,
planning and zoning decisions, and other community decisions.
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City of
Crawfordsville
I N D I A N A
Chapter 3:
goals, Policies, &
Action Steps
My Town... My STreeT... My neighborhood... My CoMMuniTy

3-1 Chapter 3
introduction
Over the past several decades, the City’s development has been guided by the Comprehensive
Plan, zoning ordinance, Plan Commission and City Council. As growth and
redevelopment continue, new and revised goals and objectives need to be established
to continue to achieve a vision that protects the existing land use pattern, defines the
image of Crawfordsville, increases the quality of development and preserves the City’s
historic and cultural character.
To achieve this vision, goals, policies and action steps have been created. These goals,
policies and action steps provide guidance for local decision-making by the Plan Commission,
Board of Zoning Appeals, and the City Council. Some of the following goals
and/or policies will be new, while others are goals that were established in the previous
comprehensive plan that have been revised to continue to make this vision a
reality.
The following goals, policies and action steps are organized around three major topics:
Community Development; Physical Design and Beautification; Land Use Development,
Transportation and Housing.
Community development
Located 35 minutes west of Indianapolis’ Metropolitan Area, Crawfordsville has established
its own local economy and provides jobs for its residents. Manufacturing has
been a key component to diversifying the City of Crawfordsville’s tax base. However,
with the trend of national and state economies shifting from manufacturing to retail
and knowledge-based industries, this has impacted Crawfordsville. Crawfordsville’s
industrial growth has been limited and some of its manufacturers have downsized.
The future of the City needs to be focused on the growth of the new Commerce Park
with light manufacturing and knowledge-based jobs, such as biotechnology, high technology,
communications and bio-research businesses. Interstate 74 provides ready access
to available land, providing an opportunity for the City to allow its vision of the
Commerce Park to grow and further diversify the business types within the City. By
adding light manufacturing, technology and research businesses, the economy will
remain stable and the City will continue to grow even if manufacturing continues to
downsize or close. Additionally, the City should focus on several areas of commercial
and industrial uses that could continue to strengthen the economy. As the City attracts
these new businesses and redevelops existing areas, it should ensure the new
development along these corridors fits with its image, provides the desired job base,
and is high quality. The goals and policies focus on the type of growth that should occur
and how it should be fostered.
GOAL 1: Showcase the City of Crawfordsville as a great place to do business by
encouraging diverse light manufacturing, biological and high technology,
communications, research and office uses in the City that provide
high quality jobs and continue to diversify and strengthen the City’s tax
base.

PoLiCieS
Goals, Policies, & Action Steps
Policy 1.1 The City should analyze the existing and potential business climate in
Crawfordsville
The City’s Future Land Use Map illustrates the physical locations targeted for business
and economic development, redevelopment and future expansion. The City’s
next step should determine the types of businesses that will best serve these areas
and the community as a whole through a detailed economic and market analysis.
Policy 1.2 The City should update the zoning ordinance and subdivision control
ordinance
Well written Zoning and Subdivision Control Ordinances provide business owners
and developers with a better understanding of the City’s policies and intentions.
This helps to create an understanding with developers and property owners of
what is expected, while also creating more certainty of what could potentially occur
on adjacent properties and the surrounding area. Before the City can realize its
future business and economic development potential, it should make the appropriate
changes to the standards and regulations of its Ordinances. The updating of
these standards and regulations will allow for a more efficient, streamlined development
process. By streamlining the development process, the City is able to decrease
approval times and improve the City’s chances of attracting business development.
Policy 1.3 Improve the physical condition of the City
Cities that initiate and carry out improvements to their physical environment send
a clear message to both existing and potential businesses that they are committed
to protecting and enhancing the community’s economic health. Using the zoning
ordinance and recommended public improvements outlined in the capital improvements
plan, Crawfordsville should identify ways in which to further enhance the
community’s physical environment.
Policy 1.4 Promote and market Crawfordsville as a great place to conduct business
The City of Crawfordsville is currently conducting a promotional campaign to
market the City as a great place to live, work and play. The City should translate
the efforts of this comprehensive planning process, as well as the recommended
updates to its regulatory documents, into promotional elements of its larger campaign.
Policy 1.5 Continue proactive planning
Over the last several years, the City has taken measures to promote economic development,
created an image for the City and increased the quality of development.
The City should use this community-wide comprehensive plan as it continues to
take a proactive approach to growth. This plan should serve as the foundation
for identifying and studying targeted areas of the community, including but not
limited to, key gateways, deteriorating neighborhoods and areas where redevelopment
opportunities have been identified.
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Policy 1.6 The City should continue to review and reassess incentives to
ensure that the City is advancing its economic development
objectives
To continue to promote investment and redevelopment opportunities
the City needs to continue to find incentives and funding that
lessen the financial burden associated with new development or
redevelopment. This could include implementing the following:
•
•
•
•
•
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Additional tax increment financing districts;
Tax abatements;
Extensions of utilities;
Federal grants;
Federal earmarks, funding to support specific research and
academic activities at universities; or
Community Revitalization Enhancement Districts (CRED).
Policy 1.7 Provide for ease of mobility through connectivity
The City of Crawfordsville should improve connections between the
primary commercial and industrial employment areas in the City by
increasing road connections, addressing hazardous intersections and
providing directional signage.
Policy 1.8 Continue to promote Crawfordsville as the regional employment
and commercial hub of the far west side of Indianapolis
The City of Crawfordsville has a stand alone economy. Most regional
employment and goods and services are provided in the community.
The City should continue to attract, retain and expand existing businesses.
In doing so, they can expect to provide many of the goods and
services current residents travel to Indianapolis or Lafayette to purchase.
Likewise, the City should promote stronger regional connections
to such regional centers as Lafayette and Indianapolis in order
to attract businesses.
Policy 1.9 Establish the downtown as a multi-use, cultural activity center
Downtown Crawfordsville continues to be an important multi-use
cultural activity center. The City should continue to build upon the
downtown’s success and create programs and activities which can
be marketed locally and regionally. Programs and activities from
promotional events centered around the community’s cultural facilities
and events, to programs fostering investments in specialty retail,
have the benefit of maintaining the heart of governmental facilities
and expanding housing opportunities within the downtown.
Policy 1.10 Maintain identifiable economic development areas
The City has three established economic areas. These areas should be
maintained and techniques should be employed to maintain and separate
the character of each of these areas. For example, Commerce

Goals, Policies, & Action Steps
Park provides an opportunity to create a premier economic development area, and
downtown Crawfordsville provides for local retail, office and other commercial
uses. Areas such as this are the baseline for the creation of a system of economic
development centers.
Policy 1.11 Invest in the downtown
ACTion STePS
The downtown is a vital component within Crawfordsville. It provides both local
and national cultural aspects because of its unique shops, Wabash College and the
history of its residents and the City. The City should continue to invest in the downtown
to keep it healthy and a viable part of the City through physical improvements,
redevelopment, and enhancements.
Action 1.1 Complete a Target Industry Analysis
It is recommended that the City hire a specialized economic/market analyst to
complete a targeted industry analysis for both manufacturing areas located on the
east side of the City and within Commerce Park. The targeted industry study could
enhance the business retention and expansion opportunities that currently exist
within the City. The study would evaluate available land, infrastructure, education
of the labor force and provide specific recommendations on which industries the
City should try to attract based on a list of predetermined criteria.
Action 1.2 Revise the zoning districts for the business and economic development intentions
of this Plan
It is recommended that the City update its zoning ordinance district standards to
comply with the business and economic development intentions laid out in this
plan, including the future development of Commerce Park and revitalization efforts
in the historic downtown. It is further recommended that the updated standards
and regulations be translated into an efficient development process.
Action 1.3 Promote maintenance and physical improvements to properties in the downtown
and its surrounding areas
It is recommended that the City set up or work with local financial institutions to
provide revolving loan funds to property owners for the purpose of fixing such
things as the City’s infrastructure, facades and sidewalks, especially in its downtown
and surrounding residential areas. It is further recommended that the City partner
with Crawfordsville Main Street for this particular endeavor.
Action 1.4 Continue to market the community
It is recommended that the City create an advertising plan, using the maps and
images created in its current marketing campaign and created during the comprehensive
planning process, to market the overall community to new businesses. It is
also recommended that the City work with the Chamber of Commerce and the Main
Street program to coordinate, and strengthen marketing and business recruitment
efforts.
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Action 1.5 Provide opportunities and destinations that encourage people to
come to downtown in the evenings or on weekends
It is recommended that the City coordinate business activities within
the downtown and host a weekend “downtown open house” or “downtown
festival” that is named after one of the local cultural or historical
places or people. The chosen event should be supported further
by local downtown businesses extending their business hours, and in
the closing of secondary streets to accommodate pedestrians. It is
further recommended that the City assess whether it should have a
fundamental role in the Farmer’s Market.
Action 1.6 Create and implement sub-area plans
It is recommended that the City create and implement sub-area plans
for the purpose of establishing well defined districts in the following
areas: the downtown; the community commercial area located at CR
150 south and US 231; the old hospital; and Midstates site. The purpose
of creating the sub-area is to develop detailed recommendations to
promote economic or residential development and reinvestment.
These sub-area plans should include a more detailed look at access
from the street network, detailed land use recommendations, infrastructure
improvements, etc.
Action 1.7 Establish a business incubator
It is recommended that the City work with Wabash College and Ivy
Tech to develop a business incubator, or business co-op program,
within Commerce Park to promote the foundation and development
of specialty businesses within the community that could become permanent
places of employment.
Action 1.8 Provide for the expansion of the St. Clare Medical Center
It is recommended that the City encourage the expansion of the St.
Clare regional medical facility and further promote the development
of related health care services and businesses in Commerce Park.
Action 1.9 Remediate and redevelop the City’s Brownfields
It is recommended that the City pursue grants and address the remediation
and cleanup of its Brownfield sites including the Old Hospital
and Midstates site in the event that local funding is not readily available.
Action 1.10 Provide for tax abatement
It is recommended that the City develop a tax abatement strategy
for the infill or redevelopment of the community’s Brownfields and
vacant lots as well as the development of land within Commerce
Park.

Goals, Policies, & Action Steps
Action 1.11 When and where appropriate, provide the necessary infrastructure to promote
economic growth
Certain economic development sites in the area may not be feasible locations for
new employers without first providing some incentive for businesses to locate
there. It is therefore recommended that the City consider, on a case-by-case basis,
providing infrastructure to a targeted area. For example, Commerce Park and the
future industrial expansion east of the county jail have been identified numerous
times as areas of the City in which business development is desirable. In which case,
the City may want to entertain the possibility of making some initial investments in
the form of infrastructure improvements in such areas.
Action 1.12 Create a subarea plan for the community commercial area south of the City
where the mall is located
The commercial areas to the south of the City along US 231 are conducive for big box
retail that provides needed community and regional goods and services. This area
has also been identified as a key gateway into the City. It is therefore recommended
that the City create a subarea plan for this area. The subarea plan should address
potential development opportunities, infill (redevelopment) opportunities, building
condition, and the creation of a corridor theme. A corridor theme can be created by
developing a landscaping, signage, lighting and access management scheme that is
cohesive in nature. As part of the subarea plan the City should review the existing
infrastructure against the existing development standards and identify inconsistencies
with the desired development for this area.
Action 1.13 Update the downtown plan
The City has completed numerous studies and plans for downtown Crawfordsville,
including a Parking Study which was completed in the summer of 2005. It is recommended
that the City review its various downtown plans and studies and submit a
grant proposal to the state for funds to update its downtown plan. The new plan
should update the goals and policies and have a greater focus on redevelopment,
design and enhancement aspects of the downtown.
Quality of development & defined image for the City
One of the key components from the steering committee was to manage the quality of development
in Crawfordsville and to continue to boost the image of the City compared to our sister cities. In the
past, the City has taken some proactive actions to manage this quality through the implementation
of design standards, especially in the downtown and along US 231 and SR 47. However, as Commerce
Park builds out and other sites such as the RR Donnelley (north plant) site, the old hospital and Midstates
change in the nature of their use, additional steps will be needed to look at redevelopment and
new growth and how the City will maintain its character so that the recreation and environmental
amenities and cultural areas that make it attractive are not changed and impacted. The following
goal is intended to implement the programs necessary for the City to maintain its character.
GOAL 2: Establish a defined image for the City through the encouragement of a higher quality
of development by creating various design standards, review procedures and programs
to ensure the City of Crawfordsville is as aesthetically pleasing as it is economically
sound.
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PoLiCieS
Policy 2.1 Create an aesthetically appealing image for the City
The City has marketed a specific image through its campaign to attract
residents and businesses. To maintain that image the City should pay
particular attention to the aesthetic appeal of the following areas:
corridors, gateways, the historic downtown, Commerce Park and
regional commercial areas. This will require the City to adopt higher
design standards for new development and redevelopment. The City
should use both a design guidelines booklet and design standards as
an adopted part of its ordinances to create a functional and visually
integrated City. In return, the City can expect to be better positioned
to retain and attract a higher quality and type of business.
Policy 2.2 Implement a system of design review
In order to ensure that new development and redevelopment adhere
to the City’s image and vision of certain land use areas, the City should
create a design review committee to review and critique proposed
developments within the areas listed above for the purpose of ensuring
that the community’s design standards are being complied with.
Policy 2.3 Maintain and, when necessary, enhance the natural aesthetic
qualities of the City
The City has tremendous natural areas including Sugar Creek Corridor
and abundant tree groves in the northwest corner of the City. In
addition to creating and implementing a number of standards and
regulations for design and aesthetics in various areas throughout the
community, the City of Crawfordsville should ensure these areas are
protected and enhanced through updated standards in zoning.
Policy 2.4 Encourage new tree plantings
ACTion STePS
The City should encourage new tree plantings and the preservation
of existing trees to preserve and create natural areas in and around
the City. Standards should be updated in the zoning ordinance.
Action 2.1 Develop corridor plans for the enhancement of identified
corridors
The City’s major corridors contribute to the image of the City and
thus set the tone for development. The City should develop a plan
to maintain the land use character and the appearance of its corridors
and gateways through unified landscaping, signage and street
lighting improvements, for example. These improvements should be
targeted for US 231, SR 47, West Wabash Avenue, Elston Grove Historic

Goals, Policies, & Action Steps
Neighborhood, US 136 and SR 32. These improvements would have to be a public and
private partnership.
Action 2.2 Create gateways into the City
It is recommended that the City establish gateways at the I-74 and US 231 interchange,
at the entrances to the historic downtown core, and at the US 231 and US 32 interchange
to create a sense of place: a sense of arrival/departure. Eventually, the City
may wish to establish a gateway at SR 47 and I-74 and SR 32 and I-74. See Chapter 5,
Implementation, for more detailed recommendations. Design plans should address
landscaping, signage, and street lighting in order to promote the City’s identity and
desired image. It should be noted that some of the community’s gateways will need
to be coordinated with the Indiana Department of Transportation (INDOT).
Action 2.3 Establish architectural design standards for targeted areas of growth
It is recommended that the City create and implement architectural design standards
for the future growth of Commerce Park, community and commercial areas
on South US 231 and infill development within the downtown.
Action 2.4 Establish streetscape standards for targeted areas of growth
It is recommended that the City develop and implement streetscape standards for
US 231 and from I-74 to the southern entrance to the community. Each of these sections
will likely have different streetscape treatments. Additionally, portions of US
136 in the downtown should also have a defined streetscape treatment.
Action 2.5 Create a special historic zoning district
It is recommended that the City create, and incorporate into the Crawfordsville
zoning ordinance a special historic zoning district for the downtown for the purpose
of preserving and enhancing the inherent qualities of the historic downtown core.
A special historic zoning district would provide additional guidelines and standards
to ensure that development occurring in the district is consistent with the area’s
historic character in terms of setback, bulk, architecture, and site layout. Pedestrian
circulation and parking are generally significant components of a historic zoning
district, and they would be essential elements downtown. Signage, urban design
elements and architectural materials are other considerations that can be included
to protect the character of the district.
Action 2.6 Update marketing materials to showcase the City’s physical design and
beautification efforts
It is recommended that, as physical improvements are made throughout the community,
the City update its marketing and promotional materials by replacing the
conceptual ideas that have been generated by this comprehensive planning process
with actual images and examples of such design and beautification efforts taking
place throughout the community.
Action 2.7 Create programs to maintain enhancements throughout the community
It is recommended that the City organize community volunteers for regular main-
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tenance of the community’s beautification efforts, including but not
limited to adopting street, median, or sidewalk programs. Some communities
have created a beautification committee as a subcommittee
of their Plan Commission to solicit volunteers from the Boy Scouts,
Girl Scouts, the Boys and Girls club, schools, recreational teams, etc., to
adopt areas in the community.
Action 2.8 Update the City’s landscape ordinance
It is recommended that the City update and adopt a city-wide landscape
ordinance that enhances the beautification of the City by
addressing plantings, design features, maintenance and upkeep.
Action 2.9 Create a wayfinding system in the community
It is recommended that the City create a wayfinding system, particularly
for the downtown, for the purpose of providing ease of mobility
from the interchange to downtown and back again. The wayfinding
system should be linked into the cultural trail design recommended
along Wabash Avenue through the Elston Grove Historic Neighborhood.
Action 2.10 Minimize land use conflicts
In order to minimize land use conflicts between non-residential areas
and residential areas, it is recommended that the City include standards
and regulations within the zoning ordinance that provide for
the adequate buffering and design features regarding placement of
parking, loading docks and lighting.
Action 2.11 Create a tree preservation ordinance
Cities often use the protection of existing trees to enhance the aesthetic
value and quality of life of their community. It is therefore
recommended that the City include the creation of a tree preservation
section in the City’s landscaping ordinance. The tree preservation
section should require an inventory of significant trees, along
the street and on-site. It should also contain standards for preserving
viable trees, or if trees are unable to be preserved, standards for
replacing trees based on a predetermined ratio. This section should
address the downtown area specifically as it has noticeably different
constraints from the overall community.
Action 2.12 Require green space/open space in new development
As new development continues to build out in the City, green space
and open space will become a prime commodity. It is recommended
that the City require ten to fifteen percent of open/green space, either
active or passive, in all new subdivisions.

Goals, Policies, & Action Steps
Land use development
As the City continues to develop, challenges associated with the need to balance the protection of
the community’s natural features and the community’s need for growth and development will arise.
Crawfordsville’s environmental assets, including Sugar Creek and the old brickyard area, are important
to the community’s overall quality of life, as are the number and types of community facilities.
Community facilities such as parks, recreational areas and community focal points play a vital role
in the maintenance of the traditional community design. To wit, it becomes imperative that all future
residents have access to the same type and quality of facility as existing residents in order to
preserve the traditional community. The City should therefore see to it that existing facilities are
maintained as new ones are added. Both private and public entities should provide all levels of park,
recreation and trail facilities throughout the community to help promote vibrant neighborhoods
while preserving the traditional community design.
The following goal, policies and action steps will allow for and encourage growth and development
while capitalizing on the community’s environmental assets and community facilities by incorporating
them into future development efforts to ensure that they are able to be enjoyed by future
generations.
Goal 3: Preserve the existing community core and provide for innovative land use development
techniques for new subdivisions, infill development, and opportunities for new
development and redevelopment in order to realize the City’s vision for its future.
PoLiCieS
Policy 3.1 Remain consistent with both the comprehensive plan and the future land use
map for the City
When members of the City Council, Plan Commission or City staff review proposed
developments, they should ensure that the proposed development is consistent
with both the type and nature of development desired by the community. If an
area’s character has changed the City should amend the Future Land Use Map to
reflect the change in the character.
Policy 3.2 Ensure that the future growth of the community is both desirable and fiscally
sound
The core of the City’s development has remained relatively compact in nature,
because of natural and man made boundaries such as Sugar Creek and I-74. Some
new development has begun to spread out from this core, west and south, of the
City. Nonetheless, the City should encourage new development to remain compact.
This is accomplished by limiting the extension of public utilities and services, and by
adhering to the City’s annexation strategy.
Policy 3.3 Promote infill development and redevelopment
There are several areas within downtown Crawfordsville that are under utilized or
vacant. Therefore, the City should establish incentives and policies for infill development
and redevelopment of under utilized, abandoned or vacant parcels. The feasi-
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3-11 Chapter 3
bility of redeveloping such areas should be exhausted prior to approving
development outside of the City’s core. Areas of initial concern
include areas along SR 32 and US 231, the old hospital and Midstates.
Policy 3.4 Manage the quantity, quality and location of growth both in and
around the incorporated limits of the City
The City should provide incentives such as density bonuses, paving of
trails, and fast track development opportunities. In addition, the City
should market the presence of existing infrastructure at key development
areas in order to entice businesses to locate in these areas.
Policy 3.5 Limit residential conversions
The character of the City has been established in part because of the
separation of land uses. This is especially true for the land uses that
front US 231 and SR 47. The area between the St. Clare Medical Center
and I-74 to the north has seen development in the form of retail and
office uses. Downtown Crawfordsville has a distinct presence of local
business and office uses. The area south of the City along SR 47 and
CR 150 South has seen development in the form of commercial and
big box retail uses. In between these areas are the various neighborhoods
that make up the remainder of the City. By separating the
different commercial and employment areas of the community, the
City is better able to protect and enhance its identity. The City should
support and create regulations that limit the conversion of the residential
areas in order to maintain the separation between its otherwise
distinct commercial and employment areas.
Policy 3.6 Protect environmentally sensitive areas
The City should protect and enhance the environmentally sensitive
areas in and around the City of Crawfordsville. This includes, but is
not limited to Sugar Creek and the significant groves of trees located
in the old Brickyard area of Commerce Park. Development proposals
for land within the community’s environmentally sensitive areas
should be made subject to additional site development plan review
procedures.
Policy 3.7 Greater inter-jurisdictional cooperation
The City should work with Montgomery County government to
foster greater inter-jurisdictional cooperation regarding growth and
redevelopment. While the City is able to manage its two mile extrajurisdictional
area, coordination on the part of transportation decisions,
by nature, will continue to be a function of county and state
governments. Therefore, the City should coordinate with the County
and the Indiana Department of Transportation (INDOT) to ensure
continuity of future land uses.

Goals, Policies, & Action Steps
Policy 3.8 Ensure access to community facilities
The City of Crawfordsville should ensure access, especially for new residents, to the
various community facilities. New developments should be reviewed to ensure that
they incorporate such elements as parks, trails and sidewalks to the end that both
existing and future residents continue to have adequate access to community facilities.
Policy 3.9 Establish new open spaces and trail connections
Open spaces and connections to the City’s natural areas are key contributors to the
City’s economic viability. The City should establish new open spaces and create connections
to existing natural areas. The future land use plan should be used as guideline
for the location of the City’s open space and trail system.
Policy 3.10 Identify existing and future park needs
The City’s staff should work with representatives of the Parks Department, the
Redevelopment Commission, and the Plan Commission to identify future park and
recreation needs and identify areas within the City which may be underserved. In
addition, the City should determine a method by which to monitor its population
growth to ensure that the City’s park and recreation services and facilities keep pace
with new development.
Policy 3.11 Preserve the historic character of the downtown
Downtown Crawfordsville has a distinct historic character that adds to the community’s
charm. It is therefore recommended that the City preserve the historic
character by establishing a special historic downtown zoning district that also
incorporates the surrounding residential areas. The district should promote and
accommodate compatible infill development.
Policy 3.12 Promote the use of historic districts
ACTion STePS
To protect existing historically significant structures, the City should promote the
use of historic districts and historic preservation as a means of protecting Crawfordsville’s
architectural and historical culture.
Action 3.1 Review annexation policy
As part of this plan, the City has created an annexation policy. It is recommended
that the City review its annexation policy, at a minimum every 4 years, to ensure
that it remains consistent with changing community conditions. This includes the
City’s desired level of growth, its sewer and water capacities, and to remain fiscally
responsible.
Action 3.2 Identify policies for zoning of annexed areas
It is recommended that the City create regulations that specify how areas outside
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the City limits should be zoned following annexation into the City.
Said regulations should be included in the City’s zoning ordinance.
This action step should be consistent with Action 3.1 above.
Action 3.3 Create a public utilities and services extension/expansion
policy
The City’s infrastructure and public services serve as an important
growth management tool with respect to the location of new development.
It is imperative that the City extend and expand its infrastructure
in a manner that is responsive to the City’s short- and longterm
budget constraints. It is recommended that the City discourage
the unjustified extension of public utilities and services to remote
or isolated areas. It is further recommended that the City entertain
infrastructure improvements in areas where development is desirable
and advantageous to the community as a whole.
Action 3.4 Create a Capital Improvements Plan
In order to ensure that the City continues to be fiscally sound regarding
its capital improvement projects, the City should create a Capital
Improvements Plan (CIP). Capital Improvement Plans have proven to
be extremely valuable tools in the annual budgeting process undertaken
by any municipality. Therefore, it is also recommended that the
CIP contain a section which provides for annual updates to the plan
itself.
Action 3.5 Update the zoning and subdivision regulations to provide for land
use development incentives that advance the intentions of this
Plan
It is recommended that the City update its zoning and subdivision
regulations to accommodate mixed-use developments and the
adaptive reuse of buildings, specifically within the downtown. It is
further recommended that the City’s zoning ordinance be updated to
include incentives such as shared parking, density bonuses, decreased
setbacks, narrower roads, and increased height. This will further
promote infill development and decrease the number of underutilized,
abandoned or vacant buildings and lots.
Action 3.6 Update the City’s development review criteria
It is recommended that the City update its review procedures and
establish criterion that a petitioner must meet as a condition of site
development plan approval. Said criterion should reflect the intentions
set forth in this Plan. It is further recommended that the City
publish documents, including flow charts and checklists, and streamline
the various review processes and procedures.

