Comprehensive Plan - City of Crawfordsville
Comprehensive Plan - City of Crawfordsville
Comprehensive Plan - City of Crawfordsville
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<strong>City</strong> <strong>of</strong><br />
<strong>Crawfordsville</strong><br />
I N D I A N A<br />
<strong>Comprehensive</strong> <strong>Plan</strong><br />
2025<br />
My Town... My STreeT... My neighborhood... My CoMMuniTy
II<br />
Chapters<br />
Chapter 1: Introduction<br />
Introduction 1-1<br />
Purpose <strong>of</strong> the <strong>Plan</strong> 1-1<br />
<strong>Crawfordsville</strong>’s History 1-2<br />
Statement <strong>of</strong> Compliance with State Law 1-3<br />
<strong>Plan</strong>ning Process 1-4<br />
Chapter 2: Themes and Principles<br />
Introduction 2-1<br />
Summary <strong>of</strong> Key Findings 2-1<br />
Issue Identification 2-3<br />
Past Development Trends 2-4<br />
Chapter 3: Goals, Policies, and Action Steps<br />
Introduction 3-1<br />
Community Development 3-1<br />
Quality <strong>of</strong> Development and Defined Image 3-6<br />
Land Use Development 3-10<br />
Transportation 3-15<br />
Neighborhoods 3-18<br />
Housing 3-20<br />
Chapter 4: Community Development <strong>Plan</strong><br />
Introduction 4-1<br />
Element One: My Town 4-1<br />
Element Two: My Street 4-9<br />
Element Three: My Neighborhood 4-18<br />
Element Four: My Community 4-23<br />
Chapter 5: Implementation<br />
Introduction 5-1<br />
Administering the <strong>Plan</strong> 5-1<br />
Interpreting the <strong>Plan</strong> 5-2<br />
Rezoning 5-2<br />
Action Programs 5-3<br />
Summary Recommendations 5-10<br />
Implementation Matrix 5-10<br />
Appendix<br />
Table <strong>of</strong> Contents<br />
Appendix A: Existing Conditions<br />
Appendix B: Proposed Annexation Strategy<br />
Appendix C: Reserved<br />
Appendix D: Reserved<br />
Appendix E: Reserved
Acknowledgements<br />
The <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong> wishes to thank those who have invested so much time and effort into<br />
the crafting <strong>of</strong> this plan.<br />
Steering Committee<br />
Mayor John Zumer Denny Cook<br />
Chuck Fiedler Brad Hurt<br />
John Greavu Aaron Hurt<br />
Jim Swift Herm Haffner<br />
Pat Smith Andy Ford<br />
David Peebles Leslie Pyle<br />
Don Swearingen Jacob Hurt<br />
<strong>Plan</strong>ning Commission<br />
Mike Reidy Grant Tharp<br />
Brian Saunders Phillip Mikesell<br />
Tom Mitchell Leslie Cooper-Pyle<br />
Rodger Walther Rick Wilson<br />
Chuck Fiedler<br />
<strong>City</strong> Council<br />
Les Hearson (former member) Charlie Coons<br />
Charles Fiedler Roger Rockenbaugh<br />
Denny Cook Steve Frees<br />
Loran Rutledge<br />
<strong>City</strong> Staff<br />
Brandy Allen, Director <strong>of</strong> <strong>Plan</strong>ning and Community Development<br />
Megan Huckstep, Executive Assistant, <strong>Plan</strong>ning and Community Development<br />
Jacob Hurt, Former Director <strong>of</strong> <strong>Plan</strong>ning and Community Development<br />
hnTb Team<br />
David Wenzel, AICP, Vice President<br />
Cynthia Bowen, AICP, Senior <strong>Plan</strong>ner<br />
Brock Hoegh, CEP<br />
Scott Siefker, ASLA<br />
Brooke Moore, AICP<br />
Clinton Winkler<br />
Dale Davis<br />
HNTB Corporation<br />
111 Monument Circle<br />
Suite 1200<br />
Indianapolis, IN 46204<br />
Phone: 317.636.4682<br />
Fax: 317.917.5211<br />
III
IV<br />
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<strong>City</strong> <strong>of</strong><br />
<strong>Crawfordsville</strong><br />
I N D I A N A<br />
Chapter 1: introduction<br />
My Town... My STreeT... My neighborhood... My CoMMuniTy
1-1 Chapter 1<br />
introduction<br />
<strong>Crawfordsville</strong> has traditionally been a civic, commercial, and retail center for Montgomery<br />
County. <strong>Crawfordsville</strong> is located 35 minutes west <strong>of</strong> Indianapolis’ city limits<br />
on I-74. Over the past decade, the <strong>City</strong> has seen slow, steady growth. With a stand alone<br />
economy, the <strong>City</strong> must continue to take advantage <strong>of</strong> a new era <strong>of</strong> growth, generated<br />
by a healthier regional economy, an increasing local interest in the quality <strong>of</strong> the community,<br />
and a rural natural environment.<br />
The <strong>Comprehensive</strong> <strong>Plan</strong> is a tool to guide <strong>Crawfordsville</strong> into the future. It outlines<br />
the vision for the planning area, as expressed by its citizens; the goals, objectives, and<br />
policies that help steer the community to that vision; and the individual plans that<br />
make that vision a reality.<br />
<strong>Plan</strong>s <strong>of</strong> this nature make it possible for cities and towns to be in control <strong>of</strong> their own<br />
future. By creating a framework for smart planned growth, communities can approach<br />
land use development, public services and resources, and public investments<br />
in a positive manner.<br />
The <strong>Comprehensive</strong> <strong>Plan</strong> (The <strong>Plan</strong>) is a policy document that sets the vision for the<br />
planning area for the next twenty years. This document plans for the physical, social,<br />
and economic growth and redevelopment for the <strong>Crawfordsville</strong> <strong>Plan</strong>ning Area. The<br />
<strong>Crawfordsville</strong> <strong>Plan</strong>ning Area consists <strong>of</strong> the incorporated area <strong>of</strong> the <strong>City</strong>, as well as<br />
the remainder <strong>of</strong> Union Township. The <strong>City</strong> has a two-mile jurisdictional boundary in<br />
which it can implement planning and zoning because the County does not currently<br />
have zoning.<br />
The <strong>Plan</strong> establishes the long term, twenty-year vision for growth and development<br />
in and around the <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong>. It is not zoning or any other regulatory document:<br />
it is a legislative policy document. A legislative policy document is an <strong>of</strong>ficial<br />
statement <strong>of</strong> policy for decision making purposes. It is intended to be used by the<br />
<strong>Plan</strong> Commission and <strong>City</strong> Council as a guidance document when making decisions<br />
regarding private development projects and <strong>City</strong> expenditures for transportation, infrastructure,<br />
drainage, and parks and recreation. The <strong>Plan</strong> examines a variety <strong>of</strong> areas<br />
including land use, transportation, environmental, economic development, recreation<br />
and open space.<br />
Purpose <strong>of</strong> the <strong>Plan</strong><br />
In an effort to plan for the location <strong>of</strong> growth and the impact <strong>of</strong> that growth on transportation,<br />
utility, fire and police services, parks and recreation and the established<br />
character <strong>of</strong> the <strong>City</strong>, the <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong> has undertaken this update <strong>of</strong> the 1992<br />
<strong>Comprehensive</strong> <strong>Plan</strong>. This planning effort is a direct result <strong>of</strong> a change in development<br />
policy, a marketing <strong>of</strong> the <strong>City</strong> to attract economic development and a desire to maintain<br />
the character <strong>of</strong> the downtown. This update will make it possible for the <strong>City</strong><br />
<strong>of</strong> <strong>Crawfordsville</strong> to manage the quality, quantity and location <strong>of</strong> its future growth.<br />
Upon the completion <strong>of</strong> the <strong>Comprehensive</strong> <strong>Plan</strong> update, <strong>Crawfordsville</strong> is presented<br />
with the opportunity to attain a higher standard <strong>of</strong> living and improve the overall<br />
higher quality <strong>of</strong> life within the community.
Land use planning for the <strong>City</strong> is important because it can have serious implications on the fiscal<br />
health <strong>of</strong> both the <strong>City</strong> and Montgomery County. Land use planning also has implications on the<br />
ability <strong>of</strong> <strong>Crawfordsville</strong> and other entities to provide utilities and other community services to<br />
<strong>Crawfordsville</strong> and the surrounding communities. Studies have shown that scattered patterns <strong>of</strong><br />
low-density development (a.k.a. “sprawl”) can <strong>of</strong>ten cause a number <strong>of</strong> problems from the inefficient<br />
delivery <strong>of</strong> services, such as education and roads, to the creation <strong>of</strong> higher costs in delivering public<br />
services, to the inequitable distribution <strong>of</strong> the cost <strong>of</strong> infrastructure improvements. As <strong>Crawfordsville</strong><br />
continues to develop and grow, it will be important to be mindful <strong>of</strong> the negative impacts <strong>of</strong><br />
unplanned growth.<br />
The more compact the development pattern, the greater the benefits to the <strong>City</strong>’s residents. These<br />
benefits include lower transportation costs, faster response times for emergency services (police,<br />
fire, and medical), and more convenience to shopping and employment areas. A compact development<br />
pattern would potentially prevent the construction <strong>of</strong> more infrastructure than is necessary<br />
to serve the same population. The final land use plan that resulted from this planning process represents<br />
a trade <strong>of</strong>f between the benefits <strong>of</strong> compact, planned development and the type <strong>of</strong> development<br />
that is appropriate and necessary for the <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong>.<br />
The development potential presented in this document has been coordinated with the Future Land<br />
Use Map. Chapter 4, the Community Development <strong>Plan</strong>, evaluates the potential future land use options<br />
in the context <strong>of</strong> future needs in the <strong>Crawfordsville</strong> area and identifies general transportation,<br />
park, trail, and infrastructure improvements necessary to support those land use changes. This<br />
should position <strong>Crawfordsville</strong> effectively to plan for its future needs and provide guidance to various<br />
public planning and private development activities underway now and in the future.<br />
The first step in the development <strong>of</strong> Chapter 4, the Community Development <strong>Plan</strong>, was to examine<br />
the <strong>City</strong> and its planning area with a thorough inventory and analysis. Inventories and mapping<br />
were utilized to help determine all possible opportunities and constraints for development. The<br />
findings <strong>of</strong> the existing conditions have been utilized as a basis for the development <strong>of</strong> Chapter 4, the<br />
Community Development <strong>Plan</strong>. The plan was created and refined with a strong consideration for<br />
community and infrastructure needs. This <strong>Comprehensive</strong> <strong>Plan</strong> documents the planning process<br />
and provides an in-depth look at the Community Development <strong>Plan</strong> which resulted from the planning<br />
process.<br />
To understand where <strong>Crawfordsville</strong> can go in the future, the framework must be established, including<br />
past trends and existing conditions. The context includes existing land use and issues raised<br />
by the public. More contextual information is available in Appendix A, Existing Conditions.<br />
<strong>Crawfordsville</strong>’s history<br />
Introduction<br />
In 1813, three men, Williamson Dunn, Henry Ristine, and Major Ambrose Whitlock, looked over the<br />
area that would later be known as Montgomery County, and determined that the location would be<br />
ideal for a settlement. Ten years later, the three men returned with their families. In 1823, Montgomery<br />
County was <strong>of</strong>ficially delineated, and <strong>Crawfordsville</strong>, which was platted that same year by Major<br />
Whitlock, was designated as the County seat. The County was named for Revolutionary War hero<br />
Major General Richard Montgomery.<br />
All <strong>of</strong> the odd numbered lots within <strong>Crawfordsville</strong> were dedicated to public use. Major Whitlock<br />
named the new city “<strong>Crawfordsville</strong>” in honor <strong>of</strong> the Secretary <strong>of</strong> the Treasury, William H. Crawford. It<br />
was Mr. Crawford who had issued Major Whitlock his commission as a Receiver <strong>of</strong> Public Lands.<br />
1-2
1-3 Chapter 1<br />
<strong>Crawfordsville</strong> quickly became a booming city <strong>of</strong> commercial importance. As a prosperous<br />
city in the mid 1800s, <strong>Crawfordsville</strong> also became home to several prominent<br />
politicians and political activists. One such political cause was the abolitionist movement<br />
which sought freedom for those enslaved in the United States. The most notable<br />
abolitionist in Montgomery County was a man named John Allen Speed. Mr. Speed and<br />
many others helped slaves escape from the South through what was known as the<br />
Underground Railroad. While many cities and counties across Indiana boast <strong>of</strong> their<br />
locations thought to be a part <strong>of</strong> the Underground Railroad, the Montgomery County<br />
Historical Society has confirmed at least fifteen (15) Underground Railroad “depots” in<br />
Montgomery County. One <strong>of</strong> the 15 depots includes the home <strong>of</strong> Mr. John Speed, which<br />
was constructed in 1845. This site has been restored and has been relocated to the<br />
grounds <strong>of</strong> Lane Place.<br />
The abolitionist cause also gained a great deal <strong>of</strong> support from the pr<strong>of</strong>essors <strong>of</strong> Wabash<br />
College. The College, established in 1832, was first known as the Wabash Manual<br />
Labor College and Teachers Seminary. Today it operates as a private, all male liberal<br />
arts college.<br />
By the mid 1800s, the College had gained <strong>Crawfordsville</strong> the nickname <strong>of</strong> “Athens <strong>of</strong><br />
Indiana,” because <strong>of</strong> the number <strong>of</strong> authors who resided in the area. The most notable<br />
<strong>of</strong> these authors was General Lew Wallace, the author <strong>of</strong> Ben Hur and The Prince <strong>of</strong><br />
India. General Wallace attended the college for only eight weeks but later moved to<br />
<strong>Crawfordsville</strong> to establish his law practice. General Wallace served in both the Mexican<br />
and Civil Wars and later served as both the governor <strong>of</strong> the New Mexico Territory<br />
and as the U.S. Minister to Turkey.<br />
General Wallace was not the only notable politician with ties to Montgomery County.<br />
Henry Smith Lane, a former Indiana Governor and United States Senator for the Whig<br />
party, was instrumental in the 1860 campaign to elect the first Republican President<br />
<strong>of</strong> the United States: Abraham Lincoln. Mr. Lane was the founder <strong>of</strong> the Indiana Republican<br />
party and served as the first Republican Governor <strong>of</strong> Indiana until he was called<br />
to fill a vacancy in the U.S. Senate during the Civil War. A close colleague <strong>of</strong> President<br />
Lincoln, Mr. Lane served as a pallbearer at the President’s funeral. Visitors to Montgomery<br />
County today can visit “Lane Place,” the Lane family’s antebellum mansion constructed<br />
by Mr. Lane and his second wife, Joanna.<br />
In addition to the rich cultural sites listed above, many historical treasures await visitors<br />
to <strong>Crawfordsville</strong> and Montgomery County. Among the noteworthy sites are the<br />
boyhood home <strong>of</strong> artist T.C. Steele; the General Lew Wallace Study & Museum, once<br />
General Wallace’s personal library; the Old Jail Museum featuring the nation’s only operating<br />
rotary jail cell block; the Colonel Isaac C. Elston House; the Montgomery County<br />
Courthouse; and St. John’s Episcopal Church. These historic sites capture a rich history<br />
in which the residents <strong>of</strong> <strong>Crawfordsville</strong> can be proud <strong>of</strong>.<br />
Statement <strong>of</strong> Compliance with State Law<br />
While the comprehensive planning process is an activity primarily undertaken by local<br />
government, the State <strong>of</strong> Indiana has established specified standards in State Code<br />
for the purpose and content <strong>of</strong> the <strong>Comprehensive</strong> <strong>Plan</strong> Code that enable local units <strong>of</strong><br />
government to undertake planning. Communities may adopt comprehensive plans
“for the promotion <strong>of</strong> public health, safety and morals, convenience, order, or the general welfare and<br />
for the sake <strong>of</strong> efficiency and economy in the process <strong>of</strong> development” (IC 36-7-4-501).<br />
Indiana Code 36-7-4-500 sets forth the standards for developing and evaluating a comprehensive<br />
plan. Required elements <strong>of</strong> a comprehensive plan include (IC 36-7-4-502):<br />
•<br />
•<br />
•<br />
A statement <strong>of</strong> objectives for the future development <strong>of</strong> the jurisdiction;<br />
A statement <strong>of</strong> policy for the land use development <strong>of</strong> the jurisdiction; and<br />
A statement <strong>of</strong> policy for the development <strong>of</strong> public ways, public spaces, public<br />
lands, public structures, and public utilities.<br />
The vision statement and goals and objectives establish objectives for the future development <strong>of</strong> the<br />
<strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong>. Chapter 5, Implementation, establishes policies for land use in the jurisdiction.<br />
Specific capital improvement plans are not set forth in this plan, as the <strong>Crawfordsville</strong> Advisory <strong>Plan</strong><br />
Commission does not have discretion over capital budgets. However, it should be noted that the <strong>City</strong><br />
Council can work with the <strong>Plan</strong> Commission to create that plan. More information is provided in<br />
Chapter 5, Implementation.<br />
<strong>Plan</strong>ning Process<br />
Introduction<br />
The planning process began in January 2005, when HNTB Corporation was selected as the consulting<br />
team for the update to the March 1992 <strong>Crawfordsville</strong> <strong>Comprehensive</strong> <strong>Plan</strong>.<br />
The process for developing the <strong>Comprehensive</strong> <strong>Plan</strong> is reflected in the organization <strong>of</strong> this document,<br />
as summarized on the following page. The first major phase <strong>of</strong> the <strong>Comprehensive</strong> <strong>Plan</strong> was<br />
gathering public input through various means, which included key person interviews, and Steering<br />
Committee meetings. Demographic and economic information was researched and studied, and<br />
projections for the future population and land consumption in the planning area were prepared.<br />
The findings provided a foundation for the goals and aided in the development <strong>of</strong> the draft <strong>of</strong> the<br />
concept plan. This concept plan was refined and later critiqued by the Steering Committee, which<br />
led into the development <strong>of</strong> the final Land Use <strong>Plan</strong>. The <strong>Plan</strong> contains several components that<br />
form the elements <strong>of</strong> The <strong>Plan</strong>, such as future land use locations, transportation, economic development,<br />
and open space planning. Once the elements were in place, implementation strategies were<br />
researched and developed and an implementation plan was written.<br />
1-4
1-5 Chapter 1<br />
Figure 1-1: <strong>Crawfordsville</strong> <strong>Comprehensive</strong> <strong>Plan</strong>ning Process
<strong>City</strong> <strong>of</strong><br />
<strong>Crawfordsville</strong><br />
I N D I A N A<br />
Chapter 2:<br />
Themes & Principles<br />
My Town... My STreeT... My neighborhood... My CoMMuniTy
2-1 Chapter 2<br />
introduction<br />
From the 18th century to the middle <strong>of</strong> the 20th century, the core <strong>of</strong> cities, in general,<br />
was the focus <strong>of</strong> the population and its social life, where people lived and came together<br />
to produce and trade goods and services, to meet, and to exchange information<br />
and ideas.<br />
The downtown was a civic and cultural center and a symbol <strong>of</strong> community identity.<br />
Neighborhoods were safe and lively places where people met and gathered with neighbors,<br />
children played in local parks, and the grid pattern <strong>of</strong> streets allowed walking to<br />
and from local amenities. Living areas were connected to work and shop areas.<br />
<strong>Crawfordsville</strong> has continued to develop in the same historical manner. So why is <strong>Crawfordsville</strong><br />
unique? <strong>Crawfordsville</strong> has a diverse and historic culture which capitalizes<br />
on the location <strong>of</strong> Wabash College; historic neighborhoods, such as Elston Grove, which<br />
has an architecturally significant, tree-lined street; a vibrant, active downtown where<br />
building rehabilitations have added condominiums and apartments for residential<br />
living; and the various recreational opportunities, such as the multitude <strong>of</strong> parks and<br />
Sugar Creek Trail. <strong>Crawfordsville</strong>’s rich history provides a place where people continue<br />
to gather, conduct business, shop and live. Its small town characteristics and charm,<br />
still intact after all these years, are what makes <strong>Crawfordsville</strong> unique.<br />
In fact, other communities throughout Indiana are trying to capture the characteristics<br />
that <strong>Crawfordsville</strong> has been able to retain. Many communities are working with<br />
developers to recreate the 19th century village in the hopes <strong>of</strong> capitalizing on the traditional<br />
small town life. They are trying to recreate neighborhoods where neighbors<br />
visit with one another from the front porch, by incorporating architectural variety,<br />
tree-lined streetscapes, street furniture, village greens and water features.<br />
While other cities are recreating their heritage, <strong>Crawfordsville</strong> is capitalizing on its<br />
heritage and history by undertaking a marketing campaign to bring in more residents<br />
and businesses. The campaign is entitled “The <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong> – A Little<br />
More.” The campaign focuses on the quality <strong>of</strong> life in the community, the culture and<br />
the commerce opportunities, highlighting why <strong>Crawfordsville</strong> is different from other<br />
communities in Indiana.<br />
Summary <strong>of</strong> Key Findings<br />
The following are key points that should be considered in the development <strong>of</strong> policy<br />
decisions in the future. For a complete look at the existing conditions <strong>of</strong> the <strong>Crawfordsville</strong><br />
community refer to Appendix A, Existing Conditions.<br />
•<br />
<strong>Crawfordsville</strong>’s population growth has been steady since the 1900s<br />
even though there was a decade <strong>of</strong> decline. Historically, the percentage<br />
<strong>of</strong> the County’s population residing in <strong>Crawfordsville</strong> has held steady<br />
at around 41 percent. Conservative projections hold the <strong>City</strong>’s<br />
contribution to the county’s population at around 40 percent, whereas<br />
aggressive forecasts predict that the <strong>City</strong> may make up more than 45<br />
percent <strong>of</strong> the County’s population by the year 2040.
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
Themes & Principles<br />
<strong>Crawfordsville</strong> has a typical distribution <strong>of</strong> age groups, and this typical distribution<br />
includes a missing population segment common to rural areas, young adults ages<br />
25-40. During the key person interviews, may <strong>of</strong> the interviewees noted this “brain<br />
drain”; however, they also noted that many <strong>of</strong> these young adults return to raise a<br />
family in the community once they have children <strong>of</strong> their own.<br />
<strong>Crawfordsville</strong> has a higher percentage than the state and County <strong>of</strong> single parent<br />
families, a common type <strong>of</strong> household that has increased within the County,<br />
statewide, and throughout the United States from 1990 to 2000.<br />
The median household and family income in <strong>Crawfordsville</strong> is below that <strong>of</strong> the<br />
County, State, and Nation. In addition, it is lower than the incomes in several<br />
surrounding communities. However, opportunities to create a more prosperous<br />
economic environment in <strong>Crawfordsville</strong> with the potential for higher paying jobs<br />
and higher median family incomes do exist.<br />
The median household size in <strong>Crawfordsville</strong>, 2.3 persons, is smaller than the State<br />
average <strong>of</strong> 2.53 persons; forty-five percent <strong>of</strong> the households in <strong>Crawfordsville</strong> are<br />
two-person families; 29 percent are the traditional, married couple family with<br />
children under the age <strong>of</strong> 18 living at home. Both the <strong>City</strong> and the County have<br />
experienced a dramatic increase in the presence <strong>of</strong> single parent families.<br />
Housing options in <strong>Crawfordsville</strong> consist primarily <strong>of</strong> single-family homes,<br />
although multi-family housing is available. Most residents (62.7%) are<br />
homeowners, and homes in <strong>Crawfordsville</strong> are more affordable than the State<br />
average. According to the 2000 Census, the median price asked for homes in<br />
<strong>Crawfordsville</strong> was $67,700, whereas in the State <strong>of</strong> Indiana the median price<br />
asked was $ 78,600. Renters can also expect to pay less than the state average.<br />
In 2000, the median gross rent in the <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong> was $476/month,<br />
compared to $521 for the State <strong>of</strong> Indiana as a whole.<br />
There has been a decline in the number <strong>of</strong> manufacturing jobs in the <strong>City</strong> <strong>of</strong><br />
<strong>Crawfordsville</strong>, duplicating the national trend in the shift from a manufacturing<br />
based economy to a services based economy. In 1992, over 13 percent <strong>of</strong> the nation<br />
was employed in the manufacturing industry. By 2002, 10.6 percent <strong>of</strong> the nation<br />
was employed in the manufacturing industry. It is estimated that less than 10<br />
percent <strong>of</strong> the nation will be employed in the manufacturing industry by the year<br />
2012.<br />
Most residents work in Montgomery County. Montgomery County is neither a<br />
net exporter or net importer <strong>of</strong> workers. According to calculations compiled by<br />
Stats Indiana, approximately 3,300 <strong>of</strong> Montgomery County’s resident workforce<br />
commute to areas outside <strong>of</strong> Montgomery County to work; whereas, Montgomery<br />
County receives approximately 3,400 workers from surrounding counties.<br />
2-2
2-3 Chapter 2<br />
issue identification<br />
On June 30, 2005, the Steering Committee was presented with a series <strong>of</strong> issues<br />
and action steps. They were asked to rank those issues and their importance<br />
for the <strong>City</strong> to resolve. These issues have been summarized into three areas:<br />
business and economic development, physical design and beautification, and<br />
land use development.<br />
The issues in business and economic development are:<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
In the past, not enough emphasis was put on economic development<br />
Abandoned and dilapidated housing and industrial buildings<br />
Lack <strong>of</strong> adequate attention and maintenance for run down or<br />
abandoned properties<br />
Brownfield sites including the “old hospital” and the Midstates<br />
Building<br />
Perceived lack <strong>of</strong> assistance for business starts<br />
Perceived parking problem<br />
Competition with other communities (Pittsboro, Lafayette,<br />
Brownsburg) to draw national “chains” or new industrial businesses<br />
Vacant structures<br />
Lack <strong>of</strong> complete east-west access across the community<br />
High volume and speed <strong>of</strong> traffic along US 231<br />
Stand alone economy, but competition with other communities for<br />
jobs and residents<br />
The issues for physical design and beautification are:<br />
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Loose pedestrian connections between neighborhoods<br />
US 231 is a physical barrier for pedestrians and bicycles<br />
Development does not capitalize on existing environmental features<br />
Deteriorating sidewalks along the main thoroughfares and in some<br />
neighborhoods<br />
Lack <strong>of</strong> physical and psychological links between parks, schools, and<br />
cultural districts<br />
All areas to the north side <strong>of</strong> the <strong>City</strong> are under served by park and<br />
recreation facilities<br />
There is a lack <strong>of</strong> pedestrian access between recreational areas<br />
Several main corridors lack a unified character and aesthetic<br />
enhancements<br />
Historic downtown is lacking in streetscape improvements<br />
As new development occurs in the community there is little thought <strong>of</strong><br />
its connection to existing development or design<br />
Landmarks are not used to market the downtown<br />
Community and neighborhood gateways are unrecognizable and in<br />
some areas lacking<br />
The community has not reached its potential in capitalizing on its
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•<br />
identity or the presence <strong>of</strong> Wabash College<br />
There are pressures to maintain the rural character<br />
There is no consistent wayfinding signage or identity branding for the downtown or<br />
the community as a whole<br />
There is a desire to protect the history, culture and structures related to the<br />
community’s character<br />
The issues for land use development are:<br />
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Sprawling development<br />
Need for planned housing growth<br />
Housing and neighborhood destabilization around abandoned areas, incompatible<br />
land use areas, and the college<br />
Inconsistency in design character between new development and existing<br />
development (contemporary versus grid pattern)<br />
Commercial and industrial growth does not meet <strong>Crawfordsville</strong>’s aesthetic<br />
standards<br />
Design characteristics and type <strong>of</strong> growth around gateway interchanges are not<br />
defined<br />
Pressures exist to maintain small town character<br />
Lack <strong>of</strong> coordination between governmental jurisdictions<br />
Area south <strong>of</strong> downtown on US 231 is unstable due to closing businesses<br />
Need to improve recreational opportunities<br />
Lack <strong>of</strong> regulations to preserve open space<br />
The County does not have planning and zoning<br />
Many issues and opportunities exist for the <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong>. If these challenges are not met,<br />
these following trends will continue:<br />
•<br />
•<br />
•<br />
Themes & Principles<br />
Existing neighborhoods will become destabilized by abandoned and dilapidated<br />
structures<br />
Uncoordinated commercial areas that are not connected as part <strong>of</strong> a larger network<br />
which ultimately compete with one another<br />
Lack <strong>of</strong> connections – specifically to downtown, Wabash College, and the<br />
commercial areas<br />
If these trends continue, <strong>Crawfordsville</strong>’s unique identity and our small-town charm may be diminished.<br />
Furthermore, <strong>Crawfordsville</strong> may no longer be able to compete with its sister cities. The leadership<br />
in <strong>Crawfordsville</strong> understands that the current trends do not support the <strong>City</strong>’s articulated<br />
growth directions. The <strong>City</strong>’s leadership has committed to using the specific growth policies <strong>of</strong> this<br />
document as the most effective means to increase <strong>Crawfordsville</strong>’s quality <strong>of</strong> life and provide “a little<br />
more” for its residents.<br />
<strong>Crawfordsville</strong>’s Past development Trends<br />
When examining <strong>Crawfordsville</strong>’s past development trends, there is a distinct development pattern<br />
that can be identified. Development trends unique to the <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong> include:<br />
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•<br />
•<br />
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The SPine<br />
The spine: major corridors;<br />
The anchor: regional and community destinations;<br />
The connection: linear parks, greenway and trail systems;<br />
The neighborhood: residential centers; and<br />
The edge: land use transition areas.<br />
The <strong>City</strong> spine is the dominant organizing element <strong>of</strong> the <strong>City</strong>. It is created by the intersection<br />
<strong>of</strong> two major corridors which provide the <strong>City</strong> with regional access. U.S. 231 is<br />
the north-south spine and SR 47/SR 32 is the major east-west spine. U.S. 231 provides regional<br />
access to I-74. Interstate 74 ultimately serves as the man-made boundary to the<br />
north <strong>of</strong> the <strong>City</strong>, defining the <strong>City</strong>’s northern edge and keeping growth to the south.<br />
<strong>City</strong> streets connect to these two major spines. The majority <strong>of</strong> the <strong>City</strong> streets are<br />
set on a traditional grid pattern. This street pattern has created a well-defined spatial<br />
structure that has created walkable blocks that promote pedestrian circulation<br />
and access. There are sidewalk and pedestrian connections in some neighborhoods so<br />
that adults and children can get to and from their homes and the various community<br />
amenities such as area schools, parks, library and/or the downtown by walking and/or<br />
riding their bikes.<br />
The AnChor<br />
As the county seat, <strong>Crawfordsville</strong> serves as the anchor <strong>of</strong> Montgomery County. Similarly,<br />
the <strong>City</strong>’s downtown is the anchor <strong>of</strong> the community, and therefore Downtown<br />
<strong>Crawfordsville</strong> serves as both a local and regional destination. The downtown has<br />
a strong, recognizable civic presence and contains the “historic courthouse square”<br />
along with vibrant local retail shops and <strong>of</strong>fices. Wabash College and other cultural<br />
elements such as the General Lew Wallace Study & Museum, historic Lane Place,<br />
the Old Jail Museum and General Wallace’s personal library are all visitor attractions<br />
within the historic downtown core. The <strong>City</strong>, and its residents, have been proactive<br />
in preserving and maintaining the <strong>City</strong>’s historic buildings. These historic buildings<br />
provide character and architectural harmony to the area. The <strong>City</strong> has a strong and<br />
active downtown community that continues to capitalize on past and current efforts<br />
to create a prosperous community-wide asset.<br />
The neighborhood<br />
Single family residential neighborhoods surround the downtown. Each neighborhood<br />
has its own unique character and identity depending on where it is located<br />
within the <strong>City</strong>. The neighborhoods closest to the downtown are traditional in character<br />
with the houses nestled close to the street. Their front porches are inviting, and<br />
the sidewalks connect the neighborhood to numerous destinations, including schools<br />
and parks. The farther away from the core the neighborhoods are located, the lots<br />
become larger, more rural in nature. They are spaced farther apart and have larger<br />
setbacks and winding streets. Sidewalks are not as widely used in these areas.<br />
The <strong>City</strong> has purposely decentralized some <strong>of</strong> its government and civic facilities in<br />
order to reach out into the neighborhoods and provide every resident with easily accessible<br />
civic amenities. This decentralization has led to the formation <strong>of</strong> a network
<strong>of</strong> civic destinations within the community’s established neighborhoods. These community destinations<br />
are centrally located within neighborhoods and contain facilities such as a school, fire station,<br />
church, park, hospital or other community facility. The location <strong>of</strong> these community facilities<br />
in each <strong>of</strong> the neighborhoods serves as a central point <strong>of</strong> reference and aids in one’s orientation.<br />
The ConneCTionS<br />
Each neighborhood is connected by a series <strong>of</strong> sidewalks which are further supplemented by the<br />
Sugar Creek trail system. The sidewalks, along with the <strong>City</strong>’s grid street system, promote connectivity<br />
between each <strong>of</strong> the individual neighborhoods. These connective paths promote continuity<br />
in traveling and safe passage for children and adults throughout the community whether walking,<br />
jogging, biking, and/or rollerblading.<br />
The edge<br />
Themes & Principles<br />
<strong>Crawfordsville</strong> has a very distinct land use pattern which creates edges for each land use district.<br />
The <strong>City</strong>’s core is <strong>of</strong> a higher density <strong>of</strong> development compared to the surrounding areas. As development<br />
moves away from the core, it traditionally becomes less intense as it transitions into the agricultural<br />
landscape <strong>of</strong> the unincorporated areas. The <strong>City</strong> has four very defined, separate commercial<br />
and employment areas which help to define the edges <strong>of</strong> the community. The interchange gateway<br />
area to the north, surrounding I-74, contains some regional commercial. However, the intent is that<br />
this area will one day become one <strong>of</strong> the community’s key regional employment area. The uses that<br />
currently exist are interstate type uses with hotels, gas stations, and fast food. The <strong>City</strong> has recently<br />
established a tax increment financing district just south <strong>of</strong> I-74 and west <strong>of</strong> U.S. 231. This district is<br />
intended to become more <strong>of</strong> a regional employment center with bio-tech, light manufacturing <strong>of</strong>fices<br />
and other high wage uses.<br />
In the center <strong>of</strong> the <strong>City</strong> is a very defined downtown. This area serves local retail and <strong>of</strong>fice uses. The<br />
commercial uses are small, locally owned businesses and contain specialty retail. There is a larger<br />
<strong>of</strong>fice market located in Downtown <strong>Crawfordsville</strong>.<br />
The area to the south <strong>of</strong> the <strong>City</strong> around U.S. 231 and County Road 150 South serves as the community<br />
retail area. This area contains big box type uses including the mall, Home Depot, and several<br />
fast food businesses and other types <strong>of</strong> restaurants. Separating these uses are residential neighborhoods<br />
which help to define the edges <strong>of</strong> these areas.<br />
On the <strong>City</strong>’s east side SR 32, SR 47, US 136 and Mill Street serve as the <strong>City</strong>’s heavy industrial corridors.<br />
These corridors have strong roadway (I-74) and rail access. On the west side <strong>of</strong> the <strong>City</strong> is RR<br />
Donnelley, which is located on the north <strong>of</strong> SR 32. Should businesses in these corridors continue to<br />
downsize, the sites on which they are located could provide for future redevelopment opportunities.<br />
Redevelopment should be focused on a land use other than industrial. All future industrial development<br />
should continue to be focused on the east side <strong>of</strong> the <strong>City</strong> where it has already located.<br />
While other communities try to duplicate the past, <strong>Crawfordsville</strong> has the competitive edge because<br />
they have the “original” amenities <strong>of</strong> a traditional community. In recognizing this, <strong>Crawfordsville</strong> can<br />
rediscover the importance <strong>of</strong>: My Town…My Street…My Neighborhood…My Community.<br />
Achieving the framework vision is accomplished through a series <strong>of</strong> policies, recommendations, and<br />
actions that will provide guidance regarding local decisions pertaining to the budget and staff priorities,<br />
planning and zoning decisions, and other community decisions.<br />
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<strong>City</strong> <strong>of</strong><br />
<strong>Crawfordsville</strong><br />
I N D I A N A<br />
Chapter 3:<br />
goals, Policies, &<br />
Action Steps<br />
My Town... My STreeT... My neighborhood... My CoMMuniTy
3-1 Chapter 3<br />
introduction<br />
Over the past several decades, the <strong>City</strong>’s development has been guided by the <strong>Comprehensive</strong><br />
<strong>Plan</strong>, zoning ordinance, <strong>Plan</strong> Commission and <strong>City</strong> Council. As growth and<br />
redevelopment continue, new and revised goals and objectives need to be established<br />
to continue to achieve a vision that protects the existing land use pattern, defines the<br />
image <strong>of</strong> <strong>Crawfordsville</strong>, increases the quality <strong>of</strong> development and preserves the <strong>City</strong>’s<br />
historic and cultural character.<br />
To achieve this vision, goals, policies and action steps have been created. These goals,<br />
policies and action steps provide guidance for local decision-making by the <strong>Plan</strong> Commission,<br />
Board <strong>of</strong> Zoning Appeals, and the <strong>City</strong> Council. Some <strong>of</strong> the following goals<br />
and/or policies will be new, while others are goals that were established in the previous<br />
comprehensive plan that have been revised to continue to make this vision a<br />
reality.<br />
The following goals, policies and action steps are organized around three major topics:<br />
Community Development; Physical Design and Beautification; Land Use Development,<br />
Transportation and Housing.<br />
Community development<br />
Located 35 minutes west <strong>of</strong> Indianapolis’ Metropolitan Area, <strong>Crawfordsville</strong> has established<br />
its own local economy and provides jobs for its residents. Manufacturing has<br />
been a key component to diversifying the <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong>’s tax base. However,<br />
with the trend <strong>of</strong> national and state economies shifting from manufacturing to retail<br />
and knowledge-based industries, this has impacted <strong>Crawfordsville</strong>. <strong>Crawfordsville</strong>’s<br />
industrial growth has been limited and some <strong>of</strong> its manufacturers have downsized.<br />
The future <strong>of</strong> the <strong>City</strong> needs to be focused on the growth <strong>of</strong> the new Commerce Park<br />
with light manufacturing and knowledge-based jobs, such as biotechnology, high technology,<br />
communications and bio-research businesses. Interstate 74 provides ready access<br />
to available land, providing an opportunity for the <strong>City</strong> to allow its vision <strong>of</strong> the<br />
Commerce Park to grow and further diversify the business types within the <strong>City</strong>. By<br />
adding light manufacturing, technology and research businesses, the economy will<br />
remain stable and the <strong>City</strong> will continue to grow even if manufacturing continues to<br />
downsize or close. Additionally, the <strong>City</strong> should focus on several areas <strong>of</strong> commercial<br />
and industrial uses that could continue to strengthen the economy. As the <strong>City</strong> attracts<br />
these new businesses and redevelops existing areas, it should ensure the new<br />
development along these corridors fits with its image, provides the desired job base,<br />
and is high quality. The goals and policies focus on the type <strong>of</strong> growth that should occur<br />
and how it should be fostered.<br />
GOAL 1: Showcase the <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong> as a great place to do business by<br />
encouraging diverse light manufacturing, biological and high technology,<br />
communications, research and <strong>of</strong>fice uses in the <strong>City</strong> that provide<br />
high quality jobs and continue to diversify and strengthen the <strong>City</strong>’s tax<br />
base.