Goals, Policies, & Action Steps
Action 3.7 Determine ways to manage the growth of the Two-Mile Fringe Area
It is recommended that the City review and then determine whether or not to
create a township joinder for the purpose of managing the land uses of its two-mile
extra-jurisdictional area. The City could also review and make a determination on
extending the township joinder to include the entire township. In the event that
a township joinder is not feasible, the City should, at a minimum, establish zoning
districts for those areas within its two-mile fringe area.
Action 3.8 Create and implement a Neighborhood Assessment Strategy
It is recommended that the City create and implement a neighborhood assessment
strategy for the purpose of identifying neighborhoods where destabilization is
occurring. It is further recommended that, during the assessment of each neighborhood,
the City conduct a housing conditions survey in areas where destabilization
is evident.
Action 3.9 Limit residential conversions to protect neighborhoods along the City’s primary
corridor
It is recommended that the City update its zoning ordinance to control the frequency
of the conversion of residential uses to commercial uses and protect the
integrity of the City’s neighborhoods. Initial areas of concern include residences
along US 231 and US 136.
Action 3.10 Create and enforce housing/property maintenance codes
It is recommended that the City create, adopt and then enforce housing and property
maintenance codes for the purpose of protecting Crawfordsville’s desirability
as a place to live, work, and play.
Action 3.11 Provide for alternative modes of transportation, culture, and the protection of
environmental resources through the development of a community-wide trail
system
It is recommended that the City extend and expand its trail system into a downtown
cultural trail and regional greenway system connecting the various residential
areas with commercial areas, schools, parks and other such community destinations.
In addition, the City should attempt to incorporate cultural amenities into
the trail’s design, and to emphasize the protection of the environmental resources
adjacent to the Commerce Park area.
Action 3.12 Provide additional park and recreation opportunities throughout the
community
In addition to the trail system, it is recommended that the City also create a sidewalk
maintenance program for the purpose of maintaining pedestrian connections
within the community. It is also recommended that the City expand upon its
number of festival opportunities and include such things as concerts in the park.
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Action 3.13 Encourage and provide for infill development
It is recommended that the City write and release to developers a
Request for Proposal (RFP) for the redevelopment of vacant sites
throughout the community, especially for areas in Commerce Park.
Additionally, the City should update its zoning ordinance so as to
remove standards and regulations which might otherwise hinder
infill development.
Action 3.14 Implement the 2005 5-Year Parks and Recreation Master Plan
With all of the existing and proposed park and recreation facilities
incorporated into this Comprehensive Plan, it is recommended that
the City’s planning staff work with the City’s Parks and Recreation
Department to implement the 2005 Five-year Parks and Recreation
Master Plan. The 5-year Parks and Recreation Plan should be considered
a part of this Comprehensive Plan in that it too should be consulted
during the site development review process.
Action 3.15 Extend the Sugar Creek Trail North into Commerce Park
Transportation
It is recommended that the City create a trail plan in its five-year parks
and recreation plan that further designates and designs the extension
of the Sugar Creek Trail to the north. The trail section should
include trail head designs and connections to the community’s existing
and future paths and trails.
The City of Crawfordsville is responsible for maintaining and upgrading its transportation
system including, but not limited to, its thoroughfares and sidewalks. One of
the greatest challenges the City of Crawfordsville will face in the future is ensuring
that the community’s existing transportation system continues to be maintained
and enhanced. This is often done with relatively limited resources. The following goal
and policies are intended to help the City plan for improvements and future growth
with respect to its transportation system.
Goal 4: Provide a safe and efficient transportation network.
PoLiCieS
Policy 4.1 Limit the visual impact of parking lots
The City should minimize the impact of parking along US 231, SR 47,
US Hwy 136 and within Commerce Park and the downtown. This is
often accomplished by requiring that properties landscape either
the perimeter or interior of each parking lot, or both. It can also be
accomplished by regulating that parking lots be located behind buildings
if feasible. The City can also provide for opportunities in which
businesses can share parking.

Goals, Policies, & Action Steps
Policy 4.2 Require continuity of streets in subdivisions
It is recommended that the City promote a traditional grid street pattern for all
redevelopment. At a minimum, the City should require continuity of existing arterial
and collector streets within new subdivisions should the traditional grid street
pattern not be feasible for the entire development.
Policy 4.3 Require adequate right-of-way in new developments
Certain streets within the City are in need of upgrades and/or widening. This
process will be hindered in areas where the City will have to acquire adequate rightof-way
prior to making these improvements. It is therefore recommended that the
City require the dedication of adequate right-of way in all new developments for
future extensions of the street system. Future extensions to the City’s thoroughfare
systems should be in conformance with the City’s Subdivision Control Ordinance.
Policy 4.4 Promote continuity between residential and downtown employment areas
It is recommended that the City ensure that new development provides “continuity”
between the City’s existing and new residential and employment areas by implementing
a sidewalk ordinance. It is further recommended that the City create and
implement as sidewalk maintenance program.
Policy 4.5 Discourage driveways fronting arterial and collector streets
Congestion occurs when new development is added without the careful consideration
of the number of curb cuts associated with new development. The City should
discourage driveways in low-density residential developments along arterial and
collector streets and encourage the use of shared access roadways.
Policy 4.6 Promote access from commercial development to neighborhoods
Residents should be provided pedestrian access to commercial areas in order to
maintain the City’s current quality of life. The City should provide pedestrian access
to nearby neighborhoods by requiring that sidewalks be incorporated into the
design of new commercial developments. In order to be effective, sidewalks within
commercial areas should be required to connect to any nearby pedestrian facility.
Policy 4.7 Provide access management for major corridors
It is recommended that the City limit curb cuts along US 231, US 136, US 32 and US
47 for two primary reasons. First to limit the potential for traffic congestion upon
build out. Second to create a better planned and more aesthetically pleasing experience
for residents and visitors to the community. In limiting the number of curb
cuts, the City will need to allow shared driveways wherever feasible.
Policy 4.8 Develop a Cultural Trail within the downtown
The Downtown Cultural Trail is an important connection that will run through the
center of the City and the heart of the downtown. The City should differentiate this
section of the overall trail system by incorporating any number of cultural elements
such as signage, pavement markings, banners and informational placards.
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3-17 Chapter 3
Policy 4.9 Use trails to link the City’s neighborhoods to the downtown
Residents of the Crawfordsville community should have safe and reliable
access between their neighborhoods and the downtown. Therefore,
it is recommended that the City use sidewalks and on- and offstreet
trails to link the downtown to adjoining neighborhoods. It is
further recommended that new development be required to connect
to and extend the City’s pedestrian network.
Policy 4.10 Use trails and paths to connect the entire community
ACTion STePS
Action 4.1 Pursue grants
The City should ensure that trails, pathways and sidewalks connect
all of the neighborhoods with the commercial and employment areas
of the City.
It is recommended that the City investigate and pursue alternative
funding sources such as transportation enhancement grants for
infrastructure and trail improvements.
Action 4.2 Update street design standards
It is recommended that the City update its street classifications, design
standards and right-of-way standards of its subdivision control ordinance
to reflect the changes to the Future Thoroughfare Plan.
Action 4.3 Require sidewalks in all subdivisions
Require that all new subdivisions have sidewalks located on at least
one side of the road. It is recommended that sidewalks be provided
on both sides.
Action 4.4 Design attractive streetscape designs
There are significant streets within the City that should be enhanced.
Designing and creating attractive streetscape designs are important
to the character of the City and should therefore be incorporated into
the City’s zoning and subdivision control ordinances.
Action 4.5 Incorporate traffic impact studies into the Subdivision Control
Ordinance
New growth and development will continue to add congestion and
put a strain on the City streets. The City should update its subdivision
control ordinance to require certain sized development to conduct
traffic impact studies for review by City staff and the Plan Commission
in assessing new development.

Goals, Policies & Action Steps
Action 4.6 Require new connections to subdivisions
The City’s ability to connect residents with shopping, business and public facilities
is one of the key components in this Comprehensive Plan. It is recommended that
new development be connected to existing development and that new development
provide for future motorized and non-motorized connections. This can be
accomplished by updating both the zoning and subdivision control ordinances to
include standards that ensure transportation connectivity between and within
developments such as road, sidewalk, trail, greenway and bicycle path connections.
Action 4.7 Inventory existing sidewalks
neighborhoods
It is recommended that the City create and maintain an inventory of sidewalks and
trails throughout the community, including their existing conditions to reference
when reviewing developments and updating transportation and infrastructure
improvement plans.
Neighborhoods are the backbone of any community. As new development continues at the outer
edges of the City, the City may have difficulty with maintaining existing older neighborhoods and
ensuring connectivity between new neighborhoods and older ones. The goal and policies of neighborhoods
is to ensure that they remain the focal point of the City and to implement actions that will
keep them vibrant.
Goal 5: Create and preserve healthy, vital neighborhoods that serve as a focal point within
the City.
PoLiCieS
Policy 5.1 Limit residential conversions in neighborhoods
Encroachments of non-residential uses into residential neighborhoods can deteriorate
and erode neighborhoods. The City should protect residential areas from
conversion into businesses, commercial areas and industrial uses and provide landscaped
buffer areas to eliminate land use adjacency impacts.
Policy 5.2 Increase neighborhood connections
New contemporary designed neighborhoods have a tendency to lack connectivity
to existing neighborhoods that were developed in a grid pattern. The City should
explore ways to improve pedestrian and automobile linkages among neighborhoods
to interconnect neighborhoods and provide connections to commercial
areas, schools, churches, parks, etc.
Policy 5.3 Protect and preserve neighborhoods
The neighborhoods are the fundamental building blocks of the City. The City should
promote neighborhoods as the focus of the community for future planning and
programming activities.
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3-19 Chapter 3
Policy 5.4 New, redevelopment and infill development should maintain
existing character
ACTion STePS
New and infill development and redevelopment of residential neighborhoods
can have a significant impact on the character of the City.
The City should encourage infill, redevelopment and new housing to
be complementary to the scale and character of existing, surrounding
residential uses.
Action 5.1 Create a neighborhood identification map
The City should create a neighborhood identification map that
defines individual neighborhoods. The City can utilize the future
development plan map as a starting point. This information could
be mapped on the geographic information mapping system that can
then be used to analyze and monitor the conditions of neighborhoods
to target specific neighborhoods needing improvements.
Action 5.2 Complete an assessment of each neighborhood
The City should identify older, traditional neighborhood areas and
create a plan for each defined neighborhood. The plan should include
utility and service improvements, housing improvement projects,
street and sidewalk improvements, parks, tree planting and any other
type of project appropriate to the area. Such systematic planning will
also help to establish improvement priorities within that specific area,
rather than on a City-wide basis. As one of the annual review items,
the Plan Commission should survey the entire City for neighborhood
conditions that should be targeted in the following year.
Action 5.3 Prepare neighborhood plans
The City should prepare neighborhood plans for neighborhoods that
are in transition or that need extra attention due to their deteriorating
condition. An initial area of concern includes the area around
the old hospital. Residents of the affected neighborhood should be
involved as key stakeholders in the planning process. While a neighborhood
plan will often mirror that of the community-wide comprehensive
plan, it should provide more detail and direction specific to
an individual neighborhood than is otherwise necessary or appropriate
for a comprehensive planning process.
Action 5.4 Adopt neighborhood design standards
The deterioration of older, more established neighborhoods can
occur when new residential infill design is incompatible with the
scale, density and character of existing neighborhoods. By incorporating
neighborhood design standards within the zoning ordinance,
the existing character of neighborhoods can be better maintained. It

also prevents new developments and additions to existing structures that would
otherwise be incompatible with the neighborhood.
Action 5.5 Establish residential design standards
The City needs to establish residential design requirements that focus on infill
development in existing neighborhoods. The intent of these regulations would be
to ensure that building designs are compatible with the character of each neighborhood
in terms of scale, mass, building patterns, and facade articulation. Design elements
of prevalent neighborhood architectural styles and regulations that ensure
that accessory buildings are compatible with the principal structure should also be
included. This will allow for modern design and the interpretation of architectural
styles throughout each neighborhood.
Action 5.6 Increase housing and property maintenance code enforcement
While enforcement of zoning is an on-going process, more attention should be provided
to code enforcement in existing neighborhoods. Typically, enforcement would
target rental properties, as they are more susceptible to enforcement violations. All
properties should abide by minimum standards. Therefore, stepping up housing and
property maintenance enforcement will involve the evaluation of existing codes to
determine necessary revisions. Furthermore, additional staff would be necessary to
increase enforcement efforts.
Action 5.7 Review of Lot Division/Combination Requirements
housing
Lot size compatibility with existing neighborhood standards can be incorporated
into the zoning ordinance. Procedures outlining the compatibility determination
process will ensure that lot divisions do not create incompatible building sites.
Each neighborhood is comprised of a series of houses. The City strives to provide a diversity of high
quality housing types and prices so that every resident in the City can move up as their economic
and family status changes. In order for Crawfordsville to keep its existing neighborhoods strong
while new neighborhoods continue to emerge, a focus on maintaining existing, older structures is
needed. The goal and policies promote strong, diverse housing and establish action steps to maintain
the existing stock and ensure that new housing is of high design and building quality.
Goal 6: Encourage a diverse mixture of well-constructed housing that serves all populations
in Crawfordsville.
PoLiCieS
Goals, Policies & Action Steps
Policy 6.1 Provide for a mixture of housing types
The City has a desire to provide a variety of housing styles within subdivisions. The
City should ensure that there is a mixture of housing types provided for in new
developments to meet the lifestyle needs of Crawfordsville’s residents.
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3-21 Chapter 3
Policy 6.2 Encourage multi-family development
Apartments provide certain segments of the population housing
opportunities to live in Crawfordsville. The City should continue
to encourage high quality multi-family development. It should be
located near arterial or collector streets to minimize traffic impact
on local streets, and design standards and policies should be implemented
to attract the quality desired by the City.
Policy 6.3 Promote compatibility between residential densities
Even among residential densities, land use conflict can occur. When
reviewing new development, ensure that future residential development
is appropriately arranged to maximize compatibility with
a variety of density levels. Planning community facility locations as
well as the landscaping and buffering surrounding it should also be
considered when addressing residential densities.
Policy 6.4 Maintain active code enforcement
Preserve the existing housing stock through regular, active code
enforcement and preventive maintenance.
Policy 6.5 Promote high quality residential development
The City should promote high quality residential development in a
variety of types and densities by promoting the use of high-quality
building materials, landscaped front yards, adequate setbacks and
appropriate architectural styles for new residential development.
Policy 6.6 Encourage housing in the downtown area
ACTion STePS
Encouraging residential development in the heart of the downtown
helps to maintain the area and keep it healthy and vibrant. The City
should encourage the development of additional housing, including
upper-story units and town homes in the downtown area.
Action 6.1 Seek additional funding sources
Seek funding sources such as façade grant programs that assist in the
maintenance and improvement of housing conditions and meet the
diversity of housing needs in the City.
Action 6.2 Update design standards for residential homes
The City should review its existing residential design standards
and update them to increase the quality of the housing being constructed.

Goals, Policies & Action Steps
Action 6.3 Establish a housing subcommittee
The City should establish a housing subcommittee of the Plan Commission to review
findings of the planning and building departments building permits and approved
subdivisions annually. The purpose of this subcommittee would be to discuss the
current housing policies, housing mix ratios and owner occupied and vacancy ratios
to ensure they are consistent with the policy direction of the City.
Action 6.4 Monitor subdivision build-out
As part of the Comprehensive Plan update, the City began to compile information
regarding subdivisions. This collection and update of the information should continue.
The information collected included the number of approved lots, acreage,
remaining lots to be built upon, density, zoning and approval date. The City should
maintain this chart to monitor and track housing trends to present to the Plan
Commission yearly to make policy adjustments.
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City of
Crawfordsville
I N D I A N A
Chapter 4:
Community
development Plan
My Town... My STreeT... My neighborhood... My CoMMuniTy

4-1 Chapter 4
inTroduCTion
Chapter 4 is the Community Development Plan for the City of Crawfordsville. The Community
Development Plan should guide land use and development within the City of
Crawfordsville over the next twenty years. This chapter provides specific guidance in
terms of the future growth of the City in relationship to the City’s theme elements: MY
TOWN…MY STREET…MY NEIGHBORHOOD…MY COMMUNITY.
In the fall of 2005, a themed framework and a land use concept plan was created and
presented to the Steering Committee based upon the vision, goals and policies discussed
in the previous chapter. The Community Framework can be broken down into
four major elements. “My Town” emphasizes Crawfordsville’s existing development
pattern and environmental theme elements. “My Street” focuses on the community’s
thoroughfares and corridors. “My Neighborhood” focuses on the existing, future and
historic neighborhoods as well as mixed use development and neighborhood stabilization
opportunities. “My Community” pulls the elements together and focuses on a
series of economic development and aesthetic recommendations. This framework
is depicted in Figure 4-1, Crawfordsville Future Land Use Map. This map was further
refined into the Final Future Community Development Map.
The 2030 Future Community Development Plan described below was created using
the policies described in the previous chapter to influence future growth, development
and stability of the City of Crawfordsville. The Future Community Development
Map includes a variety of land use classifications. The purpose of these classifications
is to illustrate the development pattern of the City in twenty years. It also provides
guidance in terms of the desired location of specific land uses. The Future Community
Development Map is not a zoning map, but merely a recommendation of future land
uses. This map should be referenced during any rezoning process.
Each of the land use classifications described below builds upon the conceptual framework
of MY TOWN.. MY STREET...MY NEIGHBORHOOD...MY COMMUNITY.
eLeMenT one: My Town
The concept of “My Town” focuses on the preservation of the Community’s existing
amenities, including its natural features, schools, parks and other civic amenities, for
it is these elements that have shaped past land use development efforts. As is characterized
in Figure 4-2 on page 4-3, Interstate 74 has served as the natural northern
boundary which has, up until now, forced the City of Crawfordsville to be completely
contained within the area south of the interstate. The result is a City that is relatively
compact and whose primary focal point and geographic center is the Historic Downtown
Core.
Figure 4-3, My Town Concept Plan illustrates several organizing patterns that Crawfordsville
should continue, based on the existing development patterns and practices
that have been identified for the “My Town” element including:
•
•
•
Pedestrian trails connecting the community
Concentrated Centers of Activity, and
Natural features

Figure 4-1: Crawfordsville Future Land Use Map
Agriculture
Preservation
Agriculture
Preservation
Future
Residential
Expansion
Agriculture
Preservation
US Hwy 136
Future
Residential
Expansion
Future Residential
Expansion
CR 505
Residential-Agricultural
Transition Area
SR 32
150 South
Agriculture
Preservation
Residential Corridor District
Oak Hill Rd.
Future Location
of 4-H
Fairground
CR 100 W
RR
Donnelley
Oak Hill
Cemetery
North
Meredith
Nicholson
Elementary School
W. Wabash Ave.
Caleb Mills
Elementary
School
Proposed on
street trail
expansion
SR 47
Future
Residential
Expansion
Existing
Trailhead
Oak Hill
Cemetery
South
Community Gateway
St. Clare
Medical
Center
Crawfordsville
High School
TO LAFAYETTE
Historic
Downtown
Core
Elston Grove Historic
Neighborhood
CRAWFORDSVILLE
My Community Map Key
US Hwy 231
Future
Residential
Expansion
Elston
Park
Wabash College
Future
Residential
Expansion
Community
Com.
Oak Hill
Cemetery
US 231
Commerce
Park
North
View
Park
Community Gateway
Downtown
Gateway
Mollie
Hoover
Elementary
School
Downtown Gateway
Historic Corridor District
Laura Hose
Mixed-use Elementary
Redevelopment School
District
Joseph
Tuttle
Middle
School
Commerce Park
Trailhead
County
Jail
Boys &
Girls Club
US Hwy 136
Future Residential
Expansion
Residential-Agricultural
Transition Area
My Town…My Street…My Neighborhood…My Community
Main St.
TO GREENCASTLE
Danville Ave.
Environmental Protection
and Enhancement Area
Mill St.
Regional
Trailhead
Exist.
Industrial
Milligan
Park
South Blvd.
Ladoga Rd.
I-74
Future
Industrial
Expansion
St. Bernard
School
Proposed
Trail
Municipal
Golf
Course
Existing
Industrial
John Beard
Head Start
Program
Elmore Street
Proposed
Industrial
Expansion
New East-West
Corridor
Agriculture
Preservation
Future
Industrial
Expansion
SR 32
Louisville & Nashville Railroad
Goose
Nibble
Park
Proposed Streets
Existing Streets
Residential Spine
Commercial Spine
Historic Spine
Downtown Trail
Trails
City Limits
Sugar Creek
150 South
SR 47
US Hwy 136
CR 200 East
Commercial
Historic Downtown
Core
Future Commercial
Industrial
Future Industrial
Low Density
Residential
Medium Density
Residential
Multifamily Residential
Future Residential
Traction Rd.
Agriculture
Preservation
Agriculture
Preservation
Hospitals
Commerce Park
Mixed Use
Development
Neighborhood
Stabilization
Schools
Elston Grove
Historic
Neighborhood
Wabash College
Cemeteries
4-H Grounds
Parks
Agriculture
Downtown
Gateways
Community
Gateways

4-3 Chapter 4
THE FUTURE PLAN FOR MY TOWN
The future land use principles for My Town should
include the following:
•
•
•
•
Community Facilities: Existing or
new community facilities and schools
should be integrated and connected
by neighborhoods through a system of
sidewalks and on-street bike paths.
Parks and Trails: Existing and any
future park or preservation areas
should serve the recreational needs of
the existing and future residential population. They should be connected
to a system of sidewalks and on-street bike paths. New subdivisions
should provide a system of internal sidewalks, and where feasible provide
connections to the larger bicycle and pedestrian network.
Streams and Natural Areas: Sugar Creek provides natural connections,
scenic views and natural buffer areas throughout the City. Developments
should be sensitive in construction and final layout when locating adjacent
to streams and natural areas. Specifically, the natural areas surrounding
Sugar Creek should be protected and preserved.
Environmental Areas: Existing environmental features, including
agriculture, should be capitalized upon. They act as natural buffers between
incompatible developments, and they can be utilized to contain growth in
particular directions of the City. This will continue to promote and project a
positive, small town visual image of the community.
The community’s existing conditions have set the basic land use pattern for future
development. The community has also carefully located its community facilities and
has given some thought to the layout of its trail. Future expansion, relocation, or construction
of such facilities should be done so in a way to provide continued connectivity
to the neighborhoods, the downtown and other commercial areas within the community.
Additionally the community’s various natural features should be preserved
and protected in such as way as to continue to keep the land uses contained within
the different areas of the City.
Hospital
Figure 4-2: My Town Pattern
The only hospital located within the City of Crawfordsville is the St. Clare Medical Center.
This facility is located off of US 231 along the northern most section of the community’s
spine. The facility has undergone a number of expansions and renovations over
the past 5 years. The City should continue to support this land use and promote its
continued expansion and related medical and dental office growth along the northern
US 231 commercial spine and into Commerce Park. It is intended for this area to
become a catalyst for the City’s medical business/office district.
The next nearest health care facilities are the Saint Vincent South Center, which is 21
miles away in Veedersburg, IN; Lafayette Home Hospital, which is 30 miles away in Lafayette,
IN; Methodist Hospital in Indianapolis, which is 44 miles away. Methodist Hospital
is the nearest location in which to airlift patients from Crawfordsville in need of
urgent care.

Figure 4-3: My Town Concept Plan
US Hwy 136
CR 505
SR 32
150 South
Oak Hill Rd.
Future Location
of 4-H
Fairground
RR
Donnelley
Oak Hill
Cemetery
North
Meredith
Nicholson
Elementary School
W. Wabash Ave.
Caleb Mills
Elementary
School
Oak Hill
Cemetery
South
Crawfordsville
High School
Town Map Key
CRAWFORDSVILLEMy
St. Clare
Medical
Center
My Town…My Street…My Neighborhood…My Community
CR 100 W
Proposed on
street trail
expansion
SR 47
Existing
Trailhead
Main St.
US Hwy 231
TO LAFAYETTE
Elston
Park
Oak Hill
Cemetery
US 231
North
View
Park
TO GREENCASTLE
US Hwy 136
Joseph
Tuttle
Middle
School
Commerce Park
Trailhead
County
Jail
Boys &
Girls Club
Mollie
Hoover
Elementary
School
South Blvd.
Regional
Trailhead
Laura Hose
Elementary
School
Danville Ave.
Environmental Protection
and Enhancement Area
Mill St.
Milligan
Park
Ladoga Rd.
I-74
St. Bernard
School
Proposed
Trail
Municipal
Golf
Course
John Beard
Head Start
Program
Elmore Street
Goose
Nibble
Park
Louisville & Nashville Railroad
SR 32
150 South
SR 47
US Hwy 136
CR 200 East
Traction Rd.

4-5 Chapter 4
Schools
There are seven educational institutions located in the City of Crawfordsville. The majority
of these institution are located within residential neighborhoods. They serves
as activity points for these residential neighborhoods. The John Beard Head Start
Program is based out of one of these facilities. The remaining six institutions include
both public and private elementary schools, as well as, Joseph Tuttle Middle School
and Crawfordsville High School. Several of the City’s schools are within close proximity
to the community’s central spine. In the event that a new facility is needed is it
important that it be located within close proximity to a residential neighborhood. Every
attempt should be made to connect these schools with residential neighborhoods
either by sidewalks or a trail system to allow for safe and efficient transportation for
children. This will also keep neighborhoods strong and stable and reduce their risk for
deterioration.
Parks, Fair Grounds and Cemeteries
Like the schools, the majority of the City’s parks and cemeteries are located close to
residential neighborhoods. The municipal golf course, which is located in the southeast
corner of the City between Danville Road and the Louisville and Nashville RR, will
be counter balanced by the City’s addition of the future 4-H fairground just outside
the northwestern most boundary of the incorporated limits, next to I-74. The western
side of the City is particularly underserved by park and recreation areas, especially
with the potential for new residential developments to the west. In addition, as
development continues to occur north along SR 47, connections to the Sugar Creek
greenway should be created to provide future residents of that area with some type
of recreational amenity. Further, the City should provide, or otherwise require, that
park and recreation facilities be incorporated within each new residential subdivision
development. These amenities can either be donated to the Crawfordsville Parks Department
or they can be operated and maintained by the applicable home owners
association.
Trails and Sidewalks
The benefits of improved pedestrian facilities for community health and transportation
are being increasingly recognized by progressive communities nationwide. This
interest has been heightened in recent years by the availability of federal funding set
aside for this use in the Highway Trust Fund. Crawfordsville was an early user of Transportation
Enhancement funding, and as a result has initiated the construction of a
trail system along Sugar Creek. This trail system will eventually connect with the central
community.
The City has planned a trail and path system as part of this Comprehensive Plan. This
system will tie neighborhoods and area destinations together to create an overall
trail/path and open space system for the City. The Future Land Use Map illustrates
a network of trails that would traverse nearly every area of the City. The end result
is a cohesive pedestrian system for the City. It is anticipated that Sugar Creek will
remain in its natural state and contain areas of natural trail. The Future Land Use
Plan proposes the extension of the City’s existing trail system to include the following
connections:

•
•
•
•
Along SR 32 with a spur to the high school
From SR 32 to Wabash College, R.R. Donnelley, and residential areas
North from Milligan Park to a regional trailhead, Commerce Park, and the future 4-H
fairground
North from US 136 to Elston Park, North View Park, and Commerce Park
As each segment is completed, the utility of the entire system is strengthened. This system would
provide connectivity between key community destinations. This includes pedestrian and bicycle
connections between Wabash College, the Historic Downtown Core, Crawfordsville High School, Milligan
Park, the Municipal Golf Course, Sugar Creek, and Commerce Park.
Besides a trail program, sidewalks are another useful tool to help complete a pedestrian access network.
Older parts of Crawfordsville are well served by sidewalks that form a grid pattern over much
of the community. The function of this sidewalk system would be enhanced by the development
of an improved trail system for the City. All new development should have sidewalks that connect
neighborhoods with parks and other community amenities. While it is not necessary, it is strongly
encouraged that sidewalks be constructed on both sides of the street where feasible. The City should
undertake a comprehensive sidewalk inventory to identify where sidewalks are lacking and those
sidewalks that need to be improved or upgraded. In addition to the sidewalk inventory, the City
should inventory streets that could accommodate bicycle paths. As street improvements are made,
they should incorporate on-street bicycle paths to help complete a system wide bicycle network. By
allowing bicyclists to use the streets, the sidewalks will remain open to walkers, roller bladers and
joggers, which would provide for better circulation overall, for everyone.
As new subdivision developments are proposed, whether they are traditional subdivisions or
Planned Unit Developments (PUD), they should be reviewed in the context of the City’s trail/path
program and, if possible, be required to include connections to the existing trail/sidewalk system as
a condition of site development plan approval.
While a generalized trail has been recommended for the entire community, a special trail has
been designated for the downtown. The Downtown Trail should be developed as a cultural trail.
The Crawfordsville Downtown Cultural Trail would be intended to provide the community with a
comprehensive blueprint for trail and pedestrian connectivity within the “heart” of the City. The cultural
trail will provide a network of key connections within the downtown. It will also respond to
recreation demands in the community and further promote redevelopment in Downtown Crawfordsville.
The design intent of the cultural trail would be to create a series of “destination” markers
that could include interpretive displays, graphics and signage that highlight notable aspects of the
downtown area. Destinations could include the historic courthouse, Wabash College, General Lew
Wallace Study & Museum, and Elston Grove Historic Neighborhood. The critical components of this
route are the connections to historic buildings, sites, parks and other cultural attractions in or near
downtown. Although the route’s connectivity is critical, the real function will likely be rooted less in
recreation and transit, and more in cultural tourism.
Key recommendations for the Crawfordsville Downtown Cultural Trail include:
•
•
•
Community Development Plan
Prepare refined design standards for the cultural trail, including logo, pavement
plaques, signage, interpretive graphics and other route markers;
Begin promotion of the cultural trail and enlist community partners to support trail
development & long-term maintenance;
Develop program to identify sites along the trail, establish guidelines for sites to
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4-7 Chapter 4
•
•
•
Floodplain Areas
be included, and develop standards on how sites are to be marked/
designated;
Incorporate design details into construction of future infrastructure/
roadway improvement projects;
Develop a sidewalk replacement program for the maintenance and
repair of the walks along the proposed route of the cultural trail; and
Begin implementing the sidewalk program.
Sugar Creek has a 100-year floodplain, which provides the community with an opportunity
for natural greenways, parks, trails and some agricultural uses. A 100-year floodplain
means that Sugar Creek has a 0.01 percent chance of flooding each year, making
the area subject to flooding and the potential loss of life, property, and other associated
hazards a likely occurrence. This is often confused with the wrongful interpretation
of a 100-year floodplain meaning that there is a chance of flooding every 100 years.
Sugar Creek’s 100-year floodplain is shown in Figure 4-4.
Developments within the 100-year flood plain must secure approval from the Indiana
Department of Natural Resources (IDNR). In addition to the IDNRs approval process,
the City should create land use policies for this area to minimize the potential for loss
of life, property and other hazards associated with flooding. At a minimum, the City
should prohibit non-agricultural development such as residential, commercial, industrial,
and heavy agricultural uses from locating within Sugar Creeks 100-year floodplain.
Agriculture
It is the intent of the City of Crawfordsville to maintain a rural, or agricultural, character
for the areas designated as ”Agriculture” on the Future Land Use Map. The majority
of these areas are located outside the City limits, yet within the township. These
areas should act as a holding area to limit growth, to keep it close and compact to the
City’s existing infrastructure. Lands within this designation shall remain primarily
undeveloped. Exceptions include single-family dwellings and accessory buildings on
large lots, and buildings related to agriculture or other uses which do not conflict with
the rural character of the areas. It is anticipated that in these areas designated as
Agriculture there would be single, large lot residential development not less than one
(1) dwelling unit for every one and a half (1.5) acres, because the dwelling will likely be
on septic and well. Lot splits from the parent tract should be limited in this district
unless a rezoning and land use change has occurred.
As a general rule, residential subdivisions should not be permitted in this holding area
until such time as the area is served by the necessary infrastructure and as a result
has been, or will be, annexed into the City following a rezoning of the land. In which
case, the future land use map should be amended to reflect the area as a single family
residential land use area. In addition, all single lot residential development allowed to
occur within areas designated as Agriculture should be expected to take into consideration
the property rights of their adjacent property owners. All residential development
within the Agricultural area should be required to incorporate the following
Right-to-Farm Statement in the site development plan approval process:

Figure 4-4: Sugar Creek 100 Year Floodplain

4-9 Chapter 4
“This property owner and all subsequent owners hereby recognize the development
in this area is primarily dominated by pre-existing rural and agricultural uses. These
may generate dust, noise, odor, and lights at levels significantly beyond those found in
urbanized areas and therefore recognize the rights of these uses to continue.”
It is also the intent of this classification to discourage the stripping out of land along
county roads within the 2-mile extra-jurisdictional area with single-lot development.
While the City does not intend to eliminate this development alternative, zoning and
subdivision control regulations should be created and adopted to assure that this
type of development is minimized.
eLeMenT Two: My STreeT
The concept of “My Street” includes the organization of the street network and the
treatment of thoroughfares and corridors. (Note: Figure 4-5: My Street Pattern
The landscaping and other such enhancement
treatments of these corridors are addressed in
more detail in the “My Community” section of this
chapter.) The City has a strong street pattern
with the base of the community’s street network
including several north/south and east/west
state roads. These state roads are supported by
a strong local street network. The state roads
have essentially divided the City into quadrants.
These quadrants have helped in the organization
of the City’s land use patterns and have laid the
ground work for the establishment of the framework,
and character, for the City’s corridors.
Figure 4-6, My Street Concept Plan illustrates several organizing street and corridor
patterns that Crawfordsville should continue, including:
•
•
•
Local and regional access
Roads act as connectors between land uses
Natural and man-made corridors
THE FUTURE PLAN FOR MY STREET
The future road and street principles for My Street should include the following:
•
•
Existing Streets: “Existing streets” means the City’s existing
thoroughfare system, including the functional classification of each
roadway.
Proposed Streets: Proposed streets, which are identified in the
Thoroughfare Plan below, identify new roads and/or the extension of
existing roads for the purpose of improving traffic circulation and the
overall connectivity of the Crawfordsville community.

Figure 4-6: My Street Concept Plan
US Hwy 136
CR 505
SR 32
Residential Corridor District
150 South
Oak Hill Rd.
Future Location
of 4-H
Fairground
RR
Donnelley
Oak Hill
Cemetery
North
Meredith
Nicholson
Elementary School
W. Wabash Ave.
Caleb Mills
Elementary
School
Oak Hill
Cemetery
South
Community Gateway
Crawfordsville
High School
Downtown
Gateway
Downtown Gateway
Historic Corridor District
Street Map Key
CRAWFORDSVILLEMy
St. Clare
Medical
Center
My Town…My Street…My Neighborhood…My Community
CR 100 W
Proposed on
street trail
expansion
SR 47
Existing
Trailhead
Main St.
TO LAFAYETTE
US Hwy 231
Elston
Park
Oak Hill
Cemetery
US 231
North
View
Park
TO GREENCASTLE
Community Gateway
Joseph
Tuttle
Middle
School
Commerce Park
Trailhead
County
Jail
Boys &
Girls Club
US Hwy 136
Mollie
Hoover
Elementary
School
South Blvd.
Regional
Trailhead
Laura Hose
Elementary
School
Danville Ave.
Environmental Protection
and Enhancement Area
Mill St.
Milligan
Park
Ladoga Rd.
I-74
St. Bernard
School
Proposed
Trail
Municipal
Golf
Course
John Beard
Head Start
Program
Elmore Street
New East-West
Corridor
Goose
Nibble
Park
Louisville & Nashville Railroad
SR 32
SR 47
US Hwy 136
CR 200 East
150 South
Traction Rd.

4-11 Chapter 4
Existing Streets
The existing transportation network plays a major role in shaping both the current
and future land use pattern that makes up the City of Crawfordsville.
The history of Crawfordsville’s land use development is closely related to the development
of the County’s transportation network. The County’s thoroughfare system was
originally established as a grid network laid out in one-mile increments along the majority
of the County’s section lines. This has allowed for easy access to every aspect of
the County and a great deal of ease with respect to vehicular mobility.
The City and County are served today by an extensive system of streets and highways.
This system ranges from roads that are capable of safely carrying thousands of vehicles
each hour at high rates of speed to local residential streets. These local roads
and streets have added to the character of the City’s neighborhoods. The larger thoroughfare
system plays a vital role in commerce by carrying products to all portions
of Crawfordsville and the County. The rural road network links the farming community
to key transportation centers such as Indianapolis and Chicago, further allowing
the County’s commodities to be shipped around the state, as well as the country as a
whole.
As of 2003, the Crawfordsville Street Department operates and maintains about 77
miles of roadway. The City’s streets include primary arterials, collectors and local
roads. The operation and maintenance of the City’s roads is supported by both the
state motor vehicle highway fund and local property taxes. The appropriation of
these funds is largely based on the City’s Functional Classification System.
Functional Classification System
Functional classification is an organizational hierarchy grouping streets and highways
according to the level of service they are intended to provide. A functional classification
system identifies the hierarchy of major roadways based on their role in the
overall transportation network. This system-level definition is useful since it recognizes
that motorists have optional routes for many trips within the community, and
that roadways interact with, and relate to, each other as they meet the larger system’s
needs.
Like other communities, Crawfordsville uses a functional classification system for the
administration, planning and design of its roadways. These classifications are defined
based on their expected service level with respect to the future land use and their ability
to provide continuity within the transportation network. Each classification has
an associated set of minimum design standards which are in keeping with the hierarchy
of the system and are further governed by the specific transportation services
necessary to provide the future community.
Crawfordsville’s existing transportation classifications, which are shown in Figure 4-7
include four categories of functional classifications, including: interstate, arterial, collector,
and local roads. In addition to illustrating the intended service level of each of
Crawfordsville’s thoroughfares, the Transportation Plan also illustrates the relative
importance of the roles these thoroughfares play for both the City and the County.

Figure 4-7: 1991 Functional Classification Map

4-13 Chapter 4
A functional classification system for Crawfordsville was established in the 1991 Comprehensive
Plan (see Figure 4-6). The Transportation Plan described below is based
upon that version, and includes the changes necessary for proper implementation of
this Plan.
Interstate Highways
Interstates are used to move high volumes of traffic from state to state. They are part
of a larger state and federal network that interconnects and allows travel from one
area of the country to another. Interstate highways do not provide direct access to
properties; instead they provide access to arterials that link to the local network.
One interstate highway traverses through Crawfordsville. Interstate 74 links Crawfordsville
with the City of Indianapolis and Illinois. The I-74 interchanges located at SR
231 and SR 32 provide access to Brownsburg, Pittsboro and Indianapolis. In the future,
if development continues north along SR 47, and the agricultural area between US 231
and SR 47 is developed, the City may consider approaching the Indiana Department of
Transportation (INDOT) about creating another interchange for SR 47 and I-74. This
concept would be beyond the planning period of this document but should be noted
for future consideration when the timing is right. INDOT is responsible for maintenance
and aesthetic improvements to these local interchanges. The City should maintain
a relationship with INDOT to understand what future improvements are planned
for the interchanges and how corridor enhancements can be used to define the entrances
into Crawfordsville.
Arterials
The primary purpose of arterials is to carry traffic through the region, across the City
and from collector streets in residential areas to major destinations in and beyond
the planning area. Arterials often connect communities within rural and urban areas.
Since access to individual properties is a secondary function of arterials, driveways,
side street entries and on-street parking are often limited on these routes. Arterials
should provide for a high operating speed and should have direct routing to favor longer
trip lengths.
With the exception of interstates, arterials typically carry larger volumes of local traffic
than roadways of other functional classifications. These roads can be rural or urban
in character. In rural or outlying areas, arterials serve most of the interstate and
intrastate trips. They connect urbanized areas, such as Pittsboro and Brownsburg on
US 136. In urban areas, arterials serve the major activity centers of the urban area and
carry a high proportion of the total vehicle miles of travel within the urban area.
Primary Arterials
Primary arterials are those that serve as the “trunk lines” of the thoroughfare system.
In Crawfordsville, they bisect the City from east to west and north to south. These
generally have a minimum right-of-way of 80 feet with a minimum pavement width
of 48 feet. There are currently two primary arterials within the planning area:
•
•
US 231
US 136

Secondary Arterials
Secondary arterials interconnect the various areas of the community with the primary arterial system.
They are used primarily for the mobility they provide rather than for access to abutting properties.
Secondary arterials are typically two-lane, but they can also be developed as divided boulevards.
These generally have a minimum right-of-way of 70 feet with a minimum pavement width of 40 feet.
Existing secondary arterials within the planning area include the following:
•
•
•
Collectors
Wabash Avenue
SR 47
SR 32
Collector roads serve traffic movements between arterial and local streets, as well as, through traffic
within local areas. They have the dual function of providing land access and traffic circulation within
residential neighborhoods and commercial and industrial areas. Collectors typically link neighborhoods
or areas of similar land uses with arterial streets. They generally have a minimum rightof-way
of 70 feet and a minimum pavement width of 36 feet. Collector streets should be planned so
as not to disrupt the activities within the areas they serve. The biggest issues surrounding collector
streets are continued maintenance and the lack of connections or through streets which provide
access between subdivisions and neighborhoods. Improvements for this category include extending
and improving existing collectors. There are numerous collectors located in the planning area,
including:
•
•
•
Local Roads
Community Development Plan
Danville Avenue
CR 150 South
CR 200 East
The function of local roadways is to provide access to abutting properties. These streets are not
intended to provide extended mobility or high operating speeds. They usually have lower traffic volumes
than the higher roadway classifications. Improvement needs on these streets vary from those
of collectors and arterials since they are not typically volume driven. Instead, maintenance is the
issue on these roads and improvements should be identified and prioritized based on engineering
factors. Such factors include the degree of disrepair, cost estimate to repair, the number of properties
receiving access, etc.
Proposed Streets: Transportation Plan
In its most basic form, the Transportation Plan is a functional classification map reflecting future
conditions as represented by the Land Use Plan. These functional classifications are particularly
important for controlling future transportation system development since they form the link with
design and construction standards provided in the subdivision control ordinance.
The Transportation Plan is inextricably linked to the land use recommendations described by this
Plan. The Transportation Plan goes hand in hand with the Land Use Plan, reflecting the close relationship
between these two key components of the community. As described above, roadways
range in use from long distance travel to local access, with arterial roadways serving primarily long
4-14

4-15 Chapter 4
distance travel, local roadways providing access to properties, and collector streets
serving a dual function of travel and access.
The Future Land Use Plan proposes a select number of new road connectors to provide
more effective linkages to the various elements of the community, most importantly
the neighborhoods. A listing and brief description of these new roadway linkages is
provided below:
•
•
•
•
Southeast Gateway. A new east-west corridor is proposed for the
southeast part of the City, between the proposed southern US 231
gateway and Ladoga Road. This roadway would serve new commercial
properties on South US 231 and would provide access to potential
residential expansion to the east of these areas.
CR 100 East. A new north-south roadway is proposed to extend from
Ladoga Road northward along the abandoned rail corridor to a planned
east-west roadway approximating CR 150 N. (The east-west roadway at
the north terminus was shown on the 1991 Transportation Plan and is
proposed to be extended in the current plan. See next bullet.)
CR 150 North. This new east-west connector would extend from
Lafayette Avenue easterly to SR 47. This link is distinguished from the
one shown in the 1991 plan in that it includes an additional segment on
the west end to cross the Sugar Creek, opening large areas on the north
side of the City for development.
Jennison Connector. A short connector is proposed between the
terminus of Jennison Street and Schenck Road on the west side of the
City. This will support the planning of industrial development in the
R.R. Donnelley development west of Wabash College. This link will also
improve access to proposed residential expansion areas further west.
These new connections would complete certain parts of the community’s grid street
pattern and provide better access to developing properties and improve overall internal
circulation patterns for the City.
The Transportation Plan proposes new arterial and collector roadways. Although
local roadways are not shown, it is anticipated that they will be constructed as well
during the planning period. In most cases, they will be added as a matter of course as
land use changes occur. New subdivision streets should extend the City’s existing grid
network and connect to other subdivisions to create an integrated road network.
Other General Corridor and Transportation Recommendations
In addition to the location-specific components of the Transportation Plan, the following
general corridor improvement policies are recommended for consideration by
the City of Crawfordsville.
Access Management
Access management is critical to preserving the transportation function and character
of the major highway corridors such as SR 47 and US 136. As with many older state
highways, access points have evolved over a long period of time and the conflicts they
create are difficult to address in a way that does not disrupt adjacent development.

Community Development Plan
Access management planning involves determining the optimal spacing and location for road cuts
(intersections or driveways) based on the need to maintain transportation system function and to
provide necessary access to destinations. Components of access management include traffic signal
system design and coordination, turning movement controls, and channeling traffic within conflict
areas. Typically, the key to effective access management is to minimize the number of driveway cuts
since they erode the transportation function of arterial roadway corridors. Residential development’s
in which each property is allowed driveway access along county roads creates problems for
maintaining the traffic flow along those roads. County roads are intended to serve as arterial, or
collector roadways, which becomes hindered by an increasing number of curb cuts. Therefore, any
residential development along county roads should be in the form of subdivisions with one primary
access point and with all other streets being local to that particular subdivision.
Since land use, access and traffic operations on state highways within Crawfordsville are a joint responsibility
of City and State, access management planning on these routes should be accomplished
by consulting with the Indiana Department of Transportation’s (INDOT) District Traffic Engineer.
For local roadways, access management can be most effectively implemented.
Limit Curb Cuts
The number of entrances and exits along US 231, US 136, and SR 47 will directly affect the long-term
operation of these roadways. These arterials have a primary purpose of moving traffic through the
planning area and a secondary purpose of providing access to business and residential areas. A desirable
alternative to the many different curb cuts on these arterials would be to group these multiple
access points into single entrances that would serve many buildings. In some cases, this may include
combining existing entrances or encouraging new businesses to use existing curb cuts. With special
signage and landscaping, this initiative could enhance the character of the corridors while improving
traffic flow and easing access to properties.
Access to most of these roads is controlled by INDOT through the issuance of driveway permits. IN-
DOT has become more protective of access to its facilities in recent years. The City should continue
to coordinate with INDOT regarding access and enhancements along these corridors, especially in
light of the agency’s new policies regarding community impact assessments and context sensitive
design.
Encourage Cross Easements Between Parking Lots
Earlier developments along SR 47, US 231 and SR 32, however, are served by an excessive number of
curb cuts for retail centers, industries, residential and other commercial properties. Typically, parking
lots have been created for each of these businesses and individual curb cuts have been provided.
Grouping entrances, however, presents the issue of access from one business to another without
the use of an arterial. In general, along SR 47, US 231 and Commerce Park, access between businesses
could become an issue. The City should develop and enact an Access Control Ordinance. The connection
of parking lots and the creation of frontage roads (where feasible) would maintain access while
enhancing the flow of traffic.
Provide Landscaping
Landscaping enhances the visual aesthetics of a corridor and provides identity to an area. Landscaping
provides many different functions, including a softening of intensive land use activities, acting
as a buffer between uses, providing relief from expansive areas of asphalt pavement, and identifying
4-16

4-17 Chapter 4
key entrances and exits. Landscaping improvements can involve sidewalks, curb and
gutter, and general streetscape improvements in addition to trees and vegetation. It
is most effective when it is integrated within parking lots and along the rights-ofway.
Planting designs can be created that define corridors and provide aesthetic beauty to
the area. This can be accomplished by the creation of new landscaping standards. In
order to have the most positive impact, the City should focus on corridors with key activity
centers, such as US 231, the interchange of US 231 and I-74, US 136, SR 32 and SR 47.
Manage Business Signage
Excess signage along arterials is a major problem in many communities. While signage
is the primary means for a business to promote itself or to portray wayfinding
information to motorists, often times the number, size and style of signage can be
distractive to motorists. To positively impact the character along Crawfordsville’s corridors,
a desired look and character should be established.
By establishing a unique identity for each corridor, standards can be implemented
that regulate height, size, style and arrangement of signage. This would enhance the
visual aesthetics of the corridors, provide clear direction for motorists, and provide a
unifying element for varying land uses. Key areas where this should be implemented
include US 231 and I-74, US 136, SR 32 and SR 47. A special sign program should be implemented
for the downtown. The City should also develop a common theme for wayfinding
signs within the City. Implementation of these signage provisions should be
accomplished by means of the zoning ordinance.
Improve Drainage
Improvements to Crawfordsville’s drainage system would not only improve local
drainage issues, but they would also enhance roadside aesthetics. Such improvements
could include the removal of open ditches, the addition of curbs and gutters, and the
installation of additional storm water lines and inlets. Several county roadways proposed
for upgraded improvements are likely to include the construction of storm
drainage systems. City street improvements, including new subdivisions dedicating
roads to the City, should include the installation of curbs and gutters. Future improvement
opportunities should be analyzed on a situation by situation basis as new development
occurs in vacant or undeveloped areas.
Add Sidewalks
The addition of sidewalks along collector and local roadways would encourage pedestrian
and bicycle movement within neighborhoods and subdivisions. These could be
used as a secondary layer of pedestrian pathway management providing the ability to
travel from a neighborhood to an activity center without the safety issues associated
with the use of heavily traveled roadways. All new development should be required to
install sidewalks or paths that will interconnect with the proposed pathway, trail and
greenway network. This should be accomplished through the zoning and subdivision
control ordinances.

Community Section Development Title Plan
Institute Traffic Calming Measures
Traffic calming measures should be analyzed and applied to neighborhood or subdivision streets
as warranted. Measures could include speed bumps, roundabouts, medians, textured pavements,
rumble strips, raised crosswalks, and other special features. Traffic calming measures could help
retain the residential nature of neighborhood streets by discouraging high operating speeds and
non-local traffic.
Improve Connections/Access
The design of residential subdivisions has changed over the past few years. The size of lots, styles of
houses, right of way configurations, and community amenities have been a function of zoning and
subdivision control regulations. Curb cuts for newer subdivisions should align with those of older,
adjacent developments where feasible, especially in the redevelopment of a site. Neighborhood
streets should be extended to intersect with other local streets to improve neighborhood connections
and access, and those streets should align with one another.
eLeMenT Three: My neighborhood
The concept of “My Neighborhood” focuses on the more
detailed patterns of the City. “My Neighborhood” includes
elements that are attractive to both current and future
residents and businesses. This includes the community’s
older neighborhoods that surround the downtown, all
other residential development, and the City’s numerous
mixed-use development and neighborhood stabilization
opportunities that will continue to build upon the City’s
economic base.
Figure 4-9, My Neighborhood Concept Plan illustrates
several organizing residential patterns that Crawfordsville should continue based on the existing
development patterns and practices that have been identified for the “My Neighborhood” element
include the following:
•
•
•
•
•
Walkable areas and distinct edges
A central hub
Traditional neighborhoods with grid street patterns
Accessibility to regional trail linkages
Strong neighborhoods
THE FUTURE PLAN FOR MY NEIGHBORHOOD
The framework for My Neighborhood includes:
•
•
Figure 4-8: My Neighborhood Pattern
Established Residential: Existing neighborhoods are given special district
designations to celebrate their unique historic character and are strengthened with
infill and stabilization projects.
Future Residential Expansion: These areas have been identified for future growth
and expansion. Some of these areas will be transitional areas from agriculture to
residential which will be estate type lots typically not found in a subdivision.
4-18

Figure 4-9: My Neighborhood Concept Plan
Future
Residential
Expansion
US Hwy 136
Future Residential
Expansion
CR 505
Future
Residential
Expansion
Residential-Agricultural
Transition Area
SR 32
Residential Corridor District
150 South
Oak Hill Rd.
Future Location
of 4-H
Fairground
RR
Donnelley
Oak Hill
Cemetery
North
Meredith
Nicholson
Elementary School
W. Wabash Ave.
Caleb Mills
Elementary
School
Oak Hill
Cemetery
South
Community Gateway
St. Clare
Medical
Center
Crawfordsville
High School
Historic
Downtown
Core Elston Grove Historic
Neighborhood
Neighborhood Map Key
CRAWFORDSVILLEMy
Downtown
Gateway
Downtown Gateway
Historic Corridor District
My Town…My Street…My Neighborhood…My Community
CR 100 W
Proposed on
street trail
expansion
SR 47
Future
Residential
Expansion
Existing
Trailhead
Main St.
TO LAFAYETTE
US Hwy 231
Elston
Park
Wabash College
Future
Residential
Expansion
Future
Residential
Expansion
Oak Hill
Cemetery
US 231
North
View
Park
TO GREENCASTLE
Community Gateway
Laura Hose
Mixed-use Elementary
Redevelopment School
District
Joseph
Tuttle
Middle
School
Commerce Park
Trailhead
County
Jail
Boys &
Girls Club
US Hwy 136
Danville Ave.
Mollie
Hoover
Elementary
School
South Blvd.
Future Residential
Expansion
Residential-Agricultural
Transition Area
Environmental Protection
and Enhancement Area
Mill St.
Regional
Trailhead
Milligan
Park
Ladoga Rd.
I-74
St. Bernard
School
Proposed
Trail
Municipal
Golf
Course
John Beard
Head Start
Program
Elmore Street
New East-West
Corridor
Goose
Nibble
Park
Louisville & Nashville Railroad
SR 32
SR 47
US Hwy 136
CR 200 East
150 South
Traction Rd.