PoLiCieS<br />
Goals, Policies, & Action Steps<br />
Policy 1.1 The <strong>City</strong> should analyze the existing and potential business climate in<br />
<strong>Crawfordsville</strong><br />
The <strong>City</strong>’s Future Land Use Map illustrates the physical locations targeted for business<br />
and economic development, redevelopment and future expansion. The <strong>City</strong>’s<br />
next step should determine the types <strong>of</strong> businesses that will best serve these areas<br />
and the community as a whole through a detailed economic and market analysis.<br />
Policy 1.2 The <strong>City</strong> should update the zoning ordinance and subdivision control<br />
ordinance<br />
Well written Zoning and Subdivision Control Ordinances provide business owners<br />
and developers with a better understanding <strong>of</strong> the <strong>City</strong>’s policies and intentions.<br />
This helps to create an understanding with developers and property owners <strong>of</strong><br />
what is expected, while also creating more certainty <strong>of</strong> what could potentially occur<br />
on adjacent properties and the surrounding area. Before the <strong>City</strong> can realize its<br />
future business and economic development potential, it should make the appropriate<br />
changes to the standards and regulations <strong>of</strong> its Ordinances. The updating <strong>of</strong><br />
these standards and regulations will allow for a more efficient, streamlined development<br />
process. By streamlining the development process, the <strong>City</strong> is able to decrease<br />
approval times and improve the <strong>City</strong>’s chances <strong>of</strong> attracting business development.<br />
Policy 1.3 Improve the physical condition <strong>of</strong> the <strong>City</strong><br />
Cities that initiate and carry out improvements to their physical environment send<br />
a clear message to both existing and potential businesses that they are committed<br />
to protecting and enhancing the community’s economic health. Using the zoning<br />
ordinance and recommended public improvements outlined in the capital improvements<br />
plan, <strong>Crawfordsville</strong> should identify ways in which to further enhance the<br />
community’s physical environment.<br />
Policy 1.4 Promote and market <strong>Crawfordsville</strong> as a great place to conduct business<br />
The <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong> is currently conducting a promotional campaign to<br />
market the <strong>City</strong> as a great place to live, work and play. The <strong>City</strong> should translate<br />
the efforts <strong>of</strong> this comprehensive planning process, as well as the recommended<br />
updates to its regulatory documents, into promotional elements <strong>of</strong> its larger campaign.<br />
Policy 1.5 Continue proactive planning<br />
Over the last several years, the <strong>City</strong> has taken measures to promote economic development,<br />
created an image for the <strong>City</strong> and increased the quality <strong>of</strong> development.<br />
The <strong>City</strong> should use this community-wide comprehensive plan as it continues to<br />
take a proactive approach to growth. This plan should serve as the foundation<br />
for identifying and studying targeted areas <strong>of</strong> the community, including but not<br />
limited to, key gateways, deteriorating neighborhoods and areas where redevelopment<br />
opportunities have been identified.<br />
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Policy 1.6 The <strong>City</strong> should continue to review and reassess incentives to<br />
ensure that the <strong>City</strong> is advancing its economic development<br />
objectives<br />
To continue to promote investment and redevelopment opportunities<br />
the <strong>City</strong> needs to continue to find incentives and funding that<br />
lessen the financial burden associated with new development or<br />
redevelopment. This could include implementing the following:<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
Additional tax increment financing districts;<br />
Tax abatements;<br />
Extensions <strong>of</strong> utilities;<br />
Federal grants;<br />
Federal earmarks, funding to support specific research and<br />
academic activities at universities; or<br />
Community Revitalization Enhancement Districts (CRED).<br />
Policy 1.7 Provide for ease <strong>of</strong> mobility through connectivity<br />
The <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong> should improve connections between the<br />
primary commercial and industrial employment areas in the <strong>City</strong> by<br />
increasing road connections, addressing hazardous intersections and<br />
providing directional signage.<br />
Policy 1.8 Continue to promote <strong>Crawfordsville</strong> as the regional employment<br />
and commercial hub <strong>of</strong> the far west side <strong>of</strong> Indianapolis<br />
The <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong> has a stand alone economy. Most regional<br />
employment and goods and services are provided in the community.<br />
The <strong>City</strong> should continue to attract, retain and expand existing businesses.<br />
In doing so, they can expect to provide many <strong>of</strong> the goods and<br />
services current residents travel to Indianapolis or Lafayette to purchase.<br />
Likewise, the <strong>City</strong> should promote stronger regional connections<br />
to such regional centers as Lafayette and Indianapolis in order<br />
to attract businesses.<br />
Policy 1.9 Establish the downtown as a multi-use, cultural activity center<br />
Downtown <strong>Crawfordsville</strong> continues to be an important multi-use<br />
cultural activity center. The <strong>City</strong> should continue to build upon the<br />
downtown’s success and create programs and activities which can<br />
be marketed locally and regionally. Programs and activities from<br />
promotional events centered around the community’s cultural facilities<br />
and events, to programs fostering investments in specialty retail,<br />
have the benefit <strong>of</strong> maintaining the heart <strong>of</strong> governmental facilities<br />
and expanding housing opportunities within the downtown.<br />
Policy 1.10 Maintain identifiable economic development areas<br />
The <strong>City</strong> has three established economic areas. These areas should be<br />
maintained and techniques should be employed to maintain and separate<br />
the character <strong>of</strong> each <strong>of</strong> these areas. For example, Commerce
Goals, Policies, & Action Steps<br />
Park provides an opportunity to create a premier economic development area, and<br />
downtown <strong>Crawfordsville</strong> provides for local retail, <strong>of</strong>fice and other commercial<br />
uses. Areas such as this are the baseline for the creation <strong>of</strong> a system <strong>of</strong> economic<br />
development centers.<br />
Policy 1.11 Invest in the downtown<br />
ACTion STePS<br />
The downtown is a vital component within <strong>Crawfordsville</strong>. It provides both local<br />
and national cultural aspects because <strong>of</strong> its unique shops, Wabash College and the<br />
history <strong>of</strong> its residents and the <strong>City</strong>. The <strong>City</strong> should continue to invest in the downtown<br />
to keep it healthy and a viable part <strong>of</strong> the <strong>City</strong> through physical improvements,<br />
redevelopment, and enhancements.<br />
Action 1.1 Complete a Target Industry Analysis<br />
It is recommended that the <strong>City</strong> hire a specialized economic/market analyst to<br />
complete a targeted industry analysis for both manufacturing areas located on the<br />
east side <strong>of</strong> the <strong>City</strong> and within Commerce Park. The targeted industry study could<br />
enhance the business retention and expansion opportunities that currently exist<br />
within the <strong>City</strong>. The study would evaluate available land, infrastructure, education<br />
<strong>of</strong> the labor force and provide specific recommendations on which industries the<br />
<strong>City</strong> should try to attract based on a list <strong>of</strong> predetermined criteria.<br />
Action 1.2 Revise the zoning districts for the business and economic development intentions<br />
<strong>of</strong> this <strong>Plan</strong><br />
It is recommended that the <strong>City</strong> update its zoning ordinance district standards to<br />
comply with the business and economic development intentions laid out in this<br />
plan, including the future development <strong>of</strong> Commerce Park and revitalization efforts<br />
in the historic downtown. It is further recommended that the updated standards<br />
and regulations be translated into an efficient development process.<br />
Action 1.3 Promote maintenance and physical improvements to properties in the downtown<br />
and its surrounding areas<br />
It is recommended that the <strong>City</strong> set up or work with local financial institutions to<br />
provide revolving loan funds to property owners for the purpose <strong>of</strong> fixing such<br />
things as the <strong>City</strong>’s infrastructure, facades and sidewalks, especially in its downtown<br />
and surrounding residential areas. It is further recommended that the <strong>City</strong> partner<br />
with <strong>Crawfordsville</strong> Main Street for this particular endeavor.<br />
Action 1.4 Continue to market the community<br />
It is recommended that the <strong>City</strong> create an advertising plan, using the maps and<br />
images created in its current marketing campaign and created during the comprehensive<br />
planning process, to market the overall community to new businesses. It is<br />
also recommended that the <strong>City</strong> work with the Chamber <strong>of</strong> Commerce and the Main<br />
Street program to coordinate, and strengthen marketing and business recruitment<br />
efforts.<br />
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3-5 Chapter 3<br />
Action 1.5 Provide opportunities and destinations that encourage people to<br />
come to downtown in the evenings or on weekends<br />
It is recommended that the <strong>City</strong> coordinate business activities within<br />
the downtown and host a weekend “downtown open house” or “downtown<br />
festival” that is named after one <strong>of</strong> the local cultural or historical<br />
places or people. The chosen event should be supported further<br />
by local downtown businesses extending their business hours, and in<br />
the closing <strong>of</strong> secondary streets to accommodate pedestrians. It is<br />
further recommended that the <strong>City</strong> assess whether it should have a<br />
fundamental role in the Farmer’s Market.<br />
Action 1.6 Create and implement sub-area plans<br />
It is recommended that the <strong>City</strong> create and implement sub-area plans<br />
for the purpose <strong>of</strong> establishing well defined districts in the following<br />
areas: the downtown; the community commercial area located at CR<br />
150 south and US 231; the old hospital; and Midstates site. The purpose<br />
<strong>of</strong> creating the sub-area is to develop detailed recommendations to<br />
promote economic or residential development and reinvestment.<br />
These sub-area plans should include a more detailed look at access<br />
from the street network, detailed land use recommendations, infrastructure<br />
improvements, etc.<br />
Action 1.7 Establish a business incubator<br />
It is recommended that the <strong>City</strong> work with Wabash College and Ivy<br />
Tech to develop a business incubator, or business co-op program,<br />
within Commerce Park to promote the foundation and development<br />
<strong>of</strong> specialty businesses within the community that could become permanent<br />
places <strong>of</strong> employment.<br />
Action 1.8 Provide for the expansion <strong>of</strong> the St. Clare Medical Center<br />
It is recommended that the <strong>City</strong> encourage the expansion <strong>of</strong> the St.<br />
Clare regional medical facility and further promote the development<br />
<strong>of</strong> related health care services and businesses in Commerce Park.<br />
Action 1.9 Remediate and redevelop the <strong>City</strong>’s Brownfields<br />
It is recommended that the <strong>City</strong> pursue grants and address the remediation<br />
and cleanup <strong>of</strong> its Brownfield sites including the Old Hospital<br />
and Midstates site in the event that local funding is not readily available.<br />
Action 1.10 Provide for tax abatement<br />
It is recommended that the <strong>City</strong> develop a tax abatement strategy<br />
for the infill or redevelopment <strong>of</strong> the community’s Brownfields and<br />
vacant lots as well as the development <strong>of</strong> land within Commerce<br />
Park.
Goals, Policies, & Action Steps<br />
Action 1.11 When and where appropriate, provide the necessary infrastructure to promote<br />
economic growth<br />
Certain economic development sites in the area may not be feasible locations for<br />
new employers without first providing some incentive for businesses to locate<br />
there. It is therefore recommended that the <strong>City</strong> consider, on a case-by-case basis,<br />
providing infrastructure to a targeted area. For example, Commerce Park and the<br />
future industrial expansion east <strong>of</strong> the county jail have been identified numerous<br />
times as areas <strong>of</strong> the <strong>City</strong> in which business development is desirable. In which case,<br />
the <strong>City</strong> may want to entertain the possibility <strong>of</strong> making some initial investments in<br />
the form <strong>of</strong> infrastructure improvements in such areas.<br />
Action 1.12 Create a subarea plan for the community commercial area south <strong>of</strong> the <strong>City</strong><br />
where the mall is located<br />
The commercial areas to the south <strong>of</strong> the <strong>City</strong> along US 231 are conducive for big box<br />
retail that provides needed community and regional goods and services. This area<br />
has also been identified as a key gateway into the <strong>City</strong>. It is therefore recommended<br />
that the <strong>City</strong> create a subarea plan for this area. The subarea plan should address<br />
potential development opportunities, infill (redevelopment) opportunities, building<br />
condition, and the creation <strong>of</strong> a corridor theme. A corridor theme can be created by<br />
developing a landscaping, signage, lighting and access management scheme that is<br />
cohesive in nature. As part <strong>of</strong> the subarea plan the <strong>City</strong> should review the existing<br />
infrastructure against the existing development standards and identify inconsistencies<br />
with the desired development for this area.<br />
Action 1.13 Update the downtown plan<br />
The <strong>City</strong> has completed numerous studies and plans for downtown <strong>Crawfordsville</strong>,<br />
including a Parking Study which was completed in the summer <strong>of</strong> 2005. It is recommended<br />
that the <strong>City</strong> review its various downtown plans and studies and submit a<br />
grant proposal to the state for funds to update its downtown plan. The new plan<br />
should update the goals and policies and have a greater focus on redevelopment,<br />
design and enhancement aspects <strong>of</strong> the downtown.<br />
Quality <strong>of</strong> development & defined image for the <strong>City</strong><br />
One <strong>of</strong> the key components from the steering committee was to manage the quality <strong>of</strong> development<br />
in <strong>Crawfordsville</strong> and to continue to boost the image <strong>of</strong> the <strong>City</strong> compared to our sister cities. In the<br />
past, the <strong>City</strong> has taken some proactive actions to manage this quality through the implementation<br />
<strong>of</strong> design standards, especially in the downtown and along US 231 and SR 47. However, as Commerce<br />
Park builds out and other sites such as the RR Donnelley (north plant) site, the old hospital and Midstates<br />
change in the nature <strong>of</strong> their use, additional steps will be needed to look at redevelopment and<br />
new growth and how the <strong>City</strong> will maintain its character so that the recreation and environmental<br />
amenities and cultural areas that make it attractive are not changed and impacted. The following<br />
goal is intended to implement the programs necessary for the <strong>City</strong> to maintain its character.<br />
GOAL 2: Establish a defined image for the <strong>City</strong> through the encouragement <strong>of</strong> a higher quality<br />
<strong>of</strong> development by creating various design standards, review procedures and programs<br />
to ensure the <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong> is as aesthetically pleasing as it is economically<br />
sound.<br />
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PoLiCieS<br />
Policy 2.1 Create an aesthetically appealing image for the <strong>City</strong><br />
The <strong>City</strong> has marketed a specific image through its campaign to attract<br />
residents and businesses. To maintain that image the <strong>City</strong> should pay<br />
particular attention to the aesthetic appeal <strong>of</strong> the following areas:<br />
corridors, gateways, the historic downtown, Commerce Park and<br />
regional commercial areas. This will require the <strong>City</strong> to adopt higher<br />
design standards for new development and redevelopment. The <strong>City</strong><br />
should use both a design guidelines booklet and design standards as<br />
an adopted part <strong>of</strong> its ordinances to create a functional and visually<br />
integrated <strong>City</strong>. In return, the <strong>City</strong> can expect to be better positioned<br />
to retain and attract a higher quality and type <strong>of</strong> business.<br />
Policy 2.2 Implement a system <strong>of</strong> design review<br />
In order to ensure that new development and redevelopment adhere<br />
to the <strong>City</strong>’s image and vision <strong>of</strong> certain land use areas, the <strong>City</strong> should<br />
create a design review committee to review and critique proposed<br />
developments within the areas listed above for the purpose <strong>of</strong> ensuring<br />
that the community’s design standards are being complied with.<br />
Policy 2.3 Maintain and, when necessary, enhance the natural aesthetic<br />
qualities <strong>of</strong> the <strong>City</strong><br />
The <strong>City</strong> has tremendous natural areas including Sugar Creek Corridor<br />
and abundant tree groves in the northwest corner <strong>of</strong> the <strong>City</strong>. In<br />
addition to creating and implementing a number <strong>of</strong> standards and<br />
regulations for design and aesthetics in various areas throughout the<br />
community, the <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong> should ensure these areas are<br />
protected and enhanced through updated standards in zoning.<br />
Policy 2.4 Encourage new tree plantings<br />
ACTion STePS<br />
The <strong>City</strong> should encourage new tree plantings and the preservation<br />
<strong>of</strong> existing trees to preserve and create natural areas in and around<br />
the <strong>City</strong>. Standards should be updated in the zoning ordinance.<br />
Action 2.1 Develop corridor plans for the enhancement <strong>of</strong> identified<br />
corridors<br />
The <strong>City</strong>’s major corridors contribute to the image <strong>of</strong> the <strong>City</strong> and<br />
thus set the tone for development. The <strong>City</strong> should develop a plan<br />
to maintain the land use character and the appearance <strong>of</strong> its corridors<br />
and gateways through unified landscaping, signage and street<br />
lighting improvements, for example. These improvements should be<br />
targeted for US 231, SR 47, West Wabash Avenue, Elston Grove Historic
Goals, Policies, & Action Steps<br />
Neighborhood, US 136 and SR 32. These improvements would have to be a public and<br />
private partnership.<br />
Action 2.2 Create gateways into the <strong>City</strong><br />
It is recommended that the <strong>City</strong> establish gateways at the I-74 and US 231 interchange,<br />
at the entrances to the historic downtown core, and at the US 231 and US 32 interchange<br />
to create a sense <strong>of</strong> place: a sense <strong>of</strong> arrival/departure. Eventually, the <strong>City</strong><br />
may wish to establish a gateway at SR 47 and I-74 and SR 32 and I-74. See Chapter 5,<br />
Implementation, for more detailed recommendations. Design plans should address<br />
landscaping, signage, and street lighting in order to promote the <strong>City</strong>’s identity and<br />
desired image. It should be noted that some <strong>of</strong> the community’s gateways will need<br />
to be coordinated with the Indiana Department <strong>of</strong> Transportation (INDOT).<br />
Action 2.3 Establish architectural design standards for targeted areas <strong>of</strong> growth<br />
It is recommended that the <strong>City</strong> create and implement architectural design standards<br />
for the future growth <strong>of</strong> Commerce Park, community and commercial areas<br />
on South US 231 and infill development within the downtown.<br />
Action 2.4 Establish streetscape standards for targeted areas <strong>of</strong> growth<br />
It is recommended that the <strong>City</strong> develop and implement streetscape standards for<br />
US 231 and from I-74 to the southern entrance to the community. Each <strong>of</strong> these sections<br />
will likely have different streetscape treatments. Additionally, portions <strong>of</strong> US<br />
136 in the downtown should also have a defined streetscape treatment.<br />
Action 2.5 Create a special historic zoning district<br />
It is recommended that the <strong>City</strong> create, and incorporate into the <strong>Crawfordsville</strong><br />
zoning ordinance a special historic zoning district for the downtown for the purpose<br />
<strong>of</strong> preserving and enhancing the inherent qualities <strong>of</strong> the historic downtown core.<br />
A special historic zoning district would provide additional guidelines and standards<br />
to ensure that development occurring in the district is consistent with the area’s<br />
historic character in terms <strong>of</strong> setback, bulk, architecture, and site layout. Pedestrian<br />
circulation and parking are generally significant components <strong>of</strong> a historic zoning<br />
district, and they would be essential elements downtown. Signage, urban design<br />
elements and architectural materials are other considerations that can be included<br />
to protect the character <strong>of</strong> the district.<br />
Action 2.6 Update marketing materials to showcase the <strong>City</strong>’s physical design and<br />
beautification efforts<br />
It is recommended that, as physical improvements are made throughout the community,<br />
the <strong>City</strong> update its marketing and promotional materials by replacing the<br />
conceptual ideas that have been generated by this comprehensive planning process<br />
with actual images and examples <strong>of</strong> such design and beautification efforts taking<br />
place throughout the community.<br />
Action 2.7 Create programs to maintain enhancements throughout the community<br />
It is recommended that the <strong>City</strong> organize community volunteers for regular main-<br />
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tenance <strong>of</strong> the community’s beautification efforts, including but not<br />
limited to adopting street, median, or sidewalk programs. Some communities<br />
have created a beautification committee as a subcommittee<br />
<strong>of</strong> their <strong>Plan</strong> Commission to solicit volunteers from the Boy Scouts,<br />
Girl Scouts, the Boys and Girls club, schools, recreational teams, etc., to<br />
adopt areas in the community.<br />
Action 2.8 Update the <strong>City</strong>’s landscape ordinance<br />
It is recommended that the <strong>City</strong> update and adopt a city-wide landscape<br />
ordinance that enhances the beautification <strong>of</strong> the <strong>City</strong> by<br />
addressing plantings, design features, maintenance and upkeep.<br />
Action 2.9 Create a wayfinding system in the community<br />
It is recommended that the <strong>City</strong> create a wayfinding system, particularly<br />
for the downtown, for the purpose <strong>of</strong> providing ease <strong>of</strong> mobility<br />
from the interchange to downtown and back again. The wayfinding<br />
system should be linked into the cultural trail design recommended<br />
along Wabash Avenue through the Elston Grove Historic Neighborhood.<br />
Action 2.10 Minimize land use conflicts<br />
In order to minimize land use conflicts between non-residential areas<br />
and residential areas, it is recommended that the <strong>City</strong> include standards<br />
and regulations within the zoning ordinance that provide for<br />
the adequate buffering and design features regarding placement <strong>of</strong><br />
parking, loading docks and lighting.<br />
Action 2.11 Create a tree preservation ordinance<br />
Cities <strong>of</strong>ten use the protection <strong>of</strong> existing trees to enhance the aesthetic<br />
value and quality <strong>of</strong> life <strong>of</strong> their community. It is therefore<br />
recommended that the <strong>City</strong> include the creation <strong>of</strong> a tree preservation<br />
section in the <strong>City</strong>’s landscaping ordinance. The tree preservation<br />
section should require an inventory <strong>of</strong> significant trees, along<br />
the street and on-site. It should also contain standards for preserving<br />
viable trees, or if trees are unable to be preserved, standards for<br />
replacing trees based on a predetermined ratio. This section should<br />
address the downtown area specifically as it has noticeably different<br />
constraints from the overall community.<br />
Action 2.12 Require green space/open space in new development<br />
As new development continues to build out in the <strong>City</strong>, green space<br />
and open space will become a prime commodity. It is recommended<br />
that the <strong>City</strong> require ten to fifteen percent <strong>of</strong> open/green space, either<br />
active or passive, in all new subdivisions.
Goals, Policies, & Action Steps<br />
Land use development<br />
As the <strong>City</strong> continues to develop, challenges associated with the need to balance the protection <strong>of</strong><br />
the community’s natural features and the community’s need for growth and development will arise.<br />
<strong>Crawfordsville</strong>’s environmental assets, including Sugar Creek and the old brickyard area, are important<br />
to the community’s overall quality <strong>of</strong> life, as are the number and types <strong>of</strong> community facilities.<br />
Community facilities such as parks, recreational areas and community focal points play a vital role<br />
in the maintenance <strong>of</strong> the traditional community design. To wit, it becomes imperative that all future<br />
residents have access to the same type and quality <strong>of</strong> facility as existing residents in order to<br />
preserve the traditional community. The <strong>City</strong> should therefore see to it that existing facilities are<br />
maintained as new ones are added. Both private and public entities should provide all levels <strong>of</strong> park,<br />
recreation and trail facilities throughout the community to help promote vibrant neighborhoods<br />
while preserving the traditional community design.<br />
The following goal, policies and action steps will allow for and encourage growth and development<br />
while capitalizing on the community’s environmental assets and community facilities by incorporating<br />
them into future development efforts to ensure that they are able to be enjoyed by future<br />
generations.<br />
Goal 3: Preserve the existing community core and provide for innovative land use development<br />
techniques for new subdivisions, infill development, and opportunities for new<br />
development and redevelopment in order to realize the <strong>City</strong>’s vision for its future.<br />
PoLiCieS<br />
Policy 3.1 Remain consistent with both the comprehensive plan and the future land use<br />
map for the <strong>City</strong><br />
When members <strong>of</strong> the <strong>City</strong> Council, <strong>Plan</strong> Commission or <strong>City</strong> staff review proposed<br />
developments, they should ensure that the proposed development is consistent<br />
with both the type and nature <strong>of</strong> development desired by the community. If an<br />
area’s character has changed the <strong>City</strong> should amend the Future Land Use Map to<br />
reflect the change in the character.<br />
Policy 3.2 Ensure that the future growth <strong>of</strong> the community is both desirable and fiscally<br />
sound<br />
The core <strong>of</strong> the <strong>City</strong>’s development has remained relatively compact in nature,<br />
because <strong>of</strong> natural and man made boundaries such as Sugar Creek and I-74. Some<br />
new development has begun to spread out from this core, west and south, <strong>of</strong> the<br />
<strong>City</strong>. Nonetheless, the <strong>City</strong> should encourage new development to remain compact.<br />
This is accomplished by limiting the extension <strong>of</strong> public utilities and services, and by<br />
adhering to the <strong>City</strong>’s annexation strategy.<br />
Policy 3.3 Promote infill development and redevelopment<br />
There are several areas within downtown <strong>Crawfordsville</strong> that are under utilized or<br />
vacant. Therefore, the <strong>City</strong> should establish incentives and policies for infill development<br />
and redevelopment <strong>of</strong> under utilized, abandoned or vacant parcels. The feasi-<br />
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bility <strong>of</strong> redeveloping such areas should be exhausted prior to approving<br />
development outside <strong>of</strong> the <strong>City</strong>’s core. Areas <strong>of</strong> initial concern<br />
include areas along SR 32 and US 231, the old hospital and Midstates.<br />
Policy 3.4 Manage the quantity, quality and location <strong>of</strong> growth both in and<br />
around the incorporated limits <strong>of</strong> the <strong>City</strong><br />
The <strong>City</strong> should provide incentives such as density bonuses, paving <strong>of</strong><br />
trails, and fast track development opportunities. In addition, the <strong>City</strong><br />
should market the presence <strong>of</strong> existing infrastructure at key development<br />
areas in order to entice businesses to locate in these areas.<br />
Policy 3.5 Limit residential conversions<br />
The character <strong>of</strong> the <strong>City</strong> has been established in part because <strong>of</strong> the<br />
separation <strong>of</strong> land uses. This is especially true for the land uses that<br />
front US 231 and SR 47. The area between the St. Clare Medical Center<br />
and I-74 to the north has seen development in the form <strong>of</strong> retail and<br />
<strong>of</strong>fice uses. Downtown <strong>Crawfordsville</strong> has a distinct presence <strong>of</strong> local<br />
business and <strong>of</strong>fice uses. The area south <strong>of</strong> the <strong>City</strong> along SR 47 and<br />
CR 150 South has seen development in the form <strong>of</strong> commercial and<br />
big box retail uses. In between these areas are the various neighborhoods<br />
that make up the remainder <strong>of</strong> the <strong>City</strong>. By separating the<br />
different commercial and employment areas <strong>of</strong> the community, the<br />
<strong>City</strong> is better able to protect and enhance its identity. The <strong>City</strong> should<br />
support and create regulations that limit the conversion <strong>of</strong> the residential<br />
areas in order to maintain the separation between its otherwise<br />
distinct commercial and employment areas.<br />
Policy 3.6 Protect environmentally sensitive areas<br />
The <strong>City</strong> should protect and enhance the environmentally sensitive<br />
areas in and around the <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong>. This includes, but is<br />
not limited to Sugar Creek and the significant groves <strong>of</strong> trees located<br />
in the old Brickyard area <strong>of</strong> Commerce Park. Development proposals<br />
for land within the community’s environmentally sensitive areas<br />
should be made subject to additional site development plan review<br />
procedures.<br />
Policy 3.7 Greater inter-jurisdictional cooperation<br />
The <strong>City</strong> should work with Montgomery County government to<br />
foster greater inter-jurisdictional cooperation regarding growth and<br />
redevelopment. While the <strong>City</strong> is able to manage its two mile extrajurisdictional<br />
area, coordination on the part <strong>of</strong> transportation decisions,<br />
by nature, will continue to be a function <strong>of</strong> county and state<br />
governments. Therefore, the <strong>City</strong> should coordinate with the County<br />
and the Indiana Department <strong>of</strong> Transportation (INDOT) to ensure<br />
continuity <strong>of</strong> future land uses.