•
•
•
Community Development Plan
Mixed-use development: Several areas within the existing neighborhoods are in
transition. These areas should contain a mix of uses including small commercial,
apartments and high density residential.
Neighborhood Stabilization: There are a few areas that have become destabilized
because of changes of use or the encroaching of incompatible uses. These
neighborhoods should be studied to identify the uses that are causing instability in
these areas.
Historic Neighborhood: One of Crawfordsville’s strongest neighborhoods is the
Elston Grove Historic Neighborhood. This neighborhood needs to be protected.
As more people seek the conveniences and quality of life offered in Crawfordsville, it is important to
address these different community elements and differentiate the residential opportunities that
are being proposed. Locations and intensities of new neighborhoods should be carefully considered
and reviewed to ensure consistency with the goals established by this plan.
Residential-Agricultural Transition Areas
Residential-agricultural transition areas designated on the map act as a buffer between existing
agricultural uses, and any future low density residential uses. The uses within this land use classification
are aimed at preserving older, larger lot areas where initially established in the county. Some
of these areas may still be on septic tanks and wells.
These areas within the planning limits should be approved for single-family residential uses and
other related low intensity uses such as open space, greenways and parks. The appropriate density is
approximately one dwelling unit per one and one-half acres. Because these lots are larger, the majority
of single-family uses in this classification should be owner-occupied. These areas will typically be
in small subdivisions of four houses or less or on single lots.
Low Density Residential
The largest residential classification is low density residential. This land use provides an environment
of lower density, single-family detached dwellings, along with other related facilities such as
parks, schools and churches. These areas are removed from the central core of the City and are predominately
served by water and sewer utilities. This category provides for single-family housing
opportunities with a density range of one-half to two dwelling units per acre. There are several
areas within the City limits that have the designation of single family residential and still have land
to develop with housing. The City’s first priority should be to encourage developers to develop this
land that has the existing infrastructure in place to support this development. The next priority for
development should be those areas adjacent to the City boundaries that have developed with single
lot developments. Such an area would be the residential area northeast of Sugar Creek along SR 47 as
well as the area east of County Road 200 East. Development will continue to trend toward the I-74/SR
32 interchange as well as to the west, south of Wabash Avenue.
The low density residential designation should contain only single-family detached residential uses
and limited public and institutional uses that are compatible with low density residential neighborhoods
as detailed by the City of Crawfordsville’s Zoning Ordinance. Because these areas have
been identified in relatively undeveloped land areas, they will contain new, modern residential uses.
Based upon past ownership patterns, the majority of these uses will be owner-occupied, single-family
houses because of their location outside of the City’s jurisdiction, and utilities have not been extended
to many of the areas.
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4-21 Chapter 4
As new subdivision developments are established, they should be encouraged to form
as neighborhoods with neighborhood associations, unique identities and themes.
The subdivisions should have access to a primary thoroughfare. Smaller subdivisions
should contain one entrance that is a divided entry and larger subdivisions should
contain two or more entrances. Other characteristics such as street lighting, sidewalks,
and connections to the greenway system should be considered at the time of
development review. Compatibility with adjacent land uses and thoroughfare access
and capacity will determine the appropriate density and zoning classification for development
in this category.
Medium Density Residential
A large portion of the established core of the City of Crawfordsville’s housing stock
could be classified as medium density residential development. This type of development
is planned around the traditional grid or modified grid street pattern and typically
has an intensity of one to three dwelling units per acre. These areas are typically
located between low density residential uses and other non-residential areas serving
as buffers between such uses.
Medium density single-family residential developments of three to five dwelling units
per acre are preferred over the lower densities currently being constructed within the
City of Crawfordsville. Medium density residential developments are typically located
closer to the core of the existing development in Crawfordsville, although there are
a number of them located east of the City along Franklin Street and Elmore Street and
west along US 136 and Wabash Avenue. These medium density developments serve as
transitional uses between their higher density residential, commercial and industrial
neighbors. Most new development in this land use category will be infill development
into surrounding neighborhoods or new development up-zoning a low density single
family undeveloped area.
The housing proposed for this area would typically be on smaller lots, zero-lot line
housing or condominiums. All development should have perimeter landscaping and a
buffer yard to help with transitions between uses. Any future medium density housing
should be located along a collector road and even an arterial roadway, depending
on the size of the development. By nature, the higher density of this type of residential
development requires the presence of sidewalks and connections to the Crawfordsville
trail system and common green areas. The housing in this area should be located
closer to the street, contain front porches and have garages that are side loading or
rear loading. Compatibility with adjacent land uses, utility availability and capacity
and thoroughfare access will determine the appropriate density and zoning classification
for development in this category.
Multi-family Residential
From a community services and infrastructure planning viewpoint, developments of
five to seven dwelling units per acre are more desirable than lower density developments.
With the higher density, it is possible for the City to better supply these areas
with infrastructure, public facilities, fire and police protection with respect to efficiency.
These higher density developments will typically be single family detached
homes, zero lot line homes, duplexes and may contain townhomes or apartments.

Community Development Plan
Developments of this nature should be encouraged to provide a mixture of development densities
in one development.
Because of their higher densities, these areas should be located in the core of the existing City adjacent
to or in the downtown or major commercial corridors within the City, and be limited, or even
prohibited, on the outer edges of the City. Second story residential above commercial or office uses
would be appropriate in the downtown area. This density is also well suited as a buffer between
the more moderate densities and high density residential or commercial uses. Also as a result of
the higher density, a major collector road or secondary arterial is needed to handle the increased
traffic with this dense a development. Sidewalks should be installed and maintained on both sides
of the street and connections to the trail system should be required if located in close proximity
to an existing or future trail location. Because of their density, the City may wish to put additional
architectural standards in place to ensure higher quality of development as well. The City may wish
to establish a maximum density requirement in their zoning ordinance to manage the size of these
developments.
Townhomes, apartments and assisted living facilities greater than seven dwelling units per acre are
encouraged to be utilized as transitional elements between employment areas and less dense residential
areas. This high density classification is intended to provide additional diversity within the
City, as the community’s youngest and oldest residents are more likely to occupy these housing types
than any other housing type available.
Future Residential
All of the proposed residential developments identified in the Future Land Use Map will help to define
the edges of the uses that they abut. For example, the future residential development that is
proposed for the area just south of Commerce Park along the residential section will help to contain
the areas of Commerce Park and any of the surrounding commercial uses and keep them separate
from the Historic Downtown District. The proposed residential district next to the R.R. Donnelley
property, just south of Wabash College will help to contain the industrial nature of the printing operation.
The proposed residential development to the far south will contain the build-out of the
community commercial district that is being proposed.
Historic Neighborhood
The Historic Neighborhood land use classification is established to promote and maintain the historic
core neighborhoods within an area of the City of Crawfordsville. One of these areas is located
roughly along eastern Wabash Avenue. This area is in close proximity to existing industrial use
where additional attention to landscaping, themeing and buffering may be needed to minimize any
type of destabilization that can occur with this transition. The traditional height, bulk, area and setback
features of this neighborhood should be maintained, as well as their scale and proportion. The
density range of the Historic Neighborhood should be between 4.0 and 5.0 dwelling units per acre.
Neighborhood Stabilization Areas/Mixed Use Development
There are two areas in particular that have been identified as neighborhood stabilization areas.
These areas including the neighborhood north of Wabash College and the neighborhood surrounding
the Old Hospital. A third neighborhood area that could easily become destabilized is around
the existing Midstates Industrial Complex. All of these areas show transitions and deterioration of
housing due, in the case of the neighborhood around Wabash College, to the expansion of the college
as well as the number of students who rent housing in that area. The other two areas are im-
4-22

4-23 Chapter 4
pacted significantly by the vacant structures and the deterioration and uncertainty
of the future of the Old Hospital and Midstates. For each of these areas, a subarea
plan should be created to address issues specific to the neighborhood. This includes a
neighborhood assessment to detail the necessary steps to stabilize the neighborhood.
The neighborhood assessment is further discussed in Chapter 5, Implementation.
eLeMenT Four: My CoMMuniTy
Figure 4-10: My Community Pattern
The concept of “My community” is focused on the
economic development of the City and how that
transforms the character and image of the community.
This includes the creation of the new Commerce
Park located at I-74 and U.S. 231, the existing
St. Clare Medical Center, the continued growth and
focus on the downtown for office and small locally
owned uses, the southern community commercial
area on CR 150 South and US 231 and the identification
of key community gateways. In addition to
these otherwise spatial elements, “my community”
also includes aesthetic regulations to ensure that
Crawfordsville becomes a community that is known for its higher standard in wellbuilt,
quality housing.
Figure 4-11, My Community Concept Plan, illustrates several key development concepts
for employment and economic development as well as for the enhancement of the
community. The “My Community” element includes the following:
The patterns of My Community include:
•
•
•
•
•
Commercial service areas
The central spine of the community
Location at the regional crossroads
Centrally located Town Center
Growth emanating from the core with district boundaries
THE FUTURE PLAN FOR MY COMMUNITY
The future land use principles for My Community should include the following:
•
•
•
•
Historic Downtown: Implementation of a special historic downtown
zoning district will ensure this area is the central focus of the City
Downtown Commercial Core and Historic Main Street:
Revitalization efforts with emphasis on an historic market niche and
limiting conversion of residential uses to commercial uses
Commercial Corridors: Development standards will ensure that new
growth along U.S. 231 meets high aesthetic standards that reflect a
positive visual image of the City
Defined Economic Areas: There are several employment and
economic areas in Crawfordsville, each with its own distinct character
and function

Figure 4-11: My Community Concept Plan
Agriculture
Preservation
Agriculture
Preservation
Future
Residential
Expansion
Agriculture
Preservation
US Hwy 136
Future
Residential
Expansion
Future Residential
Expansion
CR 505
Residential-Agricultural
Transition Area
SR 32
150 South
Agriculture
Preservation
Residential Corridor District
Oak Hill Rd.
Future Location
of 4-H
Fairground
CR 100 W
RR
Donnelley
Oak Hill
Cemetery
North
Meredith
Nicholson
Elementary School
W. Wabash Ave.
Caleb Mills
Elementary
School
Proposed on
street trail
expansion
SR 47
Future
Residential
Expansion
Existing
Trailhead
Oak Hill
Cemetery
South
Community Gateway
St. Clare
Medical
Center
Crawfordsville
High School
TO LAFAYETTE
Historic
Downtown
Core
Elston Grove Historic
Neighborhood
CRAWFORDSVILLE
My Community Map Key
US Hwy 231
Future
Residential
Expansion
Elston
Park
Wabash College
Future
Residential
Expansion
Community
Com.
Oak Hill
Cemetery
US 231
Commerce
Park
North
View
Park
Community Gateway
Downtown
Gateway
Mollie
Hoover
Elementary
School
Downtown Gateway
Historic Corridor District
Laura Hose
Mixed-use Elementary
Redevelopment School
District
Joseph
Tuttle
Middle
School
Commerce Park
Trailhead
County
Jail
Boys &
Girls Club
US Hwy 136
Future Residential
Expansion
Residential-Agricultural
Transition Area
My Town…My Street…My Neighborhood…My Community
Main St.
TO GREENCASTLE
Danville Ave.
Environmental Protection
and Enhancement Area
Mill St.
Regional
Trailhead
Exist.
Industrial
Milligan
Park
South Blvd.
Ladoga Rd.
I-74
Future
Industrial
Expansion
St. Bernard
School
Proposed
Trail
Municipal
Golf
Course
Existing
Industrial
John Beard
Head Start
Program
Elmore Street
Proposed
Industrial
Expansion
New East-West
Corridor
Agriculture
Preservation
Future
Industrial
Expansion
SR 32
Louisville & Nashville Railroad
Goose
Nibble
Park
Proposed Streets
Existing Streets
Residential Spine
Commercial Spine
Historic Spine
Downtown Trail
Trails
City Limits
Sugar Creek
150 South
SR 47
US Hwy 136
CR 200 East
Commercial
Historic Downtown
Core
Future Commercial
Industrial
Future Industrial
Low Density
Residential
Medium Density
Residential
Multifamily Residential
Future Residential
Traction Rd.
Agriculture
Preservation
Agriculture
Preservation
Hospitals
Commerce Park
Mixed Use
Development
Neighborhood
Stabilization
Schools
Elston Grove
Historic
Neighborhood
Wabash College
Cemeteries
4-H Grounds
Parks
Agriculture
Downtown
Gateways
Community
Gateways

4-25 Chapter 4
•
Gateways: Portals to the community and the downtown establish an
entry experience and contribute to community identity
The elements that are important to My Community include the commercial, historic
and residential sections of the community’s spine (US 231), existing and future commercial,
the historic downtown core, Commerce Park, Wabash College, existing and future
industrial, as well as enhancements to the built environment, including gateways
and the neighborhood and commercial corridors.
COMMUNITY SPINE
The larger community spine includes two sections of commercial development. One
segment is located just south of the I-74/US 231 intersection, and one just south of the US
231/SR 32 intersection. The historic spine stretches the distance of the Historic Downtown
Core along US 231. Located between the commercial and historic sections of the
community’s spine are residential sections. These residential sections act as barriers
which have resulted in the community’s ability to fully separate both the downtown
and the commercial areas and keep their uses very distinct. This is the primary reason
for the community’s need to protect residences along the residential spine from being
converted into business or commercial uses.
Existing Commercial
Commercial uses currently exist at the intersections of I-74/US 231, US 136/CR 200 East
and US 231/US 136. Smaller commercial tracts are located between Danville Avenue and
State Road 47 along South Boulevard, and along US 136 west of the City just inside the
corporate limits. Commercial uses in these areas range from big box retail to typical
highway interstate interchange uses like fast food restaurants and gas stations.
Future Commercial
The future commercial use classification has been proposed to focus on providing
shopping, service, employment and institutional facilities that are required and supported
by the community’s residents. These uses are proposed to include general commercial
uses such as a large supermarket (Kroger, Marsh), drug store (CVS, Walgreens),
chain retail/discount store (Walmart, Target, Best Buy, Home Depot), specialty shops,
service stations, churches, parks, mid-size offices, personal services, and schools. Future
community commercial uses are considerably larger and more diverse than the
neighborhood and interstate commercial areas. This type of big box, national chain
retail development should be limited to the future community commercial center at
the southern most end of the community spine.
The proposed community commercial district is located at the end of the southern
most segment of the community’s spine. There is also a small area located south of
the I-74 interchange and west of US 231 is made up of big box stores and other such uses
that accommodate everyday activities. Uses in this district are larger and should be
located on primary arterial streets. Some associated uses would include auto related
uses, clothing, food service, restaurants, professional offices, public facilities, general
and retail uses.

The future community commercial areas should include a mix of commercial, office and institutional
uses and facilities, as well as commercial and institutional uses that provide goods, services and facilities
which are demanded less frequently than on a daily basis by the surrounding neighborhoods.
These commercial areas should contain some office uses supported by community businesses.
Specific development policies should be adhered to when reviewing development within these areas.
This criterion includes:
•
•
•
•
•
The principal commercial uses will likely be a super store supermarket or a large
discount store or movie theater.
Small out lots or single use community commercial developments should range from
5,000 to 25,000 gross floor area.
Uses which should be avoided in the community commercial uses area include:
•
•
Any uses which would be considered a nuisance when located next to a residential
neighborhood.
Warehouse, manufacturing and other industrial uses.
In any given community commercial area, development guidelines for the amount of
acres devoted to a use can be established to help organize land uses, including:
•
•
•
The total acreage devoted to community commercial areas should range from 27
to 90 acres.
Commercial uses should range from 15 to 40 acres, office uses should range from
10 to 30 acres, institutional uses should range from 2 to 20 acres and public spaces
should range from 0.20 to 0.5 acres.
To help assess the appropriate size of a commercial use within this land use
designation, community commercial uses should have a service radius of 1 to 2
miles.
If a new community commercial area is proposed outside of the existing areas
designated on the future land use map, then it should radiate out only approximately
1000 feet from the identified area along the roadway. Generally, commercial areas need
roadway frontage to draw people into the businesses.
• Community commercial areas should be located no further than ¼ mile from any
medium and medium to high density land use classifications to provide walkable
access to the area as well as serve as a buffer between residential uses and other nonresidential
uses.
•
•
Community Development Plan
The use of frontage roads or common access points should be used from the arterial
road.
The manner in which community commercial areas should be arranged about an
intersection is as follows:
•
•
The development of community commercial areas should be focused on one
side of the arterial to limit the amount of crossover traffic by residents over the
arterial. The majority of this use has already been established on the east side of
US 231.
For the other side of the arterial across from the community commercial
areas, office and institutional uses could be included as support uses. However,
office and institutional uses should not comprise more than 40 percent of
the community commercial area. Uses might include a school, church, bank,
4-26

4-27 Chapter 4
•
•
insurance office, realty office, etc. These uses should not cause the
total office or institutional acreage to exceed the ranges given for
the community commercial uses. Some stand alone fast food or
other restaurants are acceptable.
Residential uses are acceptable surrounding the community
commercial areas but should be heavily buffered from the noise,
view and traffic.
These commercial community areas should have direct access to a
primarily arterial road and access to a secondary arterial and local
network.
Smaller commercial areas are located throughout the City of Crawfordsville along US
136 and SR 32 that contain neighborhood retail services and focus on the day-to-day
activities of the residents in the surrounding neighborhoods. These areas will be primarily
small retail and offices that will be small to medium scale that are no larger
than 60,000 square feet occupying no more than ten to fifteen acres. These areas
would include stand alone buildings or a small strip center. Such uses could include
small convenience store(s) that contain gas pumps, pizza shops, dry cleaning, coffee
shops, a bank, insurance office, real estate office, small restaurant, veterinary office,
jewelers, etc. Additional uses could include institutional uses such as a church, school
or community facility. It is possible that community focal points would be developed
in conjunction with these areas. Typically, higher density residential areas will be nestled
against these areas to provide a buffer to lower density residential areas. Buildings
should be located and designed similarly to the existing character of residential
development, with the height of the buildings no higher than two stories. Vehicular,
pedestrian and non-motorized connectivity between adjacent uses and strong connections
to adjacent arterials and collector roads should be required.
Historic Downtown Core
The Historic Downtown Core is a traditional, fully functional, self-sustaining business
center. The businesses are local in nature and typically consist of office uses, governmental
services and local retail in older, often historic buildings. The business core is
surrounded by and thus completely contained by residential uses.
The Downtown boundaries have been identified on the Future Land Use Map. The
Downtown should remain a mix of local retail and office uses with single-family residential
located at the edges. High density residential should continue to be incorporated
into the downtown area with residential on the second floor of first floor
retail or offices uses. For new development, density, design and scale should be consistent
with existing development and should not be focused on big box retail. Building
heights and setback should be consistent with adjacent buildings to create a unified
and solid street front. There should be an interconnected system of sidewalks that
connect to the community’s trail network.
While the City has some special treatments such as landscaping, banners and lighting
in a portion of its downtown, this type of themeing should be continued throughout
the Historic Downtown Core. A design study should look at the different segments of
the downtown to develop a design theme. The themeing identified for various segments
will differ, due to the various changes in land use which will play a key role in

Community Development Plan
helping to establish that theme and treatment for the roadway. Formal green areas, courtyards and
plazas should be continued and enhanced. Pedestrian oriented development such as outdoor dining
should be oriented to the street with parking on the side or in the rear. Drive-thru restaurants
should be prohibited, as they would cause traffic issues and be out of character with the existing
land use. Landscaping should be encouraged through the use of planters. Signage should be incorporated
into the character; however it should not be the focal point. Banners, awnings, projecting
and neon signs should be regulated.
In order to encourage redevelopment of some of the existing parcels in the downtown, the City will
need to provide incentives to facilitate the process. Some key policies that could be implemented
include:
•
•
•
•
•
•
•
•
Existing Industrial
Create additional incentives in the zoning districts associated with the medium
density residential areas. This could include the creation of development incentives,
such as reduced parking requirements and landscaping.
Create a new urban residential district to allow higher density residential to infill into
areas within the core of the downtown.
Improve infrastructure at public or shared costs.
Provide interim uses such as parks on vacant parcels.
Utilize public-private partnerships by creating a demonstration project to spur
interest in redevelopment in an area.
Favor infill development within existing blocks rather than expanding the downtown
into the neighborhoods which would contribute to the decentralization of the
downtown and destabilize the neighborhoods.
Strengthen residential neighborhoods around the Downtown through infrastructure
upgrades, redevelopment and infill development.
Discourage the conversion of homes to retail or office uses, especially in neighborhoods.
These uses should not encourage the expansion of retail into the neighborhoods..
The community’s heaviest industrial uses are located in the southwest corner of the City nestled
up against the Louisville and Nashville RR, including a proposed thoroughfare extension of Mill St/
Woodlawn Place north towards Sugar Creek. This would connect the heavier industry with the light
industry north of SR 32, which is made up of distribution and warehousing facilities.
The R.R. Donnelley property is located on the west side of the City of Crawfordsville between Wabash
Avenue to the north, Wabash College to the east and the corporate limits to the west and south. R.R.
Donnelley is a national commercial printer, employing over 1,500 employees.
Future Industrial
Future industrial expansion is being proposed for both the heavy and light industrial. It is anticipated
that the heavy industrial including manufacturing and processing continue to expand along
the Louisville and Nashville RR and along Elmore Street. This area has prime access to both a major
transportation link, especially with the expansion of Mill Street and the railroad. The other proposed
for light industry is the area west of the County jail along SR 47 and SR 32. This area is seen as
a much lighter industry. These areas would expand to fill out both districts with their respective
industrial intensities.
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4-29 Chapter 4
Crawfordsville Commerce Park
The City of Crawfordsville has invested several financial and infrastructure resources
in the creation of what is now known as Commerce Park. Commerce Park will be located
just south of I-74 and east of US 231, one of the key gateways into the City. The
purpose of the location of this development is to provide an area that has easy interstate
and rail access. It is anticipated that this employment area will be primarily
comprised of high tech, bio-medical research, offices and light manufacturing uses.
Because it is a key gateway the quality of uses and design of the buildings should be
higher than other areas of the community. Given that the City owns the land, they are
awarded the opportunity to distribute a “Request for Proposal” to potential developers
with the purpose of fully developing the site with a campus-like feel.
Wabash College
Wabash College is located to the west of the City’s downtown. The College has plans for
future expansion, including obtaining some parcels along US 231. The 60-acre wooded
campus contains 39 buildings predominately of Georgian architecture. While the College
is compact in development, some of the College’s expansion into the northern
neighborhoods can cause further deterioration. The City should work with the College
to establish definitive boundaries and implement an action plan that includes
providing a streetscape theme along West Wabash Avenue and look at ways to stabilize
the neighborhood impacted to the north of the College.
Gateways
Gateways are the major entrances to the community and to special areas or districts
within the community. Currently the gateways do not clearly identify the community,
the Downtown, or the established neighborhoods as special, unique places. Gateways
should be developed with a unique character, while giving prominence to particular
access points in the City. The Future Land Use Map identifies four locations for gateways
to the Crawfordsville community. These gateways are broken down into two
types of gateways: primary and secondary.
Primary Gateways
The two primary gateways are proposed at the northern most and southern most
points of the City along US 231. The northern most primary gateway would be located
at the US 231 and I-74 interchange. The southern most primary gateway would be located
at the US 231 and what is being proposed as the “New East-West Corridor” intersection
on the Future Land Use Map. These areas serve as the primary entrances into
the City. Two secondary gateways are being proposed at the northern and southern
entrances to the Historic Downtown Core. These gateways will highlight the area and
further create a sense of place. New development or redevelopment proposed in or
around any of these four locations should be carefully reviewed for aesthetic improvements,
quality of development and types of uses.
There are several actions that the City should take to ensure the proper treatment of
each community gateway. They are as follows:

Limit Curb Cuts
Community Development Plan
Individual curb cuts contribute to road congestion. Limiting curb cuts and requiring single access
points within a development contributes to a smooth flow of traffic and provides the opportunity
to enhance the gateway with signage and landscaping.
Appearance of Signage
Improper signage, whether it’s the type, placement, scale, or any combination of the three, reduces
the aesthetic appearance of the gateway to nothing more than an advertisement. Instead, signage
should be grouped together with coordinating materials. It is appropriate for individual businesses
to have identification signage on the buildings façade. Additional poles or upward expansions for
sign placement are not appropriate and should be prohibited around the community gateways.
Architectural Style of Buildings
Buildings located within the community gateway area should be consistent and compatible to one
another. The compatible uses of building materials, including architectural style and color contribute
to a cohesive gateway by giving the entrance to the community distinction and character.
Parking and Landscaping
Buildings accompanied by large surface parking lots should be required to include vegetative plantings
to buffer or soften the development. This is especially true in older, more established gateways
(such as the downtown gateways discussed below) where past landscape standards were not as significant
or creative as with more recent development. Parking lots without landscaping, or with
very minimal landscaping, should not occupy large areas or entire parcels within a gateway area as
this portrays a sense of underutilization or vacancy. Plantings in a median or along a right of way
can be utilized to visually enhance an area. Fencing material such as split rail or wrought iron fence
can also be used as a visual screen to buffer parking lots.
Lighting
Lighting is typically placed at main intersections and throughout the interior of each parking lot the
farther the development is from a community’s core. Such placement is not conducive to the Crawfordsville
image. Rather, lighting should be used in creative ways to enhance an area and provide a
feeling of security at night. Decorative lighting and lighting styles can also be utilized to develop a
unique character at each of the community gateways. When coordinated with the landscaping and
architectural design elements, the decorative lighting and lighting styles will help to create a strong
sense of identity at each of the community entrances.
Monuments
The use of monuments, or community identity markers, such as illuminated pylons with large, ornamental
planters, or stand-alone banner poles located within medians, helps create a visually appealing
continuity throughout the gateway. The continuity further enhances the character and
distinction of each of the community gateways.
4-30

4-31 Chapter 4
Secondary Gateways
The downtown gateways are secondary gateways proposed by this Plan. They are
located in areas that serve as secondary access points within the community. The
downtown gateways that have been proposed by this Plan are located in areas that
have already been developed in which some enhancements have been made to the existing
roads. For this reason, the downtown gateway improvements will be limited to
the visual improvements such as the landscaping, signage and the use of monuments
that was described above. These elements help to call attention to the area and to
create a sense of place. Significant improvements are often impossible, nor are they
often needed. These gateways could serve as a supplement to the 2006 design study.

City of
Crawfordsville
I N D I A N A
Chapter 5:
implementation
My Town... My STreeT... My neighborhood... My CoMMuniTy

5-1 Chapter 5
inTroduCTion
The Crawfordsville Comprehensive Plan was written to reflect the City’s desire for
growth and development over the next twenty years. The 20-year planning period
allows adequate time to implement new development ordinances, land use patterns,
transportation networks and facility plans. It will also allow the City adequate time to
formulate capital improvement funding strategies and funding sources and to implement
the planning techniques that are important facets of the implementation and
ultimate success of the City’s comprehensive planning efforts.
The previous chapters of this Plan focused on what to do and where to do “it,” with the
added understanding of why “it” needs to be done. While the identification of these
things is certainly important, it isn’t enough in terms of successfully implementing
this Plan. It is equally important to identify the when and by whom they should be implemented.
By identifying the what, where, why, when and who this Plan provides the
City with a sound implementation, or action, strategy. Implementation is the phase of
the planning process which turns the vision of the community’s future into a reality.
The overall goal of this Plan was to conduct a planning process that would result in the
various goals and policy statements discussed in previous chapters. In many instances,
this Plan has gone one step further and identified specific implementation strategies
and techniques related to the stated goals and policies. The proper implementation
of this plan will require that the City prioritize the numerous goals, policies and
actions steps. The City will also need to develop very issue-specific implementation
methods, including the identification and consideration of all of the possible alternatives
for achieving a desired end. This extent of analysis was not a feasible part of this
Plan’s larger, much broader view of the planning process. In fact, it may be necessary,
in some instances, for the City of Crawfordsville to further develop, and adopt, more
detailed plans or studies in order to properly implement the goals and objectives of
this one.
AdMiniSTering The PLAn
The text of this Comprehensive Plan and its accompanying maps represent the “ Vision”
of Crawfordsville as it has been expressed by the residents. These documents
exemplify the citizens’ aspirations for the future development of their community.
The focus of this Plan is the Future Land Use Map.
The Future Land Use Map illustrates the development of areas within the Crawfordsville
Planning Area through a variety of land use management techniques. Like the
text throughout the previous chapters of this plan, the Future Land Use Map is the
result of both citizen and community leadership input. To that end, the Future Land
Use Map, itself, is a visual representation of the recommendations of this Plan. The
map is a conceptual snapshot of how the Crawfordsville community should look in
2025. Because of the uncertainty associated with the timing and location of future
development, the administration of this Plan will require that the community remain
somewhat flexible towards the many possibilities associated with the future development
of the Crawfordsville community, while still remaining true to the overall intention
of this Plan.

inTerPreTing The PLAn
Comprehensive plans are, by nature, primarily concerned with a community’s physical development
and those day-to-day decisions made by city officials and leaders of the community that can reasonably
be expected to influence future growth and development. While it is important, and necessary,
for a community also to identify and assess current issues, the community must also consider the
intent of this Comprehensive Plan, look past any current issues, and strive to identify a desirable
outcome for the future of the community as a whole.
With that said, the Crawfordsville Comprehensive Plan shall serve as the City’s guide regarding the
community’s policies for development and redevelopment. The long range policies are intended to
guide development decisions towards the community’s collective vision of the future. Members of
the Crawfordsville Plan Commission should interpret the maps, goals, policies, and actions as a longterm,
and deliberately broad, vision by saying, “this is what we value in our community, and given the
fact that we cannot expect to control everything, this is generally what we want our community to
be like in the future.” The strategic action steps, on the other hand, are intended to guide the day-today
decisions concerning more specific and task oriented activities. Members of the Crawfordsville
Plan Commission should interpret the strategic actions steps by saying, “given our long-term goals
and changing community conditions, these are the projects and programs that we want to complete,
and this is how we plan to accomplish them.” Interpreting the Comprehensive Plan in this way
will enable the members of the Plan Commission to justify their approval, or denial, of any proposed
development or redevelopment in or immediately surrounding the City of Crawfordsville.
When an annexation, rezone, planned unit development (PUD), subdivision or site plan review request
is filed with the City Planning Department, the City planning staff should review and evaluate
the application against this Plan and the City’s ordinances, and provide a staff report in the form of
a formal recommendation to the Plan Commission regarding the staff’s findings. The staff report
should include an evaluation of the development and the degree to which the proposed project conforms
to the goals, policies, recommendations and the Future Land Use Map.
The Crawfordsville Comprehensive Plan does not contain the actual decisions that must be made;
however, it does serve as a reminder and provide guidance of the community’s collective vision for
the future development of the City and should be interpreted as such.
rezoning
Zoning protects the rights of individual property owners while promoting the general welfare of
the community. The purpose of zoning is to locate various land uses where they are most appropriate.
In determining the most appropriate zoning designation, a community must consider such
things as public utilities, road access, and the existing, or established, development pattern of the
community.
In general, a rezone is only justifiable under the following circumstances:
• When the requested rezoning is consistent with long range land use plans adopted by
the appropriate governing body;
•
•
•
Implementation
When there was an error or oversight in the original zoning of the property;
When changes have occurred to conditions in the vicinity of the property which
prevent the reasonable use of the property as currently zoned; and
When the requested rezoning benefits the community at large.
5-2

5-3 Chapter 5
Should the Plan Commission find itself granting numerous rezones that are substantially
inconsistent with the Future Land Use Map associated with this Comprehensive
Plan, the Comprehensive Plan should be updated, for this is an indication that the
City’s conditions, issues and/or priorities have changed.
ACTion ProgrAMS
The following implementation “tools” or action programs are possible means for successfully
implementing this Plan. The selection of the proper implementation tools
is an important decision that will affect the future of many current and future land
owners and citizens of the City of Crawfordsville; therefore, the following tools should
merit extensive consideration following the adoption of this Plan.
The successful completion of each and every single recommended action step in this
Plan would most certainly translate into the successful implementation of this Plan.
However, limited funding and manpower will effectively prevent all of these measures
from being completed at once. Therefore, the implementation strategies need to be
prioritized and ranked in the order that they should be pursued. Prioritization should
be based upon the cost and benefits, relationship to other measures, and feasibility of
implementation.
1. ADOPTION OF THE PLAN
In order to adopt the Crawfordsville Comprehensive Plan, the Plan Commission and
the City Council must act. The replacement or amendment of a plan requires the City
to follow the process provided below. This process can be found in IC 36-7-4-500 et
seq.
For adoption, the Plan Commission must:
•
•
•
Give notice in accordance with IC 5-3-1, including the dates and times of
the meetings and the location in which interested parties can examine
the final Comprehensive Planning document;
Make the Plan available, in its entirety, for at least ten (10) days prior to
the first hearing: and
Hold one or more public hearings on the Plan.
After the public hearing(s) have been held, the Plan Commission may approve the
Comprehensive Plan, in which case they will need to certify the Plan and forward it to
the City Council for its consideration.
The City Council may adopt a resolution approving, rejecting or amending the Plan.
The resolution requires only a majority vote.
If the legislative body rejects or amends the Comprehensive Plan, by resolution, it is
returned to the Plan Commission with a written statement of reasons for the rejection
or amendment. In this event, the Plan Commission has sixty (60) days to consider
the rejection or amendment and file its report with the City Council, unless the Plan
Commission is granted an extension by the City Council, in which case the Plan Commission
will have to consider the rejection or amendment and file its report with the

City Council within the time specified by the Council’s extension.
If the Plan Commission approves the amendment, the Plan stands as amended by the City Council
and is effective on the date the report is filed with the City Council.
If the Plan Commission disapproves the rejection of the amendment, the original action of the City
Council to reject or amend stands only if affirmed by another resolution of the legislative body.
If the Plan Commission fails to file a report within the time allotted, the action of the City Council in
rejecting or amending the Comprehensive Plan becomes final.
The Comprehensive Plan is effective in each respective jurisdiction once it is approved by resolution
of the City Council. Upon approval, the clerk of the City Council must record a copy of the plan with
the County Recorder.
2. APPOINTMENT OF AN IMPLEMENTATION TASK FORCE
The Plan Commission should consider appointing an implementation task force to guide the implementation
of the Plan. Such a task force should include representatives of the Council members,
representatives of the Plan Commission, Redevelopment Commission, staff and citizens. For the
implementation of the Plan to be successful, organizations and agencies assigned to each implementation
item must be aware of their role, responsibility, and/or abilities.
3. CREATION OF A PLAN COMMISSION WORK PLAN
The Plan covers a broad variety of issues and subject matter. In order to implement the Plan, the
Crawfordsville Plan Commission or Implementation Taskforce should, on an annual basis, prioritize
the action steps in the Comprehensive Plan for that year and develop a strategy for moving those
items forward and accomplishing them.
4. CONTINUED EDUCATION OF ELECTED AND APPOINTED OFFICIALS
The City should strive to provide opportunities for staff, elected and appointed officials to stay up
to date on the latest methods and development practices around the country for planning. This
includes sending staff and officials to local, State and national professional conferences as well as
planning commissioner workshops and work sessions.
5. ONGOING ANNUAL REVIEW OF THE PLAN
Implementation
Planning is not a process with a definite beginning and end. Rather, it is an on-going process that
reacts to new information and developments, and tries to incorporate changing conditions into
municipal activities. Conditions that may change include physical conditions of buildings and/or
infrastructure, the natural environment, as well as social and community goals.
A disciplined schedule for Plan review is helpful in Plan implementation. Noting areas of the Plan’s
success helps to build support for future planning activities. The identification of less successful
components of the Plan may suggest a need for refinement and/or amendment. The Plan Commission
should therefore conduct a thorough annual review of the Plan, asking whether the conditions
on which the Plan was predicated still hold true. An annual “report card” should be prepared by the
staff which reviews and documents the activities of the Plan Commission, Board of Zoning Appeals
and City Council to ensure compliance with this Comprehensive Plan.
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5-5 Chapter 5
Also, prior to preparing the annual municipal operating budget, an assessment should
be completed that documents the impacts of the activities that implement the Plan.
This assessment should consist of the following activities:
•
•
•
•
•
•
•
•
•
Major changes between projected economic and demographic growth
rates and actual growth;
Necessary adjustments to the implementation tools and techniques
- these may be brought on by changes in state legislation, etc.;
Deviations by the Plan Commission or City Council from the
Comprehensive Plan, and why those deviations were made;
Requests for amendments to the Comprehensive Plan, in order to
determine if there is a pattern of requested changes emerging; and
Changes in the local/regional political structure that may affect the
implementation of the Plan.
Updating and maintaining the City’s geographic information system
(GIS) with information relating to existing and future land use patterns
and locations and zoning. Such a system would enable the City’s staff to
accurately track patterns of development, changes in population, and
other new developments pertinent to the implementation of the Plan.
Identifying the programs and projects completed to implement the Plan.
For each implementing program/project, develop criteria that can be
used to measure the effectiveness of the program, apply those criteria,
and write a report summarizing the strengths and weaknesses of the
program.
Identify new programs, if any, that could be implemented.
6. ZONING AND SUBDIVISION CONTROL ORDINANCE UPDATES
The Plan is a statement of policy; it is not a regulatory document. The most common
regulatory means for implementing the plan include zoning and subdivision
ordinances. Zoning is the most direct method for regulating land use. In addition to
restricting uses, zoning ordinances also dictates the bulk of development (typically
through height requirements, floor-area ratios, and the like) and its site placement
(typically through the use of building lot setbacks). The subdivision ordinance relies
on the right of municipalities to regulate the subdivision of land, and places the burden
of implementing public infrastructure directly on the developer.
Several zoning and subdivision recommendations were recommended throughout
this Plan. Therefore, the City will need to make these changes in order to successfully
implement this Plan. Many of the land use recommendations will not be able to be
implemented without the changes to the City’s zoning and subdivision control ordinances.
The amendment and adoption of the recommended zoning and subdivision
ordinances, made by this Plan, will help ensure that the intent of the City’s Future Land
Use Map is realized.

7. COORDINATION BETWEEN THE CITY BUDGET AND CAPITAL IMPROVEMENTS PLAN (CIP)
The annual budget is one of the most important tools for Plan implementation in that it sets priorities
for the City’s monetary allocations each year. Capital and operational funding decisions should
directly reflect the goals and priorities set forth by the City Council and the Plan Commission.
A capital improvements plan (CIP) is a multi-year capital programming and budgeting process. It
is recommended that, upon adoption of this Plan, all City departments with capital requirements
coordinate and consolidate their capital budgeting processes using the CIP model with the preparation
of the City budget.
It is further recommended that the City staff coordinate their capital improvements planning with
the efforts of this Plan and any other department master plans or strategic plans. Items that should
be considered in the CIP include:
•
•
•
•
•
•
•
•
Land acquisition;
Storm water facilities;
Water and wastewater collection and treatment facilities;
Roads;
Alternative transportation facilities (e.g., sidewalks and greenways);
Parks;
Police and fire stations/substations; and
Large equipment (i.e., fire trucks and computer equipment).
The CIP should serve as the basis for the staff’s recommended work programs and as a focus for the
City Council’s discussion regarding priorities from year to year during their annual budget process.
If funds are not available for a specific recommendation, the City should evaluate whether that specific
item should be removed from that year’s Plan Commission Work Plan. In general, when there is
a conflict between budget priorities and the goals and policies of this Plan, the City Council should
consider whether those goals and policies remain valid for the City of Crawfordsville. If they are
valid, then the City Council should re-evaluate budget priorities.
8. CREATE SUB-AREA PLANS
Implementation
A sub-area plan provides specific recommendations proposed by this Plan for development. Subarea
planning, which is planning at either the neighborhood level, the road corridor level or for a
downtown area, is an important first step to the successful implementation of a Comprehensive
Plan. The first phase of a sub-area plan includes the creation of detailed, and yet conceptual, design
recommendations and policies. The second phase of a sub-area plan is the implementation of each
conceptual design recommendation. In the case of a corridor or gateway plan, this would include
developing construction documents and cost estimates to build each gateway. In some cases such
as neighborhood sub-areas, one additional task of the sub-area plan may be to acquire land for redevelopment.
Sub-area planning is also known for its ability to lead to an overall increase in citizen involvement,
leadership development and neighborhood commitment. The City should take the next step in its
planning program and develop sub-area plans. Several areas have been identified in Chapter 3 of the
Plan.
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5-7 Chapter 5
9. MAINTAIN ExISTING NEIGHBORHOODS
In order to promote traditional neighborhoods, the City needs to identify, assess and
classify each neighborhood to know the types of actions to take in order to stabilize
and maintain each neighborhood so that it is healthy. By classifying each neighborhood,
the City will be better positioned to delegate its otherwise scarce resources and
target those neighborhoods that need the greatest level of support.
One method of classification is simply to use the US Department of Housing and Urban
Development criteria of income classification. Those neighborhoods with incomes
below 30% of the community median household income are very low income; 30 to
50% are low income; 50 to 80% are low-moderate income; 80 to 120% are moderate
income.
Another method that is often used considers a variety of indicators, including: substandard
housing code occurrences; crime incidence; age of housing stock; age of
population; building permits; private mortgage investment; city investments; average
number of days properties are on the market; poverty; and public assistance. One of
the disadvantages of this classification method is that a number of these indicators
are derived from data (information that is generally assigned to a geographic location,
such as housing code violations, building permits and crime) that may not be
readily available.
Regardless of the classification method, the community’s neighborhoods should be
assessed and then classified into one of the following categories. The following categories
identify the actions that need to be taken by the City.
MAINTAIN the high quality of strong and stable neighborhoods. Strong neighborhoods
may be characterized by the vitality of their real estate markets. Houses for sale at fair
prices will sell relatively quickly, indicating that the neighborhood is perceived as a
desirable place to live not only by its residents, but also by outsiders. Housing quality
is good, there are few conflicts between adjacent land uses, and social problems are
minimal. The public sector strategy in these strong neighborhoods is, therefore, to
maintain and enhance the existing quality of the area through streetscape enhancement,
road and sidewalk maintenance, etc. Parks are occasionally included in these
healthy neighborhoods.
MONITOR neighborhoods with certain social, economic, or physical characteristics
that could be early indicators of decline. Maintaining rental units with management
companies in neighborhoods with many renters can ensure the stability of the area.
Home ownership counseling as a condition of first mortgages and working to eliminate
predatory lenders from the community may limit people from buying more of
a home than they can afford to purchase or to maintain. Areas with many new residents
and high owner or renter turnover may need special code enforcement to prevent
decline in property maintenance. Lower home values can be improved through
efforts to rebuild and enhance infrastructure and maintain properties. There may be
a few conflicts between adjacent land uses in these neighborhoods.
IMPROVE transitional or problem areas. Some neighborhoods are characterized by
a mixture of good housing conditions and some noticeable deterioration. Housing
deterioration may be due to deferred maintenance by either home owners or rental

property owners. In addition, there may be a lack of needed special services for elderly, young or
unemployed residents. There may also be specific public infrastructure problems or inappropriate
commercial or industrial uses within or on the edges of the neighborhood. All of these factors negatively
affect the private real estate market in these areas.
However, none of the conditions in these neighborhoods have deteriorated to the point that selective
positive actions could not substantively restore the neighborhoods’ attractiveness and private
market appeal. Here, targeted public sector investments in the maintenance and renewal of the
housing stock, essential human services or selected public infrastructure can bring needed improvements
and encourage further revitalization efforts by neighborhood residents, organizations and
other private investors. Detailed planning with residents is needed to identify problems and define
appropriate action strategies.
CHANGE seriously deteriorated or deficient conditions. In some of the City’s neighborhoods, deterioration
has progressed to the point that major corrective action is needed. Entire blocks may contain
a mix of vacant lots and vacant or seriously deteriorated houses. In many instances, conflicts between
incompatible industrial and residential uses have helped to create these conditions. Here the
private housing market is almost non-existent. Social or economic problems are often pervasive. In
these neighborhoods, areas of strength and areas of weakness must be defined. Detailed planning
with residents, supplemented by expert technical assistance, should examine options to change
those conditions which are so serious that building rehabilitation alone may not help.
10. CREATE A NATIONAL HISTORIC DISTRICT
National Historic Districts are areas that are recognized by the National Register of Historic Places as
unique areas worthy of preservation. The National Register of Historic Places is the Nation’s official
list of cultural resources worthy of preservation. Authorized under the National Historic Preservation
Act of 1966, the National Register is part of a national program to coordinate and support public
and private efforts to identify, evaluate, and protect our historic and archeological resources. Properties
listed in the Register include districts, sites, buildings, structures, and objects that are significant
in American history, architecture, archeology, engineering, and culture. The National Register is
administered by the National Park Service, which is part of the U.S. Department of the Interior.
Evaluation Criteria for Historic Districts
The quality of significance in American history, architecture, archeology, engineering, and culture is
present in districts, sites, buildings, structures, and objects that possess integrity of location, design,
setting, materials, workmanship, feeling, and association, and:
•
•
•
•
Implementation
That are associated with events that have made a significant contribution to the broad
patterns of our history;
That are associated with the lives of persons significant in our past;
That embody the distinctive characteristics of a type, period, or method of
construction, or that represent the work of a master, or that possess high artistic
values, or that represent a significant and distinguishable entity whose components
may lack individual distinction; or
Those that have yielded or may be likely to yield, information important in prehistory
or history.
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5-9 Chapter 5
Historic Districts in the State of Indiana
There are state historic districts designated by the Indiana Register of Historic Sites
and Structures. The Indiana Register of Historic Sites and Structures (the State Register)
was created by an act of the Indiana General Assembly in 1981. The criteria for
listing properties on the State Register are virtually the same as those for the National
Register. Each state has a preservation office to administer the National Register and
associated programs; the Indiana Division of Historic Preservation and Archaeology
(DHPA) serves all Hoosiers interested in these programs. DHPA also manages the State
Register.
Historic Districts for Local Communities
Some communities also have locally designated historic districts, such as the Crawfordsville
HPC. Communities seeking protection of local landmarks may establish a local
Historic Preservation Commission through an ordinance. The Commission, made
up of community residents, formally identifies local structures or districts of historical
significance. The Commission has the power to review and guide projects affecting
the designated buildings or districts, and can deny demolition permits.
The HPC was established by the City Council in 2002 and 2003 with the designation of a
local historical district along with a structure and facade grant and loan program for
the downtown. The designated historical areas and structures include:
•
•
Elston Grove
Lew Wallace/Ben Hur Museum
11. IMPLEMENT COMMUNITY AESTHETIC PROGRAMS
Appearance has as much to do with a strong sense of community as any other recommendation,
if not more so. Design standards, which can be contained in a zoning
ordinance, are one way to make areas more attractive, while enhancing or protecting
a certain character of the City. Design standards, however, need to be strictly enforced
in order to ensure success. Incentive programs such as increasing density, permitting
zero lot and reducing yards and setbacks can help ensure that individuals adhere to
the design guidelines provided.
The City has not taken the step of creating design standards. However, creating a
premier economic address in the City through its Commerce Park will require design
standards for non-residential development. Design standards will offer more regulation
than design guidelines, and will require review by a Design Review Committee.
Examples of non-residential design standards that could be added to the zoning ordinance
to improve the appearance of commercial and industrial areas include reducing
the amount of parking allowed in the front of a building, prohibiting buildings
from “turning their backs” onto major corridors, and keeping service areas (storage,
trash pick-up, loading) behind the building. Architectural standards that could be put
in place include massing, materials, lighting, roof pitch, visual appeal, compatibility,
entry way treatments, wall treatments, and window treatment.

Chapter 5
Increased “streetscape” standards, especially along US 231 and SR 32 can address landscaping and signage
issues and will provide a noticeable effect on the entire community. These changes will be very
effective in developing the “look” along selected roadway corridors. The City has an opportunity to
participate in aesthetic improvements as part of street projects it undertakes, and can influence the
design of state highways through proactive involvement.
SuMMAry reCoMMendATionS
With proper implementation, the above goals, policies and recommendations will guide growth and
development in Crawfordsville over the next twenty years. Limited funding and staffing resources
will make the implementation of every action step impossible. Therefore it will be the City’s responsibility
to prioritize, annually, those recommendations that are believed to be feasible given the City’s
resources at that time. The time frames established in the following Implementation Matrix are
merely to provide some guidance in the manner in which to implement the recommendations. It
should not take the place of the Plan Commission and City Council reviewing and prioritizing the
recommendations based upon resources and current conditions in the community. It may even be
possible that a recommendation made for the long-term be implemented in the short-term. It will
be the responsibility for the Plan Commission, City Council and Mayor to make that determination.
iMPLeMenTATion MATrix
The following table identifies the action steps recommended throughout this Plan. The table also
includes the recommended time frame and the lead decision makers responsible for each action
step.
5-10
ACTION RESPONSIBLE PARTY TIMEFRAME
Goal 1: Showcase the City of Crawfordsville as a great place to do business by encouraging diverse light manufacturing,
biological and high technology, communications, research and office uses in the City that provide
high quality jobs and continue to diversify and strengthen the City’s tax base.
Action 1.1 Complete a Target Industry Analysis Plan Commission
City Council
Planning Staff
Redevelopment Commission
Short-term
Action 1.2 Revise the zoning districts for the business
and economic development intentions of this plan
Action 1.3 Promote maintenance and physical improvements
to properties in the downtown and its
surrounding areas
Plan Commission
City Council
Planning Staff
Redevelopment Commission
Plan Commission
City Council
Chamber of Commerce
Main Street Association
Planning Staff
Redevelopment Commission
Short-term: actions needed to be completed in 1-5 yrs
Intermediate: actions needed to be completed in 5-10 yrs
Long-term: actions needed to be completed in 10-20 yrs
On-going: actions which need to be constantly monitored and revised
Short-term
On-going

5-11 Chapter 5
ACTION RESPONSIBLE PARTY TIMEFRAME
Action 1.4 Continue to market the community Plan Commission
City Council
Chamber of Commerce
Main Street Association
Planning Staff
Redevelopment Commission
On-going
Action 1.5 Provide opportunities and destinations that Plan Commission
On-going
encourage people to come to downtown in the eve- City Council
nings or on weekends
Chamber of Commerce
Main Street Association
Redevelopment Commission
Action 1.6 Create and implement sub-area plans Plan Commission
City Council
Planning Staff
Redevelopment Commission
Intermediate
Action 1.7 Establish a business incubator Plan Commission
City Council
Chamber of Commerce
Redevelopment Commission
Intermediate
Action 1.8 Provide for the expansion of the St. Clare Plan Commission
Long-term
Medical Center
City Council
Planning Staff
Redevelopment Commission
Action 1.9 Remediate and redevelop the City’s Brown- Plan Commission
On-going
fields
City Council
Planning Staff
Redevelopment Commission
Action 1.10 Provide for tax abatement Plan Commission
City Council
Planning Staff
Redevelopment Commission
Short-term
Action 1.11 When and where appropriate, provide Plan Commission
Intermediate
the necessary infrastructure to promote economic City Council
growth
Planning Staff
Redevelopment Commission
Action 1.12 Create a sub area plan for the community Plan Commission
Intermediate
commercial area south of the City where the mall is City Council
located
Planning Staff
Redevelopment Commission
Short-term: actions needed to be completed in 1-5 yrs
Intermediate: actions needed to be completed in 5-10 yrs
Long-term: actions needed to be completed in 10-20 yrs
On-going: actions which need to be constantly monitored and revised