Goals, Policies, & Action Steps<br />
Policy 3.8 Ensure access to community facilities<br />
The <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong> should ensure access, especially for new residents, to the<br />
various community facilities. New developments should be reviewed to ensure that<br />
they incorporate such elements as parks, trails and sidewalks to the end that both<br />
existing and future residents continue to have adequate access to community facilities.<br />
Policy 3.9 Establish new open spaces and trail connections<br />
Open spaces and connections to the <strong>City</strong>’s natural areas are key contributors to the<br />
<strong>City</strong>’s economic viability. The <strong>City</strong> should establish new open spaces and create connections<br />
to existing natural areas. The future land use plan should be used as guideline<br />
for the location <strong>of</strong> the <strong>City</strong>’s open space and trail system.<br />
Policy 3.10 Identify existing and future park needs<br />
The <strong>City</strong>’s staff should work with representatives <strong>of</strong> the Parks Department, the<br />
Redevelopment Commission, and the <strong>Plan</strong> Commission to identify future park and<br />
recreation needs and identify areas within the <strong>City</strong> which may be underserved. In<br />
addition, the <strong>City</strong> should determine a method by which to monitor its population<br />
growth to ensure that the <strong>City</strong>’s park and recreation services and facilities keep pace<br />
with new development.<br />
Policy 3.11 Preserve the historic character <strong>of</strong> the downtown<br />
Downtown <strong>Crawfordsville</strong> has a distinct historic character that adds to the community’s<br />
charm. It is therefore recommended that the <strong>City</strong> preserve the historic<br />
character by establishing a special historic downtown zoning district that also<br />
incorporates the surrounding residential areas. The district should promote and<br />
accommodate compatible infill development.<br />
Policy 3.12 Promote the use <strong>of</strong> historic districts<br />
ACTion STePS<br />
To protect existing historically significant structures, the <strong>City</strong> should promote the<br />
use <strong>of</strong> historic districts and historic preservation as a means <strong>of</strong> protecting <strong>Crawfordsville</strong>’s<br />
architectural and historical culture.<br />
Action 3.1 Review annexation policy<br />
As part <strong>of</strong> this plan, the <strong>City</strong> has created an annexation policy. It is recommended<br />
that the <strong>City</strong> review its annexation policy, at a minimum every 4 years, to ensure<br />
that it remains consistent with changing community conditions. This includes the<br />
<strong>City</strong>’s desired level <strong>of</strong> growth, its sewer and water capacities, and to remain fiscally<br />
responsible.<br />
Action 3.2 Identify policies for zoning <strong>of</strong> annexed areas<br />
It is recommended that the <strong>City</strong> create regulations that specify how areas outside<br />
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the <strong>City</strong> limits should be zoned following annexation into the <strong>City</strong>.<br />
Said regulations should be included in the <strong>City</strong>’s zoning ordinance.<br />
This action step should be consistent with Action 3.1 above.<br />
Action 3.3 Create a public utilities and services extension/expansion<br />
policy<br />
The <strong>City</strong>’s infrastructure and public services serve as an important<br />
growth management tool with respect to the location <strong>of</strong> new development.<br />
It is imperative that the <strong>City</strong> extend and expand its infrastructure<br />
in a manner that is responsive to the <strong>City</strong>’s short- and longterm<br />
budget constraints. It is recommended that the <strong>City</strong> discourage<br />
the unjustified extension <strong>of</strong> public utilities and services to remote<br />
or isolated areas. It is further recommended that the <strong>City</strong> entertain<br />
infrastructure improvements in areas where development is desirable<br />
and advantageous to the community as a whole.<br />
Action 3.4 Create a Capital Improvements <strong>Plan</strong><br />
In order to ensure that the <strong>City</strong> continues to be fiscally sound regarding<br />
its capital improvement projects, the <strong>City</strong> should create a Capital<br />
Improvements <strong>Plan</strong> (CIP). Capital Improvement <strong>Plan</strong>s have proven to<br />
be extremely valuable tools in the annual budgeting process undertaken<br />
by any municipality. Therefore, it is also recommended that the<br />
CIP contain a section which provides for annual updates to the plan<br />
itself.<br />
Action 3.5 Update the zoning and subdivision regulations to provide for land<br />
use development incentives that advance the intentions <strong>of</strong> this<br />
<strong>Plan</strong><br />
It is recommended that the <strong>City</strong> update its zoning and subdivision<br />
regulations to accommodate mixed-use developments and the<br />
adaptive reuse <strong>of</strong> buildings, specifically within the downtown. It is<br />
further recommended that the <strong>City</strong>’s zoning ordinance be updated to<br />
include incentives such as shared parking, density bonuses, decreased<br />
setbacks, narrower roads, and increased height. This will further<br />
promote infill development and decrease the number <strong>of</strong> underutilized,<br />
abandoned or vacant buildings and lots.<br />
Action 3.6 Update the <strong>City</strong>’s development review criteria<br />
It is recommended that the <strong>City</strong> update its review procedures and<br />
establish criterion that a petitioner must meet as a condition <strong>of</strong> site<br />
development plan approval. Said criterion should reflect the intentions<br />
set forth in this <strong>Plan</strong>. It is further recommended that the <strong>City</strong><br />
publish documents, including flow charts and checklists, and streamline<br />
the various review processes and procedures.
Goals, Policies, & Action Steps<br />
Action 3.7 Determine ways to manage the growth <strong>of</strong> the Two-Mile Fringe Area<br />
It is recommended that the <strong>City</strong> review and then determine whether or not to<br />
create a township joinder for the purpose <strong>of</strong> managing the land uses <strong>of</strong> its two-mile<br />
extra-jurisdictional area. The <strong>City</strong> could also review and make a determination on<br />
extending the township joinder to include the entire township. In the event that<br />
a township joinder is not feasible, the <strong>City</strong> should, at a minimum, establish zoning<br />
districts for those areas within its two-mile fringe area.<br />
Action 3.8 Create and implement a Neighborhood Assessment Strategy<br />
It is recommended that the <strong>City</strong> create and implement a neighborhood assessment<br />
strategy for the purpose <strong>of</strong> identifying neighborhoods where destabilization is<br />
occurring. It is further recommended that, during the assessment <strong>of</strong> each neighborhood,<br />
the <strong>City</strong> conduct a housing conditions survey in areas where destabilization<br />
is evident.<br />
Action 3.9 Limit residential conversions to protect neighborhoods along the <strong>City</strong>’s primary<br />
corridor<br />
It is recommended that the <strong>City</strong> update its zoning ordinance to control the frequency<br />
<strong>of</strong> the conversion <strong>of</strong> residential uses to commercial uses and protect the<br />
integrity <strong>of</strong> the <strong>City</strong>’s neighborhoods. Initial areas <strong>of</strong> concern include residences<br />
along US 231 and US 136.<br />
Action 3.10 Create and enforce housing/property maintenance codes<br />
It is recommended that the <strong>City</strong> create, adopt and then enforce housing and property<br />
maintenance codes for the purpose <strong>of</strong> protecting <strong>Crawfordsville</strong>’s desirability<br />
as a place to live, work, and play.<br />
Action 3.11 Provide for alternative modes <strong>of</strong> transportation, culture, and the protection <strong>of</strong><br />
environmental resources through the development <strong>of</strong> a community-wide trail<br />
system<br />
It is recommended that the <strong>City</strong> extend and expand its trail system into a downtown<br />
cultural trail and regional greenway system connecting the various residential<br />
areas with commercial areas, schools, parks and other such community destinations.<br />
In addition, the <strong>City</strong> should attempt to incorporate cultural amenities into<br />
the trail’s design, and to emphasize the protection <strong>of</strong> the environmental resources<br />
adjacent to the Commerce Park area.<br />
Action 3.12 Provide additional park and recreation opportunities throughout the<br />
community<br />
In addition to the trail system, it is recommended that the <strong>City</strong> also create a sidewalk<br />
maintenance program for the purpose <strong>of</strong> maintaining pedestrian connections<br />
within the community. It is also recommended that the <strong>City</strong> expand upon its<br />
number <strong>of</strong> festival opportunities and include such things as concerts in the park.<br />
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3-15 Chapter 3<br />
Action 3.13 Encourage and provide for infill development<br />
It is recommended that the <strong>City</strong> write and release to developers a<br />
Request for Proposal (RFP) for the redevelopment <strong>of</strong> vacant sites<br />
throughout the community, especially for areas in Commerce Park.<br />
Additionally, the <strong>City</strong> should update its zoning ordinance so as to<br />
remove standards and regulations which might otherwise hinder<br />
infill development.<br />
Action 3.14 Implement the 2005 5-Year Parks and Recreation Master <strong>Plan</strong><br />
With all <strong>of</strong> the existing and proposed park and recreation facilities<br />
incorporated into this <strong>Comprehensive</strong> <strong>Plan</strong>, it is recommended that<br />
the <strong>City</strong>’s planning staff work with the <strong>City</strong>’s Parks and Recreation<br />
Department to implement the 2005 Five-year Parks and Recreation<br />
Master <strong>Plan</strong>. The 5-year Parks and Recreation <strong>Plan</strong> should be considered<br />
a part <strong>of</strong> this <strong>Comprehensive</strong> <strong>Plan</strong> in that it too should be consulted<br />
during the site development review process.<br />
Action 3.15 Extend the Sugar Creek Trail North into Commerce Park<br />
Transportation<br />
It is recommended that the <strong>City</strong> create a trail plan in its five-year parks<br />
and recreation plan that further designates and designs the extension<br />
<strong>of</strong> the Sugar Creek Trail to the north. The trail section should<br />
include trail head designs and connections to the community’s existing<br />
and future paths and trails.<br />
The <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong> is responsible for maintaining and upgrading its transportation<br />
system including, but not limited to, its thoroughfares and sidewalks. One <strong>of</strong><br />
the greatest challenges the <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong> will face in the future is ensuring<br />
that the community’s existing transportation system continues to be maintained<br />
and enhanced. This is <strong>of</strong>ten done with relatively limited resources. The following goal<br />
and policies are intended to help the <strong>City</strong> plan for improvements and future growth<br />
with respect to its transportation system.<br />
Goal 4: Provide a safe and efficient transportation network.<br />
PoLiCieS<br />
Policy 4.1 Limit the visual impact <strong>of</strong> parking lots<br />
The <strong>City</strong> should minimize the impact <strong>of</strong> parking along US 231, SR 47,<br />
US Hwy 136 and within Commerce Park and the downtown. This is<br />
<strong>of</strong>ten accomplished by requiring that properties landscape either<br />
the perimeter or interior <strong>of</strong> each parking lot, or both. It can also be<br />
accomplished by regulating that parking lots be located behind buildings<br />
if feasible. The <strong>City</strong> can also provide for opportunities in which<br />
businesses can share parking.
Goals, Policies, & Action Steps<br />
Policy 4.2 Require continuity <strong>of</strong> streets in subdivisions<br />
It is recommended that the <strong>City</strong> promote a traditional grid street pattern for all<br />
redevelopment. At a minimum, the <strong>City</strong> should require continuity <strong>of</strong> existing arterial<br />
and collector streets within new subdivisions should the traditional grid street<br />
pattern not be feasible for the entire development.<br />
Policy 4.3 Require adequate right-<strong>of</strong>-way in new developments<br />
Certain streets within the <strong>City</strong> are in need <strong>of</strong> upgrades and/or widening. This<br />
process will be hindered in areas where the <strong>City</strong> will have to acquire adequate right<strong>of</strong>-way<br />
prior to making these improvements. It is therefore recommended that the<br />
<strong>City</strong> require the dedication <strong>of</strong> adequate right-<strong>of</strong> way in all new developments for<br />
future extensions <strong>of</strong> the street system. Future extensions to the <strong>City</strong>’s thoroughfare<br />
systems should be in conformance with the <strong>City</strong>’s Subdivision Control Ordinance.<br />
Policy 4.4 Promote continuity between residential and downtown employment areas<br />
It is recommended that the <strong>City</strong> ensure that new development provides “continuity”<br />
between the <strong>City</strong>’s existing and new residential and employment areas by implementing<br />
a sidewalk ordinance. It is further recommended that the <strong>City</strong> create and<br />
implement as sidewalk maintenance program.<br />
Policy 4.5 Discourage driveways fronting arterial and collector streets<br />
Congestion occurs when new development is added without the careful consideration<br />
<strong>of</strong> the number <strong>of</strong> curb cuts associated with new development. The <strong>City</strong> should<br />
discourage driveways in low-density residential developments along arterial and<br />
collector streets and encourage the use <strong>of</strong> shared access roadways.<br />
Policy 4.6 Promote access from commercial development to neighborhoods<br />
Residents should be provided pedestrian access to commercial areas in order to<br />
maintain the <strong>City</strong>’s current quality <strong>of</strong> life. The <strong>City</strong> should provide pedestrian access<br />
to nearby neighborhoods by requiring that sidewalks be incorporated into the<br />
design <strong>of</strong> new commercial developments. In order to be effective, sidewalks within<br />
commercial areas should be required to connect to any nearby pedestrian facility.<br />
Policy 4.7 Provide access management for major corridors<br />
It is recommended that the <strong>City</strong> limit curb cuts along US 231, US 136, US 32 and US<br />
47 for two primary reasons. First to limit the potential for traffic congestion upon<br />
build out. Second to create a better planned and more aesthetically pleasing experience<br />
for residents and visitors to the community. In limiting the number <strong>of</strong> curb<br />
cuts, the <strong>City</strong> will need to allow shared driveways wherever feasible.<br />
Policy 4.8 Develop a Cultural Trail within the downtown<br />
The Downtown Cultural Trail is an important connection that will run through the<br />
center <strong>of</strong> the <strong>City</strong> and the heart <strong>of</strong> the downtown. The <strong>City</strong> should differentiate this<br />
section <strong>of</strong> the overall trail system by incorporating any number <strong>of</strong> cultural elements<br />
such as signage, pavement markings, banners and informational placards.<br />
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Policy 4.9 Use trails to link the <strong>City</strong>’s neighborhoods to the downtown<br />
Residents <strong>of</strong> the <strong>Crawfordsville</strong> community should have safe and reliable<br />
access between their neighborhoods and the downtown. Therefore,<br />
it is recommended that the <strong>City</strong> use sidewalks and on- and <strong>of</strong>fstreet<br />
trails to link the downtown to adjoining neighborhoods. It is<br />
further recommended that new development be required to connect<br />
to and extend the <strong>City</strong>’s pedestrian network.<br />
Policy 4.10 Use trails and paths to connect the entire community<br />
ACTion STePS<br />
Action 4.1 Pursue grants<br />
The <strong>City</strong> should ensure that trails, pathways and sidewalks connect<br />
all <strong>of</strong> the neighborhoods with the commercial and employment areas<br />
<strong>of</strong> the <strong>City</strong>.<br />
It is recommended that the <strong>City</strong> investigate and pursue alternative<br />
funding sources such as transportation enhancement grants for<br />
infrastructure and trail improvements.<br />
Action 4.2 Update street design standards<br />
It is recommended that the <strong>City</strong> update its street classifications, design<br />
standards and right-<strong>of</strong>-way standards <strong>of</strong> its subdivision control ordinance<br />
to reflect the changes to the Future Thoroughfare <strong>Plan</strong>.<br />
Action 4.3 Require sidewalks in all subdivisions<br />
Require that all new subdivisions have sidewalks located on at least<br />
one side <strong>of</strong> the road. It is recommended that sidewalks be provided<br />
on both sides.<br />
Action 4.4 Design attractive streetscape designs<br />
There are significant streets within the <strong>City</strong> that should be enhanced.<br />
Designing and creating attractive streetscape designs are important<br />
to the character <strong>of</strong> the <strong>City</strong> and should therefore be incorporated into<br />
the <strong>City</strong>’s zoning and subdivision control ordinances.<br />
Action 4.5 Incorporate traffic impact studies into the Subdivision Control<br />
Ordinance<br />
New growth and development will continue to add congestion and<br />
put a strain on the <strong>City</strong> streets. The <strong>City</strong> should update its subdivision<br />
control ordinance to require certain sized development to conduct<br />
traffic impact studies for review by <strong>City</strong> staff and the <strong>Plan</strong> Commission<br />
in assessing new development.
Goals, Policies & Action Steps<br />
Action 4.6 Require new connections to subdivisions<br />
The <strong>City</strong>’s ability to connect residents with shopping, business and public facilities<br />
is one <strong>of</strong> the key components in this <strong>Comprehensive</strong> <strong>Plan</strong>. It is recommended that<br />
new development be connected to existing development and that new development<br />
provide for future motorized and non-motorized connections. This can be<br />
accomplished by updating both the zoning and subdivision control ordinances to<br />
include standards that ensure transportation connectivity between and within<br />
developments such as road, sidewalk, trail, greenway and bicycle path connections.<br />
Action 4.7 Inventory existing sidewalks<br />
neighborhoods<br />
It is recommended that the <strong>City</strong> create and maintain an inventory <strong>of</strong> sidewalks and<br />
trails throughout the community, including their existing conditions to reference<br />
when reviewing developments and updating transportation and infrastructure<br />
improvement plans.<br />
Neighborhoods are the backbone <strong>of</strong> any community. As new development continues at the outer<br />
edges <strong>of</strong> the <strong>City</strong>, the <strong>City</strong> may have difficulty with maintaining existing older neighborhoods and<br />
ensuring connectivity between new neighborhoods and older ones. The goal and policies <strong>of</strong> neighborhoods<br />
is to ensure that they remain the focal point <strong>of</strong> the <strong>City</strong> and to implement actions that will<br />
keep them vibrant.<br />
Goal 5: Create and preserve healthy, vital neighborhoods that serve as a focal point within<br />
the <strong>City</strong>.<br />
PoLiCieS<br />
Policy 5.1 Limit residential conversions in neighborhoods<br />
Encroachments <strong>of</strong> non-residential uses into residential neighborhoods can deteriorate<br />
and erode neighborhoods. The <strong>City</strong> should protect residential areas from<br />
conversion into businesses, commercial areas and industrial uses and provide landscaped<br />
buffer areas to eliminate land use adjacency impacts.<br />
Policy 5.2 Increase neighborhood connections<br />
New contemporary designed neighborhoods have a tendency to lack connectivity<br />
to existing neighborhoods that were developed in a grid pattern. The <strong>City</strong> should<br />
explore ways to improve pedestrian and automobile linkages among neighborhoods<br />
to interconnect neighborhoods and provide connections to commercial<br />
areas, schools, churches, parks, etc.<br />
Policy 5.3 Protect and preserve neighborhoods<br />
The neighborhoods are the fundamental building blocks <strong>of</strong> the <strong>City</strong>. The <strong>City</strong> should<br />
promote neighborhoods as the focus <strong>of</strong> the community for future planning and<br />
programming activities.<br />
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Policy 5.4 New, redevelopment and infill development should maintain<br />
existing character<br />
ACTion STePS<br />
New and infill development and redevelopment <strong>of</strong> residential neighborhoods<br />
can have a significant impact on the character <strong>of</strong> the <strong>City</strong>.<br />
The <strong>City</strong> should encourage infill, redevelopment and new housing to<br />
be complementary to the scale and character <strong>of</strong> existing, surrounding<br />
residential uses.<br />
Action 5.1 Create a neighborhood identification map<br />
The <strong>City</strong> should create a neighborhood identification map that<br />
defines individual neighborhoods. The <strong>City</strong> can utilize the future<br />
development plan map as a starting point. This information could<br />
be mapped on the geographic information mapping system that can<br />
then be used to analyze and monitor the conditions <strong>of</strong> neighborhoods<br />
to target specific neighborhoods needing improvements.<br />
Action 5.2 Complete an assessment <strong>of</strong> each neighborhood<br />
The <strong>City</strong> should identify older, traditional neighborhood areas and<br />
create a plan for each defined neighborhood. The plan should include<br />
utility and service improvements, housing improvement projects,<br />
street and sidewalk improvements, parks, tree planting and any other<br />
type <strong>of</strong> project appropriate to the area. Such systematic planning will<br />
also help to establish improvement priorities within that specific area,<br />
rather than on a <strong>City</strong>-wide basis. As one <strong>of</strong> the annual review items,<br />
the <strong>Plan</strong> Commission should survey the entire <strong>City</strong> for neighborhood<br />
conditions that should be targeted in the following year.<br />
Action 5.3 Prepare neighborhood plans<br />
The <strong>City</strong> should prepare neighborhood plans for neighborhoods that<br />
are in transition or that need extra attention due to their deteriorating<br />
condition. An initial area <strong>of</strong> concern includes the area around<br />
the old hospital. Residents <strong>of</strong> the affected neighborhood should be<br />
involved as key stakeholders in the planning process. While a neighborhood<br />
plan will <strong>of</strong>ten mirror that <strong>of</strong> the community-wide comprehensive<br />
plan, it should provide more detail and direction specific to<br />
an individual neighborhood than is otherwise necessary or appropriate<br />
for a comprehensive planning process.<br />
Action 5.4 Adopt neighborhood design standards<br />
The deterioration <strong>of</strong> older, more established neighborhoods can<br />
occur when new residential infill design is incompatible with the<br />
scale, density and character <strong>of</strong> existing neighborhoods. By incorporating<br />
neighborhood design standards within the zoning ordinance,<br />
the existing character <strong>of</strong> neighborhoods can be better maintained. It
also prevents new developments and additions to existing structures that would<br />
otherwise be incompatible with the neighborhood.<br />
Action 5.5 Establish residential design standards<br />
The <strong>City</strong> needs to establish residential design requirements that focus on infill<br />
development in existing neighborhoods. The intent <strong>of</strong> these regulations would be<br />
to ensure that building designs are compatible with the character <strong>of</strong> each neighborhood<br />
in terms <strong>of</strong> scale, mass, building patterns, and facade articulation. Design elements<br />
<strong>of</strong> prevalent neighborhood architectural styles and regulations that ensure<br />
that accessory buildings are compatible with the principal structure should also be<br />
included. This will allow for modern design and the interpretation <strong>of</strong> architectural<br />
styles throughout each neighborhood.<br />
Action 5.6 Increase housing and property maintenance code enforcement<br />
While enforcement <strong>of</strong> zoning is an on-going process, more attention should be provided<br />
to code enforcement in existing neighborhoods. Typically, enforcement would<br />
target rental properties, as they are more susceptible to enforcement violations. All<br />
properties should abide by minimum standards. Therefore, stepping up housing and<br />
property maintenance enforcement will involve the evaluation <strong>of</strong> existing codes to<br />
determine necessary revisions. Furthermore, additional staff would be necessary to<br />
increase enforcement efforts.<br />
Action 5.7 Review <strong>of</strong> Lot Division/Combination Requirements<br />
housing<br />
Lot size compatibility with existing neighborhood standards can be incorporated<br />
into the zoning ordinance. Procedures outlining the compatibility determination<br />
process will ensure that lot divisions do not create incompatible building sites.<br />
Each neighborhood is comprised <strong>of</strong> a series <strong>of</strong> houses. The <strong>City</strong> strives to provide a diversity <strong>of</strong> high<br />
quality housing types and prices so that every resident in the <strong>City</strong> can move up as their economic<br />
and family status changes. In order for <strong>Crawfordsville</strong> to keep its existing neighborhoods strong<br />
while new neighborhoods continue to emerge, a focus on maintaining existing, older structures is<br />
needed. The goal and policies promote strong, diverse housing and establish action steps to maintain<br />
the existing stock and ensure that new housing is <strong>of</strong> high design and building quality.<br />
Goal 6: Encourage a diverse mixture <strong>of</strong> well-constructed housing that serves all populations<br />
in <strong>Crawfordsville</strong>.<br />
PoLiCieS<br />
Goals, Policies & Action Steps<br />
Policy 6.1 Provide for a mixture <strong>of</strong> housing types<br />
The <strong>City</strong> has a desire to provide a variety <strong>of</strong> housing styles within subdivisions. The<br />
<strong>City</strong> should ensure that there is a mixture <strong>of</strong> housing types provided for in new<br />
developments to meet the lifestyle needs <strong>of</strong> <strong>Crawfordsville</strong>’s residents.<br />
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Policy 6.2 Encourage multi-family development<br />
Apartments provide certain segments <strong>of</strong> the population housing<br />
opportunities to live in <strong>Crawfordsville</strong>. The <strong>City</strong> should continue<br />
to encourage high quality multi-family development. It should be<br />
located near arterial or collector streets to minimize traffic impact<br />
on local streets, and design standards and policies should be implemented<br />
to attract the quality desired by the <strong>City</strong>.<br />
Policy 6.3 Promote compatibility between residential densities<br />
Even among residential densities, land use conflict can occur. When<br />
reviewing new development, ensure that future residential development<br />
is appropriately arranged to maximize compatibility with<br />
a variety <strong>of</strong> density levels. <strong>Plan</strong>ning community facility locations as<br />
well as the landscaping and buffering surrounding it should also be<br />
considered when addressing residential densities.<br />
Policy 6.4 Maintain active code enforcement<br />
Preserve the existing housing stock through regular, active code<br />
enforcement and preventive maintenance.<br />
Policy 6.5 Promote high quality residential development<br />
The <strong>City</strong> should promote high quality residential development in a<br />
variety <strong>of</strong> types and densities by promoting the use <strong>of</strong> high-quality<br />
building materials, landscaped front yards, adequate setbacks and<br />
appropriate architectural styles for new residential development.<br />
Policy 6.6 Encourage housing in the downtown area<br />
ACTion STePS<br />
Encouraging residential development in the heart <strong>of</strong> the downtown<br />
helps to maintain the area and keep it healthy and vibrant. The <strong>City</strong><br />
should encourage the development <strong>of</strong> additional housing, including<br />
upper-story units and town homes in the downtown area.<br />
Action 6.1 Seek additional funding sources<br />
Seek funding sources such as façade grant programs that assist in the<br />
maintenance and improvement <strong>of</strong> housing conditions and meet the<br />
diversity <strong>of</strong> housing needs in the <strong>City</strong>.<br />
Action 6.2 Update design standards for residential homes<br />
The <strong>City</strong> should review its existing residential design standards<br />
and update them to increase the quality <strong>of</strong> the housing being constructed.
Goals, Policies & Action Steps<br />
Action 6.3 Establish a housing subcommittee<br />
The <strong>City</strong> should establish a housing subcommittee <strong>of</strong> the <strong>Plan</strong> Commission to review<br />
findings <strong>of</strong> the planning and building departments building permits and approved<br />
subdivisions annually. The purpose <strong>of</strong> this subcommittee would be to discuss the<br />
current housing policies, housing mix ratios and owner occupied and vacancy ratios<br />
to ensure they are consistent with the policy direction <strong>of</strong> the <strong>City</strong>.<br />
Action 6.4 Monitor subdivision build-out<br />
As part <strong>of</strong> the <strong>Comprehensive</strong> <strong>Plan</strong> update, the <strong>City</strong> began to compile information<br />
regarding subdivisions. This collection and update <strong>of</strong> the information should continue.<br />
The information collected included the number <strong>of</strong> approved lots, acreage,<br />
remaining lots to be built upon, density, zoning and approval date. The <strong>City</strong> should<br />
maintain this chart to monitor and track housing trends to present to the <strong>Plan</strong><br />
Commission yearly to make policy adjustments.<br />
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<strong>City</strong> <strong>of</strong><br />
<strong>Crawfordsville</strong><br />
I N D I A N A<br />
Chapter 4:<br />
Community<br />
development <strong>Plan</strong><br />
My Town... My STreeT... My neighborhood... My CoMMuniTy
4-1 Chapter 4<br />
inTroduCTion<br />
Chapter 4 is the Community Development <strong>Plan</strong> for the <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong>. The Community<br />
Development <strong>Plan</strong> should guide land use and development within the <strong>City</strong> <strong>of</strong><br />
<strong>Crawfordsville</strong> over the next twenty years. This chapter provides specific guidance in<br />
terms <strong>of</strong> the future growth <strong>of</strong> the <strong>City</strong> in relationship to the <strong>City</strong>’s theme elements: MY<br />
TOWN…MY STREET…MY NEIGHBORHOOD…MY COMMUNITY.<br />
In the fall <strong>of</strong> 2005, a themed framework and a land use concept plan was created and<br />
presented to the Steering Committee based upon the vision, goals and policies discussed<br />
in the previous chapter. The Community Framework can be broken down into<br />
four major elements. “My Town” emphasizes <strong>Crawfordsville</strong>’s existing development<br />
pattern and environmental theme elements. “My Street” focuses on the community’s<br />
thoroughfares and corridors. “My Neighborhood” focuses on the existing, future and<br />
historic neighborhoods as well as mixed use development and neighborhood stabilization<br />
opportunities. “My Community” pulls the elements together and focuses on a<br />
series <strong>of</strong> economic development and aesthetic recommendations. This framework<br />
is depicted in Figure 4-1, <strong>Crawfordsville</strong> Future Land Use Map. This map was further<br />
refined into the Final Future Community Development Map.<br />
The 2030 Future Community Development <strong>Plan</strong> described below was created using<br />
the policies described in the previous chapter to influence future growth, development<br />
and stability <strong>of</strong> the <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong>. The Future Community Development<br />
Map includes a variety <strong>of</strong> land use classifications. The purpose <strong>of</strong> these classifications<br />
is to illustrate the development pattern <strong>of</strong> the <strong>City</strong> in twenty years. It also provides<br />
guidance in terms <strong>of</strong> the desired location <strong>of</strong> specific land uses. The Future Community<br />
Development Map is not a zoning map, but merely a recommendation <strong>of</strong> future land<br />
uses. This map should be referenced during any rezoning process.<br />
Each <strong>of</strong> the land use classifications described below builds upon the conceptual framework<br />
<strong>of</strong> MY TOWN.. MY STREET...MY NEIGHBORHOOD...MY COMMUNITY.<br />
eLeMenT one: My Town<br />
The concept <strong>of</strong> “My Town” focuses on the preservation <strong>of</strong> the Community’s existing<br />
amenities, including its natural features, schools, parks and other civic amenities, for<br />
it is these elements that have shaped past land use development efforts. As is characterized<br />
in Figure 4-2 on page 4-3, Interstate 74 has served as the natural northern<br />
boundary which has, up until now, forced the <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong> to be completely<br />
contained within the area south <strong>of</strong> the interstate. The result is a <strong>City</strong> that is relatively<br />
compact and whose primary focal point and geographic center is the Historic Downtown<br />
Core.<br />
Figure 4-3, My Town Concept <strong>Plan</strong> illustrates several organizing patterns that <strong>Crawfordsville</strong><br />
should continue, based on the existing development patterns and practices<br />
that have been identified for the “My Town” element including:<br />
•<br />
•<br />
•<br />
Pedestrian trails connecting the community<br />
Concentrated Centers <strong>of</strong> Activity, and<br />
Natural features
Figure 4-1: <strong>Crawfordsville</strong> Future Land Use Map<br />
Agriculture<br />
Preservation<br />
Agriculture<br />
Preservation<br />
Future<br />
Residential<br />
Expansion<br />
Agriculture<br />
Preservation<br />
US Hwy 136<br />
Future<br />
Residential<br />
Expansion<br />
Future Residential<br />
Expansion<br />
CR 505<br />
Residential-Agricultural<br />
Transition Area<br />
SR 32<br />
150 South<br />
Agriculture<br />
Preservation<br />
Residential Corridor District<br />
Oak Hill Rd.<br />
Future Location<br />
<strong>of</strong> 4-H<br />
Fairground<br />
CR 100 W<br />
RR<br />
Donnelley<br />
Oak Hill<br />
Cemetery<br />
North<br />
Meredith<br />
Nicholson<br />
Elementary School<br />
W. Wabash Ave.<br />
Caleb Mills<br />
Elementary<br />
School<br />
Proposed on<br />
street trail<br />
expansion<br />
SR 47<br />
Future<br />
Residential<br />
Expansion<br />
Existing<br />
Trailhead<br />
Oak Hill<br />
Cemetery<br />
South<br />
Community Gateway<br />
St. Clare<br />
Medical<br />
Center<br />
<strong>Crawfordsville</strong><br />
High School<br />
TO LAFAYETTE<br />
Historic<br />
Downtown<br />
Core<br />
Elston Grove Historic<br />
Neighborhood<br />
CRAWFORDSVILLE<br />
My Community Map Key<br />
US Hwy 231<br />
Future<br />
Residential<br />
Expansion<br />
Elston<br />
Park<br />
Wabash College<br />
Future<br />
Residential<br />
Expansion<br />
Community<br />
Com.<br />
Oak Hill<br />
Cemetery<br />
US 231<br />
Commerce<br />
Park<br />
North<br />
View<br />
Park<br />
Community Gateway<br />
Downtown<br />
Gateway<br />
Mollie<br />
Hoover<br />
Elementary<br />
School<br />
Downtown Gateway<br />
Historic Corridor District<br />
Laura Hose<br />
Mixed-use Elementary<br />
Redevelopment School<br />
District<br />
Joseph<br />
Tuttle<br />
Middle<br />
School<br />
Commerce Park<br />
Trailhead<br />
County<br />
Jail<br />
Boys &<br />
Girls Club<br />
US Hwy 136<br />
Future Residential<br />
Expansion<br />
Residential-Agricultural<br />
Transition Area<br />
My Town…My Street…My Neighborhood…My Community<br />
Main St.<br />
TO GREENCASTLE<br />
Danville Ave.<br />
Environmental Protection<br />
and Enhancement Area<br />
Mill St.<br />
Regional<br />
Trailhead<br />
Exist.<br />
Industrial<br />
Milligan<br />
Park<br />
South Blvd.<br />
Ladoga Rd.<br />
I-74<br />
Future<br />
Industrial<br />
Expansion<br />
St. Bernard<br />
School<br />
Proposed<br />
Trail<br />
Municipal<br />
Golf<br />
Course<br />
Existing<br />
Industrial<br />
John Beard<br />
Head Start<br />
Program<br />
Elmore Street<br />
Proposed<br />
Industrial<br />
Expansion<br />
New East-West<br />
Corridor<br />
Agriculture<br />
Preservation<br />
Future<br />
Industrial<br />
Expansion<br />
SR 32<br />
Louisville & Nashville Railroad<br />
Goose<br />
Nibble<br />
Park<br />
Proposed Streets<br />
Existing Streets<br />
Residential Spine<br />
Commercial Spine<br />
Historic Spine<br />
Downtown Trail<br />
Trails<br />
<strong>City</strong> Limits<br />
Sugar Creek<br />
150 South<br />
SR 47<br />
US Hwy 136<br />
CR 200 East<br />
Commercial<br />
Historic Downtown<br />
Core<br />
Future Commercial<br />
Industrial<br />
Future Industrial<br />
Low Density<br />
Residential<br />
Medium Density<br />
Residential<br />
Multifamily Residential<br />
Future Residential<br />
Traction Rd.<br />
Agriculture<br />
Preservation<br />
Agriculture<br />
Preservation<br />
Hospitals<br />
Commerce Park<br />
Mixed Use<br />
Development<br />
Neighborhood<br />
Stabilization<br />
Schools<br />
Elston Grove<br />
Historic<br />
Neighborhood<br />
Wabash College<br />
Cemeteries<br />
4-H Grounds<br />
Parks<br />
Agriculture<br />
Downtown<br />
Gateways<br />
Community<br />
Gateways
4-3 Chapter 4<br />
THE FUTURE PLAN FOR MY TOWN<br />
The future land use principles for My Town should<br />
include the following:<br />
•<br />
•<br />
•<br />
•<br />
Community Facilities: Existing or<br />
new community facilities and schools<br />
should be integrated and connected<br />
by neighborhoods through a system <strong>of</strong><br />
sidewalks and on-street bike paths.<br />
Parks and Trails: Existing and any<br />
future park or preservation areas<br />
should serve the recreational needs <strong>of</strong><br />
the existing and future residential population. They should be connected<br />
to a system <strong>of</strong> sidewalks and on-street bike paths. New subdivisions<br />
should provide a system <strong>of</strong> internal sidewalks, and where feasible provide<br />
connections to the larger bicycle and pedestrian network.<br />
Streams and Natural Areas: Sugar Creek provides natural connections,<br />
scenic views and natural buffer areas throughout the <strong>City</strong>. Developments<br />
should be sensitive in construction and final layout when locating adjacent<br />
to streams and natural areas. Specifically, the natural areas surrounding<br />
Sugar Creek should be protected and preserved.<br />
Environmental Areas: Existing environmental features, including<br />
agriculture, should be capitalized upon. They act as natural buffers between<br />
incompatible developments, and they can be utilized to contain growth in<br />
particular directions <strong>of</strong> the <strong>City</strong>. This will continue to promote and project a<br />
positive, small town visual image <strong>of</strong> the community.<br />
The community’s existing conditions have set the basic land use pattern for future<br />
development. The community has also carefully located its community facilities and<br />
has given some thought to the layout <strong>of</strong> its trail. Future expansion, relocation, or construction<br />
<strong>of</strong> such facilities should be done so in a way to provide continued connectivity<br />
to the neighborhoods, the downtown and other commercial areas within the community.<br />
Additionally the community’s various natural features should be preserved<br />
and protected in such as way as to continue to keep the land uses contained within<br />
the different areas <strong>of</strong> the <strong>City</strong>.<br />
Hospital<br />
Figure 4-2: My Town Pattern<br />
The only hospital located within the <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong> is the St. Clare Medical Center.<br />
This facility is located <strong>of</strong>f <strong>of</strong> US 231 along the northern most section <strong>of</strong> the community’s<br />
spine. The facility has undergone a number <strong>of</strong> expansions and renovations over<br />
the past 5 years. The <strong>City</strong> should continue to support this land use and promote its<br />
continued expansion and related medical and dental <strong>of</strong>fice growth along the northern<br />
US 231 commercial spine and into Commerce Park. It is intended for this area to<br />
become a catalyst for the <strong>City</strong>’s medical business/<strong>of</strong>fice district.<br />
The next nearest health care facilities are the Saint Vincent South Center, which is 21<br />
miles away in Veedersburg, IN; Lafayette Home Hospital, which is 30 miles away in Lafayette,<br />
IN; Methodist Hospital in Indianapolis, which is 44 miles away. Methodist Hospital<br />
is the nearest location in which to airlift patients from <strong>Crawfordsville</strong> in need <strong>of</strong><br />
urgent care.
Figure 4-3: My Town Concept <strong>Plan</strong><br />
US Hwy 136<br />
CR 505<br />
SR 32<br />
150 South<br />
Oak Hill Rd.<br />
Future Location<br />
<strong>of</strong> 4-H<br />
Fairground<br />
RR<br />
Donnelley<br />
Oak Hill<br />
Cemetery<br />
North<br />
Meredith<br />
Nicholson<br />
Elementary School<br />
W. Wabash Ave.<br />
Caleb Mills<br />
Elementary<br />
School<br />
Oak Hill<br />
Cemetery<br />
South<br />
<strong>Crawfordsville</strong><br />
High School<br />
Town Map Key<br />
CRAWFORDSVILLEMy<br />
St. Clare<br />
Medical<br />
Center<br />
My Town…My Street…My Neighborhood…My Community<br />
CR 100 W<br />
Proposed on<br />
street trail<br />
expansion<br />
SR 47<br />
Existing<br />
Trailhead<br />
Main St.<br />
US Hwy 231<br />
TO LAFAYETTE<br />
Elston<br />
Park<br />
Oak Hill<br />
Cemetery<br />
US 231<br />
North<br />
View<br />
Park<br />
TO GREENCASTLE<br />
US Hwy 136<br />
Joseph<br />
Tuttle<br />
Middle<br />
School<br />
Commerce Park<br />
Trailhead<br />
County<br />
Jail<br />
Boys &<br />
Girls Club<br />
Mollie<br />
Hoover<br />
Elementary<br />
School<br />
South Blvd.<br />
Regional<br />
Trailhead<br />
Laura Hose<br />
Elementary<br />
School<br />
Danville Ave.<br />
Environmental Protection<br />
and Enhancement Area<br />
Mill St.<br />
Milligan<br />
Park<br />
Ladoga Rd.<br />
I-74<br />
St. Bernard<br />
School<br />
Proposed<br />
Trail<br />
Municipal<br />
Golf<br />
Course<br />
John Beard<br />
Head Start<br />
Program<br />
Elmore Street<br />
Goose<br />
Nibble<br />
Park<br />
Louisville & Nashville Railroad<br />
SR 32<br />
150 South<br />
SR 47<br />
US Hwy 136<br />
CR 200 East<br />
Traction Rd.
4-5 Chapter 4<br />
Schools<br />
There are seven educational institutions located in the <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong>. The majority<br />
<strong>of</strong> these institution are located within residential neighborhoods. They serves<br />
as activity points for these residential neighborhoods. The John Beard Head Start<br />
Program is based out <strong>of</strong> one <strong>of</strong> these facilities. The remaining six institutions include<br />
both public and private elementary schools, as well as, Joseph Tuttle Middle School<br />
and <strong>Crawfordsville</strong> High School. Several <strong>of</strong> the <strong>City</strong>’s schools are within close proximity<br />
to the community’s central spine. In the event that a new facility is needed is it<br />
important that it be located within close proximity to a residential neighborhood. Every<br />
attempt should be made to connect these schools with residential neighborhoods<br />
either by sidewalks or a trail system to allow for safe and efficient transportation for<br />
children. This will also keep neighborhoods strong and stable and reduce their risk for<br />
deterioration.<br />
Parks, Fair Grounds and Cemeteries<br />
Like the schools, the majority <strong>of</strong> the <strong>City</strong>’s parks and cemeteries are located close to<br />
residential neighborhoods. The municipal golf course, which is located in the southeast<br />
corner <strong>of</strong> the <strong>City</strong> between Danville Road and the Louisville and Nashville RR, will<br />
be counter balanced by the <strong>City</strong>’s addition <strong>of</strong> the future 4-H fairground just outside<br />
the northwestern most boundary <strong>of</strong> the incorporated limits, next to I-74. The western<br />
side <strong>of</strong> the <strong>City</strong> is particularly underserved by park and recreation areas, especially<br />
with the potential for new residential developments to the west. In addition, as<br />
development continues to occur north along SR 47, connections to the Sugar Creek<br />
greenway should be created to provide future residents <strong>of</strong> that area with some type<br />
<strong>of</strong> recreational amenity. Further, the <strong>City</strong> should provide, or otherwise require, that<br />
park and recreation facilities be incorporated within each new residential subdivision<br />
development. These amenities can either be donated to the <strong>Crawfordsville</strong> Parks Department<br />
or they can be operated and maintained by the applicable home owners<br />
association.<br />
Trails and Sidewalks<br />
The benefits <strong>of</strong> improved pedestrian facilities for community health and transportation<br />
are being increasingly recognized by progressive communities nationwide. This<br />
interest has been heightened in recent years by the availability <strong>of</strong> federal funding set<br />
aside for this use in the Highway Trust Fund. <strong>Crawfordsville</strong> was an early user <strong>of</strong> Transportation<br />
Enhancement funding, and as a result has initiated the construction <strong>of</strong> a<br />
trail system along Sugar Creek. This trail system will eventually connect with the central<br />
community.<br />
The <strong>City</strong> has planned a trail and path system as part <strong>of</strong> this <strong>Comprehensive</strong> <strong>Plan</strong>. This<br />
system will tie neighborhoods and area destinations together to create an overall<br />
trail/path and open space system for the <strong>City</strong>. The Future Land Use Map illustrates<br />
a network <strong>of</strong> trails that would traverse nearly every area <strong>of</strong> the <strong>City</strong>. The end result<br />
is a cohesive pedestrian system for the <strong>City</strong>. It is anticipated that Sugar Creek will<br />
remain in its natural state and contain areas <strong>of</strong> natural trail. The Future Land Use<br />
<strong>Plan</strong> proposes the extension <strong>of</strong> the <strong>City</strong>’s existing trail system to include the following<br />
connections:
•<br />
•<br />
•<br />
•<br />
Along SR 32 with a spur to the high school<br />
From SR 32 to Wabash College, R.R. Donnelley, and residential areas<br />
North from Milligan Park to a regional trailhead, Commerce Park, and the future 4-H<br />
fairground<br />
North from US 136 to Elston Park, North View Park, and Commerce Park<br />
As each segment is completed, the utility <strong>of</strong> the entire system is strengthened. This system would<br />
provide connectivity between key community destinations. This includes pedestrian and bicycle<br />
connections between Wabash College, the Historic Downtown Core, <strong>Crawfordsville</strong> High School, Milligan<br />
Park, the Municipal Golf Course, Sugar Creek, and Commerce Park.<br />
Besides a trail program, sidewalks are another useful tool to help complete a pedestrian access network.<br />
Older parts <strong>of</strong> <strong>Crawfordsville</strong> are well served by sidewalks that form a grid pattern over much<br />
<strong>of</strong> the community. The function <strong>of</strong> this sidewalk system would be enhanced by the development<br />
<strong>of</strong> an improved trail system for the <strong>City</strong>. All new development should have sidewalks that connect<br />
neighborhoods with parks and other community amenities. While it is not necessary, it is strongly<br />
encouraged that sidewalks be constructed on both sides <strong>of</strong> the street where feasible. The <strong>City</strong> should<br />
undertake a comprehensive sidewalk inventory to identify where sidewalks are lacking and those<br />
sidewalks that need to be improved or upgraded. In addition to the sidewalk inventory, the <strong>City</strong><br />
should inventory streets that could accommodate bicycle paths. As street improvements are made,<br />
they should incorporate on-street bicycle paths to help complete a system wide bicycle network. By<br />
allowing bicyclists to use the streets, the sidewalks will remain open to walkers, roller bladers and<br />
joggers, which would provide for better circulation overall, for everyone.<br />
As new subdivision developments are proposed, whether they are traditional subdivisions or<br />
<strong>Plan</strong>ned Unit Developments (PUD), they should be reviewed in the context <strong>of</strong> the <strong>City</strong>’s trail/path<br />
program and, if possible, be required to include connections to the existing trail/sidewalk system as<br />
a condition <strong>of</strong> site development plan approval.<br />
While a generalized trail has been recommended for the entire community, a special trail has<br />
been designated for the downtown. The Downtown Trail should be developed as a cultural trail.<br />
The <strong>Crawfordsville</strong> Downtown Cultural Trail would be intended to provide the community with a<br />
comprehensive blueprint for trail and pedestrian connectivity within the “heart” <strong>of</strong> the <strong>City</strong>. The cultural<br />
trail will provide a network <strong>of</strong> key connections within the downtown. It will also respond to<br />
recreation demands in the community and further promote redevelopment in Downtown <strong>Crawfordsville</strong>.<br />
The design intent <strong>of</strong> the cultural trail would be to create a series <strong>of</strong> “destination” markers<br />
that could include interpretive displays, graphics and signage that highlight notable aspects <strong>of</strong> the<br />
downtown area. Destinations could include the historic courthouse, Wabash College, General Lew<br />
Wallace Study & Museum, and Elston Grove Historic Neighborhood. The critical components <strong>of</strong> this<br />
route are the connections to historic buildings, sites, parks and other cultural attractions in or near<br />
downtown. Although the route’s connectivity is critical, the real function will likely be rooted less in<br />
recreation and transit, and more in cultural tourism.<br />
Key recommendations for the <strong>Crawfordsville</strong> Downtown Cultural Trail include:<br />
•<br />
•<br />
•<br />
Community Development <strong>Plan</strong><br />
Prepare refined design standards for the cultural trail, including logo, pavement<br />
plaques, signage, interpretive graphics and other route markers;<br />
Begin promotion <strong>of</strong> the cultural trail and enlist community partners to support trail<br />
development & long-term maintenance;<br />
Develop program to identify sites along the trail, establish guidelines for sites to<br />
4-6
4-7 Chapter 4<br />
•<br />
•<br />
•<br />
Floodplain Areas<br />
be included, and develop standards on how sites are to be marked/<br />
designated;<br />
Incorporate design details into construction <strong>of</strong> future infrastructure/<br />
roadway improvement projects;<br />
Develop a sidewalk replacement program for the maintenance and<br />
repair <strong>of</strong> the walks along the proposed route <strong>of</strong> the cultural trail; and<br />
Begin implementing the sidewalk program.<br />
Sugar Creek has a 100-year floodplain, which provides the community with an opportunity<br />
for natural greenways, parks, trails and some agricultural uses. A 100-year floodplain<br />
means that Sugar Creek has a 0.01 percent chance <strong>of</strong> flooding each year, making<br />
the area subject to flooding and the potential loss <strong>of</strong> life, property, and other associated<br />
hazards a likely occurrence. This is <strong>of</strong>ten confused with the wrongful interpretation<br />
<strong>of</strong> a 100-year floodplain meaning that there is a chance <strong>of</strong> flooding every 100 years.<br />
Sugar Creek’s 100-year floodplain is shown in Figure 4-4.<br />
Developments within the 100-year flood plain must secure approval from the Indiana<br />
Department <strong>of</strong> Natural Resources (IDNR). In addition to the IDNRs approval process,<br />
the <strong>City</strong> should create land use policies for this area to minimize the potential for loss<br />
<strong>of</strong> life, property and other hazards associated with flooding. At a minimum, the <strong>City</strong><br />
should prohibit non-agricultural development such as residential, commercial, industrial,<br />
and heavy agricultural uses from locating within Sugar Creeks 100-year floodplain.<br />
Agriculture<br />
It is the intent <strong>of</strong> the <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong> to maintain a rural, or agricultural, character<br />
for the areas designated as ”Agriculture” on the Future Land Use Map. The majority<br />
<strong>of</strong> these areas are located outside the <strong>City</strong> limits, yet within the township. These<br />
areas should act as a holding area to limit growth, to keep it close and compact to the<br />
<strong>City</strong>’s existing infrastructure. Lands within this designation shall remain primarily<br />
undeveloped. Exceptions include single-family dwellings and accessory buildings on<br />
large lots, and buildings related to agriculture or other uses which do not conflict with<br />
the rural character <strong>of</strong> the areas. It is anticipated that in these areas designated as<br />
Agriculture there would be single, large lot residential development not less than one<br />
(1) dwelling unit for every one and a half (1.5) acres, because the dwelling will likely be<br />
on septic and well. Lot splits from the parent tract should be limited in this district<br />
unless a rezoning and land use change has occurred.<br />
As a general rule, residential subdivisions should not be permitted in this holding area<br />
until such time as the area is served by the necessary infrastructure and as a result<br />
has been, or will be, annexed into the <strong>City</strong> following a rezoning <strong>of</strong> the land. In which<br />
case, the future land use map should be amended to reflect the area as a single family<br />
residential land use area. In addition, all single lot residential development allowed to<br />
occur within areas designated as Agriculture should be expected to take into consideration<br />
the property rights <strong>of</strong> their adjacent property owners. All residential development<br />
within the Agricultural area should be required to incorporate the following<br />
Right-to-Farm Statement in the site development plan approval process:
Figure 4-4: Sugar Creek 100 Year Floodplain
4-9 Chapter 4<br />
“This property owner and all subsequent owners hereby recognize the development<br />
in this area is primarily dominated by pre-existing rural and agricultural uses. These<br />
may generate dust, noise, odor, and lights at levels significantly beyond those found in<br />
urbanized areas and therefore recognize the rights <strong>of</strong> these uses to continue.”<br />
It is also the intent <strong>of</strong> this classification to discourage the stripping out <strong>of</strong> land along<br />
county roads within the 2-mile extra-jurisdictional area with single-lot development.<br />
While the <strong>City</strong> does not intend to eliminate this development alternative, zoning and<br />
subdivision control regulations should be created and adopted to assure that this<br />
type <strong>of</strong> development is minimized.<br />
eLeMenT Two: My STreeT<br />
The concept <strong>of</strong> “My Street” includes the organization <strong>of</strong> the street network and the<br />
treatment <strong>of</strong> thoroughfares and corridors. (Note: Figure 4-5: My Street Pattern<br />
The landscaping and other such enhancement<br />
treatments <strong>of</strong> these corridors are addressed in<br />
more detail in the “My Community” section <strong>of</strong> this<br />
chapter.) The <strong>City</strong> has a strong street pattern<br />
with the base <strong>of</strong> the community’s street network<br />
including several north/south and east/west<br />
state roads. These state roads are supported by<br />
a strong local street network. The state roads<br />
have essentially divided the <strong>City</strong> into quadrants.<br />
These quadrants have helped in the organization<br />
<strong>of</strong> the <strong>City</strong>’s land use patterns and have laid the<br />
ground work for the establishment <strong>of</strong> the framework,<br />
and character, for the <strong>City</strong>’s corridors.<br />
Figure 4-6, My Street Concept <strong>Plan</strong> illustrates several organizing street and corridor<br />
patterns that <strong>Crawfordsville</strong> should continue, including:<br />
•<br />
•<br />
•<br />
Local and regional access<br />
Roads act as connectors between land uses<br />
Natural and man-made corridors<br />
THE FUTURE PLAN FOR MY STREET<br />
The future road and street principles for My Street should include the following:<br />
•<br />
•<br />
Existing Streets: “Existing streets” means the <strong>City</strong>’s existing<br />
thoroughfare system, including the functional classification <strong>of</strong> each<br />
roadway.<br />
Proposed Streets: Proposed streets, which are identified in the<br />
Thoroughfare <strong>Plan</strong> below, identify new roads and/or the extension <strong>of</strong><br />
existing roads for the purpose <strong>of</strong> improving traffic circulation and the<br />
overall connectivity <strong>of</strong> the <strong>Crawfordsville</strong> community.
Figure 4-6: My Street Concept <strong>Plan</strong><br />
US Hwy 136<br />
CR 505<br />
SR 32<br />
Residential Corridor District<br />
150 South<br />
Oak Hill Rd.<br />
Future Location<br />
<strong>of</strong> 4-H<br />
Fairground<br />
RR<br />
Donnelley<br />
Oak Hill<br />
Cemetery<br />
North<br />
Meredith<br />
Nicholson<br />
Elementary School<br />
W. Wabash Ave.<br />
Caleb Mills<br />
Elementary<br />
School<br />
Oak Hill<br />
Cemetery<br />
South<br />
Community Gateway<br />
<strong>Crawfordsville</strong><br />
High School<br />
Downtown<br />
Gateway<br />
Downtown Gateway<br />
Historic Corridor District<br />
Street Map Key<br />
CRAWFORDSVILLEMy<br />
St. Clare<br />
Medical<br />
Center<br />
My Town…My Street…My Neighborhood…My Community<br />
CR 100 W<br />
Proposed on<br />
street trail<br />
expansion<br />
SR 47<br />
Existing<br />
Trailhead<br />
Main St.<br />
TO LAFAYETTE<br />
US Hwy 231<br />
Elston<br />
Park<br />
Oak Hill<br />
Cemetery<br />
US 231<br />
North<br />
View<br />
Park<br />
TO GREENCASTLE<br />
Community Gateway<br />
Joseph<br />
Tuttle<br />
Middle<br />
School<br />
Commerce Park<br />
Trailhead<br />
County<br />
Jail<br />
Boys &<br />
Girls Club<br />
US Hwy 136<br />
Mollie<br />
Hoover<br />
Elementary<br />
School<br />
South Blvd.<br />
Regional<br />
Trailhead<br />
Laura Hose<br />
Elementary<br />
School<br />
Danville Ave.<br />
Environmental Protection<br />
and Enhancement Area<br />
Mill St.<br />
Milligan<br />
Park<br />
Ladoga Rd.<br />
I-74<br />
St. Bernard<br />
School<br />
Proposed<br />
Trail<br />
Municipal<br />
Golf<br />
Course<br />
John Beard<br />
Head Start<br />
Program<br />
Elmore Street<br />
New East-West<br />
Corridor<br />
Goose<br />
Nibble<br />
Park<br />
Louisville & Nashville Railroad<br />
SR 32<br />
SR 47<br />
US Hwy 136<br />
CR 200 East<br />
150 South<br />
Traction Rd.
4-11 Chapter 4<br />
Existing Streets<br />
The existing transportation network plays a major role in shaping both the current<br />
and future land use pattern that makes up the <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong>.<br />
The history <strong>of</strong> <strong>Crawfordsville</strong>’s land use development is closely related to the development<br />
<strong>of</strong> the County’s transportation network. The County’s thoroughfare system was<br />
originally established as a grid network laid out in one-mile increments along the majority<br />
<strong>of</strong> the County’s section lines. This has allowed for easy access to every aspect <strong>of</strong><br />
the County and a great deal <strong>of</strong> ease with respect to vehicular mobility.<br />
The <strong>City</strong> and County are served today by an extensive system <strong>of</strong> streets and highways.<br />
This system ranges from roads that are capable <strong>of</strong> safely carrying thousands <strong>of</strong> vehicles<br />
each hour at high rates <strong>of</strong> speed to local residential streets. These local roads<br />
and streets have added to the character <strong>of</strong> the <strong>City</strong>’s neighborhoods. The larger thoroughfare<br />
system plays a vital role in commerce by carrying products to all portions<br />
<strong>of</strong> <strong>Crawfordsville</strong> and the County. The rural road network links the farming community<br />
to key transportation centers such as Indianapolis and Chicago, further allowing<br />
the County’s commodities to be shipped around the state, as well as the country as a<br />
whole.<br />
As <strong>of</strong> 2003, the <strong>Crawfordsville</strong> Street Department operates and maintains about 77<br />
miles <strong>of</strong> roadway. The <strong>City</strong>’s streets include primary arterials, collectors and local<br />
roads. The operation and maintenance <strong>of</strong> the <strong>City</strong>’s roads is supported by both the<br />
state motor vehicle highway fund and local property taxes. The appropriation <strong>of</strong><br />
these funds is largely based on the <strong>City</strong>’s Functional Classification System.<br />
Functional Classification System<br />
Functional classification is an organizational hierarchy grouping streets and highways<br />
according to the level <strong>of</strong> service they are intended to provide. A functional classification<br />
system identifies the hierarchy <strong>of</strong> major roadways based on their role in the<br />
overall transportation network. This system-level definition is useful since it recognizes<br />
that motorists have optional routes for many trips within the community, and<br />
that roadways interact with, and relate to, each other as they meet the larger system’s<br />
needs.<br />
Like other communities, <strong>Crawfordsville</strong> uses a functional classification system for the<br />
administration, planning and design <strong>of</strong> its roadways. These classifications are defined<br />
based on their expected service level with respect to the future land use and their ability<br />
to provide continuity within the transportation network. Each classification has<br />
an associated set <strong>of</strong> minimum design standards which are in keeping with the hierarchy<br />
<strong>of</strong> the system and are further governed by the specific transportation services<br />
necessary to provide the future community.<br />
<strong>Crawfordsville</strong>’s existing transportation classifications, which are shown in Figure 4-7<br />
include four categories <strong>of</strong> functional classifications, including: interstate, arterial, collector,<br />
and local roads. In addition to illustrating the intended service level <strong>of</strong> each <strong>of</strong><br />
<strong>Crawfordsville</strong>’s thoroughfares, the Transportation <strong>Plan</strong> also illustrates the relative<br />
importance <strong>of</strong> the roles these thoroughfares play for both the <strong>City</strong> and the County.
Figure 4-7: 1991 Functional Classification Map
4-13 Chapter 4<br />
A functional classification system for <strong>Crawfordsville</strong> was established in the 1991 <strong>Comprehensive</strong><br />
<strong>Plan</strong> (see Figure 4-6). The Transportation <strong>Plan</strong> described below is based<br />
upon that version, and includes the changes necessary for proper implementation <strong>of</strong><br />
this <strong>Plan</strong>.<br />
Interstate Highways<br />
Interstates are used to move high volumes <strong>of</strong> traffic from state to state. They are part<br />
<strong>of</strong> a larger state and federal network that interconnects and allows travel from one<br />
area <strong>of</strong> the country to another. Interstate highways do not provide direct access to<br />
properties; instead they provide access to arterials that link to the local network.<br />
One interstate highway traverses through <strong>Crawfordsville</strong>. Interstate 74 links <strong>Crawfordsville</strong><br />
with the <strong>City</strong> <strong>of</strong> Indianapolis and Illinois. The I-74 interchanges located at SR<br />
231 and SR 32 provide access to Brownsburg, Pittsboro and Indianapolis. In the future,<br />
if development continues north along SR 47, and the agricultural area between US 231<br />
and SR 47 is developed, the <strong>City</strong> may consider approaching the Indiana Department <strong>of</strong><br />
Transportation (INDOT) about creating another interchange for SR 47 and I-74. This<br />
concept would be beyond the planning period <strong>of</strong> this document but should be noted<br />
for future consideration when the timing is right. INDOT is responsible for maintenance<br />
and aesthetic improvements to these local interchanges. The <strong>City</strong> should maintain<br />
a relationship with INDOT to understand what future improvements are planned<br />
for the interchanges and how corridor enhancements can be used to define the entrances<br />
into <strong>Crawfordsville</strong>.<br />
Arterials<br />
The primary purpose <strong>of</strong> arterials is to carry traffic through the region, across the <strong>City</strong><br />
and from collector streets in residential areas to major destinations in and beyond<br />
the planning area. Arterials <strong>of</strong>ten connect communities within rural and urban areas.<br />
Since access to individual properties is a secondary function <strong>of</strong> arterials, driveways,<br />
side street entries and on-street parking are <strong>of</strong>ten limited on these routes. Arterials<br />
should provide for a high operating speed and should have direct routing to favor longer<br />
trip lengths.<br />
With the exception <strong>of</strong> interstates, arterials typically carry larger volumes <strong>of</strong> local traffic<br />
than roadways <strong>of</strong> other functional classifications. These roads can be rural or urban<br />
in character. In rural or outlying areas, arterials serve most <strong>of</strong> the interstate and<br />
intrastate trips. They connect urbanized areas, such as Pittsboro and Brownsburg on<br />
US 136. In urban areas, arterials serve the major activity centers <strong>of</strong> the urban area and<br />
carry a high proportion <strong>of</strong> the total vehicle miles <strong>of</strong> travel within the urban area.<br />
Primary Arterials<br />
Primary arterials are those that serve as the “trunk lines” <strong>of</strong> the thoroughfare system.<br />
In <strong>Crawfordsville</strong>, they bisect the <strong>City</strong> from east to west and north to south. These<br />
generally have a minimum right-<strong>of</strong>-way <strong>of</strong> 80 feet with a minimum pavement width<br />
<strong>of</strong> 48 feet. There are currently two primary arterials within the planning area:<br />
•<br />
•<br />
US 231<br />
US 136
Secondary Arterials<br />
Secondary arterials interconnect the various areas <strong>of</strong> the community with the primary arterial system.<br />
They are used primarily for the mobility they provide rather than for access to abutting properties.<br />
Secondary arterials are typically two-lane, but they can also be developed as divided boulevards.<br />
These generally have a minimum right-<strong>of</strong>-way <strong>of</strong> 70 feet with a minimum pavement width <strong>of</strong> 40 feet.<br />
Existing secondary arterials within the planning area include the following:<br />
•<br />
•<br />
•<br />
Collectors<br />
Wabash Avenue<br />
SR 47<br />
SR 32<br />
Collector roads serve traffic movements between arterial and local streets, as well as, through traffic<br />
within local areas. They have the dual function <strong>of</strong> providing land access and traffic circulation within<br />
residential neighborhoods and commercial and industrial areas. Collectors typically link neighborhoods<br />
or areas <strong>of</strong> similar land uses with arterial streets. They generally have a minimum right<strong>of</strong>-way<br />
<strong>of</strong> 70 feet and a minimum pavement width <strong>of</strong> 36 feet. Collector streets should be planned so<br />
as not to disrupt the activities within the areas they serve. The biggest issues surrounding collector<br />
streets are continued maintenance and the lack <strong>of</strong> connections or through streets which provide<br />
access between subdivisions and neighborhoods. Improvements for this category include extending<br />
and improving existing collectors. There are numerous collectors located in the planning area,<br />
including:<br />
•<br />
•<br />
•<br />
Local Roads<br />
Community Development <strong>Plan</strong><br />
Danville Avenue<br />
CR 150 South<br />
CR 200 East<br />
The function <strong>of</strong> local roadways is to provide access to abutting properties. These streets are not<br />
intended to provide extended mobility or high operating speeds. They usually have lower traffic volumes<br />
than the higher roadway classifications. Improvement needs on these streets vary from those<br />
<strong>of</strong> collectors and arterials since they are not typically volume driven. Instead, maintenance is the<br />
issue on these roads and improvements should be identified and prioritized based on engineering<br />
factors. Such factors include the degree <strong>of</strong> disrepair, cost estimate to repair, the number <strong>of</strong> properties<br />
receiving access, etc.<br />
Proposed Streets: Transportation <strong>Plan</strong><br />
In its most basic form, the Transportation <strong>Plan</strong> is a functional classification map reflecting future<br />
conditions as represented by the Land Use <strong>Plan</strong>. These functional classifications are particularly<br />
important for controlling future transportation system development since they form the link with<br />
design and construction standards provided in the subdivision control ordinance.<br />
The Transportation <strong>Plan</strong> is inextricably linked to the land use recommendations described by this<br />
<strong>Plan</strong>. The Transportation <strong>Plan</strong> goes hand in hand with the Land Use <strong>Plan</strong>, reflecting the close relationship<br />
between these two key components <strong>of</strong> the community. As described above, roadways<br />
range in use from long distance travel to local access, with arterial roadways serving primarily long<br />
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4-15 Chapter 4<br />
distance travel, local roadways providing access to properties, and collector streets<br />
serving a dual function <strong>of</strong> travel and access.<br />
The Future Land Use <strong>Plan</strong> proposes a select number <strong>of</strong> new road connectors to provide<br />
more effective linkages to the various elements <strong>of</strong> the community, most importantly<br />
the neighborhoods. A listing and brief description <strong>of</strong> these new roadway linkages is<br />
provided below:<br />
•<br />
•<br />
•<br />
•<br />
Southeast Gateway. A new east-west corridor is proposed for the<br />
southeast part <strong>of</strong> the <strong>City</strong>, between the proposed southern US 231<br />
gateway and Ladoga Road. This roadway would serve new commercial<br />
properties on South US 231 and would provide access to potential<br />
residential expansion to the east <strong>of</strong> these areas.<br />
CR 100 East. A new north-south roadway is proposed to extend from<br />
Ladoga Road northward along the abandoned rail corridor to a planned<br />
east-west roadway approximating CR 150 N. (The east-west roadway at<br />
the north terminus was shown on the 1991 Transportation <strong>Plan</strong> and is<br />
proposed to be extended in the current plan. See next bullet.)<br />
CR 150 North. This new east-west connector would extend from<br />
Lafayette Avenue easterly to SR 47. This link is distinguished from the<br />
one shown in the 1991 plan in that it includes an additional segment on<br />
the west end to cross the Sugar Creek, opening large areas on the north<br />
side <strong>of</strong> the <strong>City</strong> for development.<br />
Jennison Connector. A short connector is proposed between the<br />
terminus <strong>of</strong> Jennison Street and Schenck Road on the west side <strong>of</strong> the<br />
<strong>City</strong>. This will support the planning <strong>of</strong> industrial development in the<br />
R.R. Donnelley development west <strong>of</strong> Wabash College. This link will also<br />
improve access to proposed residential expansion areas further west.<br />
These new connections would complete certain parts <strong>of</strong> the community’s grid street<br />
pattern and provide better access to developing properties and improve overall internal<br />
circulation patterns for the <strong>City</strong>.<br />
The Transportation <strong>Plan</strong> proposes new arterial and collector roadways. Although<br />
local roadways are not shown, it is anticipated that they will be constructed as well<br />
during the planning period. In most cases, they will be added as a matter <strong>of</strong> course as<br />
land use changes occur. New subdivision streets should extend the <strong>City</strong>’s existing grid<br />
network and connect to other subdivisions to create an integrated road network.<br />
Other General Corridor and Transportation Recommendations<br />
In addition to the location-specific components <strong>of</strong> the Transportation <strong>Plan</strong>, the following<br />
general corridor improvement policies are recommended for consideration by<br />
the <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong>.<br />
Access Management<br />
Access management is critical to preserving the transportation function and character<br />
<strong>of</strong> the major highway corridors such as SR 47 and US 136. As with many older state<br />
highways, access points have evolved over a long period <strong>of</strong> time and the conflicts they<br />
create are difficult to address in a way that does not disrupt adjacent development.