Section Implementation Title
Short-term: actions needed to be completed in 1-5 yrs
Intermediate: actions needed to be completed in 5-10 yrs
Long-term: actions needed to be completed in 10-20 yrs
On-going: actions which need to be constantly monitored and revised
5-12
ACTION RESPONSIBLE PARTY TIMEFRAME
Action 1.13 Update the downtown plan Plan Commission
City Council
Planning Staff
Main Street Association
Redevelopment Commission
Intermediate
Goal 2: Establish a defined image for the City through the encouragement of a higher quality of development by
creating various design standards, review procedures and programs to ensure the City of Crawfordsville is as
aesthetically pleasing as it is economically sound.
Action 2.1 Develop corridor plans for the enhancement Plan Commission
On-going
of identified corridors
City Council
Planning Staff
Redevelopment Commission
Action 2.2 Create gateways into the City Plan Commission
City Council
Planning Staff
Redevelopment Commission
Short-term
Action 2.3 Establish architectural design standards for
targeted areas of growth
Action 2.4 Establish streetscape standards for targeted
areas of growth
Plan Commission
City Council
Planning Staff
Redevelopment Commission
Plan Commission
City Council
Planning Staff
Redevelopment Commission
Action 2.5 Create a special historic zoning district Plan Commission
City Council
Planning Staff
Redevelopment Commission
Action 2.6 Update marketing materials to showcase
the City’s physical design and beautification efforts
Action 2.7 Create programs to maintain enhancements
throughout the community
Main Street Association
Planning Staff
Chamber of Commerce
Plan Commission
City Council
Main Street Association
Planning Staff
Redevelopment Commission
Action 2.8 Update the City’s landscape ordinance Plan Commission
City Council
Chamber of Commerce
Main Street Association
Planning Staff
Redevelopment Commission
Short-term
Short-term
Intermediate
On-going
On-going
Short -term

5-13 Chapter 5
ACTION RESPONSIBLE PARTY TIMEFRAME
Action 2.9 Create a wayfinding system in the commu- Plan Commission
Short-term
nity
City Council
Chamber of Commerce
Main Street Association
Planning Staff
Redevelopment Commission
Action 2.10 Minimize land use conflicts Plan Commission
Planning Department
Redevelopment Commission
On-going
Action 2.11 Create a tree preservation ordinance Plan Commission
Planning Staff
Redevelopment Commission
Short-term
Action 2.12 Require a green space/open space in new Plan Commission
Short-term
development
City Council
Planning Staff
Redevelopment Commission
Goal 3: Preserve the existing community core and provide for innovative land use development techniques for
new subdivisions, infill development, and opportunities for new development and redevelopment in order to
realize the City’s vision for its future.
Action 3.1 Review annexation policy Plan Commission
City Council
Planning Staff
Short-term
Action 3.2 Identify policies for zoning of annexed ar- Plan Commission
Short-term
eas
City Council
Planning Staff
Redevelopment Commission
Action 3.3 Create a public utilities and services exten- Plan Commission
Short-term
sion/expansion policy
City Council
Planning Staff
Action 3.4 Create a Capital Improvements Plan Plan Commission
City Council
City Staff
Intermediate
Action 3.5 Update the zoning and subdivision control Plan Commission
Short-term
regulations to provide for land use development in- City Council
centives that advance the intentions of this plan Planning Staff
Redevelopment Commission
Action 3.6 Update the City’s development review crite- Plan Commission
Short-term
ria
Planning Staff
Action 3.7 Determine ways to manage the growth of Plan Commission
Intermediate
the two-mile fringe area
City Council
Planning Staff
Redevelopment Commission
Short-term: actions needed to be completed in 1-5 yrs
Intermediate: actions needed to be completed in 5-10 yrs
Long-term: actions needed to be completed in 10-20 yrs
On-going: actions which need to be constantly monitored and revised

Section Implementation Title
ACTION RESPONSIBLE PARTY TIMEFRAME
Action 3.8 Create and implement a neighborhood as- Plan Commission
Long-term
sessment strategy
Planning Staff
Redevelopment Commission
Action 3.9 Limit residential conversions to protect Plan Commission
Long-term
neighborhoods along the City’s primary corridor Planning Staff
Redevelopment Commission
Action 3.10 Create and enforce housing/property main- Plan Commission
Short-term
tenance codes
City Council
Planning Staff
Redevelopment Commission
Action 3.11 Provide for alternative modes of transpor- Plan Commission
Long-term
tation, culture, and the protection of environmental City Council
resources through the development of a community- Planning Staff
wide trail system.
Redevelopment Commission
Parks & Recreation Department
Action 3.12 Provide additional park and recreation op- Plan Commission
On-going
portunities throughout the community
City Council
Planning Staff
Redevelopment Commission
Parks & Recreation Department
Action 3.13 Encourage and provide for infill develop- Plan Commission
On-going
ment
City Council
Planning Staff
Redevelopment Commission
Action 3.14 Implement the 2005 5-yr Parks and Recre- City Council
Intermediate
ation Master Plan
City Staff
Parks & Recreation Department
Action 3.15 Extend the Sugar Creek Trail north into Plan Commission
Long-term
Commerce Park
City Council
Planning Staff
Redevelopment Commission
Parks & Recreation Department
Goal 4: Provide a safe and efficient transportation network
Action 4.1 Pursue grants Plan Commission
City Council
Redevelopment Commission
On-going
Action 4.2 Update street design standards Plan Commission
City Council
City Staff
Redevelopment Commission
Short-term
Short-term: actions needed to be completed in 1-5 yrs
Intermediate: actions needed to be completed in 5-10 yrs
Long-term: actions needed to be completed in 10-20 yrs
On-going: actions which will need to be constantly monitored and revised
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5-15 Chapter 5
ACTION RESPONSIBLE PARTY TIMEFRAME
Action 4.3 Require sidewalks in all subdivisions Plan Commission
City Council
Planning Staff
Redevelopment Commission
Short-term
Action 4.4 Design attractive streetscape designs Plan Commission
City Council
Planning Staff
Redevelopment Commission
Short-term
Action 4.5 Incorporate traffic impact studies into the Plan Commission
Short-term
subdivision control process
City Council
Planning Staff
Action 4.6 Require new connection to subdivisions Plan Commission
City Council
Planning Staff
Redevelopment Commission
On-going
Action 4.7 Inventory existing sidewalks Plan Commission
City Council
Planning Staff
Redevelopment Commission
Intermediate
Goal 5: Create and preserve healthy, vital neighborhoods that serve as a focal point within the city
Action 5.1 Create a neighborhood identification map Plan Commission
City Council
Planning Staff
Redevelopment Commission
Short-term
Action 5.2 Complete an assessment of each neighbor- Plan Commission
Short-term
hood
City Council
Planning Staff
Redevelopment Commission
Action 5.3 Prepare neighborhood plans Plan Commission
City Council
Planning Staff
Redevelopment Commission
Long-term
Action 5.4 Adopt neighborhood design standards Plan Commission
City Council
Planning Staff
Redevelopment Commission
Intermediate
Action 5.5 Establish residential design standards Plan Commission
City Council
Planning Staff
Redevelopment Commission
Intermediate
Short-term: actions needed to be completed in 1-5 yrs
Intermediate: actions needed to be completed in 5-10 yrs
Long-term: actions needed to be completed in 10-20 yrs
On-going: actions which need to be constantly monitored and revised

Section Implementation Title
5-16
ACTION RESPONSIBLE PARTY TIMEFRAME
Action 5.6 Increase housing and property maintenance Plan Commission
Short-term
code enforcement
City Council
Planning Staff
Redevelopment Commission
Action 5.7 Review of lot divisions/combination require- Plan Commission
Short-term
ments
City Council
Planning Staff
Redevelopment Commission
Goal 6: Encourage a diverse mixture of well-constructed housing that serves all populations in Crawfordsville
Action 6.1 Seek additional funding sources Plan Commission
City Council
Planning Staff
Redevelopment Commission
Short-term
Action 6.2 Update design standards for residential Plan Commission
Intermediate
homes
City Council
Planning Staff
Redevelopment Commission
Action 6.3 Establish a housing subcommittee Plan Commission
City Council
Planning Staff
Redevelopment Commission
Short-term
Action 6.4 Monitor subdivision build=out Plan Commission
City Council
Planning Staff
Redevelopment Commission
On-going
Short-term: actions needed to be completed in 1-5 yrs
Intermediate: actions needed to be completed in 5-10 yrs
Long-term: actions needed to be completed in 10-20 yrs
On-going: actions which will need to be constantly monitored and revised

5-17 Chapter 5
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City of
Crawfordsville
I N D I A N A
Appendix A:
existing Conditions
My Town... My STreeT... My neighborhood... My CoMMuniTy

A-1
exiSTing LAnd uSe
The 2005 existing land use survey of Crawfordsville was conducted through the use of
aerial photography and field visits. The different land uses are broken into the following
categories:
•
•
•
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Appendix A
Agriculture
Churches and Cemeteries
Commercial
Golf Courses
Industrial
Mines and Quarries
Mobile Homes
Multifamily Residential
Natural and Open Areas
Other
Parks
Public Use and Institutional
Single Family Residential
Transportation, Communication, Utilities
Vacant
The land use was digitized from aerial photographs into a geographic information
system (GIS) where calculations were made to determine the total acreage of each
land use category in the City. These statistics were then compared to the 1991 land use
map to determine the changes in land use over the last fifteen years.
The land within the City boundaries accounts for approximately 5,045.58 acres. Single
family residential is the land use category representing the highest percentage of all
land uses; approximately 27%, or 1,370 acres. Single family residential development occupies
mainly central Crawfordsville, south of Sugar Creek, with a few developments
north of Sugar Creek near Interstate 74.
Agriculture represents the next highest category, approximately 19%, or 980 acres. Agricultural
land uses exist on the periphery of the City, and mainly on the north end of
the City. The third highest category is natural and open areas representing approximately
16% of the land uses. These areas primarily exist along Sugar Creek and its tributaries
and take up approximately 820 acres.
The next highest categories are commercial approximately 10% and industrial approximately
10%. Commercial land uses exist throughout the City with the central downtown
in the geographic center of Crawfordsville. Industrial land uses are primarily on
the east side of City and the southwest side of City.
Other categories include public use/institutional approximately 5%, multifamily residential
approximately 3%, golf courses approximately 3%, churches and cemeteries approximately
2%, and parks approximately 2%.
Comparing existing land use in 2005 with existing land use in 1992 indicates that the
number of acres within the city limits has remained the same. Although the land use

Figure A-1: 2005 Existing Land Use
Existing Conditions
categories are slightly different between the two maps, generalized comparisons can be made between
the categories.
Biggest changes in land use have occurred in the agricultural, commercial, and natural and open
areas categories. In 1991, 31% of the land was considered to be “undeveloped.” Most of the land use in
this category has been transferred to the agricultural category on the 2005 existing land use map
with a small amount allocated to the natural and open areas category. Analysis indicates that the
amount of agricultural (or undeveloped) land within the City boundaries has been reduced from approximately
31% to 19% of all land uses.
Commercial land uses have increased over the last fifteen years, now representing approximately
10% of all land use as compared to approximately 6% in 1991. This increase in commercial land uses
has a direct correlation to the reduction in undeveloped or agricultural land. Flood and scenic corridors,
a land use category represented on the 1991 land use map can be compared to the natural and
open area category in the 2005 map. This category has increased from 9% to 16% over the last fifteen
years.
There has been very little change in the single family land use category over the last fifteen years
as approximately 27% of the land use was single family residential, similar to what exists currently.
Multi-family residential has also remained the same as has the amount of industrial land. The institutional
category on the 1991 land use map has been separated into four land use categories on
the 2005 map including churches and cemeteries, mines and quarries, public use and institutional,
and transportation/communication and utilities. The 1991 category indicates that institutional represented
approximately 9% of all land uses in comparison to approximately 8% of the four categories
combined on the 2005 map, a very slight difference.
A-2

A-3 Appendix A
CoMMuniTy ServiCeS
Police Services
The incorporated City of Crawfordsville is served by the Crawfordsville Police Department,
which employs 30 officers, 15 volunteer reserve officers, an Assistant Chief, and
one Police Chief. The department also employs seven school crossing guards, three
meter maids, two secretaries, and ten radio dispatchers. The volunteer reserve police
officers provide assistance in times of emergency and special events. At the beginning
of 2004, the department had 19 deputy cars and one reserve car. The 2004 Police Department
budget was $2.4 million (LWV, 2004).
Unincorporated areas of the planning area and the County are served by the Montgomery
County Sheriff’s Department and the Indiana State Police. The Indiana State
Police Post is located in Lafayette, and serves Montgomery County and eight other
counties.
In 2003, the Sheriff’s Department had 16 full-time road officers in addition to the Sheriff,
and six-part time reserve officers. Two of the 16 officers were full-time detectives.
The department also employed one full-time medical provider, 14 jail officers, two
transport officers, two court-house security officers and two part-time process servers.
In addition, there were six male officers at 410 Waynetown Road in Crawfordsville,
the location of the work release program. In 2003, the Sheriff’s Department operated
17 patrol cars, two reserve cars, and the process server’s car (LWV, 2004).
All of Montgomery County is served by Enhanced-911 (E-911). The service, operated under
the authority of the county commissioners, automatically provides dispatchers with
the address from which the 911 call is being made. The Crawfordsville Police Department
dispatchers provide the service through a contract agreement with the County.
The Crawfordsville dispatchers receive all the emergency calls and then contact the
appropriate first responders (LWV, 2004).
Fire Protection
The Crawfordsville Fire Department has 38 firefighters divided into three shifts of 12
persons each, plus the Fire Chief and Assistant Fire Chief. Shifts rotate on a 24-hour
basis, each person being on duty for an average of 56 hours a week. Fire Station 1 is
in the City Building at the corner of Water and Pike Street. Station 2 is located at the
intersection of East Main Street and Wabash Avenue. Station 2 houses three firefighters,
one of whom is always a paramedic, a fire engine, and an ambulance (LWV, 2004).
The Board of Public Works and Safety oversees the operation of the Fire Department.
The Mayor of Crawfordsville appoints the Fire Chief and the City Council approves the
Department’s salaries.
In 2004, the city’s primary fire equipment included three pumpers, one Aerial ladder
truck, two rescue trucks, one pumper/tanker truck, one brush truck, and four advanced
life support ambulances. Thirteen full-time paramedics provide emergency
medical care, and all but 3 of them doubled as emergency management personnel.
The Department averages 650 fire runs a year, and 2,500 emergency runs a year (LWV,
2004).

In addition to Crawfordsville, the service area of the Crawfordsville Fire Department includes all but
the southern part of Union Township through a contract agreement in which the Township pays
the city for fire protection. The Department also services a portion of I-74 extending from Old SR 55
east to the Boone County line.
In addition to the Crawfordsville Fire Department, there are nine volunteer fire departments in
Montgomery County. While each fire department has its own specific service area, they all provide
aid to one another during emergencies.
Wastewater Treatment
The City of Crawfordsville provides sewer service to all residents within its incorporated area. Residents
outside the city are generally supported by individual septic tanks. The Crawfordsville sewage
treatment plant, built before World War II, is located on Sugar Creek on the northwest side of Crawfordsville
on Bluff Street. The plant is operated under the supervision of the Board of Public Works
and Safety. In 2003, there were 14 employees. Water users pay a monthly charge which finances the
operation of the treatment plant and the maintenance of sewage lines. The 2003 budget was almost
$2.2 million (LWV, 2004).
The most recent sewage treatment plant expansion was in 1998, when it was enlarged to handle a
4.7 million-gallon daily flow, with a maximum of six million gallons per day for short periods. This
expansion included a new settling tank, chlorine contact and sludge storage. A private contractor
hauls sludge from the plant for the City.
Solid Waste Management
Montgomery County is part of the West Central Indiana Solid Waste Management District, and has
offices in Greencastle, Indiana. Morgan, Parke, and Putnam Counties are also members. As part of
this district, a solid waste management plan, a recycling program, and an education plan are available
to Crawfordsville residents.
A private contractor operates a transfer station in Crawfordsville on Bluff Street. Solid waste is
hauled to the Danville, Indiana, landfill for a tonnage fee. County residents outside Crawfordsville
either pay private haulers to carry their waste to the city transfer station, or take it themselves, paying
the fees. Industries, apartment buildings, and commercial users pay private haulers to dispose
of their waste. The Crawfordsville Street Commissioner supervises the city sanitation department
with five full-time employees. Residential garbage is picked up weekly, and in 2003, the department
operated two trucks (LWV, 2004).
Crawfordsville has curb-side recycling that is combined with garbage pick-up. Recycling includes
newspapers, glass, bottles, beverage cans, cardboard, paper, and magazines. In addition, a yard waste
drop-area is available to residents, and accepts grass clippings, leaves, branches and other yard waste.
The drop-off area is open late spring to late December.
Parks and Recreation
Existing Conditions
The Crawfordsville Parks and Recreation Department consists of a seven-member board and a full
time Park and Recreational Director. Four park board members are appointed by the Mayor; two additional
members represent the Crawfordsville Public Library and the Crawfordsville Community
School boards. Board members serve four-year rotating terms. The Parks Board is responsible for
establishing the vision and direction in which the Parks Department will operate.
A-4

A-5 Appendix A
The 2005 budget for the Department is $1.24 million, and recently approved a comprehensive
five-year park system master plan (Parks and Recreation Department, 2005).
The Department currently operates several parks and the Crawfordsville Community
Center. The Community Center, built in 2000, includes 26,000 square feet; it includes a
gymnasium, weight room, walking track, lockers, meeting rooms, game room, and a
playroom for short term child care. The Park Department offices are also located in
this facility. The Community Center offers a wide range of programs including senior
activities, youth programs, after-school programs, and cultural programs (Parks and
Recreation Department, 2005).
The major park in Crawfordsville is Milligan Park. Milligan Park is approximately 44
acres located on the southwest side of the city. The Municipal Golf course (a 122 acre,
18-hole golf course) and the Community Center are both located adjacent to this park.
It is the city’s most popular and oldest park. Facilities in this park include: aquatic center
with an Olympic size swimming pool, bath house, diving boards, and water slides;
Community Center, fitness trail, basketball courts, volleyball courts, sledding hill, four
picnic shelters, picnic areas, five horseshoe courts, one lighted softball diamond, one
lighted baseball diamond, and play equipment. This park is also accessible to the disabled
(Parks and Recreation Department, 2005).
Another important Crawfordsville facility is the Elston Park Complex. Elston Park is a
38-acre park located on the north side of the City, along the north bank of Sugar Creek.
The Department has extensively developed the north area, and the park includes three
lighted softball fields, one football field, handicapped accessible restrooms, concession
stand, and storage areas.
Table A-1: Crawfordsville Parks and Recreation
Park Facility
Milligan Park 2 x x x 2 3 x 4 x x x x
Elston Park 3 x 1 x x x x 1 x
Lincoln Park 2 x
Nibble Park x x 1
Franves Wooden Park 1 x x
Sugar Creek Trail x
Rock River Landing x x
Biggs Bluff Mountain
Bike Park
Lew Wallace/Ben Hur
Museum
Ball Fields
Basketball
Beach
Boat Launch
Football Field
Fishing
Horseshoe Pits
Picnic Area
Grilling Area
Playground
Shelters
Green Space
Sledding
Restrooms
Pool
Trails
Volleyball Court
x x x
Whitlock Nature Park x
x
Golf Course
Community Center
Museum

In addition to these major parks, there are neighborhood parks.
Frances Wooden Northside Park, a 0.5 acre park located on
North Grant Avenue, and offers a ball field, picnic, and a playground
area. Nibble Park, located at the end of East Tuttle Avenue,
is a 1.0 acre mini park which offers shelter, playground and
picnic areas. Finally, Lincoln Park, a 2.0 acre green space located
on the east side of Crawfordsville, offers a picnic area, benches,
and two lighted basketball courts.
Sugar Creek Trail is a major addition to the Parks and Recreation
Department program. It is a 4.5 mile trail connecting the community
to a new proposed mountain bike park. It follows the
former Monon Railroad track, concluding with a spectacular
trestle over Sugar Creek. Access to the trail is provided at three
locations: Rock River Landing (west end), Donnelley Trailhead
(center of trail), and the High School (east end). The Department
has received funding to make major improvements to the Rock
River Landing trailhead through the Indiana Department of
Natural Resources.
The improvements include a canoe launch, widening the entrance
drive, improve parking, picnic pavilion, ADA access to the
trail from the parking lot, one-half mile extension of the trail to
the west, and development of Mountain Bike Trails at the Biggs
Explorer Camp, donated by Montgomery County Youth Camp.
As mentioned above, a new 40-acre park, called Biggs Bluff
Mountain Bike Park, will be located west of the City corporate
limits, but operated by the Parks Department, will provide a unique facility for the residents of Crawfordsville.
The property is adjacent to the Sugar Creek Trail, and will allow citizens an opportunity to
participate in the sport of mountain biking.
The following table summarizes parks and recreational facilities that Crawfordsville has to offer its
residents.
In the 2005 five year Park Master Plan, the Department recognized the following community needs
and issues relevant to parks and recreation:
•
•
•
•
•
•
•
•
•
•
Existing Conditions
Updated aquatic facility with family oriented activities
More youth associated programs
Play areas renovated and updated
Improve overall park identification signs
Golf course improvements
Continued need for trails and connections between public facilities and neighborhoods
Continue to develop partnerships with other groups to provide funding for programs and
facilities
Need to monitor the demographics of the community to provide cultural and educational
programs that relate to the diversity of the community
Develop programs that allow citizens to improve their physical fitness, diet, and overall
health
Upgrade of paths and walk ways within Milligan Park
A-6

A-7 Appendix A
Schools
Since 1966, the County has had three school systems, South Montgomery Community
School Corporation, North Montgomery Community School Corporation, and Crawfordsville
Community School Corporation. For the purposes of this plan, the Crawfordsville
School Corporation is discussed below.
The Crawfordsville School Corporation offers a comprehensive college preparatory
curriculum and offers classes in special education for all ages. The school system offers
advanced work at various levels for some students. Crawfordsville starts with Wilson
Kindergarten Center, then grades 1 through 5 at 3 Elementary Schools, and then
continues at the middle and high school. The Crawfordsville School Corporation participates
in hot lunch programs, with free and reduced-price lunches for children of
lower-income families. A limited summer school program and adult diploma completion
(G.E.D) courses are available, as well as instruction for homebound students.
In Crawfordsville, elementary schools are on a six-week grading period, Tuttle Middle
school works with the trimester system, and Crawfordsville High School operates on
a nine-week grading period. Teaching aides, librarians, learning disabilities personnel,
school nurses, speech and hearing therapists and guidance counselors are employed
within the system, contributing to the public school efforts a diverse student body
needs.
School budgets are funded from local property taxes as well as state and federal
monies. In 2003, per pupil expenditure was $7,800 in South Montgomery Community
Schools; $9,800 in the North Montgomery Community Schools; and $10,200 in the
Crawfordsville Community Schools. The state average was $8,700.
CurrenT PLAnning PrACTiCeS
A community has many methods to control its growth, land use pattern, transportation
systems, and community facilities. The Comprehensive Plan, while not a legally
controlling set of rules and regulations, is adopted as the City’s policy on development
issues. Future issues should complement the Plan. City ordinances are the rules and
regulations that implement the policies of the Plan. Passed by the City Council, ordinances
give specific rules or guidance for how development happens in the community.
The history and current planning practices are described below.
The first idea of zoning in Crawfordsville appeared in 1947. A municipal code was adopted
December 9, 1963, and the City Council approved a Comprehensive Plan in 1969.
In 1972, the two-mile area surrounding the city was included. The most recent comprehensive
plan was adopted in 1992, and a plat committee was established in 1993. The
last major modification to the subdivision ordinance was in 2003.
The Crawfordsville Plan Director is responsible for planning and zoning in the City
and the two-mile jurisdiction. The Director is appointed by the Mayor and acts as staff
to the Plan Commission and the Board of Zoning Appeals. Montgomery County does
not currently have planning or zoning.
The Crawfordsville Plan Commission consists of nine members: one member of the
City Council, one member of the Park Board, the superintendent of the Storm and

Existing Conditions
Waste Water Department, four citizens who reside in the City (appointed by the Mayor), and two
citizens who reside in the two-mile unincorporated area (appointed by the County Commissioners).
By law, the Commission is bipartisan and has its own attorney. The citizen members serve four-year
terms.
Two other important groups, the Plat Committee, which grants secondary or final approvals, and
the Board of Zoning Appeals, which hears requests for special exceptions to the zoning ordinances
and rulings on non-conforming uses, are other parts of the planning services the City has to offer.
CAPiTAL iMProveMenT PLAnS
Public improvements for roads, utilities and community facilities are an important way for the City
to control and direct growth and economic development. The Comprehensive Plan can provide basic
policy direction on where and when to provide improvements. A Capital Improvements Plan, based
on the Comprehensive Plan, sets out the proposed improvements and their funding in detail, usually
on a three-to-five year schedule.
Capital improvements in Indiana may include economic development incentives and may be funded
by the Economic Development Income Tax (EDIT). A primary function of the Capital Improvements
Plan is to outline how a municipality will spend its EDIT funds.
AnnexATion & FiSCAL iMPACT PLAn
New developments often are proposed for land just outside the City’s borders. When annexed before
actual development, the City can apply its development controls to the land to ensure the quality of
development. The City must provide services to the land once it is annexed, but the City also benefits
from the taxes generated by that land.
An important factor for the City to consider before annexing a new development is whether that
development will generate more tax dollars than it costs in services. Fiscal Impact Plans help the City
to make this determination.
Anyone petitioning for annexation in Crawfordsville must prepare a Fiscal Impact Plan. The Plan
outlines the effects of the proposed development on all municipal services. Ideally, the Plan would
include both positive and negative effects of the development.
zoning Code/ordinAnCe
The zoning ordinance has the greatest impact on land use patterns and specific development. The
zoning ordinance consists of both a zoning map and written text. The zoning map is based on the
existing uses in the City and the Future Land Use Map adopted in the 1992 Comprehensive Plan.
The zoning map delineates districts in the City that contain specific guidelines for development in
that district. These guidelines typically establish how far buildings are set back from the street and
from each other, how tall they can be, and the minimum size and width of the lot on which they can
be located. The Crawfordsville Zoning Code regulates all areas within the corporate limits.
Newly annexed land is assigned a zoning district classification at a public hearing before the Plan
Commission and then approved by the City Council. At that time, the character of the development
is established. Anything taking place regarding that land, from the size and shape of its lots to the
size and shape of its buildings, must conform to the standards of the zoning district in which it is
located.
A-8

A-9 Appendix A
SubdiviSion ConTroL ordinAnCe
Crawfordsville’s Subdivision Control Ordinance regulates the subdivision of land into
more than one lot. The Subdivision Control Ordinance sets forth both the procedures
for subdividing land and the standards to which new residential, commercial, and industrial
developments must be built. While the zoning code regulates the type of use
and size of the building, the subdivision control ordinance regulates the layout of subdivision
streets and utilities that serve the lots. Subdivision of land within the City’s
corporate limits must be approved by the Plan Commission at a public hearing.
CoMMuniTy ProFiLe
Demographic Analysis
Demographic analysis is an effective tool in understanding the existing conditions of
the community. This analysis in conjunction with citizen input and focus group meetings
aids in identifying the issues, opportunities, and constraints which will serve as
the basis for the goals, objectives, and policies. Such goals and objectives may relate
directly to land use issues, such as where to locate additional residential, commercial,
and industrial land. The demographic analysis describes Crawfordsville’s existing and
future populations, economic, social, and housing characteristics.
Population Characteristics
Examining the population characteristics in a community identifies the different
population groups within that community. This is important because each population
group has different issues and needs that should be provided, so it is important to
first know who comprises the City of Crawfordsville. Also, understanding the population
characteristics will help to determine the size and density of various population
groups within the community and further determine the need for land to support
the projected size and characteristics of those populations.
As stated above, Crawfordsville’s early settlement was based on its location in the
county. Located near Sugar Creek, and located near several local and regional road
systems, this central location within the County has enabled Crawfordsville to experience
a steady growth in population over the years.
As indicated in Figure A-2, Crawfordsville and Montgomery County have seen a steady
increase in population since 1900.
In 1900, Crawfordsville had a population of 6,649 people, and by 2000, the population
had increased to 15,253 people, or over 100 percent.
When comparing the population trends of Crawfordsville with neighboring communities,
Crawfordsville saw a small decline in population growth between 1960 and 1980,
but has seen steady increase since then. This pattern of steady growth has been displayed
by other centrally located communities within a county, including Brownsburg
in Hendricks County, Frankfort in Clinton County, and Lebanon in Boone County.
In comparison to the other three communities within the region, the largest increase
in population from 1990 to 2000 was Brownsburg (90.4 percent), as indicated by the

Figure A-2: Historic Population
40,000
35,000
30,000
25,000
20,000
15,000
10,000
5,000
rise of the line on Chart 1 (Note, Brownsburg’s location in the Indianapolis Metropolitan Area makes
it sensitive to the growth pressure of the City of Indianapolis). The growth from 1990 to 2000 of Crawfordsville
exceeded the population change for Montgomery County as a whole. Crawfordsville, the
second largest community within these three communities, had a population increase of 12.2 percent
from 1990 to 2000.
FUNCTIONAL AGE GROUPS
Existing Conditions
Crawfordsville Population Compared to County and
Similar Cities - 1900 to 2000
0
1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000
Year
Montgomery County Crawfordsville Brownsburg Frankfort Lebanon
Table A-2: Historic Population 1900-2000
Place 1900 1910 1920 1930 1940 1950
Montgomery County 29,388 29,296 28,490 26,980 27,231 29,122
Crawfordsville 6,649 9.371 10,139 10,355 11,089 12,851
Brownsburg 676 876 1,063 1,042 1,136 1,578
Frankfort 7,100 8,634 11,585 12,196 13,706 15,028
Lebanon 4,465 5,474 6,257 6,445 6,529 7,631
1960 1970 1980 1990 2000 Change
(1990-
2000)
Montgomery County 32,089 33,930 35,501 34,436 37,629 9.3%
Crawfordsville 14,231 13,842 13,325 13,584 15,243 12.2%
Brownsburg 4,478 5,751 6,242 7,628 14,520 90.4%
Frankfort 15,302 14,956 15,168 14,754 16,662 12.9%
Lebanon 9,523 9,766 11,456 12,059 14,222 17.9%
When considered alone, the population data creates implications for planning; however, the composition
of that population says a great deal more. Functional age groups are a means to group the
population by age based on the stage of life they are in. This information helps to determine the
likely number of school age, working age, and retired persons in the community and to project that
information forward to determine housing, school, and job needs for the future.
A-10

A-11 Appendix A
In 2000, 18 percent of Crawfordsville residents were school age, 6 percent were college
age, 79 percent were working age adults (16 years and over), and 16 percent were Senior
Citizens. At the same time, 22 percent of all Hoosiers were school aged, 7 percent college
age, 52 percent were working age, and 12 percent were Senior Citizens.
HOUSEHOLDS AND FAMILIES
Household size is the number of persons living in a housing unit. It gives an indication
of how many housing units will be needed in the future as well as in determining the
future populations. These trends will determine the impact the population will have
on the future land uses and will be instrumental in determining appropriate residential
mixes.
Household size can be impacted by different factors. With people living longer, there
are more elderly households. Elderly households will typically be smaller because
their children have moved out. Along the same lines, many families are not having as
many children, and therefore the household size is smaller. Also, with the shifting of
marriage patterns, there are more young adults who are single, or who prefer to live
alone or with one or more roommates. All of these social changes impact the household
size.
The trend in the United States over the past decades is that the average household
size is decreasing. The Census Bureau reports that the average household size declined
over the past 30 years, from 3.1 people per household in 1970 to 2.6 people per household
in 2002. That’s a decline of about one person for every two households. In Crawfordsville,
the average household size has decreased from 3.1 persons per household in 1970
to 2.3 in 2000.
Crawfordsville (59 percent) has fewer family households than Montgomery County (70
percent). 45 percent of households are families with two people, while the county-wide
average is 57 percent. In Crawfordsville, 34 percent of households are single person
households, compared to 25 percent in Montgomery County and 30 percent statewide.
Wabash College’s student population may contribute to the presence of many single
person households.
Single parent families are a common type of household in Crawfordsville, and have
seen a dramatic increase since 1990, similar to that of the state and county. In Crawfordsville
in 2000, there were 481 head of households comprised of single mothers with
children under the age of 18, an increase of 39 percent from 1990. Similar, but even a
more significant increase, there were 135 head of households with single fathers with
children under 18 years of age, a 121 percent increase from 1990.
Schools and Educational Attainment
During key person interviews, many of the persons interviewed commented on the
quality of the local schools in Crawfordsville. School performance data is included
within this Comprehensive Plan, because performance is a significant factor in residential
location decisions. People with children place a high priority on residing in a
community with quality schools. Many would say that schools represent the most important
community facility in terms of home or business relocation decisions. The
magnitude and pattern of Crawfordsville’s growth directly impacts tax revenues and

school needs, including facility size and location, staff, supplies, and the level of required investment
for education.
Table A-3 below represents the current enrollment for the 2004-2005 school year within the Crawfordsville
School Corporation only. For 2004-2005, the total school enrollment was 2,425. An enrollment
projection for the 2008-2009 school year is 2,345, a decrease of 80 students (Indiana Department
of Education, 2005).
HIGHER EDUCATION
Existing Conditions
Wabash College, founded in 1832, is a private liberal arts college for men. Enrollment is approximately
860 male students, originating from 34 states and several foreign countries. 74 percent are from Indiana.
The 60-acre wooded campus contains 39 buildings predominantly of Georgian architecture and
is located west of the city’s downtown. The college employs about 250 faculty and staff.
Wabash offers 21 majors, and students may choose a double major, including a 3-2 engineering program
with Columbia University or Washington University (St. Louis), or a 3-3 program in law with Columbia
University. Wabash maintains a student/faculty ratio of 10/1, and 95 percent of the 88 faculty
members hold a Ph.D. or equivalent terminal degree.
Ivy Tech State College is also available for students and residents within Crawfordsville. This center
offers traditional degrees, continuing education, and personal enrichment classes. County employees
learn new or improved job skills through SkillsNet, a joint partnership between Montgomery
County Economic Development and Ivy Tech.
Table A-3: School Enrollment
School name K 1 2 3 4 5 6 7 8 9 10 11 12 Total
Crawfordsville Sr.
High School
239 181 157 133 710
Joseph F. Tuttle
Middle School
185 194 189 568
Mollie B, Hoover
Elementary School
69 60 64 47 41 281
Laura Hose Elementary
School
70 71 75 66 75 357
Meredity Nicholson
Elementary School
51 59 56 59 41 68 334
Anna Willson
Kindergarten Center
175 175
Table A-4: Educational Attainment
highest
grade
Achieved
no high
School
diploma
high
School
graduate
Some
College/
Associate
degree
bachelor’sdegree
graduatedegree
Crawfordsville 19.5% 45.0% 21.2% 9.0% 5.3%
Montgomery
County
14.3% 46.9% 24.1% 9.3% 5.3%
A-12

A-13 Appendix A
EDUCATIONAL ATTAINMENT
Directly related to the types of businesses in a community is the educational attainment
levels of the local workforce. Educational attainment is important to economic
development because businesses use it to measure the quality of the local workforce
and compatibility with the skill level needed for the jobs they create.
Indiana ranks high compared to other states in the number of adults (over age 25) who
have completed a high school diploma, however this is because Indiana ranks 44th
in the nation for the percentage of adults who have completed at least a bachelor’s
degree. Statewide, 37 percent of adults have completed at least a high school diploma;
while 12 percent have completed at least a bachelor’s degree.
In Crawfordsville, educational statistics were analyzed for those residents over 25 years
of age. In the year 2000 the highest level of educational attainment was as follows: 5.3%
had a graduate degree, 9.0% had a bachelor’s degree, 21.2% had attended college and/or
had an associate degree, 45% graduated from high school and 19.5% did not have a high
school diploma. For Montgomery County the statistics are similar although a smaller
percentage, 14.3%, had no high school diploma, and a slightly higher percentage, 24.1%,
had attended college as compared to Crawfordsville.
Economic Characteristics
As the county seat, Crawfordsville, has appeared in ranking’s of the 100 Best Small
Towns in America. Known as “the Athens of Indiana” since 1836 for its culture, progressiveness,
and abundance of nationally known writers, Crawfordsville’s local economy
is also quite diverse, ranging from agriculture to large-scale industrial manufacturers.
The following is a detailed discussion of the economic characteristics of Crawfordsville.
For any community profile to be considered complete, it must look at the economy
of the area. With the recent release of the economic data at the City and County level,
a relatively detailed report can be written about the economy of the area. Part of the
information gathered to update the Comprehensive Plan was obtained from the Bureau
of the Census, Bureau of Economic Analysis, Indiana Business Research Center,
and the City of Crawfordsville.
Figure A-3: Unemployment

UNEMPLOYMENT
A strong indicator of the economic health of an area is the unemployment rate. Unemployment
throughout the Indianapolis region and Montgomery County was low and has been throughout the
1990s, as illustrated in the chart below.
Generally a rate under six percent is considered full employment, assuming most of the unemployment
is simply in transition between jobs. While a low unemployment rate is good for the residents
of the City, County, and region, it is a potential problem when trying to attract new businesses to the
area. Businesses which would otherwise like to relocate to the City of Crawfordsville may interpret
a low unemployment rate as a weak employee base. Conversely, another business may also perceive
a relatively high unemployment rate to mean that there is an excess of available employees. As a
result, the City may have to work harder to secure future business development.
In looking at Montgomery County, the County’s unemployment has largely followed the trends of
the Indianapolis Metropolitan Area . However, as the country, state and region sat in a time period of
economic recession in recent years, these unemployment numbers increased throughout the United
States and in Indiana as well. The annual average unemployment rate in 2004 was 4.3 for Montgomery
County, 4.7 for the Indianapolis MSA and 5.2 for Indiana. The 2005 annual average unemployment
rate was not available at the time of this report. (Indiana Department of Workforce Development,
2005).
Figure A-4: Household Income
Table A-5: Income
Existing Conditions
Median
household
income
Median
Family
income
Percent
of Families
below Poverty
Line
Indiana $41,567 $50,261 6.7%
Montgomery County $41,297 $48,779 6.1%
Crawfordsville $34,571 $43,211 10.1%
Brownsburg $52,629 $63,245 1.5%
Frankfort $33,275 $42,686 8.8%
Lebanon $37,791 $47,769 4.4%
Even with these recent
figures, the annual unemployment
rate has
remained consistent
with that of the County
and region, indicating
that residents are securing
a good percentage
of the jobs throughout
Crawfordsville. Whether
or not these jobs are located
in Crawfordsville
or Montgomery County
will be examined at
length later in this Plan.
MEDIAN HOUSEHOLD &
FAMILY INCOME
The median household
income for Crawfordsville
in 1999 was $34,571.
This is similar to the
communities of Frankfort
and Lebanon but
lower than the community
of Brownsburg and
Montgomery County.
Family income for all
A-14

A-15 Appendix A
communities was higher than household income. In 1999 median family income for
Crawfordsville was $43,211. Median family income in 1999 for Montgomery County was
$48,779. Surrounding communities of Frankfort and Lebanon had similar median family
incomes. The community of Brownsburg was higher, $63,245. Ten percent of the
families in Crawfordsville are considered to be below the poverty line. Other communities
range between 1.5% and 8.8%. Montgomery County reports 6.1% of families below
the poverty level and 8.3 percent of individuals were below the poverty level in 2000.
Table A-6: Crawfordsville Employment by Industry (2000)
industry employment
(persons)
Agriculture, forestry, fishing & hunting, and mining 51
Construction 295
Manufacturing 2,298
Wholesale trade 111
Retail trade 751
Transportation, warehousing, and utilities 260
Finance, insurance, and real estate 217
Professional, scientific, management, administrative, & waste management 300
Educational, health, and social services 1,355
Arts, entertainment, recreation, accommodation, and food services 631
Other services (except public administration) 374
Public administration 206
Table A-7: Montgomery County Employees by Major Industry
Industry 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002
Farm 1,039 981 934 899 886 886 879 876 858 836
Ag services, forestry,
fishing
228 229 234 244 240 240 240 240 240 240
Mining L L 12 11 12 D D D 78 73
Construction 760 799 855 908 1,008 869 900 859 892 907
Manufacturing 8,235 8,841 8,305 8,340 8,215 7,873 7,068 6,917 6,721 6,317
Transportation &
public utilities
706 716 697 718 732 707 778 801 815 765
Wholesale trade 484 453 472 491 527 530 784 829 719 726
Retail trade 3,741 3,981 4,077 3,939 3,910 3,804 3,791 3,826 2,467 2,423
Finance, insurance, &
real estate
762 811 831 858 947 901 872 914 949 1,044
Services 4,984 4,862 5,088 4,966 5,052 5,072 4,930 5,288 5,288 5,288
Government & government
enterprises
1,969 2,014 2,081 2,104 2,012 2,035 2,068 2,087 2,074 2,090
Federal civilian 102 103 104 108 107 104 103 105 100 103
Military 166 156 147 137 132 129 128 132 123 101
State & local 1,701 1,755 1,830 1,859 1,773 1,802 1,837 1,850 1,851 1,866
State 254 255 248 245 242 241 248 253 256 249
Local 1,447 1,500 1,582 1,614 1,531 1,561 1,589 1,597 1,595 1,637
D=Not shown to avoid disclosure of confidential information, but the estimates for this item are included in the totals.
L=Less than $50,000, but the estimates for this item are included in the totals.

Twenty-six percent of students attending schools in Crawfordsville receive a free lunch, and an additional
7.4% receive a reduced priced lunch.
INDUSTRY GROWTH
Existing Conditions
The following analyses will look at existing industry and job growth within the City of Crawfordsville
and the County. This includes the number of people working within Crawfordsville and Montgomery
County as opposed to residents that commute to other employment centers. The most prevalent
jobs in Crawfordsville, and Montgomery County, continue to be related to the manufacturing industry,
as illustrated in the Tables A-6 and A-7, Employment by Industry, on the previous page.
Sixty manufacturing and processing plants, plus several distribution, agribusiness, and construction
companies are located in the County. Among the leading industries are printing and binding, metal
and plastic fabricating, and cheese processing. Major products include books, corrugated containers,
injection moldings, clutch and brake parts, pellet-mill dies, wire and wire specialties, bottle crowns,
cement, inks, seed grains, water softeners, travel trailers, and industrial lighting.
Throughout the 1990s and the early part of this decade, Montgomery County observed slow growth
in the majority of the major industries in the County, accompanied by a slight increase in services,
and a sharp employment reduction in manufacturing, as shown in the Table above. This followed
the national trend of the shift in the manufacturing base to a service base.
Similar industrial information is not available specifically for Crawfordsville, but the City can expect
similar trends with the number
of manufacturing and retail
Table A-8: Montgomery County Top Skills in Demand
and service jobs in the commu- Rank Skill Jobs Available
nity, especially given that the 1 Civil Engineering Technicians 31
largest employers in the County
are manufacturing industries
including R.R. Donnelley & Sons,
Acuity Brands Lighting, Raybestos
Products, Nucor Steel, Alcoa,
2
3
4
5
Materials Inspectors
Highway Maintenance Workers
Other Inspectors & Testers
Production Laborers
30
30
30
16
Fleetwood, Heritage Products 6 Order Clerks 15
and others. In the 1990s, R.R. 7 Hand Packers & Packagers 15
Donnelley & Sons experienced a
reduction in their employment
base. In addition to the major
8
9
Stock Clerks: Stockroom/Warehouse
Order Fillers: Wholesale/Retail Sales
15
15
retail and service employers in 10 Assemblers: Factory Work 7
Crawfordsville, including the 11 Truck Drivers: Heavy *
new Super Wal-Mart, there are
many retail shops and service
industries located in downtown
Crawfordsville.
12
13
14
Food Service Managers
Civil & Traffic Engineers
Shipping & Receiving Clerks
*
*
*
15 Tractor-Trailer Truck Drivers *
Unfortunately, service industry
and retail jobs, although abundant
and remaining steady in
the County, are not high paying
16
17
18
Production Helpers
Forklift/Industrial Truck Operators
Housekeepers: Private Household
*
*
*
jobs. In 2002, the average yearly 19 Personal & Home Care Aides *
earning per job in the service industry
ranged between $15,269
20 Laborers, Landscaping & Groundskeeping *
A-16

A-17 Appendix A
for accommodation and food services to $24,297 for other services. Manufacturing,
which accounted for nearly 37 percent of the jobs in Montgomery County, had average
yearly earnings per job at $52,967. The highest average earning job in the County
is within the water, sewer, gas and electric sector, with an average yearly wage of
$123,836.
Although Crawfordsville and the County have shown a decline in the manufacturing
sector in the past decade, manufacturing jobs still make up the largest sector of
the City and County economy, and the area’s number of retail and service sector jobs
continues to be a strong part of the economy. Higher paying manufacturing jobs, and
future high technology jobs that the City wishes to attract with the new Commerce
Park, are important in order to maintain high quality of life for its residents.
Refer to Table A-8 for the top skills in Montgomery County as reported by the Indiana
Department of Workforce Development in 2005.
COMMUTING
As is the case for smaller communities located within a larger region, many of Crawfordsville’s
residents find work outside the City limits. In 2000, of the 7,030 total workers
16 years and older, 1,811 ( 25%) worked outside their place of residence, which in this
case is Montgomery County.
Of the percent of workers 16 years and older, 3,372 commute into Montgomery County
and a similar number, 3,288, commute out of Montgomery County for employment. Of
those that commute into the county, the largest number, 36%, commute from Fountain
County immediately to the west. The county farthest away, Marion County attracts
5% of the commuters.
Of those commuting outside of Montgomery County, the majority (38%) commute to
Tippecanoe County, immediately to the north. Twenty-nine percent of Montgomery
County workers are employed in Marion County.
Table A-9: Commuting within Montgomery County
County name Commute
inTo Montgomery
County
Percent
of
Total
Commute
ouT of
Montgomery
County
Percent
of
Total
Warren 65 1.9% - -
Vermillion 58 1.7% - -
Fountain 1,209 35.9% 251 7.6%
Parke County 455 13.5% - -
Tippecanoe 355 10.5% 1,245 37.9%
Clinton 37 2.1% 82 2.5%
Boone 248 7.3% 291 8.9%
Putnam 579 17.2% 185 5.6%
Marion 158 4.7% 943 28.7%
Hendricks 174 5.2% 189 5.7%
Hamilton - - 102 3.1%
Total Employment 3,372 100.0% 3,288 100.0%

In regards to means of transportation to and from work, 91% commuted by car, truck or van. Of
those commuters, 77% drove alone and 13% car pooled. Others walked or biked. Less than one percent
used a taxicab service. The mean travel time to work is 15.5 minutes. 43% have less than a 10 minute
commute to work, 26% have a 10-15 minute commute, 10% had a 15-20 minute commute, and the balance
have longer than a 20 minute commuted.
In the future, the City desires to capture more of the County’s job growth so that people who live in
Crawfordsville can also work in Crawfordsville.
TAx REVENUES AND RATES
Property taxes account for about 40 percent of Montgomery County’s budget and about 45 percent
of Crawfordsville’s budget. Local governmental units that have taxing powers in Indiana include the
county, City, Township, conservancy district, school district, and library. Property taxes are collected
by the County, through the office of the County Treasurer, and are distributed to the taxing units
as budgeted, twice a year. Property owners are billed twice yearly, with payments due May 10th and
November 10th.
Table A-10: Property Tax Rates
Crawfordsville City:
North Montgomery
Crawfordsville City:
South Montgomery
Crawfordsville City:
Crawfordsville
Existing Conditions
1998 1999 2000 2001 2002 2003 2004
8.0739% 8.2919% 8.5939% 9.4685% 3.2229% 2.4569% 2.3116%
8.0467% 6.9259% 7.5393% 8.3801% 2.9215% 2.0862% 1.9935%
9.1951% 9.5758% 10.4053% 11.4679% 3.8212% 2.6092% 2.4324%
In Indiana, assessed value for real and personal property is now 100 percent of the market value. The
tax rate is a compilation of all the rates for overlapping taxing districts. In Montgomery County, the
tax rate for property taxpayers outside the City includes the County rate, Township rate, and school
rate. Tax rates are usually expressed as dollars per $100 of assessed value. The total assessed valuation
in Montgomery County in 2003 was approximately $1,880,668,000.
In 2003, the Indiana legislature updated the Homestead Credit Act to provide property tax relief. In
this legislation, an individual property owner may receive a credit of 50 percent of the value of a
house up to a maximum credit of $35,000. For example, if a home is worth $70,000, an owner would
receive a Homestead Credit of $35,000. If a house was worth $40,000, the owner would receive a credit
Figure A-11: Net Property Tax Rates
A-18

A-19 Appendix A
of $20,000. A credit applies only to a residence or dwelling and the land on which it is
located, not to exceed one acre.
Economic Development
The Crawfordsville–Montgomery County Chamber of Commerce and the Montgomery
County Economic Development Corporation (MCED) can assist the City in economic
development, and work towards additional economic opportunities for existing
and future businesses in Crawfordsville and within the County.
The Chamber of Commerce strives to create greater economic opportunities for its
members, more than 300, by working with local and state government officials, by offering
a variety of business information resources, and by promoting economic development
in Crawfordsville and the County.
Crawfordsville recently received a ranking of 55th in the Top U.S. Small Towns for New
and Expanded Facilities from 2001 through 2003 by Site Selection Magazine in early
2004. In light of the City’s 2004 branding campaign, “City of Crawfordsville Indiana, A
Little More,” the community’s existing economic development is home to many major
facilities including the world’s largest commercial printer, RR. Donnelley, listed Number
1 in the printing industry in FORTUNE Magazine’s list of America’s Most Admired
Companies. In addition, Nucor, Crown Industries, and Acuity Brands Lighting are just a
few other facilities in the County.
In late 2004, City officials announced plans to develop a business park on Crawfordsville’s
north side called Crawfordsville Commerce Park. The Park, a 325-acre development
is strategically located just off I-74 and US 231, providing easy access to Indianapolis
by way of truck and rail service. Two-hundred and fifty acres are available for
development. The park will be ideal for business in knowledge based industries and
emerging technologies. Future enhancements may include boulevard entryways, extensive
wooded areas, waterscapes, walking trails, and a natural waterway.
As Crawfordsville further examines its future economic development initiatives, one
important consideration is the type of business the City wants to attract. While retail
and manufacturing industries are necessary to serve its current residential populations,
retail generally involves low paying positions. As previously discussed, manufacturing
has been, and continues to be, the core of Crawfordsville’s economy. However,
the global market is moving rapidly in a different direction, moving toward knowledge
based technologies and service based businesses. Therefore certain land use,
administrative and financial policy decisions will have to be made by Crawfordsville
and its leadership regarding future growth. How these policies translate into land use
growth will be an important discussion to undertake, especially with the strong ties
to commercial and residential growth. The new Commerce Park is intended to capitalize
on this transformation, and create a more prosperous economic environment,
higher paying jobs, and an increased tax base for the City of Crawfordsville.
Population Projections
The planning period for the Crawfordsville Comprehensive Plan extends to 2025. Forecasts
are estimates, and determining the points in time where the growth will occur
is nearly impossible to estimate. Therefore, it is imperative that the Plan allocate

Table A-11: Population Projections
Existing Conditions
2000 2005 2010 1015 2020 2025
Historic Trends 15,243 15,772 15,885 16,122 16,406 16,666
IBRC High Step Down 15,243 17,440 17,565 17,827 18,141 18,429
IBRC Low Step Down 15,243 16,682 16,801 17,052 17,352 17,628
Building Permits 15,243 15,357 15,748 16,139 16,530 16,921
Figure A-6: Population Projections
enough land resources to assure various development activities, including housing, employment,
commercial and industrial, retail of goods and services, and parks and recreation. The estimates
used for this planning process are based on past trends of the City and the County, and generally
realistic in approach.
Built into the Crawfordsville Comprehensive Plan are implementation measures that advocate ongoing
research and analysis about economic and demographic changes within the Crawfordsville
planning area. The forecast results presented are not appropriate substitutes for developing a local
database and information management system designed to effectively guide future development
decisions and to monitor the status of economic, market, and physical environments.
From a land use planning perspective, an absolute increase in population is less meaningful than the
impact of population change upon housing development, demand for retail goods and public services
and land consumption. However, traditionally, forecasts of population are used to establish a
growth rate that in turn is used to allocate housing units and determine the amount of land needed
to support those housing units.
In general, population forecasts are more accurate for shorter time periods than longer ones. Population
forecasts reflect underlying assumptions, and the accuracy of forecasts relies heavily upon the
A-20

A-21 Appendix A
reasonableness of the underlying assumptions. Using assumptions in pinpointing the
exact period when growth will occur is very difficult due to unforeseen market fluctuation,
or changes in the economy. Therefore, it is very important to recognize that
growth will inevitably occur, and managing the location, rather than the time period
in which it takes place, is the best course of action.
To figure population projections for the Crawfordsville planning area, several different
methods were used. The historic population trend rate assumes a percentage of the
population of Montgomery County from 1900 to 2000. From 1990 to 2000, Crawfordsville
averaged 41.6 percent of the total county population. It is assumed that under this
scenario, that the population trend will continue, and the projected population under
this scenario for the year 2025 is approximately 16,700 people.
The short term annual average was the second method for determining Crawfordsville’s
population projections. Under this method, two 2025 population projections
were established. This was a more aggressive examination of the current population.
Reviewing the 1990-2003 population data from the Indiana Business Research Center,
Crawfordsville’s total percent of the County’s population was 46 percent during this
time period. Given that, we assumed two scenarios, one continued the 46 percent of
the total County population 2000-2040 projections, the other 44 percent of the County
2000-2040 population projections. The project population under these two scenarios
for the year 2025 is approximately 18,400, for an average of 46 percent of the County’s
total population, and 17,600, an average of 44 percent.
Finally, a yearly average of building permits was determined from 1996 to 2003, and
then multiplied by the average persons per household within Crawfordsville (2.3) to
determine the number of people added per year in the planning area and projected
out to 2025. The projected population under this scenario for the year 2025 is approximately
16,921.