Community Development <strong>Plan</strong><br />
Access management planning involves determining the optimal spacing and location for road cuts<br />
(intersections or driveways) based on the need to maintain transportation system function and to<br />
provide necessary access to destinations. Components <strong>of</strong> access management include traffic signal<br />
system design and coordination, turning movement controls, and channeling traffic within conflict<br />
areas. Typically, the key to effective access management is to minimize the number <strong>of</strong> driveway cuts<br />
since they erode the transportation function <strong>of</strong> arterial roadway corridors. Residential development’s<br />
in which each property is allowed driveway access along county roads creates problems for<br />
maintaining the traffic flow along those roads. County roads are intended to serve as arterial, or<br />
collector roadways, which becomes hindered by an increasing number <strong>of</strong> curb cuts. Therefore, any<br />
residential development along county roads should be in the form <strong>of</strong> subdivisions with one primary<br />
access point and with all other streets being local to that particular subdivision.<br />
Since land use, access and traffic operations on state highways within <strong>Crawfordsville</strong> are a joint responsibility<br />
<strong>of</strong> <strong>City</strong> and State, access management planning on these routes should be accomplished<br />
by consulting with the Indiana Department <strong>of</strong> Transportation’s (INDOT) District Traffic Engineer.<br />
For local roadways, access management can be most effectively implemented.<br />
Limit Curb Cuts<br />
The number <strong>of</strong> entrances and exits along US 231, US 136, and SR 47 will directly affect the long-term<br />
operation <strong>of</strong> these roadways. These arterials have a primary purpose <strong>of</strong> moving traffic through the<br />
planning area and a secondary purpose <strong>of</strong> providing access to business and residential areas. A desirable<br />
alternative to the many different curb cuts on these arterials would be to group these multiple<br />
access points into single entrances that would serve many buildings. In some cases, this may include<br />
combining existing entrances or encouraging new businesses to use existing curb cuts. With special<br />
signage and landscaping, this initiative could enhance the character <strong>of</strong> the corridors while improving<br />
traffic flow and easing access to properties.<br />
Access to most <strong>of</strong> these roads is controlled by INDOT through the issuance <strong>of</strong> driveway permits. IN-<br />
DOT has become more protective <strong>of</strong> access to its facilities in recent years. The <strong>City</strong> should continue<br />
to coordinate with INDOT regarding access and enhancements along these corridors, especially in<br />
light <strong>of</strong> the agency’s new policies regarding community impact assessments and context sensitive<br />
design.<br />
Encourage Cross Easements Between Parking Lots<br />
Earlier developments along SR 47, US 231 and SR 32, however, are served by an excessive number <strong>of</strong><br />
curb cuts for retail centers, industries, residential and other commercial properties. Typically, parking<br />
lots have been created for each <strong>of</strong> these businesses and individual curb cuts have been provided.<br />
Grouping entrances, however, presents the issue <strong>of</strong> access from one business to another without<br />
the use <strong>of</strong> an arterial. In general, along SR 47, US 231 and Commerce Park, access between businesses<br />
could become an issue. The <strong>City</strong> should develop and enact an Access Control Ordinance. The connection<br />
<strong>of</strong> parking lots and the creation <strong>of</strong> frontage roads (where feasible) would maintain access while<br />
enhancing the flow <strong>of</strong> traffic.<br />
Provide Landscaping<br />
Landscaping enhances the visual aesthetics <strong>of</strong> a corridor and provides identity to an area. Landscaping<br />
provides many different functions, including a s<strong>of</strong>tening <strong>of</strong> intensive land use activities, acting<br />
as a buffer between uses, providing relief from expansive areas <strong>of</strong> asphalt pavement, and identifying<br />
4-16
4-17 Chapter 4<br />
key entrances and exits. Landscaping improvements can involve sidewalks, curb and<br />
gutter, and general streetscape improvements in addition to trees and vegetation. It<br />
is most effective when it is integrated within parking lots and along the rights-<strong>of</strong>way.<br />
<strong>Plan</strong>ting designs can be created that define corridors and provide aesthetic beauty to<br />
the area. This can be accomplished by the creation <strong>of</strong> new landscaping standards. In<br />
order to have the most positive impact, the <strong>City</strong> should focus on corridors with key activity<br />
centers, such as US 231, the interchange <strong>of</strong> US 231 and I-74, US 136, SR 32 and SR 47.<br />
Manage Business Signage<br />
Excess signage along arterials is a major problem in many communities. While signage<br />
is the primary means for a business to promote itself or to portray wayfinding<br />
information to motorists, <strong>of</strong>ten times the number, size and style <strong>of</strong> signage can be<br />
distractive to motorists. To positively impact the character along <strong>Crawfordsville</strong>’s corridors,<br />
a desired look and character should be established.<br />
By establishing a unique identity for each corridor, standards can be implemented<br />
that regulate height, size, style and arrangement <strong>of</strong> signage. This would enhance the<br />
visual aesthetics <strong>of</strong> the corridors, provide clear direction for motorists, and provide a<br />
unifying element for varying land uses. Key areas where this should be implemented<br />
include US 231 and I-74, US 136, SR 32 and SR 47. A special sign program should be implemented<br />
for the downtown. The <strong>City</strong> should also develop a common theme for wayfinding<br />
signs within the <strong>City</strong>. Implementation <strong>of</strong> these signage provisions should be<br />
accomplished by means <strong>of</strong> the zoning ordinance.<br />
Improve Drainage<br />
Improvements to <strong>Crawfordsville</strong>’s drainage system would not only improve local<br />
drainage issues, but they would also enhance roadside aesthetics. Such improvements<br />
could include the removal <strong>of</strong> open ditches, the addition <strong>of</strong> curbs and gutters, and the<br />
installation <strong>of</strong> additional storm water lines and inlets. Several county roadways proposed<br />
for upgraded improvements are likely to include the construction <strong>of</strong> storm<br />
drainage systems. <strong>City</strong> street improvements, including new subdivisions dedicating<br />
roads to the <strong>City</strong>, should include the installation <strong>of</strong> curbs and gutters. Future improvement<br />
opportunities should be analyzed on a situation by situation basis as new development<br />
occurs in vacant or undeveloped areas.<br />
Add Sidewalks<br />
The addition <strong>of</strong> sidewalks along collector and local roadways would encourage pedestrian<br />
and bicycle movement within neighborhoods and subdivisions. These could be<br />
used as a secondary layer <strong>of</strong> pedestrian pathway management providing the ability to<br />
travel from a neighborhood to an activity center without the safety issues associated<br />
with the use <strong>of</strong> heavily traveled roadways. All new development should be required to<br />
install sidewalks or paths that will interconnect with the proposed pathway, trail and<br />
greenway network. This should be accomplished through the zoning and subdivision<br />
control ordinances.
Community Section Development Title <strong>Plan</strong><br />
Institute Traffic Calming Measures<br />
Traffic calming measures should be analyzed and applied to neighborhood or subdivision streets<br />
as warranted. Measures could include speed bumps, roundabouts, medians, textured pavements,<br />
rumble strips, raised crosswalks, and other special features. Traffic calming measures could help<br />
retain the residential nature <strong>of</strong> neighborhood streets by discouraging high operating speeds and<br />
non-local traffic.<br />
Improve Connections/Access<br />
The design <strong>of</strong> residential subdivisions has changed over the past few years. The size <strong>of</strong> lots, styles <strong>of</strong><br />
houses, right <strong>of</strong> way configurations, and community amenities have been a function <strong>of</strong> zoning and<br />
subdivision control regulations. Curb cuts for newer subdivisions should align with those <strong>of</strong> older,<br />
adjacent developments where feasible, especially in the redevelopment <strong>of</strong> a site. Neighborhood<br />
streets should be extended to intersect with other local streets to improve neighborhood connections<br />
and access, and those streets should align with one another.<br />
eLeMenT Three: My neighborhood<br />
The concept <strong>of</strong> “My Neighborhood” focuses on the more<br />
detailed patterns <strong>of</strong> the <strong>City</strong>. “My Neighborhood” includes<br />
elements that are attractive to both current and future<br />
residents and businesses. This includes the community’s<br />
older neighborhoods that surround the downtown, all<br />
other residential development, and the <strong>City</strong>’s numerous<br />
mixed-use development and neighborhood stabilization<br />
opportunities that will continue to build upon the <strong>City</strong>’s<br />
economic base.<br />
Figure 4-9, My Neighborhood Concept <strong>Plan</strong> illustrates<br />
several organizing residential patterns that <strong>Crawfordsville</strong> should continue based on the existing<br />
development patterns and practices that have been identified for the “My Neighborhood” element<br />
include the following:<br />
•<br />
•<br />
•<br />
•<br />
•<br />
Walkable areas and distinct edges<br />
A central hub<br />
Traditional neighborhoods with grid street patterns<br />
Accessibility to regional trail linkages<br />
Strong neighborhoods<br />
THE FUTURE PLAN FOR MY NEIGHBORHOOD<br />
The framework for My Neighborhood includes:<br />
•<br />
•<br />
Figure 4-8: My Neighborhood Pattern<br />
Established Residential: Existing neighborhoods are given special district<br />
designations to celebrate their unique historic character and are strengthened with<br />
infill and stabilization projects.<br />
Future Residential Expansion: These areas have been identified for future growth<br />
and expansion. Some <strong>of</strong> these areas will be transitional areas from agriculture to<br />
residential which will be estate type lots typically not found in a subdivision.<br />
4-18
Figure 4-9: My Neighborhood Concept <strong>Plan</strong><br />
Future<br />
Residential<br />
Expansion<br />
US Hwy 136<br />
Future Residential<br />
Expansion<br />
CR 505<br />
Future<br />
Residential<br />
Expansion<br />
Residential-Agricultural<br />
Transition Area<br />
SR 32<br />
Residential Corridor District<br />
150 South<br />
Oak Hill Rd.<br />
Future Location<br />
<strong>of</strong> 4-H<br />
Fairground<br />
RR<br />
Donnelley<br />
Oak Hill<br />
Cemetery<br />
North<br />
Meredith<br />
Nicholson<br />
Elementary School<br />
W. Wabash Ave.<br />
Caleb Mills<br />
Elementary<br />
School<br />
Oak Hill<br />
Cemetery<br />
South<br />
Community Gateway<br />
St. Clare<br />
Medical<br />
Center<br />
<strong>Crawfordsville</strong><br />
High School<br />
Historic<br />
Downtown<br />
Core Elston Grove Historic<br />
Neighborhood<br />
Neighborhood Map Key<br />
CRAWFORDSVILLEMy<br />
Downtown<br />
Gateway<br />
Downtown Gateway<br />
Historic Corridor District<br />
My Town…My Street…My Neighborhood…My Community<br />
CR 100 W<br />
Proposed on<br />
street trail<br />
expansion<br />
SR 47<br />
Future<br />
Residential<br />
Expansion<br />
Existing<br />
Trailhead<br />
Main St.<br />
TO LAFAYETTE<br />
US Hwy 231<br />
Elston<br />
Park<br />
Wabash College<br />
Future<br />
Residential<br />
Expansion<br />
Future<br />
Residential<br />
Expansion<br />
Oak Hill<br />
Cemetery<br />
US 231<br />
North<br />
View<br />
Park<br />
TO GREENCASTLE<br />
Community Gateway<br />
Laura Hose<br />
Mixed-use Elementary<br />
Redevelopment School<br />
District<br />
Joseph<br />
Tuttle<br />
Middle<br />
School<br />
Commerce Park<br />
Trailhead<br />
County<br />
Jail<br />
Boys &<br />
Girls Club<br />
US Hwy 136<br />
Danville Ave.<br />
Mollie<br />
Hoover<br />
Elementary<br />
School<br />
South Blvd.<br />
Future Residential<br />
Expansion<br />
Residential-Agricultural<br />
Transition Area<br />
Environmental Protection<br />
and Enhancement Area<br />
Mill St.<br />
Regional<br />
Trailhead<br />
Milligan<br />
Park<br />
Ladoga Rd.<br />
I-74<br />
St. Bernard<br />
School<br />
Proposed<br />
Trail<br />
Municipal<br />
Golf<br />
Course<br />
John Beard<br />
Head Start<br />
Program<br />
Elmore Street<br />
New East-West<br />
Corridor<br />
Goose<br />
Nibble<br />
Park<br />
Louisville & Nashville Railroad<br />
SR 32<br />
SR 47<br />
US Hwy 136<br />
CR 200 East<br />
150 South<br />
Traction Rd.
•<br />
•<br />
•<br />
Community Development <strong>Plan</strong><br />
Mixed-use development: Several areas within the existing neighborhoods are in<br />
transition. These areas should contain a mix <strong>of</strong> uses including small commercial,<br />
apartments and high density residential.<br />
Neighborhood Stabilization: There are a few areas that have become destabilized<br />
because <strong>of</strong> changes <strong>of</strong> use or the encroaching <strong>of</strong> incompatible uses. These<br />
neighborhoods should be studied to identify the uses that are causing instability in<br />
these areas.<br />
Historic Neighborhood: One <strong>of</strong> <strong>Crawfordsville</strong>’s strongest neighborhoods is the<br />
Elston Grove Historic Neighborhood. This neighborhood needs to be protected.<br />
As more people seek the conveniences and quality <strong>of</strong> life <strong>of</strong>fered in <strong>Crawfordsville</strong>, it is important to<br />
address these different community elements and differentiate the residential opportunities that<br />
are being proposed. Locations and intensities <strong>of</strong> new neighborhoods should be carefully considered<br />
and reviewed to ensure consistency with the goals established by this plan.<br />
Residential-Agricultural Transition Areas<br />
Residential-agricultural transition areas designated on the map act as a buffer between existing<br />
agricultural uses, and any future low density residential uses. The uses within this land use classification<br />
are aimed at preserving older, larger lot areas where initially established in the county. Some<br />
<strong>of</strong> these areas may still be on septic tanks and wells.<br />
These areas within the planning limits should be approved for single-family residential uses and<br />
other related low intensity uses such as open space, greenways and parks. The appropriate density is<br />
approximately one dwelling unit per one and one-half acres. Because these lots are larger, the majority<br />
<strong>of</strong> single-family uses in this classification should be owner-occupied. These areas will typically be<br />
in small subdivisions <strong>of</strong> four houses or less or on single lots.<br />
Low Density Residential<br />
The largest residential classification is low density residential. This land use provides an environment<br />
<strong>of</strong> lower density, single-family detached dwellings, along with other related facilities such as<br />
parks, schools and churches. These areas are removed from the central core <strong>of</strong> the <strong>City</strong> and are predominately<br />
served by water and sewer utilities. This category provides for single-family housing<br />
opportunities with a density range <strong>of</strong> one-half to two dwelling units per acre. There are several<br />
areas within the <strong>City</strong> limits that have the designation <strong>of</strong> single family residential and still have land<br />
to develop with housing. The <strong>City</strong>’s first priority should be to encourage developers to develop this<br />
land that has the existing infrastructure in place to support this development. The next priority for<br />
development should be those areas adjacent to the <strong>City</strong> boundaries that have developed with single<br />
lot developments. Such an area would be the residential area northeast <strong>of</strong> Sugar Creek along SR 47 as<br />
well as the area east <strong>of</strong> County Road 200 East. Development will continue to trend toward the I-74/SR<br />
32 interchange as well as to the west, south <strong>of</strong> Wabash Avenue.<br />
The low density residential designation should contain only single-family detached residential uses<br />
and limited public and institutional uses that are compatible with low density residential neighborhoods<br />
as detailed by the <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong>’s Zoning Ordinance. Because these areas have<br />
been identified in relatively undeveloped land areas, they will contain new, modern residential uses.<br />
Based upon past ownership patterns, the majority <strong>of</strong> these uses will be owner-occupied, single-family<br />
houses because <strong>of</strong> their location outside <strong>of</strong> the <strong>City</strong>’s jurisdiction, and utilities have not been extended<br />
to many <strong>of</strong> the areas.<br />
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4-21 Chapter 4<br />
As new subdivision developments are established, they should be encouraged to form<br />
as neighborhoods with neighborhood associations, unique identities and themes.<br />
The subdivisions should have access to a primary thoroughfare. Smaller subdivisions<br />
should contain one entrance that is a divided entry and larger subdivisions should<br />
contain two or more entrances. Other characteristics such as street lighting, sidewalks,<br />
and connections to the greenway system should be considered at the time <strong>of</strong><br />
development review. Compatibility with adjacent land uses and thoroughfare access<br />
and capacity will determine the appropriate density and zoning classification for development<br />
in this category.<br />
Medium Density Residential<br />
A large portion <strong>of</strong> the established core <strong>of</strong> the <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong>’s housing stock<br />
could be classified as medium density residential development. This type <strong>of</strong> development<br />
is planned around the traditional grid or modified grid street pattern and typically<br />
has an intensity <strong>of</strong> one to three dwelling units per acre. These areas are typically<br />
located between low density residential uses and other non-residential areas serving<br />
as buffers between such uses.<br />
Medium density single-family residential developments <strong>of</strong> three to five dwelling units<br />
per acre are preferred over the lower densities currently being constructed within the<br />
<strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong>. Medium density residential developments are typically located<br />
closer to the core <strong>of</strong> the existing development in <strong>Crawfordsville</strong>, although there are<br />
a number <strong>of</strong> them located east <strong>of</strong> the <strong>City</strong> along Franklin Street and Elmore Street and<br />
west along US 136 and Wabash Avenue. These medium density developments serve as<br />
transitional uses between their higher density residential, commercial and industrial<br />
neighbors. Most new development in this land use category will be infill development<br />
into surrounding neighborhoods or new development up-zoning a low density single<br />
family undeveloped area.<br />
The housing proposed for this area would typically be on smaller lots, zero-lot line<br />
housing or condominiums. All development should have perimeter landscaping and a<br />
buffer yard to help with transitions between uses. Any future medium density housing<br />
should be located along a collector road and even an arterial roadway, depending<br />
on the size <strong>of</strong> the development. By nature, the higher density <strong>of</strong> this type <strong>of</strong> residential<br />
development requires the presence <strong>of</strong> sidewalks and connections to the <strong>Crawfordsville</strong><br />
trail system and common green areas. The housing in this area should be located<br />
closer to the street, contain front porches and have garages that are side loading or<br />
rear loading. Compatibility with adjacent land uses, utility availability and capacity<br />
and thoroughfare access will determine the appropriate density and zoning classification<br />
for development in this category.<br />
Multi-family Residential<br />
From a community services and infrastructure planning viewpoint, developments <strong>of</strong><br />
five to seven dwelling units per acre are more desirable than lower density developments.<br />
With the higher density, it is possible for the <strong>City</strong> to better supply these areas<br />
with infrastructure, public facilities, fire and police protection with respect to efficiency.<br />
These higher density developments will typically be single family detached<br />
homes, zero lot line homes, duplexes and may contain townhomes or apartments.
Community Development <strong>Plan</strong><br />
Developments <strong>of</strong> this nature should be encouraged to provide a mixture <strong>of</strong> development densities<br />
in one development.<br />
Because <strong>of</strong> their higher densities, these areas should be located in the core <strong>of</strong> the existing <strong>City</strong> adjacent<br />
to or in the downtown or major commercial corridors within the <strong>City</strong>, and be limited, or even<br />
prohibited, on the outer edges <strong>of</strong> the <strong>City</strong>. Second story residential above commercial or <strong>of</strong>fice uses<br />
would be appropriate in the downtown area. This density is also well suited as a buffer between<br />
the more moderate densities and high density residential or commercial uses. Also as a result <strong>of</strong><br />
the higher density, a major collector road or secondary arterial is needed to handle the increased<br />
traffic with this dense a development. Sidewalks should be installed and maintained on both sides<br />
<strong>of</strong> the street and connections to the trail system should be required if located in close proximity<br />
to an existing or future trail location. Because <strong>of</strong> their density, the <strong>City</strong> may wish to put additional<br />
architectural standards in place to ensure higher quality <strong>of</strong> development as well. The <strong>City</strong> may wish<br />
to establish a maximum density requirement in their zoning ordinance to manage the size <strong>of</strong> these<br />
developments.<br />
Townhomes, apartments and assisted living facilities greater than seven dwelling units per acre are<br />
encouraged to be utilized as transitional elements between employment areas and less dense residential<br />
areas. This high density classification is intended to provide additional diversity within the<br />
<strong>City</strong>, as the community’s youngest and oldest residents are more likely to occupy these housing types<br />
than any other housing type available.<br />
Future Residential<br />
All <strong>of</strong> the proposed residential developments identified in the Future Land Use Map will help to define<br />
the edges <strong>of</strong> the uses that they abut. For example, the future residential development that is<br />
proposed for the area just south <strong>of</strong> Commerce Park along the residential section will help to contain<br />
the areas <strong>of</strong> Commerce Park and any <strong>of</strong> the surrounding commercial uses and keep them separate<br />
from the Historic Downtown District. The proposed residential district next to the R.R. Donnelley<br />
property, just south <strong>of</strong> Wabash College will help to contain the industrial nature <strong>of</strong> the printing operation.<br />
The proposed residential development to the far south will contain the build-out <strong>of</strong> the<br />
community commercial district that is being proposed.<br />
Historic Neighborhood<br />
The Historic Neighborhood land use classification is established to promote and maintain the historic<br />
core neighborhoods within an area <strong>of</strong> the <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong>. One <strong>of</strong> these areas is located<br />
roughly along eastern Wabash Avenue. This area is in close proximity to existing industrial use<br />
where additional attention to landscaping, themeing and buffering may be needed to minimize any<br />
type <strong>of</strong> destabilization that can occur with this transition. The traditional height, bulk, area and setback<br />
features <strong>of</strong> this neighborhood should be maintained, as well as their scale and proportion. The<br />
density range <strong>of</strong> the Historic Neighborhood should be between 4.0 and 5.0 dwelling units per acre.<br />
Neighborhood Stabilization Areas/Mixed Use Development<br />
There are two areas in particular that have been identified as neighborhood stabilization areas.<br />
These areas including the neighborhood north <strong>of</strong> Wabash College and the neighborhood surrounding<br />
the Old Hospital. A third neighborhood area that could easily become destabilized is around<br />
the existing Midstates Industrial Complex. All <strong>of</strong> these areas show transitions and deterioration <strong>of</strong><br />
housing due, in the case <strong>of</strong> the neighborhood around Wabash College, to the expansion <strong>of</strong> the college<br />
as well as the number <strong>of</strong> students who rent housing in that area. The other two areas are im-<br />
4-22
4-23 Chapter 4<br />
pacted significantly by the vacant structures and the deterioration and uncertainty<br />
<strong>of</strong> the future <strong>of</strong> the Old Hospital and Midstates. For each <strong>of</strong> these areas, a subarea<br />
plan should be created to address issues specific to the neighborhood. This includes a<br />
neighborhood assessment to detail the necessary steps to stabilize the neighborhood.<br />
The neighborhood assessment is further discussed in Chapter 5, Implementation.<br />
eLeMenT Four: My CoMMuniTy<br />
Figure 4-10: My Community Pattern<br />
The concept <strong>of</strong> “My community” is focused on the<br />
economic development <strong>of</strong> the <strong>City</strong> and how that<br />
transforms the character and image <strong>of</strong> the community.<br />
This includes the creation <strong>of</strong> the new Commerce<br />
Park located at I-74 and U.S. 231, the existing<br />
St. Clare Medical Center, the continued growth and<br />
focus on the downtown for <strong>of</strong>fice and small locally<br />
owned uses, the southern community commercial<br />
area on CR 150 South and US 231 and the identification<br />
<strong>of</strong> key community gateways. In addition to<br />
these otherwise spatial elements, “my community”<br />
also includes aesthetic regulations to ensure that<br />
<strong>Crawfordsville</strong> becomes a community that is known for its higher standard in wellbuilt,<br />
quality housing.<br />
Figure 4-11, My Community Concept <strong>Plan</strong>, illustrates several key development concepts<br />
for employment and economic development as well as for the enhancement <strong>of</strong> the<br />
community. The “My Community” element includes the following:<br />
The patterns <strong>of</strong> My Community include:<br />
•<br />
•<br />
•<br />
•<br />
•<br />
Commercial service areas<br />
The central spine <strong>of</strong> the community<br />
Location at the regional crossroads<br />
Centrally located Town Center<br />
Growth emanating from the core with district boundaries<br />
THE FUTURE PLAN FOR MY COMMUNITY<br />
The future land use principles for My Community should include the following:<br />
•<br />
•<br />
•<br />
•<br />
Historic Downtown: Implementation <strong>of</strong> a special historic downtown<br />
zoning district will ensure this area is the central focus <strong>of</strong> the <strong>City</strong><br />
Downtown Commercial Core and Historic Main Street:<br />
Revitalization efforts with emphasis on an historic market niche and<br />
limiting conversion <strong>of</strong> residential uses to commercial uses<br />
Commercial Corridors: Development standards will ensure that new<br />
growth along U.S. 231 meets high aesthetic standards that reflect a<br />
positive visual image <strong>of</strong> the <strong>City</strong><br />
Defined Economic Areas: There are several employment and<br />
economic areas in <strong>Crawfordsville</strong>, each with its own distinct character<br />
and function
Figure 4-11: My Community Concept <strong>Plan</strong><br />
Agriculture<br />
Preservation<br />
Agriculture<br />
Preservation<br />
Future<br />
Residential<br />
Expansion<br />
Agriculture<br />
Preservation<br />
US Hwy 136<br />
Future<br />
Residential<br />
Expansion<br />
Future Residential<br />
Expansion<br />
CR 505<br />
Residential-Agricultural<br />
Transition Area<br />
SR 32<br />
150 South<br />
Agriculture<br />
Preservation<br />
Residential Corridor District<br />
Oak Hill Rd.<br />
Future Location<br />
<strong>of</strong> 4-H<br />
Fairground<br />
CR 100 W<br />
RR<br />
Donnelley<br />
Oak Hill<br />
Cemetery<br />
North<br />
Meredith<br />
Nicholson<br />
Elementary School<br />
W. Wabash Ave.<br />
Caleb Mills<br />
Elementary<br />
School<br />
Proposed on<br />
street trail<br />
expansion<br />
SR 47<br />
Future<br />
Residential<br />
Expansion<br />
Existing<br />
Trailhead<br />
Oak Hill<br />
Cemetery<br />
South<br />
Community Gateway<br />
St. Clare<br />
Medical<br />
Center<br />
<strong>Crawfordsville</strong><br />
High School<br />
TO LAFAYETTE<br />
Historic<br />
Downtown<br />
Core<br />
Elston Grove Historic<br />
Neighborhood<br />
CRAWFORDSVILLE<br />
My Community Map Key<br />
US Hwy 231<br />
Future<br />
Residential<br />
Expansion<br />
Elston<br />
Park<br />
Wabash College<br />
Future<br />
Residential<br />
Expansion<br />
Community<br />
Com.<br />
Oak Hill<br />
Cemetery<br />
US 231<br />
Commerce<br />
Park<br />
North<br />
View<br />
Park<br />
Community Gateway<br />
Downtown<br />
Gateway<br />
Mollie<br />
Hoover<br />
Elementary<br />
School<br />
Downtown Gateway<br />
Historic Corridor District<br />
Laura Hose<br />
Mixed-use Elementary<br />
Redevelopment School<br />
District<br />
Joseph<br />
Tuttle<br />
Middle<br />
School<br />
Commerce Park<br />
Trailhead<br />
County<br />
Jail<br />
Boys &<br />
Girls Club<br />
US Hwy 136<br />
Future Residential<br />
Expansion<br />
Residential-Agricultural<br />
Transition Area<br />
My Town…My Street…My Neighborhood…My Community<br />
Main St.<br />
TO GREENCASTLE<br />
Danville Ave.<br />
Environmental Protection<br />
and Enhancement Area<br />
Mill St.<br />
Regional<br />
Trailhead<br />
Exist.<br />
Industrial<br />
Milligan<br />
Park<br />
South Blvd.<br />
Ladoga Rd.<br />
I-74<br />
Future<br />
Industrial<br />
Expansion<br />
St. Bernard<br />
School<br />
Proposed<br />
Trail<br />
Municipal<br />
Golf<br />
Course<br />
Existing<br />
Industrial<br />
John Beard<br />
Head Start<br />
Program<br />
Elmore Street<br />
Proposed<br />
Industrial<br />
Expansion<br />
New East-West<br />
Corridor<br />
Agriculture<br />
Preservation<br />
Future<br />
Industrial<br />
Expansion<br />
SR 32<br />
Louisville & Nashville Railroad<br />
Goose<br />
Nibble<br />
Park<br />
Proposed Streets<br />
Existing Streets<br />
Residential Spine<br />
Commercial Spine<br />
Historic Spine<br />
Downtown Trail<br />
Trails<br />
<strong>City</strong> Limits<br />
Sugar Creek<br />
150 South<br />
SR 47<br />
US Hwy 136<br />
CR 200 East<br />
Commercial<br />
Historic Downtown<br />
Core<br />
Future Commercial<br />
Industrial<br />
Future Industrial<br />
Low Density<br />
Residential<br />
Medium Density<br />
Residential<br />
Multifamily Residential<br />
Future Residential<br />
Traction Rd.<br />
Agriculture<br />
Preservation<br />
Agriculture<br />
Preservation<br />
Hospitals<br />
Commerce Park<br />
Mixed Use<br />
Development<br />
Neighborhood<br />
Stabilization<br />
Schools<br />
Elston Grove<br />
Historic<br />
Neighborhood<br />
Wabash College<br />
Cemeteries<br />
4-H Grounds<br />
Parks<br />
Agriculture<br />
Downtown<br />
Gateways<br />
Community<br />
Gateways
4-25 Chapter 4<br />
•<br />
Gateways: Portals to the community and the downtown establish an<br />
entry experience and contribute to community identity<br />
The elements that are important to My Community include the commercial, historic<br />
and residential sections <strong>of</strong> the community’s spine (US 231), existing and future commercial,<br />
the historic downtown core, Commerce Park, Wabash College, existing and future<br />
industrial, as well as enhancements to the built environment, including gateways<br />
and the neighborhood and commercial corridors.<br />
COMMUNITY SPINE<br />
The larger community spine includes two sections <strong>of</strong> commercial development. One<br />
segment is located just south <strong>of</strong> the I-74/US 231 intersection, and one just south <strong>of</strong> the US<br />
231/SR 32 intersection. The historic spine stretches the distance <strong>of</strong> the Historic Downtown<br />
Core along US 231. Located between the commercial and historic sections <strong>of</strong> the<br />
community’s spine are residential sections. These residential sections act as barriers<br />
which have resulted in the community’s ability to fully separate both the downtown<br />
and the commercial areas and keep their uses very distinct. This is the primary reason<br />
for the community’s need to protect residences along the residential spine from being<br />
converted into business or commercial uses.<br />
Existing Commercial<br />
Commercial uses currently exist at the intersections <strong>of</strong> I-74/US 231, US 136/CR 200 East<br />
and US 231/US 136. Smaller commercial tracts are located between Danville Avenue and<br />
State Road 47 along South Boulevard, and along US 136 west <strong>of</strong> the <strong>City</strong> just inside the<br />
corporate limits. Commercial uses in these areas range from big box retail to typical<br />
highway interstate interchange uses like fast food restaurants and gas stations.<br />
Future Commercial<br />
The future commercial use classification has been proposed to focus on providing<br />
shopping, service, employment and institutional facilities that are required and supported<br />
by the community’s residents. These uses are proposed to include general commercial<br />
uses such as a large supermarket (Kroger, Marsh), drug store (CVS, Walgreens),<br />
chain retail/discount store (Walmart, Target, Best Buy, Home Depot), specialty shops,<br />
service stations, churches, parks, mid-size <strong>of</strong>fices, personal services, and schools. Future<br />
community commercial uses are considerably larger and more diverse than the<br />
neighborhood and interstate commercial areas. This type <strong>of</strong> big box, national chain<br />
retail development should be limited to the future community commercial center at<br />
the southern most end <strong>of</strong> the community spine.<br />
The proposed community commercial district is located at the end <strong>of</strong> the southern<br />
most segment <strong>of</strong> the community’s spine. There is also a small area located south <strong>of</strong><br />
the I-74 interchange and west <strong>of</strong> US 231 is made up <strong>of</strong> big box stores and other such uses<br />
that accommodate everyday activities. Uses in this district are larger and should be<br />
located on primary arterial streets. Some associated uses would include auto related<br />
uses, clothing, food service, restaurants, pr<strong>of</strong>essional <strong>of</strong>fices, public facilities, general<br />
and retail uses.
The future community commercial areas should include a mix <strong>of</strong> commercial, <strong>of</strong>fice and institutional<br />
uses and facilities, as well as commercial and institutional uses that provide goods, services and facilities<br />
which are demanded less frequently than on a daily basis by the surrounding neighborhoods.<br />
These commercial areas should contain some <strong>of</strong>fice uses supported by community businesses.<br />
Specific development policies should be adhered to when reviewing development within these areas.<br />
This criterion includes:<br />
•<br />
•<br />
•<br />
•<br />
•<br />
The principal commercial uses will likely be a super store supermarket or a large<br />
discount store or movie theater.<br />
Small out lots or single use community commercial developments should range from<br />
5,000 to 25,000 gross floor area.<br />
Uses which should be avoided in the community commercial uses area include:<br />
•<br />
•<br />
Any uses which would be considered a nuisance when located next to a residential<br />
neighborhood.<br />
Warehouse, manufacturing and other industrial uses.<br />
In any given community commercial area, development guidelines for the amount <strong>of</strong><br />
acres devoted to a use can be established to help organize land uses, including:<br />
•<br />
•<br />
•<br />
The total acreage devoted to community commercial areas should range from 27<br />
to 90 acres.<br />
Commercial uses should range from 15 to 40 acres, <strong>of</strong>fice uses should range from<br />
10 to 30 acres, institutional uses should range from 2 to 20 acres and public spaces<br />
should range from 0.20 to 0.5 acres.<br />
To help assess the appropriate size <strong>of</strong> a commercial use within this land use<br />
designation, community commercial uses should have a service radius <strong>of</strong> 1 to 2<br />
miles.<br />
If a new community commercial area is proposed outside <strong>of</strong> the existing areas<br />
designated on the future land use map, then it should radiate out only approximately<br />
1000 feet from the identified area along the roadway. Generally, commercial areas need<br />
roadway frontage to draw people into the businesses.<br />
• Community commercial areas should be located no further than ¼ mile from any<br />
medium and medium to high density land use classifications to provide walkable<br />
access to the area as well as serve as a buffer between residential uses and other nonresidential<br />
uses.<br />
•<br />
•<br />
Community Development <strong>Plan</strong><br />
The use <strong>of</strong> frontage roads or common access points should be used from the arterial<br />
road.<br />
The manner in which community commercial areas should be arranged about an<br />
intersection is as follows:<br />
•<br />
•<br />
The development <strong>of</strong> community commercial areas should be focused on one<br />
side <strong>of</strong> the arterial to limit the amount <strong>of</strong> crossover traffic by residents over the<br />
arterial. The majority <strong>of</strong> this use has already been established on the east side <strong>of</strong><br />
US 231.<br />
For the other side <strong>of</strong> the arterial across from the community commercial<br />
areas, <strong>of</strong>fice and institutional uses could be included as support uses. However,<br />
<strong>of</strong>fice and institutional uses should not comprise more than 40 percent <strong>of</strong><br />
the community commercial area. Uses might include a school, church, bank,<br />
4-26
4-27 Chapter 4<br />
•<br />
•<br />
insurance <strong>of</strong>fice, realty <strong>of</strong>fice, etc. These uses should not cause the<br />
total <strong>of</strong>fice or institutional acreage to exceed the ranges given for<br />
the community commercial uses. Some stand alone fast food or<br />
other restaurants are acceptable.<br />
Residential uses are acceptable surrounding the community<br />
commercial areas but should be heavily buffered from the noise,<br />
view and traffic.<br />
These commercial community areas should have direct access to a<br />
primarily arterial road and access to a secondary arterial and local<br />
network.<br />
Smaller commercial areas are located throughout the <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong> along US<br />
136 and SR 32 that contain neighborhood retail services and focus on the day-to-day<br />
activities <strong>of</strong> the residents in the surrounding neighborhoods. These areas will be primarily<br />
small retail and <strong>of</strong>fices that will be small to medium scale that are no larger<br />
than 60,000 square feet occupying no more than ten to fifteen acres. These areas<br />
would include stand alone buildings or a small strip center. Such uses could include<br />
small convenience store(s) that contain gas pumps, pizza shops, dry cleaning, c<strong>of</strong>fee<br />
shops, a bank, insurance <strong>of</strong>fice, real estate <strong>of</strong>fice, small restaurant, veterinary <strong>of</strong>fice,<br />
jewelers, etc. Additional uses could include institutional uses such as a church, school<br />
or community facility. It is possible that community focal points would be developed<br />
in conjunction with these areas. Typically, higher density residential areas will be nestled<br />
against these areas to provide a buffer to lower density residential areas. Buildings<br />
should be located and designed similarly to the existing character <strong>of</strong> residential<br />
development, with the height <strong>of</strong> the buildings no higher than two stories. Vehicular,<br />
pedestrian and non-motorized connectivity between adjacent uses and strong connections<br />
to adjacent arterials and collector roads should be required.<br />
Historic Downtown Core<br />
The Historic Downtown Core is a traditional, fully functional, self-sustaining business<br />
center. The businesses are local in nature and typically consist <strong>of</strong> <strong>of</strong>fice uses, governmental<br />
services and local retail in older, <strong>of</strong>ten historic buildings. The business core is<br />
surrounded by and thus completely contained by residential uses.<br />
The Downtown boundaries have been identified on the Future Land Use Map. The<br />
Downtown should remain a mix <strong>of</strong> local retail and <strong>of</strong>fice uses with single-family residential<br />
located at the edges. High density residential should continue to be incorporated<br />
into the downtown area with residential on the second floor <strong>of</strong> first floor<br />
retail or <strong>of</strong>fices uses. For new development, density, design and scale should be consistent<br />
with existing development and should not be focused on big box retail. Building<br />
heights and setback should be consistent with adjacent buildings to create a unified<br />
and solid street front. There should be an interconnected system <strong>of</strong> sidewalks that<br />
connect to the community’s trail network.<br />
While the <strong>City</strong> has some special treatments such as landscaping, banners and lighting<br />
in a portion <strong>of</strong> its downtown, this type <strong>of</strong> themeing should be continued throughout<br />
the Historic Downtown Core. A design study should look at the different segments <strong>of</strong><br />
the downtown to develop a design theme. The themeing identified for various segments<br />
will differ, due to the various changes in land use which will play a key role in
Community Development <strong>Plan</strong><br />
helping to establish that theme and treatment for the roadway. Formal green areas, courtyards and<br />
plazas should be continued and enhanced. Pedestrian oriented development such as outdoor dining<br />
should be oriented to the street with parking on the side or in the rear. Drive-thru restaurants<br />
should be prohibited, as they would cause traffic issues and be out <strong>of</strong> character with the existing<br />
land use. Landscaping should be encouraged through the use <strong>of</strong> planters. Signage should be incorporated<br />
into the character; however it should not be the focal point. Banners, awnings, projecting<br />
and neon signs should be regulated.<br />
In order to encourage redevelopment <strong>of</strong> some <strong>of</strong> the existing parcels in the downtown, the <strong>City</strong> will<br />
need to provide incentives to facilitate the process. Some key policies that could be implemented<br />
include:<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
Existing Industrial<br />
Create additional incentives in the zoning districts associated with the medium<br />
density residential areas. This could include the creation <strong>of</strong> development incentives,<br />
such as reduced parking requirements and landscaping.<br />
Create a new urban residential district to allow higher density residential to infill into<br />
areas within the core <strong>of</strong> the downtown.<br />
Improve infrastructure at public or shared costs.<br />
Provide interim uses such as parks on vacant parcels.<br />
Utilize public-private partnerships by creating a demonstration project to spur<br />
interest in redevelopment in an area.<br />
Favor infill development within existing blocks rather than expanding the downtown<br />
into the neighborhoods which would contribute to the decentralization <strong>of</strong> the<br />
downtown and destabilize the neighborhoods.<br />
Strengthen residential neighborhoods around the Downtown through infrastructure<br />
upgrades, redevelopment and infill development.<br />
Discourage the conversion <strong>of</strong> homes to retail or <strong>of</strong>fice uses, especially in neighborhoods.<br />
These uses should not encourage the expansion <strong>of</strong> retail into the neighborhoods..<br />
The community’s heaviest industrial uses are located in the southwest corner <strong>of</strong> the <strong>City</strong> nestled<br />
up against the Louisville and Nashville RR, including a proposed thoroughfare extension <strong>of</strong> Mill St/<br />
Woodlawn Place north towards Sugar Creek. This would connect the heavier industry with the light<br />
industry north <strong>of</strong> SR 32, which is made up <strong>of</strong> distribution and warehousing facilities.<br />
The R.R. Donnelley property is located on the west side <strong>of</strong> the <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong> between Wabash<br />
Avenue to the north, Wabash College to the east and the corporate limits to the west and south. R.R.<br />
Donnelley is a national commercial printer, employing over 1,500 employees.<br />
Future Industrial<br />
Future industrial expansion is being proposed for both the heavy and light industrial. It is anticipated<br />
that the heavy industrial including manufacturing and processing continue to expand along<br />
the Louisville and Nashville RR and along Elmore Street. This area has prime access to both a major<br />
transportation link, especially with the expansion <strong>of</strong> Mill Street and the railroad. The other proposed<br />
for light industry is the area west <strong>of</strong> the County jail along SR 47 and SR 32. This area is seen as<br />
a much lighter industry. These areas would expand to fill out both districts with their respective<br />
industrial intensities.<br />
4-28
4-29 Chapter 4<br />
<strong>Crawfordsville</strong> Commerce Park<br />
The <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong> has invested several financial and infrastructure resources<br />
in the creation <strong>of</strong> what is now known as Commerce Park. Commerce Park will be located<br />
just south <strong>of</strong> I-74 and east <strong>of</strong> US 231, one <strong>of</strong> the key gateways into the <strong>City</strong>. The<br />
purpose <strong>of</strong> the location <strong>of</strong> this development is to provide an area that has easy interstate<br />
and rail access. It is anticipated that this employment area will be primarily<br />
comprised <strong>of</strong> high tech, bio-medical research, <strong>of</strong>fices and light manufacturing uses.<br />
Because it is a key gateway the quality <strong>of</strong> uses and design <strong>of</strong> the buildings should be<br />
higher than other areas <strong>of</strong> the community. Given that the <strong>City</strong> owns the land, they are<br />
awarded the opportunity to distribute a “Request for Proposal” to potential developers<br />
with the purpose <strong>of</strong> fully developing the site with a campus-like feel.<br />
Wabash College<br />
Wabash College is located to the west <strong>of</strong> the <strong>City</strong>’s downtown. The College has plans for<br />
future expansion, including obtaining some parcels along US 231. The 60-acre wooded<br />
campus contains 39 buildings predominately <strong>of</strong> Georgian architecture. While the College<br />
is compact in development, some <strong>of</strong> the College’s expansion into the northern<br />
neighborhoods can cause further deterioration. The <strong>City</strong> should work with the College<br />
to establish definitive boundaries and implement an action plan that includes<br />
providing a streetscape theme along West Wabash Avenue and look at ways to stabilize<br />
the neighborhood impacted to the north <strong>of</strong> the College.<br />
Gateways<br />
Gateways are the major entrances to the community and to special areas or districts<br />
within the community. Currently the gateways do not clearly identify the community,<br />
the Downtown, or the established neighborhoods as special, unique places. Gateways<br />
should be developed with a unique character, while giving prominence to particular<br />
access points in the <strong>City</strong>. The Future Land Use Map identifies four locations for gateways<br />
to the <strong>Crawfordsville</strong> community. These gateways are broken down into two<br />
types <strong>of</strong> gateways: primary and secondary.<br />
Primary Gateways<br />
The two primary gateways are proposed at the northern most and southern most<br />
points <strong>of</strong> the <strong>City</strong> along US 231. The northern most primary gateway would be located<br />
at the US 231 and I-74 interchange. The southern most primary gateway would be located<br />
at the US 231 and what is being proposed as the “New East-West Corridor” intersection<br />
on the Future Land Use Map. These areas serve as the primary entrances into<br />
the <strong>City</strong>. Two secondary gateways are being proposed at the northern and southern<br />
entrances to the Historic Downtown Core. These gateways will highlight the area and<br />
further create a sense <strong>of</strong> place. New development or redevelopment proposed in or<br />
around any <strong>of</strong> these four locations should be carefully reviewed for aesthetic improvements,<br />
quality <strong>of</strong> development and types <strong>of</strong> uses.<br />
There are several actions that the <strong>City</strong> should take to ensure the proper treatment <strong>of</strong><br />
each community gateway. They are as follows:
Limit Curb Cuts<br />
Community Development <strong>Plan</strong><br />
Individual curb cuts contribute to road congestion. Limiting curb cuts and requiring single access<br />
points within a development contributes to a smooth flow <strong>of</strong> traffic and provides the opportunity<br />
to enhance the gateway with signage and landscaping.<br />
Appearance <strong>of</strong> Signage<br />
Improper signage, whether it’s the type, placement, scale, or any combination <strong>of</strong> the three, reduces<br />
the aesthetic appearance <strong>of</strong> the gateway to nothing more than an advertisement. Instead, signage<br />
should be grouped together with coordinating materials. It is appropriate for individual businesses<br />
to have identification signage on the buildings façade. Additional poles or upward expansions for<br />
sign placement are not appropriate and should be prohibited around the community gateways.<br />
Architectural Style <strong>of</strong> Buildings<br />
Buildings located within the community gateway area should be consistent and compatible to one<br />
another. The compatible uses <strong>of</strong> building materials, including architectural style and color contribute<br />
to a cohesive gateway by giving the entrance to the community distinction and character.<br />
Parking and Landscaping<br />
Buildings accompanied by large surface parking lots should be required to include vegetative plantings<br />
to buffer or s<strong>of</strong>ten the development. This is especially true in older, more established gateways<br />
(such as the downtown gateways discussed below) where past landscape standards were not as significant<br />
or creative as with more recent development. Parking lots without landscaping, or with<br />
very minimal landscaping, should not occupy large areas or entire parcels within a gateway area as<br />
this portrays a sense <strong>of</strong> underutilization or vacancy. <strong>Plan</strong>tings in a median or along a right <strong>of</strong> way<br />
can be utilized to visually enhance an area. Fencing material such as split rail or wrought iron fence<br />
can also be used as a visual screen to buffer parking lots.<br />
Lighting<br />
Lighting is typically placed at main intersections and throughout the interior <strong>of</strong> each parking lot the<br />
farther the development is from a community’s core. Such placement is not conducive to the <strong>Crawfordsville</strong><br />
image. Rather, lighting should be used in creative ways to enhance an area and provide a<br />
feeling <strong>of</strong> security at night. Decorative lighting and lighting styles can also be utilized to develop a<br />
unique character at each <strong>of</strong> the community gateways. When coordinated with the landscaping and<br />
architectural design elements, the decorative lighting and lighting styles will help to create a strong<br />
sense <strong>of</strong> identity at each <strong>of</strong> the community entrances.<br />
Monuments<br />
The use <strong>of</strong> monuments, or community identity markers, such as illuminated pylons with large, ornamental<br />
planters, or stand-alone banner poles located within medians, helps create a visually appealing<br />
continuity throughout the gateway. The continuity further enhances the character and<br />
distinction <strong>of</strong> each <strong>of</strong> the community gateways.<br />
4-30
4-31 Chapter 4<br />
Secondary Gateways<br />
The downtown gateways are secondary gateways proposed by this <strong>Plan</strong>. They are<br />
located in areas that serve as secondary access points within the community. The<br />
downtown gateways that have been proposed by this <strong>Plan</strong> are located in areas that<br />
have already been developed in which some enhancements have been made to the existing<br />
roads. For this reason, the downtown gateway improvements will be limited to<br />
the visual improvements such as the landscaping, signage and the use <strong>of</strong> monuments<br />
that was described above. These elements help to call attention to the area and to<br />
create a sense <strong>of</strong> place. Significant improvements are <strong>of</strong>ten impossible, nor are they<br />
<strong>of</strong>ten needed. These gateways could serve as a supplement to the 2006 design study.
<strong>City</strong> <strong>of</strong><br />
<strong>Crawfordsville</strong><br />
I N D I A N A<br />
Chapter 5:<br />
implementation<br />
My Town... My STreeT... My neighborhood... My CoMMuniTy
5-1 Chapter 5<br />
inTroduCTion<br />
The <strong>Crawfordsville</strong> <strong>Comprehensive</strong> <strong>Plan</strong> was written to reflect the <strong>City</strong>’s desire for<br />
growth and development over the next twenty years. The 20-year planning period<br />
allows adequate time to implement new development ordinances, land use patterns,<br />
transportation networks and facility plans. It will also allow the <strong>City</strong> adequate time to<br />
formulate capital improvement funding strategies and funding sources and to implement<br />
the planning techniques that are important facets <strong>of</strong> the implementation and<br />
ultimate success <strong>of</strong> the <strong>City</strong>’s comprehensive planning efforts.<br />
The previous chapters <strong>of</strong> this <strong>Plan</strong> focused on what to do and where to do “it,” with the<br />
added understanding <strong>of</strong> why “it” needs to be done. While the identification <strong>of</strong> these<br />
things is certainly important, it isn’t enough in terms <strong>of</strong> successfully implementing<br />
this <strong>Plan</strong>. It is equally important to identify the when and by whom they should be implemented.<br />
By identifying the what, where, why, when and who this <strong>Plan</strong> provides the<br />
<strong>City</strong> with a sound implementation, or action, strategy. Implementation is the phase <strong>of</strong><br />
the planning process which turns the vision <strong>of</strong> the community’s future into a reality.<br />
The overall goal <strong>of</strong> this <strong>Plan</strong> was to conduct a planning process that would result in the<br />
various goals and policy statements discussed in previous chapters. In many instances,<br />
this <strong>Plan</strong> has gone one step further and identified specific implementation strategies<br />
and techniques related to the stated goals and policies. The proper implementation<br />
<strong>of</strong> this plan will require that the <strong>City</strong> prioritize the numerous goals, policies and<br />
actions steps. The <strong>City</strong> will also need to develop very issue-specific implementation<br />
methods, including the identification and consideration <strong>of</strong> all <strong>of</strong> the possible alternatives<br />
for achieving a desired end. This extent <strong>of</strong> analysis was not a feasible part <strong>of</strong> this<br />
<strong>Plan</strong>’s larger, much broader view <strong>of</strong> the planning process. In fact, it may be necessary,<br />
in some instances, for the <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong> to further develop, and adopt, more<br />
detailed plans or studies in order to properly implement the goals and objectives <strong>of</strong><br />
this one.<br />
AdMiniSTering The PLAn<br />
The text <strong>of</strong> this <strong>Comprehensive</strong> <strong>Plan</strong> and its accompanying maps represent the “ Vision”<br />
<strong>of</strong> <strong>Crawfordsville</strong> as it has been expressed by the residents. These documents<br />
exemplify the citizens’ aspirations for the future development <strong>of</strong> their community.<br />
The focus <strong>of</strong> this <strong>Plan</strong> is the Future Land Use Map.<br />
The Future Land Use Map illustrates the development <strong>of</strong> areas within the <strong>Crawfordsville</strong><br />
<strong>Plan</strong>ning Area through a variety <strong>of</strong> land use management techniques. Like the<br />
text throughout the previous chapters <strong>of</strong> this plan, the Future Land Use Map is the<br />
result <strong>of</strong> both citizen and community leadership input. To that end, the Future Land<br />
Use Map, itself, is a visual representation <strong>of</strong> the recommendations <strong>of</strong> this <strong>Plan</strong>. The<br />
map is a conceptual snapshot <strong>of</strong> how the <strong>Crawfordsville</strong> community should look in<br />
2025. Because <strong>of</strong> the uncertainty associated with the timing and location <strong>of</strong> future<br />
development, the administration <strong>of</strong> this <strong>Plan</strong> will require that the community remain<br />
somewhat flexible towards the many possibilities associated with the future development<br />
<strong>of</strong> the <strong>Crawfordsville</strong> community, while still remaining true to the overall intention<br />
<strong>of</strong> this <strong>Plan</strong>.
inTerPreTing The PLAn<br />
<strong>Comprehensive</strong> plans are, by nature, primarily concerned with a community’s physical development<br />
and those day-to-day decisions made by city <strong>of</strong>ficials and leaders <strong>of</strong> the community that can reasonably<br />
be expected to influence future growth and development. While it is important, and necessary,<br />
for a community also to identify and assess current issues, the community must also consider the<br />
intent <strong>of</strong> this <strong>Comprehensive</strong> <strong>Plan</strong>, look past any current issues, and strive to identify a desirable<br />
outcome for the future <strong>of</strong> the community as a whole.<br />
With that said, the <strong>Crawfordsville</strong> <strong>Comprehensive</strong> <strong>Plan</strong> shall serve as the <strong>City</strong>’s guide regarding the<br />
community’s policies for development and redevelopment. The long range policies are intended to<br />
guide development decisions towards the community’s collective vision <strong>of</strong> the future. Members <strong>of</strong><br />
the <strong>Crawfordsville</strong> <strong>Plan</strong> Commission should interpret the maps, goals, policies, and actions as a longterm,<br />
and deliberately broad, vision by saying, “this is what we value in our community, and given the<br />
fact that we cannot expect to control everything, this is generally what we want our community to<br />
be like in the future.” The strategic action steps, on the other hand, are intended to guide the day-today<br />
decisions concerning more specific and task oriented activities. Members <strong>of</strong> the <strong>Crawfordsville</strong><br />
<strong>Plan</strong> Commission should interpret the strategic actions steps by saying, “given our long-term goals<br />
and changing community conditions, these are the projects and programs that we want to complete,<br />
and this is how we plan to accomplish them.” Interpreting the <strong>Comprehensive</strong> <strong>Plan</strong> in this way<br />
will enable the members <strong>of</strong> the <strong>Plan</strong> Commission to justify their approval, or denial, <strong>of</strong> any proposed<br />
development or redevelopment in or immediately surrounding the <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong>.<br />
When an annexation, rezone, planned unit development (PUD), subdivision or site plan review request<br />
is filed with the <strong>City</strong> <strong>Plan</strong>ning Department, the <strong>City</strong> planning staff should review and evaluate<br />
the application against this <strong>Plan</strong> and the <strong>City</strong>’s ordinances, and provide a staff report in the form <strong>of</strong><br />
a formal recommendation to the <strong>Plan</strong> Commission regarding the staff’s findings. The staff report<br />
should include an evaluation <strong>of</strong> the development and the degree to which the proposed project conforms<br />
to the goals, policies, recommendations and the Future Land Use Map.<br />
The <strong>Crawfordsville</strong> <strong>Comprehensive</strong> <strong>Plan</strong> does not contain the actual decisions that must be made;<br />
however, it does serve as a reminder and provide guidance <strong>of</strong> the community’s collective vision for<br />
the future development <strong>of</strong> the <strong>City</strong> and should be interpreted as such.<br />
rezoning<br />
Zoning protects the rights <strong>of</strong> individual property owners while promoting the general welfare <strong>of</strong><br />
the community. The purpose <strong>of</strong> zoning is to locate various land uses where they are most appropriate.<br />
In determining the most appropriate zoning designation, a community must consider such<br />
things as public utilities, road access, and the existing, or established, development pattern <strong>of</strong> the<br />
community.<br />
In general, a rezone is only justifiable under the following circumstances:<br />
• When the requested rezoning is consistent with long range land use plans adopted by<br />
the appropriate governing body;<br />
•<br />
•<br />
•<br />
Implementation<br />
When there was an error or oversight in the original zoning <strong>of</strong> the property;<br />
When changes have occurred to conditions in the vicinity <strong>of</strong> the property which<br />
prevent the reasonable use <strong>of</strong> the property as currently zoned; and<br />
When the requested rezoning benefits the community at large.<br />
5-2
5-3 Chapter 5<br />
Should the <strong>Plan</strong> Commission find itself granting numerous rezones that are substantially<br />
inconsistent with the Future Land Use Map associated with this <strong>Comprehensive</strong><br />
<strong>Plan</strong>, the <strong>Comprehensive</strong> <strong>Plan</strong> should be updated, for this is an indication that the<br />
<strong>City</strong>’s conditions, issues and/or priorities have changed.<br />
ACTion ProgrAMS<br />
The following implementation “tools” or action programs are possible means for successfully<br />
implementing this <strong>Plan</strong>. The selection <strong>of</strong> the proper implementation tools<br />
is an important decision that will affect the future <strong>of</strong> many current and future land<br />
owners and citizens <strong>of</strong> the <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong>; therefore, the following tools should<br />
merit extensive consideration following the adoption <strong>of</strong> this <strong>Plan</strong>.<br />
The successful completion <strong>of</strong> each and every single recommended action step in this<br />
<strong>Plan</strong> would most certainly translate into the successful implementation <strong>of</strong> this <strong>Plan</strong>.<br />
However, limited funding and manpower will effectively prevent all <strong>of</strong> these measures<br />
from being completed at once. Therefore, the implementation strategies need to be<br />
prioritized and ranked in the order that they should be pursued. Prioritization should<br />
be based upon the cost and benefits, relationship to other measures, and feasibility <strong>of</strong><br />
implementation.<br />
1. ADOPTION OF THE PLAN<br />
In order to adopt the <strong>Crawfordsville</strong> <strong>Comprehensive</strong> <strong>Plan</strong>, the <strong>Plan</strong> Commission and<br />
the <strong>City</strong> Council must act. The replacement or amendment <strong>of</strong> a plan requires the <strong>City</strong><br />
to follow the process provided below. This process can be found in IC 36-7-4-500 et<br />
seq.<br />
For adoption, the <strong>Plan</strong> Commission must:<br />
•<br />
•<br />
•<br />
Give notice in accordance with IC 5-3-1, including the dates and times <strong>of</strong><br />
the meetings and the location in which interested parties can examine<br />
the final <strong>Comprehensive</strong> <strong>Plan</strong>ning document;<br />
Make the <strong>Plan</strong> available, in its entirety, for at least ten (10) days prior to<br />
the first hearing: and<br />
Hold one or more public hearings on the <strong>Plan</strong>.<br />
After the public hearing(s) have been held, the <strong>Plan</strong> Commission may approve the<br />
<strong>Comprehensive</strong> <strong>Plan</strong>, in which case they will need to certify the <strong>Plan</strong> and forward it to<br />
the <strong>City</strong> Council for its consideration.<br />
The <strong>City</strong> Council may adopt a resolution approving, rejecting or amending the <strong>Plan</strong>.<br />
The resolution requires only a majority vote.<br />
If the legislative body rejects or amends the <strong>Comprehensive</strong> <strong>Plan</strong>, by resolution, it is<br />
returned to the <strong>Plan</strong> Commission with a written statement <strong>of</strong> reasons for the rejection<br />
or amendment. In this event, the <strong>Plan</strong> Commission has sixty (60) days to consider<br />
the rejection or amendment and file its report with the <strong>City</strong> Council, unless the <strong>Plan</strong><br />
Commission is granted an extension by the <strong>City</strong> Council, in which case the <strong>Plan</strong> Commission<br />
will have to consider the rejection or amendment and file its report with the
<strong>City</strong> Council within the time specified by the Council’s extension.<br />
If the <strong>Plan</strong> Commission approves the amendment, the <strong>Plan</strong> stands as amended by the <strong>City</strong> Council<br />
and is effective on the date the report is filed with the <strong>City</strong> Council.<br />
If the <strong>Plan</strong> Commission disapproves the rejection <strong>of</strong> the amendment, the original action <strong>of</strong> the <strong>City</strong><br />
Council to reject or amend stands only if affirmed by another resolution <strong>of</strong> the legislative body.<br />
If the <strong>Plan</strong> Commission fails to file a report within the time allotted, the action <strong>of</strong> the <strong>City</strong> Council in<br />
rejecting or amending the <strong>Comprehensive</strong> <strong>Plan</strong> becomes final.<br />
The <strong>Comprehensive</strong> <strong>Plan</strong> is effective in each respective jurisdiction once it is approved by resolution<br />
<strong>of</strong> the <strong>City</strong> Council. Upon approval, the clerk <strong>of</strong> the <strong>City</strong> Council must record a copy <strong>of</strong> the plan with<br />
the County Recorder.<br />
2. APPOINTMENT OF AN IMPLEMENTATION TASK FORCE<br />
The <strong>Plan</strong> Commission should consider appointing an implementation task force to guide the implementation<br />
<strong>of</strong> the <strong>Plan</strong>. Such a task force should include representatives <strong>of</strong> the Council members,<br />
representatives <strong>of</strong> the <strong>Plan</strong> Commission, Redevelopment Commission, staff and citizens. For the<br />
implementation <strong>of</strong> the <strong>Plan</strong> to be successful, organizations and agencies assigned to each implementation<br />
item must be aware <strong>of</strong> their role, responsibility, and/or abilities.<br />
3. CREATION OF A PLAN COMMISSION WORK PLAN<br />
The <strong>Plan</strong> covers a broad variety <strong>of</strong> issues and subject matter. In order to implement the <strong>Plan</strong>, the<br />
<strong>Crawfordsville</strong> <strong>Plan</strong> Commission or Implementation Taskforce should, on an annual basis, prioritize<br />
the action steps in the <strong>Comprehensive</strong> <strong>Plan</strong> for that year and develop a strategy for moving those<br />
items forward and accomplishing them.<br />
4. CONTINUED EDUCATION OF ELECTED AND APPOINTED OFFICIALS<br />
The <strong>City</strong> should strive to provide opportunities for staff, elected and appointed <strong>of</strong>ficials to stay up<br />
to date on the latest methods and development practices around the country for planning. This<br />
includes sending staff and <strong>of</strong>ficials to local, State and national pr<strong>of</strong>essional conferences as well as<br />
planning commissioner workshops and work sessions.<br />
5. ONGOING ANNUAL REVIEW OF THE PLAN<br />
Implementation<br />
<strong>Plan</strong>ning is not a process with a definite beginning and end. Rather, it is an on-going process that<br />
reacts to new information and developments, and tries to incorporate changing conditions into<br />
municipal activities. Conditions that may change include physical conditions <strong>of</strong> buildings and/or<br />
infrastructure, the natural environment, as well as social and community goals.<br />
A disciplined schedule for <strong>Plan</strong> review is helpful in <strong>Plan</strong> implementation. Noting areas <strong>of</strong> the <strong>Plan</strong>’s<br />
success helps to build support for future planning activities. The identification <strong>of</strong> less successful<br />
components <strong>of</strong> the <strong>Plan</strong> may suggest a need for refinement and/or amendment. The <strong>Plan</strong> Commission<br />
should therefore conduct a thorough annual review <strong>of</strong> the <strong>Plan</strong>, asking whether the conditions<br />
on which the <strong>Plan</strong> was predicated still hold true. An annual “report card” should be prepared by the<br />
staff which reviews and documents the activities <strong>of</strong> the <strong>Plan</strong> Commission, Board <strong>of</strong> Zoning Appeals<br />
and <strong>City</strong> Council to ensure compliance with this <strong>Comprehensive</strong> <strong>Plan</strong>.<br />
5-4
5-5 Chapter 5<br />
Also, prior to preparing the annual municipal operating budget, an assessment should<br />
be completed that documents the impacts <strong>of</strong> the activities that implement the <strong>Plan</strong>.<br />
This assessment should consist <strong>of</strong> the following activities:<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
Major changes between projected economic and demographic growth<br />
rates and actual growth;<br />
Necessary adjustments to the implementation tools and techniques<br />
- these may be brought on by changes in state legislation, etc.;<br />
Deviations by the <strong>Plan</strong> Commission or <strong>City</strong> Council from the<br />
<strong>Comprehensive</strong> <strong>Plan</strong>, and why those deviations were made;<br />
Requests for amendments to the <strong>Comprehensive</strong> <strong>Plan</strong>, in order to<br />
determine if there is a pattern <strong>of</strong> requested changes emerging; and<br />
Changes in the local/regional political structure that may affect the<br />
implementation <strong>of</strong> the <strong>Plan</strong>.<br />
Updating and maintaining the <strong>City</strong>’s geographic information system<br />
(GIS) with information relating to existing and future land use patterns<br />
and locations and zoning. Such a system would enable the <strong>City</strong>’s staff to<br />
accurately track patterns <strong>of</strong> development, changes in population, and<br />
other new developments pertinent to the implementation <strong>of</strong> the <strong>Plan</strong>.<br />
Identifying the programs and projects completed to implement the <strong>Plan</strong>.<br />
For each implementing program/project, develop criteria that can be<br />
used to measure the effectiveness <strong>of</strong> the program, apply those criteria,<br />
and write a report summarizing the strengths and weaknesses <strong>of</strong> the<br />
program.<br />
Identify new programs, if any, that could be implemented.<br />
6. ZONING AND SUBDIVISION CONTROL ORDINANCE UPDATES<br />
The <strong>Plan</strong> is a statement <strong>of</strong> policy; it is not a regulatory document. The most common<br />
regulatory means for implementing the plan include zoning and subdivision<br />
ordinances. Zoning is the most direct method for regulating land use. In addition to<br />
restricting uses, zoning ordinances also dictates the bulk <strong>of</strong> development (typically<br />
through height requirements, floor-area ratios, and the like) and its site placement<br />
(typically through the use <strong>of</strong> building lot setbacks). The subdivision ordinance relies<br />
on the right <strong>of</strong> municipalities to regulate the subdivision <strong>of</strong> land, and places the burden<br />
<strong>of</strong> implementing public infrastructure directly on the developer.<br />
Several zoning and subdivision recommendations were recommended throughout<br />
this <strong>Plan</strong>. Therefore, the <strong>City</strong> will need to make these changes in order to successfully<br />
implement this <strong>Plan</strong>. Many <strong>of</strong> the land use recommendations will not be able to be<br />
implemented without the changes to the <strong>City</strong>’s zoning and subdivision control ordinances.<br />
The amendment and adoption <strong>of</strong> the recommended zoning and subdivision<br />
ordinances, made by this <strong>Plan</strong>, will help ensure that the intent <strong>of</strong> the <strong>City</strong>’s Future Land<br />
Use Map is realized.