Existing Conditions
The purpose of examining these projections is to determine how Crawfordsville will plan for growth.
Again, it is difficult to determine the year in which population growth will occur. What is important
is that Crawfordsville is prepared for and plans for this growth in terms of location of land uses, and
services such as sewer, water, fire, police, and other city services.
reFerenCeS
•
•
•
•
•
•
•
•
•
•
•
•
Cover, Wayne. Crawfordsville Aviation. Personal communication. June 2005.
Crawfordsville Parks and Recreation Department. 2005. Comprehensive Five Year
Park System Master Plan.
Indiana Business Research Center. STATS Indiana. http://www.ibrc.indiana.edu/
Indiana Department of Education. http://ideanet.doe.state.in.us/
Northern Illinois University and the American Farmland Trust. 1999. Living on the Edge:
The Costs and Risks of Scatter Development.
Montgomery County Chamber of Commerce (http://www.crawfordsvillechamber.
com).
Montgomery County Historical Society (http://www.lane-mchs.org).
Wabash College (http://www.wabash.edu).
U.S. Census Bureau. 2000. Census of Population and Housing, 2000. Summary Files 1 and
3. Available at: http: //factfinder.census.gov.
Wabash Academic Bulletin, 2004-2005.
League of Women Voters of Montgomery County. 2004. Focus on Montgomery County.
Welty, John. Owner, Terre Haute Cab Company. Personal communication. 2004.
Key PerSon inTerviewS
1. Tom Mitchell, Wastewater Director
2. Roy Kaser, Crawfordsville Electric Light and Power
3. Bob Snyder, Board of Zoning Appeals, President
4. John Greavu, Steering Committee, Small Business Owner
5. Joe Spear, Indiana Department of Transportation
6. Leslie Pyle, Realtor and Plan Commission Member
7. Kurt Knecht, Police Chief
8. Don Swearingen, Board of Zoning Appeals
9. Brad Hurt, Developer/Real Estate, Steering Committee Member
10. Cheryl Keim, Crawfordsville Parks & Recreation Department
11. Phil Mikesell, Wabash College Professor, Plan Commission President
12. Rod Jenkins, Crawfordsville Street Department
13. Les Hearson, City Council President
14. Rodger Walther, Plan Commission, Small Business Owner
15. Jim Swift, Steering Committee, Surveyor in Crawfordsville
16. Mike Reidy, Plan Commission
17. Dave Long, Chamber of Commerce
18. Denny Cook, Crawfordsville City Council
A-22

A-23 Appendix A
This page intentionally left blank.

City of
Crawfordsville
I N D I A N A
Appendix b:
Proposed Annexation
Strategy
My Town... My STreeT... My neighborhood... My CoMMuniTy

B-1 Appendix B
Annexation
Annexation is the process of adding unincorporated property to the boundaries of
an incorporated municipality: the process by which cities and towns expand their
boundaries.
Annexation can be initiated by the City (involuntary annexation), or by property owners
(voluntary annexation). It is recommended that applicants proposing a voluntary
annexation meet with planning staff prior to submitting a request for voluntary annexation
to discuss availability of both capital and non-capital services such as utilities
and police and fire protection, and to determine conformance of the request with
the land use policies outlined in both the City’s Annexation Strategy and the City’s
Comprehensive Plan.
Annexations should comply and demonstrate, rather substantially, that there is sufficient
capacity within the community’s otherwise limited resources to sustain the
level of service experienced by existing residents of the community.
One of the recommendations of the Comprehensive Plan is to plan for future annexation
for the City. In order to be well informed of the options available and the state
laws regarding annexation, this information is being provided as a part of the Plan.
This document describes the annexation options available to cities under Indiana
state statutes, the reasons why cities and towns annex, the municipal services a town
or city should provide to annexed areas if such services are provided in the city, the
type and manner of taxes affected by annexation, the involuntary and voluntary annexation
procedures and time line, and a strategy for annexation for the City.
AnnexATion in indiAnA
Annexation is a legal process under Indiana law which authorizes an Indiana municipality
to bring within its corporate boundaries territory outside the boundaries
which can only be well-served if located in the corporate boundaries. In all types of annexation
the municipality must develop a fiscal plan which describes the time frame
and manner in which certain municipal services will be supplied to the annexed territory.
There are three ways in which municipalities can annex land into their corporate
boundaries in Indiana: involuntary annexation, voluntary annexation, and supervoluntary
annexation. Each of these annexation types is outlined below.
invoLunTAry AnnexATion
Involuntary annexation is initiated by the municipality and, by its name, is not with
the consent (at least in the beginning) of the owners of the property to be annexed.
In the case of involuntary annexation, the municipality must adopt a fiscal plan prior
to providing notice of the annexation to affected property owners. Notice must be
published and sent by certified mail to each property owner shown on the Auditor’s
current tax list at least 60 days prior to a public hearing. The Council must hold a public
hearing on the proposed annexation no earlier than 60 days after the annexation
ordinance is introduced. The annexation ordinance may be adopted no earlier than 30
days nor more than 60 days following the public hearing. Publication of the adopted
ordinance begins a 90 day period during which property owners may file a remonstrance.
If no remonstrance is filed, the annexation takes effect.

voLunTAry AnnexATion
By its name, voluntary annexation is initiated by some or all of the property owners of the territory
to be annexed. For annexation without the consent of 100% of the landowners involved, the petition
must be signed by 51 percent of the landowners in the area proposed for annexation, or by the
owners of 75 percent of the assessed value of the area in the proposed annexation. In the case of
voluntary annexation, the municipality must adopt a fiscal plan prior to adoption of the annexation
ordinance. Following receipt of the petition, the ordinance is introduced to the Council. Notice must
be published and sent by certified mail to each property owner shown on the Auditor’s current tax
list at least 60 days prior to a public hearing. A public hearing must be held at least 60 days after the
introduction of the ordinance. The annexation ordinance may be adopted no earlier than 30 days
nor more than 60 days following the public hearing. Publication of the adopted ordinance begins a
90 day period during which property owners may file a remonstrance. If no remonstrance is filed,
the annexation takes effect. If the municipality fails to adopt an ordinance for voluntary annexation
within 150 days after the petition has been filed, the petitioners may file a duplicate copy with
the Circuit or Superior Court and the judge may order the annexation to take place if the statutory
criteria are met by the petition.
SuPer-voLunTAry AnnexATion
The other type of voluntary annexation is where 100 percent of the property owners residing in the
proposed annexation area file a petition for annexation. After the petition for annexation is filed,
an annexation ordinance must be introduced within 30 days of filing. Notice of a public hearing
is then published no less than 20 days prior to the hearing. Because 100% of the landowners have
consented to the annexation, municipalities are not required to send written notice for a super-voluntary
annexation. In the case of super-voluntary annexation, the municipality must adopt a fiscal
plan prior to adoption of the annexation ordinance. The annexation ordinance may not be adopted
earlier than 14 days following the public hearing, but must be adopted within 60 days of the petition
being filed. The ordinance must be published following adoption, but super-voluntary annexations
are not subject to remonstrance, and may only be challenged on contiguity. Contiguity may only be
challenged for 60 days following publication of the adopted annexation ordinance.
ConTiguiTy
Proposed Annexation Strategy
Under IC 36-4-3-1.5 territory sought to be annexed may be considered contiguous to the municipality
if at least one-eighth (1/8) of the aggregate external boundary of the territory coincides with the
boundary of the annexing municipality. A strip of land less than 150 feet wide which connects the
annexing municipality to the territory is not considered part of the boundary of either the municipality
or the territory.
On challenge by remonstrance (for involuntary and voluntary annexations, not super voluntary) the
contiguity requirement is increased to one-quarter (1/4) of the external aggregate boundary of the
territory to be annexed being coincident with the municipal boundary.
FiSCAL & PoLiCy PLAnS For AnnexATion
Fiscal plans are required for any annexation except annexation of non-contiguous property as specified
in IC 36-4-3-3.1. Fiscal plans must contain:
• Cost estimates for planned services to be provided to the annexed area, with itemized
costs for each municipal department or agency.
B-2

B-3 Appendix B
•
•
•
•
Method of financing planned services, including how expenses will be
funded and the taxes, grants, or other funds to be used.
Plans for organizing and extending services to the annexed area
including specific services and dates for provision of services.
Demonstration that non-capital services will be provided within one
year of annexation in a manner equivalent in standard and scope to
those provided in the municipality.
Demonstration that capital services will be provided within three years
of annexation in a manner equivalent in standard and scope to those
provided in the municipality.
The “manner equivalent in standard and scope” language means that if a service is provided
anywhere inside the municipality, it must be provided to the newly annexed
areas, regardless of topography, patterns of land use, or population density.
There are some common oversights regarding fiscal plans that the courts have taken
a stand on. The Town should be careful to avoid any of these pitfalls in their annexation
fiscal plans:
• Failure to assign annexed territories to a council district. City of Muncie
v. Lowe, 705 N.E. 2d 528 (App. 1999)
Having the sole reason for the annexation as increasing tax revenues.
• Matter of Ordinance Annexing Certain Territory into the City of
Fort Wayne, , 642 N.E. 2d 524, 1994 WL 619631 (Ind. App. 1994); Matter of
Annexation Ordinance x-07-91, 645 N.E. 2d 650, 1995 WL 8949 (Ind. App. 1995);
City of Aurora v. Bryant, 1960, 240 Ind. 492, 165 N.E. 2d 141
•
•
•
•
Fiscal plan must be sufficiently specific to enable landowners to
determine whether services promised have been provided. (City of
Hobart v. Carter, 644 N.E. 2d 898 (Ind. App. 1994)
Annexation Ordinances
By statute, an annexation ordinance must contain:
•
•
Description of the boundaries of the territory to be annexed
(legal description)
Approximate number of acres of the territory to be annexed
• Assign the annexed territory to at least one municipal
legislative district except in the case of towns that have
abolished legislative districts
For involuntary annexations, it must also include:
•
•
A description of any special terms and conditions adopted
A description of any tax abatements adopted
iMPoundMenT oF MuniCiPAL TAxeS
Involuntary annexations must include a provision for impounding municipal property
taxes from the annexed area that are not used to provide capital and non-capital
services identified in the fiscal plan for a period of at least three years. The impounded
taxes are to be used for providing additional services not included in the fiscal plan.
Impounded taxes must be spent within five years of the effective date of annexation.

An advisory board must be appointed to advise the municipality on the provision of services to be
paid for with impounded taxes. The advisory board consists of:
• Township trustee for the township with the largest number of residents in the
annexed area
•
Member of the County Council whose district has the largest number of residents in
the annexed area
Either the municipal engineer or a licensed professional engineer appointed by the
• municipal executive
•
•
Two citizen members appointed by the municipal executive who are resident property
owners in the annexed area
Two citizen members appointed by the county executive who are resident property
owners in the annexed area
reMonSTrAnCe
In voluntary and involuntary annexation, property owners in an annexed territory may, within 90
days after publication of the annexation ordinance, remonstrate if 65 percent of the land owners in
the annexation area or the owners of 75 percent of the assessed valuation in the annexation area
sign a petition. An exception to this rule was added in 2005, making it easier for cities and towns
to annex certain areas. If an area is less than 100 parcels and 80 percent of the boundary of the annexation
area is contiguous to the municipal boundary, then the remonstrance must be signed by at
least 75 percent of the land owners in the annexation area. If the court determines that the remonstrance
is valid the court will fix a time for hearing on the remonstrance within 60 days of its filing.
In super-voluntary annexations, owners of land within one half mile of the annexation area, as well
as property owners in the annexation area may challenge contiguity of the annexed territory to the
current municipal boundaries.
To respond, the municipality must have proof that it adopted by resolution a fiscal plan containing
all of the required components of a fiscal plan.
The court can order the annexation not to take place if ALL of the following are true:
• Fire and police protection and street and road maintenance are adequately provided
by an entity other than the municipality
•
•
Proposed Annexation Strategy
The annexation will have a significant financial impact on the residents or property
owners
The annexation is not in the best interest of the land owners
The annexation is opposed by 65 percent of the property owners or the owners of
• more than 75 percent of the assessed value in the annexation area (75 percent of
property owners if the annexation is fewer than 100 parcels and has at least 80 percent
contiguity).
The court may also consider whether the municipality has extended water and sewer services to the
entire annexation area within three years of the date the annexation ordinance was introduced and
whether water and sewer services were extended under a contract in lieu of annexation.
B-4

B-5 Appendix B
The court shall order the annexation to take effect if:
The area to be annexed is contiguous to the municipality and one of the following is
true:
• The resident population density is at least 3 persons per acre
•
•
60 percent of the annexation area is subdivided
The annexation area is zoned for commercial, business or industrial uses
Additionally, if the area is contiguous to the municipality by 1/4 (rather than 1/8) of the
external aggregate boundary of the municipality and the area sought for annexation
is needed and can be used by the municipality for development in the reasonably near
future.
In either case, the municipality must have adopted a fiscal plan for the annexation
and have established a policy for annexation.
ChALLengeS To ConTiguiTy
Owners of land within one half mile of the annexation area, as well as property owners
in the annexation area, may appeal the annexation on the basis of contiguity. In
the case of involuntary annexations the challenges must be filed within 60 days of
publication of the adopted ordinance. For voluntary annexations, the appeal must
be filed no later than 60 days after publication of the adopted ordinance. For supervoluntary
annexations, the appeal must be filed within 30 days of publication of the
adopted ordinance.
If the court determines the complaint is sufficient, a hearing will be scheduled within
60 days of the filing of the appeal. If the evidence establishes contiguity, the appeal
shall fail.
reASonS For AnnexATion
Reasons for conducting involuntary annexation might include:
To square off boundaries
•
•
•
•
•
Contiguity to existing boundaries/developments
Municipally driven projects
To bring areas serviced by water and sewer into the municipality
To manage growth near the municipality
Reasons for conducting voluntary annexation might include:
Developer needs municipal services
•
•
•
•
To allow for installation of municipal sewers
Higher development density
Increased land value

ServiCeS A MuniCiPALiTy ShouLd Provide To Annexed AreAS
If the following services (or others) are currently provided to any other part of the municipality, the
municipality should provide those same services to the annexed area, such as:
• Fire and police service
•
•
•
•
•
•
•
•
•
Proposed Annexation Strategy
Trash removal, recycling, tree and limb removal
Sanitary sewers
Fire hydrants
Street lights
Animal control and animal shelter
Street maintenance at the current level of service (including snow removal)
Park access at the current level of service
City planning and zoning
Assignment to a council district
TAxeS AFFeCTed by AnnexATion
Annexation can affect a number of tax revenues including the local property tax. Other tax revenues
which might be affected by annexation include: County Adjusted Gross Income Tax (CAGIT), County
Option Income Tax (COIT), County Economic Development Income Tax (CEDIT), auto rental excise
taxes, motor vehicle highway fund, local road and street fund, special distribution accounts, county
motor vehicle and county wheel taxes, motor vehicle excise tax, and cigarette and alcohol taxes.
Tax implications can affect individual tax payers, the annexing city or town, and other taxing units.
individuAL TAx PAyerS
The most significant tax change created by annexation is that the annexing municipality’s property
tax rate will be applied to the annexed territory. Other tax rates that may be applied include library
districts, school districts, and special service districts if the annexation takes in those taxing districts.
Annexing MuniCiPALiTy
The annexing municipality may experience an increase in the local tax base through annexation,
and annexation may increase or decrease the local tax rate. In some cases, the municipality may be
required to increase its levy to meet the increased costs of service to the annexed territory. In cases
where growth in the tax base exceeds the increase in levy, the municipal tax rate may decrease. Municipalities
could, however, annex property that has insufficient assessed valuation. In this case, the
municipal rate would increase.
While county local option income taxes (CAGIT, COIT, and CEDIT) must be adopted on a county-wise
basis, their distribution is based on share of property tax levies of affected taxing units.
Revenue distributions based on population generally remain unchanged by annexation until the
next Census of Housing and Population, which is conducted once every 10 years.
B-6

B-7 Appendix B
oTher TAxing uniTS
Annexation does not affect the assessed valuation of the county taxing unit. It may,
however, affect the base of special taxing districts if the city and county (or township)
have separate districts for libraries, schools, etc.

Proposed Annexation Strategy
Voluntary Annexation Procedures and Timeline
Voluntary Annexation Procedures and Timeline
B-8

B-9 Appendix B
Involuntary Annexation Procedures and Timeline
Involuntary Annexation Procedures and Timeline
Development Plan Review and Approval
The Crawfordsville Plan Commission should review planned developments and subdivision plats for
conformity with the principles and requirements of the Crawfordsville Comprehensive Plan, Zoning and

deveLoPMenT PLAn review And APProvAL
The Crawfordsville Plan Commission should review planned developments and subdivision plats for
conformity with the principles and requirements of the Crawfordsville Comprehensive Plan, Zoning
and Subdivision Control Ordinances, and any other ordinances that deal with improvements. Each
development should be reviewed to determine its consistency with the following:
• The community’s collective vision for the future;
•
•
•
•
The Future Land Use Map;
The interests and regulatory, administrative and financial responsibilities of the Plan
Commission;
Environmental concerns such as natural resources, conservation/preservation,
floodplains management, storm water management throughout the community; and
The needs of the community such as housing, economic development, recreation and
open space, public facilities and services, traffic circulation, and capital improvements.
Like annexations, approved developments should comply and demonstrate, rather substantially,
that there is sufficient capacity within the community’s otherwise limited resources to sustain the
level of service experienced by existing residents of the community.
AnnexATion PoLiCy
It is the policy of the City of Crawfordsville to:
Plan for future annexation;
•
•
•
Manage land use outside of the City through extra-territorial jurisdiction or a
township joinder; and,
Link proposed infrastructure upgrades to development site opportunities
A copy of the Crawfordsville Annexation Plan is included at the end of this Appendix.
STrATegy And PhASing
The City of Crawfordsville should annex land that:
• Meets or exceeds contiguity requirements even in the limited circumstances under
Indiana law where contiguity might be excused;
•
•
•
•
•
•
•
•
Proposed Annexation Strategy
Is served with municipal services including water or sewer;
Should be served with municipal services due to its urban density;
Is being rezoned for development that will require municipal services due to its urban
density;
Is planned for commercial or industrial use;
Will be needed by the community for its development in the reasonably near future;
The City can provide non-capital services to the annexed area within one year;
The City can provide capital services to the annexed area within three years; and
Has a positive fiscal impact on the community as determined by the fiscal study and
plan.
B-10

B-11 Appendix B
PrioriTizATion CriTeriA
The phasing of annexations can be achieved by identifying areas as short, medium, or
long-term annexation priorities.
Criteria for short-term priority areas include:
• Area is more than ¼ contiguous to the current City limits;
• Area is more than 60 percent subdivided;
• Area has more than three people per acre as a population density;
• Area is zoned for commercial or industrial purposes;
• Area is currently served with municipal services (water, sewer, street
lights, etc.);
•
•
•
Area is needed for development within the next one to three years;
Developer is willing to have area annexed as a condition of rezoning;
and/or
Annexation would have a positive fiscal impact on the community.
Criteria for medium-term priority areas include:
• Area is at least 1/8 contiguous to the current City limits;
• Area will be contiguous following other annexations;
• Area is not yet subdivided or doesn’t have a population density of three
people per acre;
•
•
•
•
Area is not zoned for commercial or industrial purposes;
Area is not currently served by municipal services, but is planned to be
served;
Area will be needed for development in the next three to five years;
and/or
Annexation would not benefit the community from a fiscal standpoint
at this time, but that is likely to change as development occurs.
Criteria for long-term priority areas include:
• Area will be contiguous to the current City limits following other
annexations;
•
•
•
Area is not yet subdivided or doesn’t have a population density of three
people per acre;
Area is not zoned for commercial or industrial purposes;
Area is not currently served by municipal services, but is planned to be
served or could be served;
• The area is still within the study area of the annexation strategy;
• Area will be needed for development of the community in five years or
more; and/or
•
Annexation would not benefit the community from a fiscal standpoint
at this time, but that is likely to change as development occurs.
The priority areas identified above are based on the information available. Further
detail will be needed during the fiscal planning process to determine exact contiguity,
population density, and zoning as well as the fiscal impact on the community.

County Road 525
County Road 500
ounty Road 450
County Road 500
County Road 500
County Road 500
County Road 500
Jim Davis Bridge
County Road 500
Davis Bridge
County Road 475
County Road 900
300
100
Division
County Road 25
Offield Monument
450
County Road 450
County Road 425
375
425
Halfway
400
Offield
400
Old 32
Offield Monument
County Road 400
Onandaga
Seminole
Holiday
Chippewa
Grandview
§¨¦ 74
£¤ 136
Lakeshore
Meahme
Cord Keller
Tacoma
County Road 325
Iroquois
Arrowhead
Imperial
1300
Camp Rotary
Manchester
County Road 300
Country Club
Burning Tree
32
Pear Tree
Tahoe
Chesterfield
County Road 300
Offield
Shore
275
550
55
Buckingham
Stratford
275
County Road 275
Knottingham
500
Belfast
575
Ridge
Mount Zion
Lake Vista
225
225
Rock River Ridge
Del Mar
Black Creek Valley
225
47
200
Sommer
Big Four Arch
County Road 600
Old Waynetown
200
County Road 200
Appendix B
Oak Hill
County Road 400
County Road 505
Glenway
Seale
Tulip
Deer Cliff
County Road N 200
Forest
Cincinnati
County Road 200
300
9th
300
8th
400
Oakhill
125
6th
County Road 125
100
Wayne
Schenck
Cedar
4th
4th
100
3rd
100
County Road 100
2nd
Vine
List
Market
Glenn
Barr
Main
1st
Yount
Davis
Circle
Park
580
Constitution
Lane
West
Sloan
47
£¤ 136
Jennison
32
County Road 900
Blair
Bluff
Everett
Lafayette
£¤ 231
County Road 300
Delegates
Hickory
Farmington Hills
Covington
Milligan
Sugar Tree
300
500
Industrial
Vance
Ward
Southmont
Pike
Stanley
McCormick
Ridgeway
Grant
Smith
Johnson
Old Oak Hill
Old Mill
North
Walnut
Porter
Ben Hur
£¤ 231
Spring
£¤ 231
Washington
Green
Dry Branch
450
Water
Kentucky
150
Maple
Elm
510
Main
South
Wallace
Whitlock
Ohio
County Road 550
Binford
Jefferson
Chestnut
Hughes
Valley
Elston
Curtis
John
College
Prospect
Plum
7th
Franklin
Mill
Parke
Danville
Mercedes
Sherwood
Pine
Concord
Oak
§¨¦ 74
Penn
Tuttle
Ray
Martin
Senator
Joe Allen
S
Athens
County Road 100
Poston
Vermont
County Road 100
Dunn
Louise
Elmore
Ladoga
Louise
Tech
Grace
Englewood
County Road 150
Crawford
County Road 200
County Road 100
County Road 200
Park
Union
Knoll
Virginia
Shady
Douglas
County Road 175
Cloverdale
Corda
Pleasant
Center
Wabash
Campbell
Zelmar
Brenda
Lawndale
County Road 275
County Road 200
County Road 200
Daugherty
Shayne
County Road 500
County Road 200
County Road 700
County Road 200
County Road 450
Walnut Hls
County Road 250
County Road 275
County Road 280
County Road 275
County Road 600
County Road 250
County Road 550
County Road 500
County Road 350
300
County Road 300
Overcoat
Traction
150
County Road 310
Banjo
County Road 375
County Road 350
32
County Road 50
County Road 200
County Road 350
County Road 325
County Road 350
County Road 350
47
Maple
County Road 400
County Road 150
County Road 400
Cord Nocor
Nucor
Cord Nucor
Cord Nocor
County Road 570
Russell
County Road 425
Kiger
Co Rd Nucor
County Road 400
County Road 400
£¤ 136
§¨¦ 74
Cord Nocor
County Road 640
County Road 750
County Road 450
County Road 375
300
County Road 100
300
County Road 400
County Road 525
County Road 475
County Road 500
County Road 500
Ladoga
400
300
B-12
C rawfordsville A nnexation P lan
Interstate Highways
US Highways
State Highways
Other Roads and Streets
Bodies of Water
Crawfordsville Corporate Limits
Two-Mile Jurisdiction
Annexation Areas
Id
Short Term
Medium Term
Long Term
Union Township
5
1 0.5
0 1
Miles

B-13 Appendix B
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City of
Crawfordsville
I N D I A N A
Appendix C:
reserved
My Town... My STreeT... My neighborhood... My CoMMuniTy

C-1 Appendix C
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City of
Crawfordsville
I N D I A N A
Appendix d:
reserved
My Town... My STreeT... My neighborhood... My CoMMuniTy

D-1 Appendix D
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City of
Crawfordsville
I N D I A N A
Appendix e:
reserved
My Town... My STreeT... My neighborhood... My CoMMuniTy

E-1 Appendix E
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