7. COORDINATION BETWEEN THE CITY BUDGET AND CAPITAL IMPROVEMENTS PLAN (CIP)<br />
The annual budget is one <strong>of</strong> the most important tools for <strong>Plan</strong> implementation in that it sets priorities<br />
for the <strong>City</strong>’s monetary allocations each year. Capital and operational funding decisions should<br />
directly reflect the goals and priorities set forth by the <strong>City</strong> Council and the <strong>Plan</strong> Commission.<br />
A capital improvements plan (CIP) is a multi-year capital programming and budgeting process. It<br />
is recommended that, upon adoption <strong>of</strong> this <strong>Plan</strong>, all <strong>City</strong> departments with capital requirements<br />
coordinate and consolidate their capital budgeting processes using the CIP model with the preparation<br />
<strong>of</strong> the <strong>City</strong> budget.<br />
It is further recommended that the <strong>City</strong> staff coordinate their capital improvements planning with<br />
the efforts <strong>of</strong> this <strong>Plan</strong> and any other department master plans or strategic plans. Items that should<br />
be considered in the CIP include:<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
Land acquisition;<br />
Storm water facilities;<br />
Water and wastewater collection and treatment facilities;<br />
Roads;<br />
Alternative transportation facilities (e.g., sidewalks and greenways);<br />
Parks;<br />
Police and fire stations/substations; and<br />
Large equipment (i.e., fire trucks and computer equipment).<br />
The CIP should serve as the basis for the staff’s recommended work programs and as a focus for the<br />
<strong>City</strong> Council’s discussion regarding priorities from year to year during their annual budget process.<br />
If funds are not available for a specific recommendation, the <strong>City</strong> should evaluate whether that specific<br />
item should be removed from that year’s <strong>Plan</strong> Commission Work <strong>Plan</strong>. In general, when there is<br />
a conflict between budget priorities and the goals and policies <strong>of</strong> this <strong>Plan</strong>, the <strong>City</strong> Council should<br />
consider whether those goals and policies remain valid for the <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong>. If they are<br />
valid, then the <strong>City</strong> Council should re-evaluate budget priorities.<br />
8. CREATE SUB-AREA PLANS<br />
Implementation<br />
A sub-area plan provides specific recommendations proposed by this <strong>Plan</strong> for development. Subarea<br />
planning, which is planning at either the neighborhood level, the road corridor level or for a<br />
downtown area, is an important first step to the successful implementation <strong>of</strong> a <strong>Comprehensive</strong><br />
<strong>Plan</strong>. The first phase <strong>of</strong> a sub-area plan includes the creation <strong>of</strong> detailed, and yet conceptual, design<br />
recommendations and policies. The second phase <strong>of</strong> a sub-area plan is the implementation <strong>of</strong> each<br />
conceptual design recommendation. In the case <strong>of</strong> a corridor or gateway plan, this would include<br />
developing construction documents and cost estimates to build each gateway. In some cases such<br />
as neighborhood sub-areas, one additional task <strong>of</strong> the sub-area plan may be to acquire land for redevelopment.<br />
Sub-area planning is also known for its ability to lead to an overall increase in citizen involvement,<br />
leadership development and neighborhood commitment. The <strong>City</strong> should take the next step in its<br />
planning program and develop sub-area plans. Several areas have been identified in Chapter 3 <strong>of</strong> the<br />
<strong>Plan</strong>.<br />
5-6
5-7 Chapter 5<br />
9. MAINTAIN ExISTING NEIGHBORHOODS<br />
In order to promote traditional neighborhoods, the <strong>City</strong> needs to identify, assess and<br />
classify each neighborhood to know the types <strong>of</strong> actions to take in order to stabilize<br />
and maintain each neighborhood so that it is healthy. By classifying each neighborhood,<br />
the <strong>City</strong> will be better positioned to delegate its otherwise scarce resources and<br />
target those neighborhoods that need the greatest level <strong>of</strong> support.<br />
One method <strong>of</strong> classification is simply to use the US Department <strong>of</strong> Housing and Urban<br />
Development criteria <strong>of</strong> income classification. Those neighborhoods with incomes<br />
below 30% <strong>of</strong> the community median household income are very low income; 30 to<br />
50% are low income; 50 to 80% are low-moderate income; 80 to 120% are moderate<br />
income.<br />
Another method that is <strong>of</strong>ten used considers a variety <strong>of</strong> indicators, including: substandard<br />
housing code occurrences; crime incidence; age <strong>of</strong> housing stock; age <strong>of</strong><br />
population; building permits; private mortgage investment; city investments; average<br />
number <strong>of</strong> days properties are on the market; poverty; and public assistance. One <strong>of</strong><br />
the disadvantages <strong>of</strong> this classification method is that a number <strong>of</strong> these indicators<br />
are derived from data (information that is generally assigned to a geographic location,<br />
such as housing code violations, building permits and crime) that may not be<br />
readily available.<br />
Regardless <strong>of</strong> the classification method, the community’s neighborhoods should be<br />
assessed and then classified into one <strong>of</strong> the following categories. The following categories<br />
identify the actions that need to be taken by the <strong>City</strong>.<br />
MAINTAIN the high quality <strong>of</strong> strong and stable neighborhoods. Strong neighborhoods<br />
may be characterized by the vitality <strong>of</strong> their real estate markets. Houses for sale at fair<br />
prices will sell relatively quickly, indicating that the neighborhood is perceived as a<br />
desirable place to live not only by its residents, but also by outsiders. Housing quality<br />
is good, there are few conflicts between adjacent land uses, and social problems are<br />
minimal. The public sector strategy in these strong neighborhoods is, therefore, to<br />
maintain and enhance the existing quality <strong>of</strong> the area through streetscape enhancement,<br />
road and sidewalk maintenance, etc. Parks are occasionally included in these<br />
healthy neighborhoods.<br />
MONITOR neighborhoods with certain social, economic, or physical characteristics<br />
that could be early indicators <strong>of</strong> decline. Maintaining rental units with management<br />
companies in neighborhoods with many renters can ensure the stability <strong>of</strong> the area.<br />
Home ownership counseling as a condition <strong>of</strong> first mortgages and working to eliminate<br />
predatory lenders from the community may limit people from buying more <strong>of</strong><br />
a home than they can afford to purchase or to maintain. Areas with many new residents<br />
and high owner or renter turnover may need special code enforcement to prevent<br />
decline in property maintenance. Lower home values can be improved through<br />
efforts to rebuild and enhance infrastructure and maintain properties. There may be<br />
a few conflicts between adjacent land uses in these neighborhoods.<br />
IMPROVE transitional or problem areas. Some neighborhoods are characterized by<br />
a mixture <strong>of</strong> good housing conditions and some noticeable deterioration. Housing<br />
deterioration may be due to deferred maintenance by either home owners or rental
property owners. In addition, there may be a lack <strong>of</strong> needed special services for elderly, young or<br />
unemployed residents. There may also be specific public infrastructure problems or inappropriate<br />
commercial or industrial uses within or on the edges <strong>of</strong> the neighborhood. All <strong>of</strong> these factors negatively<br />
affect the private real estate market in these areas.<br />
However, none <strong>of</strong> the conditions in these neighborhoods have deteriorated to the point that selective<br />
positive actions could not substantively restore the neighborhoods’ attractiveness and private<br />
market appeal. Here, targeted public sector investments in the maintenance and renewal <strong>of</strong> the<br />
housing stock, essential human services or selected public infrastructure can bring needed improvements<br />
and encourage further revitalization efforts by neighborhood residents, organizations and<br />
other private investors. Detailed planning with residents is needed to identify problems and define<br />
appropriate action strategies.<br />
CHANGE seriously deteriorated or deficient conditions. In some <strong>of</strong> the <strong>City</strong>’s neighborhoods, deterioration<br />
has progressed to the point that major corrective action is needed. Entire blocks may contain<br />
a mix <strong>of</strong> vacant lots and vacant or seriously deteriorated houses. In many instances, conflicts between<br />
incompatible industrial and residential uses have helped to create these conditions. Here the<br />
private housing market is almost non-existent. Social or economic problems are <strong>of</strong>ten pervasive. In<br />
these neighborhoods, areas <strong>of</strong> strength and areas <strong>of</strong> weakness must be defined. Detailed planning<br />
with residents, supplemented by expert technical assistance, should examine options to change<br />
those conditions which are so serious that building rehabilitation alone may not help.<br />
10. CREATE A NATIONAL HISTORIC DISTRICT<br />
National Historic Districts are areas that are recognized by the National Register <strong>of</strong> Historic Places as<br />
unique areas worthy <strong>of</strong> preservation. The National Register <strong>of</strong> Historic Places is the Nation’s <strong>of</strong>ficial<br />
list <strong>of</strong> cultural resources worthy <strong>of</strong> preservation. Authorized under the National Historic Preservation<br />
Act <strong>of</strong> 1966, the National Register is part <strong>of</strong> a national program to coordinate and support public<br />
and private efforts to identify, evaluate, and protect our historic and archeological resources. Properties<br />
listed in the Register include districts, sites, buildings, structures, and objects that are significant<br />
in American history, architecture, archeology, engineering, and culture. The National Register is<br />
administered by the National Park Service, which is part <strong>of</strong> the U.S. Department <strong>of</strong> the Interior.<br />
Evaluation Criteria for Historic Districts<br />
The quality <strong>of</strong> significance in American history, architecture, archeology, engineering, and culture is<br />
present in districts, sites, buildings, structures, and objects that possess integrity <strong>of</strong> location, design,<br />
setting, materials, workmanship, feeling, and association, and:<br />
•<br />
•<br />
•<br />
•<br />
Implementation<br />
That are associated with events that have made a significant contribution to the broad<br />
patterns <strong>of</strong> our history;<br />
That are associated with the lives <strong>of</strong> persons significant in our past;<br />
That embody the distinctive characteristics <strong>of</strong> a type, period, or method <strong>of</strong><br />
construction, or that represent the work <strong>of</strong> a master, or that possess high artistic<br />
values, or that represent a significant and distinguishable entity whose components<br />
may lack individual distinction; or<br />
Those that have yielded or may be likely to yield, information important in prehistory<br />
or history.<br />
5-8
5-9 Chapter 5<br />
Historic Districts in the State <strong>of</strong> Indiana<br />
There are state historic districts designated by the Indiana Register <strong>of</strong> Historic Sites<br />
and Structures. The Indiana Register <strong>of</strong> Historic Sites and Structures (the State Register)<br />
was created by an act <strong>of</strong> the Indiana General Assembly in 1981. The criteria for<br />
listing properties on the State Register are virtually the same as those for the National<br />
Register. Each state has a preservation <strong>of</strong>fice to administer the National Register and<br />
associated programs; the Indiana Division <strong>of</strong> Historic Preservation and Archaeology<br />
(DHPA) serves all Hoosiers interested in these programs. DHPA also manages the State<br />
Register.<br />
Historic Districts for Local Communities<br />
Some communities also have locally designated historic districts, such as the <strong>Crawfordsville</strong><br />
HPC. Communities seeking protection <strong>of</strong> local landmarks may establish a local<br />
Historic Preservation Commission through an ordinance. The Commission, made<br />
up <strong>of</strong> community residents, formally identifies local structures or districts <strong>of</strong> historical<br />
significance. The Commission has the power to review and guide projects affecting<br />
the designated buildings or districts, and can deny demolition permits.<br />
The HPC was established by the <strong>City</strong> Council in 2002 and 2003 with the designation <strong>of</strong> a<br />
local historical district along with a structure and facade grant and loan program for<br />
the downtown. The designated historical areas and structures include:<br />
•<br />
•<br />
Elston Grove<br />
Lew Wallace/Ben Hur Museum<br />
11. IMPLEMENT COMMUNITY AESTHETIC PROGRAMS<br />
Appearance has as much to do with a strong sense <strong>of</strong> community as any other recommendation,<br />
if not more so. Design standards, which can be contained in a zoning<br />
ordinance, are one way to make areas more attractive, while enhancing or protecting<br />
a certain character <strong>of</strong> the <strong>City</strong>. Design standards, however, need to be strictly enforced<br />
in order to ensure success. Incentive programs such as increasing density, permitting<br />
zero lot and reducing yards and setbacks can help ensure that individuals adhere to<br />
the design guidelines provided.<br />
The <strong>City</strong> has not taken the step <strong>of</strong> creating design standards. However, creating a<br />
premier economic address in the <strong>City</strong> through its Commerce Park will require design<br />
standards for non-residential development. Design standards will <strong>of</strong>fer more regulation<br />
than design guidelines, and will require review by a Design Review Committee.<br />
Examples <strong>of</strong> non-residential design standards that could be added to the zoning ordinance<br />
to improve the appearance <strong>of</strong> commercial and industrial areas include reducing<br />
the amount <strong>of</strong> parking allowed in the front <strong>of</strong> a building, prohibiting buildings<br />
from “turning their backs” onto major corridors, and keeping service areas (storage,<br />
trash pick-up, loading) behind the building. Architectural standards that could be put<br />
in place include massing, materials, lighting, ro<strong>of</strong> pitch, visual appeal, compatibility,<br />
entry way treatments, wall treatments, and window treatment.
Chapter 5<br />
Increased “streetscape” standards, especially along US 231 and SR 32 can address landscaping and signage<br />
issues and will provide a noticeable effect on the entire community. These changes will be very<br />
effective in developing the “look” along selected roadway corridors. The <strong>City</strong> has an opportunity to<br />
participate in aesthetic improvements as part <strong>of</strong> street projects it undertakes, and can influence the<br />
design <strong>of</strong> state highways through proactive involvement.<br />
SuMMAry reCoMMendATionS<br />
With proper implementation, the above goals, policies and recommendations will guide growth and<br />
development in <strong>Crawfordsville</strong> over the next twenty years. Limited funding and staffing resources<br />
will make the implementation <strong>of</strong> every action step impossible. Therefore it will be the <strong>City</strong>’s responsibility<br />
to prioritize, annually, those recommendations that are believed to be feasible given the <strong>City</strong>’s<br />
resources at that time. The time frames established in the following Implementation Matrix are<br />
merely to provide some guidance in the manner in which to implement the recommendations. It<br />
should not take the place <strong>of</strong> the <strong>Plan</strong> Commission and <strong>City</strong> Council reviewing and prioritizing the<br />
recommendations based upon resources and current conditions in the community. It may even be<br />
possible that a recommendation made for the long-term be implemented in the short-term. It will<br />
be the responsibility for the <strong>Plan</strong> Commission, <strong>City</strong> Council and Mayor to make that determination.<br />
iMPLeMenTATion MATrix<br />
The following table identifies the action steps recommended throughout this <strong>Plan</strong>. The table also<br />
includes the recommended time frame and the lead decision makers responsible for each action<br />
step.<br />
5-10<br />
ACTION RESPONSIBLE PARTY TIMEFRAME<br />
Goal 1: Showcase the <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong> as a great place to do business by encouraging diverse light manufacturing,<br />
biological and high technology, communications, research and <strong>of</strong>fice uses in the <strong>City</strong> that provide<br />
high quality jobs and continue to diversify and strengthen the <strong>City</strong>’s tax base.<br />
Action 1.1 Complete a Target Industry Analysis <strong>Plan</strong> Commission<br />
<strong>City</strong> Council<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Short-term<br />
Action 1.2 Revise the zoning districts for the business<br />
and economic development intentions <strong>of</strong> this plan<br />
Action 1.3 Promote maintenance and physical improvements<br />
to properties in the downtown and its<br />
surrounding areas<br />
<strong>Plan</strong> Commission<br />
<strong>City</strong> Council<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
<strong>Plan</strong> Commission<br />
<strong>City</strong> Council<br />
Chamber <strong>of</strong> Commerce<br />
Main Street Association<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Short-term: actions needed to be completed in 1-5 yrs<br />
Intermediate: actions needed to be completed in 5-10 yrs<br />
Long-term: actions needed to be completed in 10-20 yrs<br />
On-going: actions which need to be constantly monitored and revised<br />
Short-term<br />
On-going
5-11 Chapter 5<br />
ACTION RESPONSIBLE PARTY TIMEFRAME<br />
Action 1.4 Continue to market the community <strong>Plan</strong> Commission<br />
<strong>City</strong> Council<br />
Chamber <strong>of</strong> Commerce<br />
Main Street Association<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
On-going<br />
Action 1.5 Provide opportunities and destinations that <strong>Plan</strong> Commission<br />
On-going<br />
encourage people to come to downtown in the eve- <strong>City</strong> Council<br />
nings or on weekends<br />
Chamber <strong>of</strong> Commerce<br />
Main Street Association<br />
Redevelopment Commission<br />
Action 1.6 Create and implement sub-area plans <strong>Plan</strong> Commission<br />
<strong>City</strong> Council<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Intermediate<br />
Action 1.7 Establish a business incubator <strong>Plan</strong> Commission<br />
<strong>City</strong> Council<br />
Chamber <strong>of</strong> Commerce<br />
Redevelopment Commission<br />
Intermediate<br />
Action 1.8 Provide for the expansion <strong>of</strong> the St. Clare <strong>Plan</strong> Commission<br />
Long-term<br />
Medical Center<br />
<strong>City</strong> Council<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Action 1.9 Remediate and redevelop the <strong>City</strong>’s Brown- <strong>Plan</strong> Commission<br />
On-going<br />
fields<br />
<strong>City</strong> Council<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Action 1.10 Provide for tax abatement <strong>Plan</strong> Commission<br />
<strong>City</strong> Council<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Short-term<br />
Action 1.11 When and where appropriate, provide <strong>Plan</strong> Commission<br />
Intermediate<br />
the necessary infrastructure to promote economic <strong>City</strong> Council<br />
growth<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Action 1.12 Create a sub area plan for the community <strong>Plan</strong> Commission<br />
Intermediate<br />
commercial area south <strong>of</strong> the <strong>City</strong> where the mall is <strong>City</strong> Council<br />
located<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Short-term: actions needed to be completed in 1-5 yrs<br />
Intermediate: actions needed to be completed in 5-10 yrs<br />
Long-term: actions needed to be completed in 10-20 yrs<br />
On-going: actions which need to be constantly monitored and revised
Section Implementation Title<br />
Short-term: actions needed to be completed in 1-5 yrs<br />
Intermediate: actions needed to be completed in 5-10 yrs<br />
Long-term: actions needed to be completed in 10-20 yrs<br />
On-going: actions which need to be constantly monitored and revised<br />
5-12<br />
ACTION RESPONSIBLE PARTY TIMEFRAME<br />
Action 1.13 Update the downtown plan <strong>Plan</strong> Commission<br />
<strong>City</strong> Council<br />
<strong>Plan</strong>ning Staff<br />
Main Street Association<br />
Redevelopment Commission<br />
Intermediate<br />
Goal 2: Establish a defined image for the <strong>City</strong> through the encouragement <strong>of</strong> a higher quality <strong>of</strong> development by<br />
creating various design standards, review procedures and programs to ensure the <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong> is as<br />
aesthetically pleasing as it is economically sound.<br />
Action 2.1 Develop corridor plans for the enhancement <strong>Plan</strong> Commission<br />
On-going<br />
<strong>of</strong> identified corridors<br />
<strong>City</strong> Council<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Action 2.2 Create gateways into the <strong>City</strong> <strong>Plan</strong> Commission<br />
<strong>City</strong> Council<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Short-term<br />
Action 2.3 Establish architectural design standards for<br />
targeted areas <strong>of</strong> growth<br />
Action 2.4 Establish streetscape standards for targeted<br />
areas <strong>of</strong> growth<br />
<strong>Plan</strong> Commission<br />
<strong>City</strong> Council<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
<strong>Plan</strong> Commission<br />
<strong>City</strong> Council<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Action 2.5 Create a special historic zoning district <strong>Plan</strong> Commission<br />
<strong>City</strong> Council<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Action 2.6 Update marketing materials to showcase<br />
the <strong>City</strong>’s physical design and beautification efforts<br />
Action 2.7 Create programs to maintain enhancements<br />
throughout the community<br />
Main Street Association<br />
<strong>Plan</strong>ning Staff<br />
Chamber <strong>of</strong> Commerce<br />
<strong>Plan</strong> Commission<br />
<strong>City</strong> Council<br />
Main Street Association<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Action 2.8 Update the <strong>City</strong>’s landscape ordinance <strong>Plan</strong> Commission<br />
<strong>City</strong> Council<br />
Chamber <strong>of</strong> Commerce<br />
Main Street Association<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Short-term<br />
Short-term<br />
Intermediate<br />
On-going<br />
On-going<br />
Short -term
5-13 Chapter 5<br />
ACTION RESPONSIBLE PARTY TIMEFRAME<br />
Action 2.9 Create a wayfinding system in the commu- <strong>Plan</strong> Commission<br />
Short-term<br />
nity<br />
<strong>City</strong> Council<br />
Chamber <strong>of</strong> Commerce<br />
Main Street Association<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Action 2.10 Minimize land use conflicts <strong>Plan</strong> Commission<br />
<strong>Plan</strong>ning Department<br />
Redevelopment Commission<br />
On-going<br />
Action 2.11 Create a tree preservation ordinance <strong>Plan</strong> Commission<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Short-term<br />
Action 2.12 Require a green space/open space in new <strong>Plan</strong> Commission<br />
Short-term<br />
development<br />
<strong>City</strong> Council<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Goal 3: Preserve the existing community core and provide for innovative land use development techniques for<br />
new subdivisions, infill development, and opportunities for new development and redevelopment in order to<br />
realize the <strong>City</strong>’s vision for its future.<br />
Action 3.1 Review annexation policy <strong>Plan</strong> Commission<br />
<strong>City</strong> Council<br />
<strong>Plan</strong>ning Staff<br />
Short-term<br />
Action 3.2 Identify policies for zoning <strong>of</strong> annexed ar- <strong>Plan</strong> Commission<br />
Short-term<br />
eas<br />
<strong>City</strong> Council<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Action 3.3 Create a public utilities and services exten- <strong>Plan</strong> Commission<br />
Short-term<br />
sion/expansion policy<br />
<strong>City</strong> Council<br />
<strong>Plan</strong>ning Staff<br />
Action 3.4 Create a Capital Improvements <strong>Plan</strong> <strong>Plan</strong> Commission<br />
<strong>City</strong> Council<br />
<strong>City</strong> Staff<br />
Intermediate<br />
Action 3.5 Update the zoning and subdivision control <strong>Plan</strong> Commission<br />
Short-term<br />
regulations to provide for land use development in- <strong>City</strong> Council<br />
centives that advance the intentions <strong>of</strong> this plan <strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Action 3.6 Update the <strong>City</strong>’s development review crite- <strong>Plan</strong> Commission<br />
Short-term<br />
ria<br />
<strong>Plan</strong>ning Staff<br />
Action 3.7 Determine ways to manage the growth <strong>of</strong> <strong>Plan</strong> Commission<br />
Intermediate<br />
the two-mile fringe area<br />
<strong>City</strong> Council<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Short-term: actions needed to be completed in 1-5 yrs<br />
Intermediate: actions needed to be completed in 5-10 yrs<br />
Long-term: actions needed to be completed in 10-20 yrs<br />
On-going: actions which need to be constantly monitored and revised
Section Implementation Title<br />
ACTION RESPONSIBLE PARTY TIMEFRAME<br />
Action 3.8 Create and implement a neighborhood as- <strong>Plan</strong> Commission<br />
Long-term<br />
sessment strategy<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Action 3.9 Limit residential conversions to protect <strong>Plan</strong> Commission<br />
Long-term<br />
neighborhoods along the <strong>City</strong>’s primary corridor <strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Action 3.10 Create and enforce housing/property main- <strong>Plan</strong> Commission<br />
Short-term<br />
tenance codes<br />
<strong>City</strong> Council<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Action 3.11 Provide for alternative modes <strong>of</strong> transpor- <strong>Plan</strong> Commission<br />
Long-term<br />
tation, culture, and the protection <strong>of</strong> environmental <strong>City</strong> Council<br />
resources through the development <strong>of</strong> a community- <strong>Plan</strong>ning Staff<br />
wide trail system.<br />
Redevelopment Commission<br />
Parks & Recreation Department<br />
Action 3.12 Provide additional park and recreation op- <strong>Plan</strong> Commission<br />
On-going<br />
portunities throughout the community<br />
<strong>City</strong> Council<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Parks & Recreation Department<br />
Action 3.13 Encourage and provide for infill develop- <strong>Plan</strong> Commission<br />
On-going<br />
ment<br />
<strong>City</strong> Council<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Action 3.14 Implement the 2005 5-yr Parks and Recre- <strong>City</strong> Council<br />
Intermediate<br />
ation Master <strong>Plan</strong><br />
<strong>City</strong> Staff<br />
Parks & Recreation Department<br />
Action 3.15 Extend the Sugar Creek Trail north into <strong>Plan</strong> Commission<br />
Long-term<br />
Commerce Park<br />
<strong>City</strong> Council<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Parks & Recreation Department<br />
Goal 4: Provide a safe and efficient transportation network<br />
Action 4.1 Pursue grants <strong>Plan</strong> Commission<br />
<strong>City</strong> Council<br />
Redevelopment Commission<br />
On-going<br />
Action 4.2 Update street design standards <strong>Plan</strong> Commission<br />
<strong>City</strong> Council<br />
<strong>City</strong> Staff<br />
Redevelopment Commission<br />
Short-term<br />
Short-term: actions needed to be completed in 1-5 yrs<br />
Intermediate: actions needed to be completed in 5-10 yrs<br />
Long-term: actions needed to be completed in 10-20 yrs<br />
On-going: actions which will need to be constantly monitored and revised<br />
5-14
5-15 Chapter 5<br />
ACTION RESPONSIBLE PARTY TIMEFRAME<br />
Action 4.3 Require sidewalks in all subdivisions <strong>Plan</strong> Commission<br />
<strong>City</strong> Council<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Short-term<br />
Action 4.4 Design attractive streetscape designs <strong>Plan</strong> Commission<br />
<strong>City</strong> Council<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Short-term<br />
Action 4.5 Incorporate traffic impact studies into the <strong>Plan</strong> Commission<br />
Short-term<br />
subdivision control process<br />
<strong>City</strong> Council<br />
<strong>Plan</strong>ning Staff<br />
Action 4.6 Require new connection to subdivisions <strong>Plan</strong> Commission<br />
<strong>City</strong> Council<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
On-going<br />
Action 4.7 Inventory existing sidewalks <strong>Plan</strong> Commission<br />
<strong>City</strong> Council<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Intermediate<br />
Goal 5: Create and preserve healthy, vital neighborhoods that serve as a focal point within the city<br />
Action 5.1 Create a neighborhood identification map <strong>Plan</strong> Commission<br />
<strong>City</strong> Council<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Short-term<br />
Action 5.2 Complete an assessment <strong>of</strong> each neighbor- <strong>Plan</strong> Commission<br />
Short-term<br />
hood<br />
<strong>City</strong> Council<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Action 5.3 Prepare neighborhood plans <strong>Plan</strong> Commission<br />
<strong>City</strong> Council<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Long-term<br />
Action 5.4 Adopt neighborhood design standards <strong>Plan</strong> Commission<br />
<strong>City</strong> Council<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Intermediate<br />
Action 5.5 Establish residential design standards <strong>Plan</strong> Commission<br />
<strong>City</strong> Council<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Intermediate<br />
Short-term: actions needed to be completed in 1-5 yrs<br />
Intermediate: actions needed to be completed in 5-10 yrs<br />
Long-term: actions needed to be completed in 10-20 yrs<br />
On-going: actions which need to be constantly monitored and revised
Section Implementation Title<br />
5-16<br />
ACTION RESPONSIBLE PARTY TIMEFRAME<br />
Action 5.6 Increase housing and property maintenance <strong>Plan</strong> Commission<br />
Short-term<br />
code enforcement<br />
<strong>City</strong> Council<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Action 5.7 Review <strong>of</strong> lot divisions/combination require- <strong>Plan</strong> Commission<br />
Short-term<br />
ments<br />
<strong>City</strong> Council<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Goal 6: Encourage a diverse mixture <strong>of</strong> well-constructed housing that serves all populations in <strong>Crawfordsville</strong><br />
Action 6.1 Seek additional funding sources <strong>Plan</strong> Commission<br />
<strong>City</strong> Council<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Short-term<br />
Action 6.2 Update design standards for residential <strong>Plan</strong> Commission<br />
Intermediate<br />
homes<br />
<strong>City</strong> Council<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Action 6.3 Establish a housing subcommittee <strong>Plan</strong> Commission<br />
<strong>City</strong> Council<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
Short-term<br />
Action 6.4 Monitor subdivision build=out <strong>Plan</strong> Commission<br />
<strong>City</strong> Council<br />
<strong>Plan</strong>ning Staff<br />
Redevelopment Commission<br />
On-going<br />
Short-term: actions needed to be completed in 1-5 yrs<br />
Intermediate: actions needed to be completed in 5-10 yrs<br />
Long-term: actions needed to be completed in 10-20 yrs<br />
On-going: actions which will need to be constantly monitored and revised
5-17 Chapter 5<br />
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<strong>City</strong> <strong>of</strong><br />
<strong>Crawfordsville</strong><br />
I N D I A N A<br />
Appendix A:<br />
existing Conditions<br />
My Town... My STreeT... My neighborhood... My CoMMuniTy
A-1<br />
exiSTing LAnd uSe<br />
The 2005 existing land use survey <strong>of</strong> <strong>Crawfordsville</strong> was conducted through the use <strong>of</strong><br />
aerial photography and field visits. The different land uses are broken into the following<br />
categories:<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
Appendix A<br />
Agriculture<br />
Churches and Cemeteries<br />
Commercial<br />
Golf Courses<br />
Industrial<br />
Mines and Quarries<br />
Mobile Homes<br />
Multifamily Residential<br />
Natural and Open Areas<br />
Other<br />
Parks<br />
Public Use and Institutional<br />
Single Family Residential<br />
Transportation, Communication, Utilities<br />
Vacant<br />
The land use was digitized from aerial photographs into a geographic information<br />
system (GIS) where calculations were made to determine the total acreage <strong>of</strong> each<br />
land use category in the <strong>City</strong>. These statistics were then compared to the 1991 land use<br />
map to determine the changes in land use over the last fifteen years.<br />
The land within the <strong>City</strong> boundaries accounts for approximately 5,045.58 acres. Single<br />
family residential is the land use category representing the highest percentage <strong>of</strong> all<br />
land uses; approximately 27%, or 1,370 acres. Single family residential development occupies<br />
mainly central <strong>Crawfordsville</strong>, south <strong>of</strong> Sugar Creek, with a few developments<br />
north <strong>of</strong> Sugar Creek near Interstate 74.<br />
Agriculture represents the next highest category, approximately 19%, or 980 acres. Agricultural<br />
land uses exist on the periphery <strong>of</strong> the <strong>City</strong>, and mainly on the north end <strong>of</strong><br />
the <strong>City</strong>. The third highest category is natural and open areas representing approximately<br />
16% <strong>of</strong> the land uses. These areas primarily exist along Sugar Creek and its tributaries<br />
and take up approximately 820 acres.<br />
The next highest categories are commercial approximately 10% and industrial approximately<br />
10%. Commercial land uses exist throughout the <strong>City</strong> with the central downtown<br />
in the geographic center <strong>of</strong> <strong>Crawfordsville</strong>. Industrial land uses are primarily on<br />
the east side <strong>of</strong> <strong>City</strong> and the southwest side <strong>of</strong> <strong>City</strong>.<br />
Other categories include public use/institutional approximately 5%, multifamily residential<br />
approximately 3%, golf courses approximately 3%, churches and cemeteries approximately<br />
2%, and parks approximately 2%.<br />
Comparing existing land use in 2005 with existing land use in 1992 indicates that the<br />
number <strong>of</strong> acres within the city limits has remained the same. Although the land use
Figure A-1: 2005 Existing Land Use<br />
Existing Conditions<br />
categories are slightly different between the two maps, generalized comparisons can be made between<br />
the categories.<br />
Biggest changes in land use have occurred in the agricultural, commercial, and natural and open<br />
areas categories. In 1991, 31% <strong>of</strong> the land was considered to be “undeveloped.” Most <strong>of</strong> the land use in<br />
this category has been transferred to the agricultural category on the 2005 existing land use map<br />
with a small amount allocated to the natural and open areas category. Analysis indicates that the<br />
amount <strong>of</strong> agricultural (or undeveloped) land within the <strong>City</strong> boundaries has been reduced from approximately<br />
31% to 19% <strong>of</strong> all land uses.<br />
Commercial land uses have increased over the last fifteen years, now representing approximately<br />
10% <strong>of</strong> all land use as compared to approximately 6% in 1991. This increase in commercial land uses<br />
has a direct correlation to the reduction in undeveloped or agricultural land. Flood and scenic corridors,<br />
a land use category represented on the 1991 land use map can be compared to the natural and<br />
open area category in the 2005 map. This category has increased from 9% to 16% over the last fifteen<br />
years.<br />
There has been very little change in the single family land use category over the last fifteen years<br />
as approximately 27% <strong>of</strong> the land use was single family residential, similar to what exists currently.<br />
Multi-family residential has also remained the same as has the amount <strong>of</strong> industrial land. The institutional<br />
category on the 1991 land use map has been separated into four land use categories on<br />
the 2005 map including churches and cemeteries, mines and quarries, public use and institutional,<br />
and transportation/communication and utilities. The 1991 category indicates that institutional represented<br />
approximately 9% <strong>of</strong> all land uses in comparison to approximately 8% <strong>of</strong> the four categories<br />
combined on the 2005 map, a very slight difference.<br />
A-2
A-3 Appendix A<br />
CoMMuniTy ServiCeS<br />
Police Services<br />
The incorporated <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong> is served by the <strong>Crawfordsville</strong> Police Department,<br />
which employs 30 <strong>of</strong>ficers, 15 volunteer reserve <strong>of</strong>ficers, an Assistant Chief, and<br />
one Police Chief. The department also employs seven school crossing guards, three<br />
meter maids, two secretaries, and ten radio dispatchers. The volunteer reserve police<br />
<strong>of</strong>ficers provide assistance in times <strong>of</strong> emergency and special events. At the beginning<br />
<strong>of</strong> 2004, the department had 19 deputy cars and one reserve car. The 2004 Police Department<br />
budget was $2.4 million (LWV, 2004).<br />
Unincorporated areas <strong>of</strong> the planning area and the County are served by the Montgomery<br />
County Sheriff’s Department and the Indiana State Police. The Indiana State<br />
Police Post is located in Lafayette, and serves Montgomery County and eight other<br />
counties.<br />
In 2003, the Sheriff’s Department had 16 full-time road <strong>of</strong>ficers in addition to the Sheriff,<br />
and six-part time reserve <strong>of</strong>ficers. Two <strong>of</strong> the 16 <strong>of</strong>ficers were full-time detectives.<br />
The department also employed one full-time medical provider, 14 jail <strong>of</strong>ficers, two<br />
transport <strong>of</strong>ficers, two court-house security <strong>of</strong>ficers and two part-time process servers.<br />
In addition, there were six male <strong>of</strong>ficers at 410 Waynetown Road in <strong>Crawfordsville</strong>,<br />
the location <strong>of</strong> the work release program. In 2003, the Sheriff’s Department operated<br />
17 patrol cars, two reserve cars, and the process server’s car (LWV, 2004).<br />
All <strong>of</strong> Montgomery County is served by Enhanced-911 (E-911). The service, operated under<br />
the authority <strong>of</strong> the county commissioners, automatically provides dispatchers with<br />
the address from which the 911 call is being made. The <strong>Crawfordsville</strong> Police Department<br />
dispatchers provide the service through a contract agreement with the County.<br />
The <strong>Crawfordsville</strong> dispatchers receive all the emergency calls and then contact the<br />
appropriate first responders (LWV, 2004).<br />
Fire Protection<br />
The <strong>Crawfordsville</strong> Fire Department has 38 firefighters divided into three shifts <strong>of</strong> 12<br />
persons each, plus the Fire Chief and Assistant Fire Chief. Shifts rotate on a 24-hour<br />
basis, each person being on duty for an average <strong>of</strong> 56 hours a week. Fire Station 1 is<br />
in the <strong>City</strong> Building at the corner <strong>of</strong> Water and Pike Street. Station 2 is located at the<br />
intersection <strong>of</strong> East Main Street and Wabash Avenue. Station 2 houses three firefighters,<br />
one <strong>of</strong> whom is always a paramedic, a fire engine, and an ambulance (LWV, 2004).<br />
The Board <strong>of</strong> Public Works and Safety oversees the operation <strong>of</strong> the Fire Department.<br />
The Mayor <strong>of</strong> <strong>Crawfordsville</strong> appoints the Fire Chief and the <strong>City</strong> Council approves the<br />
Department’s salaries.<br />
In 2004, the city’s primary fire equipment included three pumpers, one Aerial ladder<br />
truck, two rescue trucks, one pumper/tanker truck, one brush truck, and four advanced<br />
life support ambulances. Thirteen full-time paramedics provide emergency<br />
medical care, and all but 3 <strong>of</strong> them doubled as emergency management personnel.<br />
The Department averages 650 fire runs a year, and 2,500 emergency runs a year (LWV,<br />
2004).
In addition to <strong>Crawfordsville</strong>, the service area <strong>of</strong> the <strong>Crawfordsville</strong> Fire Department includes all but<br />
the southern part <strong>of</strong> Union Township through a contract agreement in which the Township pays<br />
the city for fire protection. The Department also services a portion <strong>of</strong> I-74 extending from Old SR 55<br />
east to the Boone County line.<br />
In addition to the <strong>Crawfordsville</strong> Fire Department, there are nine volunteer fire departments in<br />
Montgomery County. While each fire department has its own specific service area, they all provide<br />
aid to one another during emergencies.<br />
Wastewater Treatment<br />
The <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong> provides sewer service to all residents within its incorporated area. Residents<br />
outside the city are generally supported by individual septic tanks. The <strong>Crawfordsville</strong> sewage<br />
treatment plant, built before World War II, is located on Sugar Creek on the northwest side <strong>of</strong> <strong>Crawfordsville</strong><br />
on Bluff Street. The plant is operated under the supervision <strong>of</strong> the Board <strong>of</strong> Public Works<br />
and Safety. In 2003, there were 14 employees. Water users pay a monthly charge which finances the<br />
operation <strong>of</strong> the treatment plant and the maintenance <strong>of</strong> sewage lines. The 2003 budget was almost<br />
$2.2 million (LWV, 2004).<br />
The most recent sewage treatment plant expansion was in 1998, when it was enlarged to handle a<br />
4.7 million-gallon daily flow, with a maximum <strong>of</strong> six million gallons per day for short periods. This<br />
expansion included a new settling tank, chlorine contact and sludge storage. A private contractor<br />
hauls sludge from the plant for the <strong>City</strong>.<br />
Solid Waste Management<br />
Montgomery County is part <strong>of</strong> the West Central Indiana Solid Waste Management District, and has<br />
<strong>of</strong>fices in Greencastle, Indiana. Morgan, Parke, and Putnam Counties are also members. As part <strong>of</strong><br />
this district, a solid waste management plan, a recycling program, and an education plan are available<br />
to <strong>Crawfordsville</strong> residents.<br />
A private contractor operates a transfer station in <strong>Crawfordsville</strong> on Bluff Street. Solid waste is<br />
hauled to the Danville, Indiana, landfill for a tonnage fee. County residents outside <strong>Crawfordsville</strong><br />
either pay private haulers to carry their waste to the city transfer station, or take it themselves, paying<br />
the fees. Industries, apartment buildings, and commercial users pay private haulers to dispose<br />
<strong>of</strong> their waste. The <strong>Crawfordsville</strong> Street Commissioner supervises the city sanitation department<br />
with five full-time employees. Residential garbage is picked up weekly, and in 2003, the department<br />
operated two trucks (LWV, 2004).<br />
<strong>Crawfordsville</strong> has curb-side recycling that is combined with garbage pick-up. Recycling includes<br />
newspapers, glass, bottles, beverage cans, cardboard, paper, and magazines. In addition, a yard waste<br />
drop-area is available to residents, and accepts grass clippings, leaves, branches and other yard waste.<br />
The drop-<strong>of</strong>f area is open late spring to late December.<br />
Parks and Recreation<br />
Existing Conditions<br />
The <strong>Crawfordsville</strong> Parks and Recreation Department consists <strong>of</strong> a seven-member board and a full<br />
time Park and Recreational Director. Four park board members are appointed by the Mayor; two additional<br />
members represent the <strong>Crawfordsville</strong> Public Library and the <strong>Crawfordsville</strong> Community<br />
School boards. Board members serve four-year rotating terms. The Parks Board is responsible for<br />
establishing the vision and direction in which the Parks Department will operate.<br />
A-4
A-5 Appendix A<br />
The 2005 budget for the Department is $1.24 million, and recently approved a comprehensive<br />
five-year park system master plan (Parks and Recreation Department, 2005).<br />
The Department currently operates several parks and the <strong>Crawfordsville</strong> Community<br />
Center. The Community Center, built in 2000, includes 26,000 square feet; it includes a<br />
gymnasium, weight room, walking track, lockers, meeting rooms, game room, and a<br />
playroom for short term child care. The Park Department <strong>of</strong>fices are also located in<br />
this facility. The Community Center <strong>of</strong>fers a wide range <strong>of</strong> programs including senior<br />
activities, youth programs, after-school programs, and cultural programs (Parks and<br />
Recreation Department, 2005).<br />
The major park in <strong>Crawfordsville</strong> is Milligan Park. Milligan Park is approximately 44<br />
acres located on the southwest side <strong>of</strong> the city. The Municipal Golf course (a 122 acre,<br />
18-hole golf course) and the Community Center are both located adjacent to this park.<br />
It is the city’s most popular and oldest park. Facilities in this park include: aquatic center<br />
with an Olympic size swimming pool, bath house, diving boards, and water slides;<br />
Community Center, fitness trail, basketball courts, volleyball courts, sledding hill, four<br />
picnic shelters, picnic areas, five horseshoe courts, one lighted s<strong>of</strong>tball diamond, one<br />
lighted baseball diamond, and play equipment. This park is also accessible to the disabled<br />
(Parks and Recreation Department, 2005).<br />
Another important <strong>Crawfordsville</strong> facility is the Elston Park Complex. Elston Park is a<br />
38-acre park located on the north side <strong>of</strong> the <strong>City</strong>, along the north bank <strong>of</strong> Sugar Creek.<br />
The Department has extensively developed the north area, and the park includes three<br />
lighted s<strong>of</strong>tball fields, one football field, handicapped accessible restrooms, concession<br />
stand, and storage areas.<br />
Table A-1: <strong>Crawfordsville</strong> Parks and Recreation<br />
Park Facility<br />
Milligan Park 2 x x x 2 3 x 4 x x x x<br />
Elston Park 3 x 1 x x x x 1 x<br />
Lincoln Park 2 x<br />
Nibble Park x x 1<br />
Franves Wooden Park 1 x x<br />
Sugar Creek Trail x<br />
Rock River Landing x x<br />
Biggs Bluff Mountain<br />
Bike Park<br />
Lew Wallace/Ben Hur<br />
Museum<br />
Ball Fields<br />
Basketball<br />
Beach<br />
Boat Launch<br />
Football Field<br />
Fishing<br />
Horseshoe Pits<br />
Picnic Area<br />
Grilling Area<br />
Playground<br />
Shelters<br />
Green Space<br />
Sledding<br />
Restrooms<br />
Pool<br />
Trails<br />
Volleyball Court<br />
x x x<br />
Whitlock Nature Park x<br />
x<br />
Golf Course<br />
Community Center<br />
Museum
In addition to these major parks, there are neighborhood parks.<br />
Frances Wooden Northside Park, a 0.5 acre park located on<br />
North Grant Avenue, and <strong>of</strong>fers a ball field, picnic, and a playground<br />
area. Nibble Park, located at the end <strong>of</strong> East Tuttle Avenue,<br />
is a 1.0 acre mini park which <strong>of</strong>fers shelter, playground and<br />
picnic areas. Finally, Lincoln Park, a 2.0 acre green space located<br />
on the east side <strong>of</strong> <strong>Crawfordsville</strong>, <strong>of</strong>fers a picnic area, benches,<br />
and two lighted basketball courts.<br />
Sugar Creek Trail is a major addition to the Parks and Recreation<br />
Department program. It is a 4.5 mile trail connecting the community<br />
to a new proposed mountain bike park. It follows the<br />
former Monon Railroad track, concluding with a spectacular<br />
trestle over Sugar Creek. Access to the trail is provided at three<br />
locations: Rock River Landing (west end), Donnelley Trailhead<br />
(center <strong>of</strong> trail), and the High School (east end). The Department<br />
has received funding to make major improvements to the Rock<br />
River Landing trailhead through the Indiana Department <strong>of</strong><br />
Natural Resources.<br />
The improvements include a canoe launch, widening the entrance<br />
drive, improve parking, picnic pavilion, ADA access to the<br />
trail from the parking lot, one-half mile extension <strong>of</strong> the trail to<br />
the west, and development <strong>of</strong> Mountain Bike Trails at the Biggs<br />
Explorer Camp, donated by Montgomery County Youth Camp.<br />
As mentioned above, a new 40-acre park, called Biggs Bluff<br />
Mountain Bike Park, will be located west <strong>of</strong> the <strong>City</strong> corporate<br />
limits, but operated by the Parks Department, will provide a unique facility for the residents <strong>of</strong> <strong>Crawfordsville</strong>.<br />
The property is adjacent to the Sugar Creek Trail, and will allow citizens an opportunity to<br />
participate in the sport <strong>of</strong> mountain biking.<br />
The following table summarizes parks and recreational facilities that <strong>Crawfordsville</strong> has to <strong>of</strong>fer its<br />
residents.<br />
In the 2005 five year Park Master <strong>Plan</strong>, the Department recognized the following community needs<br />
and issues relevant to parks and recreation:<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
Existing Conditions<br />
Updated aquatic facility with family oriented activities<br />
More youth associated programs<br />
Play areas renovated and updated<br />
Improve overall park identification signs<br />
Golf course improvements<br />
Continued need for trails and connections between public facilities and neighborhoods<br />
Continue to develop partnerships with other groups to provide funding for programs and<br />
facilities<br />
Need to monitor the demographics <strong>of</strong> the community to provide cultural and educational<br />
programs that relate to the diversity <strong>of</strong> the community<br />
Develop programs that allow citizens to improve their physical fitness, diet, and overall<br />
health<br />
Upgrade <strong>of</strong> paths and walk ways within Milligan Park<br />
A-6
A-7 Appendix A<br />
Schools<br />
Since 1966, the County has had three school systems, South Montgomery Community<br />
School Corporation, North Montgomery Community School Corporation, and <strong>Crawfordsville</strong><br />
Community School Corporation. For the purposes <strong>of</strong> this plan, the <strong>Crawfordsville</strong><br />
School Corporation is discussed below.<br />
The <strong>Crawfordsville</strong> School Corporation <strong>of</strong>fers a comprehensive college preparatory<br />
curriculum and <strong>of</strong>fers classes in special education for all ages. The school system <strong>of</strong>fers<br />
advanced work at various levels for some students. <strong>Crawfordsville</strong> starts with Wilson<br />
Kindergarten Center, then grades 1 through 5 at 3 Elementary Schools, and then<br />
continues at the middle and high school. The <strong>Crawfordsville</strong> School Corporation participates<br />
in hot lunch programs, with free and reduced-price lunches for children <strong>of</strong><br />
lower-income families. A limited summer school program and adult diploma completion<br />
(G.E.D) courses are available, as well as instruction for homebound students.<br />
In <strong>Crawfordsville</strong>, elementary schools are on a six-week grading period, Tuttle Middle<br />
school works with the trimester system, and <strong>Crawfordsville</strong> High School operates on<br />
a nine-week grading period. Teaching aides, librarians, learning disabilities personnel,<br />
school nurses, speech and hearing therapists and guidance counselors are employed<br />
within the system, contributing to the public school efforts a diverse student body<br />
needs.<br />
School budgets are funded from local property taxes as well as state and federal<br />
monies. In 2003, per pupil expenditure was $7,800 in South Montgomery Community<br />
Schools; $9,800 in the North Montgomery Community Schools; and $10,200 in the<br />
<strong>Crawfordsville</strong> Community Schools. The state average was $8,700.<br />
CurrenT PLAnning PrACTiCeS<br />
A community has many methods to control its growth, land use pattern, transportation<br />
systems, and community facilities. The <strong>Comprehensive</strong> <strong>Plan</strong>, while not a legally<br />
controlling set <strong>of</strong> rules and regulations, is adopted as the <strong>City</strong>’s policy on development<br />
issues. Future issues should complement the <strong>Plan</strong>. <strong>City</strong> ordinances are the rules and<br />
regulations that implement the policies <strong>of</strong> the <strong>Plan</strong>. Passed by the <strong>City</strong> Council, ordinances<br />
give specific rules or guidance for how development happens in the community.<br />
The history and current planning practices are described below.<br />
The first idea <strong>of</strong> zoning in <strong>Crawfordsville</strong> appeared in 1947. A municipal code was adopted<br />
December 9, 1963, and the <strong>City</strong> Council approved a <strong>Comprehensive</strong> <strong>Plan</strong> in 1969.<br />
In 1972, the two-mile area surrounding the city was included. The most recent comprehensive<br />
plan was adopted in 1992, and a plat committee was established in 1993. The<br />
last major modification to the subdivision ordinance was in 2003.<br />
The <strong>Crawfordsville</strong> <strong>Plan</strong> Director is responsible for planning and zoning in the <strong>City</strong><br />
and the two-mile jurisdiction. The Director is appointed by the Mayor and acts as staff<br />
to the <strong>Plan</strong> Commission and the Board <strong>of</strong> Zoning Appeals. Montgomery County does<br />
not currently have planning or zoning.<br />
The <strong>Crawfordsville</strong> <strong>Plan</strong> Commission consists <strong>of</strong> nine members: one member <strong>of</strong> the<br />
<strong>City</strong> Council, one member <strong>of</strong> the Park Board, the superintendent <strong>of</strong> the Storm and
Existing Conditions<br />
Waste Water Department, four citizens who reside in the <strong>City</strong> (appointed by the Mayor), and two<br />
citizens who reside in the two-mile unincorporated area (appointed by the County Commissioners).<br />
By law, the Commission is bipartisan and has its own attorney. The citizen members serve four-year<br />
terms.<br />
Two other important groups, the Plat Committee, which grants secondary or final approvals, and<br />
the Board <strong>of</strong> Zoning Appeals, which hears requests for special exceptions to the zoning ordinances<br />
and rulings on non-conforming uses, are other parts <strong>of</strong> the planning services the <strong>City</strong> has to <strong>of</strong>fer.<br />
CAPiTAL iMProveMenT PLAnS<br />
Public improvements for roads, utilities and community facilities are an important way for the <strong>City</strong><br />
to control and direct growth and economic development. The <strong>Comprehensive</strong> <strong>Plan</strong> can provide basic<br />
policy direction on where and when to provide improvements. A Capital Improvements <strong>Plan</strong>, based<br />
on the <strong>Comprehensive</strong> <strong>Plan</strong>, sets out the proposed improvements and their funding in detail, usually<br />
on a three-to-five year schedule.<br />
Capital improvements in Indiana may include economic development incentives and may be funded<br />
by the Economic Development Income Tax (EDIT). A primary function <strong>of</strong> the Capital Improvements<br />
<strong>Plan</strong> is to outline how a municipality will spend its EDIT funds.<br />
AnnexATion & FiSCAL iMPACT PLAn<br />
New developments <strong>of</strong>ten are proposed for land just outside the <strong>City</strong>’s borders. When annexed before<br />
actual development, the <strong>City</strong> can apply its development controls to the land to ensure the quality <strong>of</strong><br />
development. The <strong>City</strong> must provide services to the land once it is annexed, but the <strong>City</strong> also benefits<br />
from the taxes generated by that land.<br />
An important factor for the <strong>City</strong> to consider before annexing a new development is whether that<br />
development will generate more tax dollars than it costs in services. Fiscal Impact <strong>Plan</strong>s help the <strong>City</strong><br />
to make this determination.<br />
Anyone petitioning for annexation in <strong>Crawfordsville</strong> must prepare a Fiscal Impact <strong>Plan</strong>. The <strong>Plan</strong><br />
outlines the effects <strong>of</strong> the proposed development on all municipal services. Ideally, the <strong>Plan</strong> would<br />
include both positive and negative effects <strong>of</strong> the development.<br />
zoning Code/ordinAnCe<br />
The zoning ordinance has the greatest impact on land use patterns and specific development. The<br />
zoning ordinance consists <strong>of</strong> both a zoning map and written text. The zoning map is based on the<br />
existing uses in the <strong>City</strong> and the Future Land Use Map adopted in the 1992 <strong>Comprehensive</strong> <strong>Plan</strong>.<br />
The zoning map delineates districts in the <strong>City</strong> that contain specific guidelines for development in<br />
that district. These guidelines typically establish how far buildings are set back from the street and<br />
from each other, how tall they can be, and the minimum size and width <strong>of</strong> the lot on which they can<br />
be located. The <strong>Crawfordsville</strong> Zoning Code regulates all areas within the corporate limits.<br />
Newly annexed land is assigned a zoning district classification at a public hearing before the <strong>Plan</strong><br />
Commission and then approved by the <strong>City</strong> Council. At that time, the character <strong>of</strong> the development<br />
is established. Anything taking place regarding that land, from the size and shape <strong>of</strong> its lots to the<br />
size and shape <strong>of</strong> its buildings, must conform to the standards <strong>of</strong> the zoning district in which it is<br />
located.<br />
A-8
A-9 Appendix A<br />
SubdiviSion ConTroL ordinAnCe<br />
<strong>Crawfordsville</strong>’s Subdivision Control Ordinance regulates the subdivision <strong>of</strong> land into<br />
more than one lot. The Subdivision Control Ordinance sets forth both the procedures<br />
for subdividing land and the standards to which new residential, commercial, and industrial<br />
developments must be built. While the zoning code regulates the type <strong>of</strong> use<br />
and size <strong>of</strong> the building, the subdivision control ordinance regulates the layout <strong>of</strong> subdivision<br />
streets and utilities that serve the lots. Subdivision <strong>of</strong> land within the <strong>City</strong>’s<br />
corporate limits must be approved by the <strong>Plan</strong> Commission at a public hearing.<br />
CoMMuniTy ProFiLe<br />
Demographic Analysis<br />
Demographic analysis is an effective tool in understanding the existing conditions <strong>of</strong><br />
the community. This analysis in conjunction with citizen input and focus group meetings<br />
aids in identifying the issues, opportunities, and constraints which will serve as<br />
the basis for the goals, objectives, and policies. Such goals and objectives may relate<br />
directly to land use issues, such as where to locate additional residential, commercial,<br />
and industrial land. The demographic analysis describes <strong>Crawfordsville</strong>’s existing and<br />
future populations, economic, social, and housing characteristics.<br />
Population Characteristics<br />
Examining the population characteristics in a community identifies the different<br />
population groups within that community. This is important because each population<br />
group has different issues and needs that should be provided, so it is important to<br />
first know who comprises the <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong>. Also, understanding the population<br />
characteristics will help to determine the size and density <strong>of</strong> various population<br />
groups within the community and further determine the need for land to support<br />
the projected size and characteristics <strong>of</strong> those populations.<br />
As stated above, <strong>Crawfordsville</strong>’s early settlement was based on its location in the<br />
county. Located near Sugar Creek, and located near several local and regional road<br />
systems, this central location within the County has enabled <strong>Crawfordsville</strong> to experience<br />
a steady growth in population over the years.<br />
As indicated in Figure A-2, <strong>Crawfordsville</strong> and Montgomery County have seen a steady<br />
increase in population since 1900.<br />
In 1900, <strong>Crawfordsville</strong> had a population <strong>of</strong> 6,649 people, and by 2000, the population<br />
had increased to 15,253 people, or over 100 percent.<br />
When comparing the population trends <strong>of</strong> <strong>Crawfordsville</strong> with neighboring communities,<br />
<strong>Crawfordsville</strong> saw a small decline in population growth between 1960 and 1980,<br />
but has seen steady increase since then. This pattern <strong>of</strong> steady growth has been displayed<br />
by other centrally located communities within a county, including Brownsburg<br />
in Hendricks County, Frankfort in Clinton County, and Lebanon in Boone County.<br />
In comparison to the other three communities within the region, the largest increase<br />
in population from 1990 to 2000 was Brownsburg (90.4 percent), as indicated by the
Figure A-2: Historic Population<br />
40,000<br />
35,000<br />
30,000<br />
25,000<br />
20,000<br />
15,000<br />
10,000<br />
5,000<br />
rise <strong>of</strong> the line on Chart 1 (Note, Brownsburg’s location in the Indianapolis Metropolitan Area makes<br />
it sensitive to the growth pressure <strong>of</strong> the <strong>City</strong> <strong>of</strong> Indianapolis). The growth from 1990 to 2000 <strong>of</strong> <strong>Crawfordsville</strong><br />
exceeded the population change for Montgomery County as a whole. <strong>Crawfordsville</strong>, the<br />
second largest community within these three communities, had a population increase <strong>of</strong> 12.2 percent<br />
from 1990 to 2000.<br />
FUNCTIONAL AGE GROUPS<br />
Existing Conditions<br />
<strong>Crawfordsville</strong> Population Compared to County and<br />
Similar Cities - 1900 to 2000<br />
0<br />
1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000<br />
Year<br />
Montgomery County <strong>Crawfordsville</strong> Brownsburg Frankfort Lebanon<br />
Table A-2: Historic Population 1900-2000<br />
Place 1900 1910 1920 1930 1940 1950<br />
Montgomery County 29,388 29,296 28,490 26,980 27,231 29,122<br />
<strong>Crawfordsville</strong> 6,649 9.371 10,139 10,355 11,089 12,851<br />
Brownsburg 676 876 1,063 1,042 1,136 1,578<br />
Frankfort 7,100 8,634 11,585 12,196 13,706 15,028<br />
Lebanon 4,465 5,474 6,257 6,445 6,529 7,631<br />
1960 1970 1980 1990 2000 Change<br />
(1990-<br />
2000)<br />
Montgomery County 32,089 33,930 35,501 34,436 37,629 9.3%<br />
<strong>Crawfordsville</strong> 14,231 13,842 13,325 13,584 15,243 12.2%<br />
Brownsburg 4,478 5,751 6,242 7,628 14,520 90.4%<br />
Frankfort 15,302 14,956 15,168 14,754 16,662 12.9%<br />
Lebanon 9,523 9,766 11,456 12,059 14,222 17.9%<br />
When considered alone, the population data creates implications for planning; however, the composition<br />
<strong>of</strong> that population says a great deal more. Functional age groups are a means to group the<br />
population by age based on the stage <strong>of</strong> life they are in. This information helps to determine the<br />
likely number <strong>of</strong> school age, working age, and retired persons in the community and to project that<br />
information forward to determine housing, school, and job needs for the future.<br />
A-10
A-11 Appendix A<br />
In 2000, 18 percent <strong>of</strong> <strong>Crawfordsville</strong> residents were school age, 6 percent were college<br />
age, 79 percent were working age adults (16 years and over), and 16 percent were Senior<br />
Citizens. At the same time, 22 percent <strong>of</strong> all Hoosiers were school aged, 7 percent college<br />
age, 52 percent were working age, and 12 percent were Senior Citizens.<br />
HOUSEHOLDS AND FAMILIES<br />
Household size is the number <strong>of</strong> persons living in a housing unit. It gives an indication<br />
<strong>of</strong> how many housing units will be needed in the future as well as in determining the<br />
future populations. These trends will determine the impact the population will have<br />
on the future land uses and will be instrumental in determining appropriate residential<br />
mixes.<br />
Household size can be impacted by different factors. With people living longer, there<br />
are more elderly households. Elderly households will typically be smaller because<br />
their children have moved out. Along the same lines, many families are not having as<br />
many children, and therefore the household size is smaller. Also, with the shifting <strong>of</strong><br />
marriage patterns, there are more young adults who are single, or who prefer to live<br />
alone or with one or more roommates. All <strong>of</strong> these social changes impact the household<br />
size.<br />
The trend in the United States over the past decades is that the average household<br />
size is decreasing. The Census Bureau reports that the average household size declined<br />
over the past 30 years, from 3.1 people per household in 1970 to 2.6 people per household<br />
in 2002. That’s a decline <strong>of</strong> about one person for every two households. In <strong>Crawfordsville</strong>,<br />
the average household size has decreased from 3.1 persons per household in 1970<br />
to 2.3 in 2000.<br />
<strong>Crawfordsville</strong> (59 percent) has fewer family households than Montgomery County (70<br />
percent). 45 percent <strong>of</strong> households are families with two people, while the county-wide<br />
average is 57 percent. In <strong>Crawfordsville</strong>, 34 percent <strong>of</strong> households are single person<br />
households, compared to 25 percent in Montgomery County and 30 percent statewide.<br />
Wabash College’s student population may contribute to the presence <strong>of</strong> many single<br />
person households.<br />
Single parent families are a common type <strong>of</strong> household in <strong>Crawfordsville</strong>, and have<br />
seen a dramatic increase since 1990, similar to that <strong>of</strong> the state and county. In <strong>Crawfordsville</strong><br />
in 2000, there were 481 head <strong>of</strong> households comprised <strong>of</strong> single mothers with<br />
children under the age <strong>of</strong> 18, an increase <strong>of</strong> 39 percent from 1990. Similar, but even a<br />
more significant increase, there were 135 head <strong>of</strong> households with single fathers with<br />
children under 18 years <strong>of</strong> age, a 121 percent increase from 1990.<br />
Schools and Educational Attainment<br />
During key person interviews, many <strong>of</strong> the persons interviewed commented on the<br />
quality <strong>of</strong> the local schools in <strong>Crawfordsville</strong>. School performance data is included<br />
within this <strong>Comprehensive</strong> <strong>Plan</strong>, because performance is a significant factor in residential<br />
location decisions. People with children place a high priority on residing in a<br />
community with quality schools. Many would say that schools represent the most important<br />
community facility in terms <strong>of</strong> home or business relocation decisions. The<br />
magnitude and pattern <strong>of</strong> <strong>Crawfordsville</strong>’s growth directly impacts tax revenues and
school needs, including facility size and location, staff, supplies, and the level <strong>of</strong> required investment<br />
for education.<br />
Table A-3 below represents the current enrollment for the 2004-2005 school year within the <strong>Crawfordsville</strong><br />
School Corporation only. For 2004-2005, the total school enrollment was 2,425. An enrollment<br />
projection for the 2008-2009 school year is 2,345, a decrease <strong>of</strong> 80 students (Indiana Department<br />
<strong>of</strong> Education, 2005).<br />
HIGHER EDUCATION<br />
Existing Conditions<br />
Wabash College, founded in 1832, is a private liberal arts college for men. Enrollment is approximately<br />
860 male students, originating from 34 states and several foreign countries. 74 percent are from Indiana.<br />
The 60-acre wooded campus contains 39 buildings predominantly <strong>of</strong> Georgian architecture and<br />
is located west <strong>of</strong> the city’s downtown. The college employs about 250 faculty and staff.<br />
Wabash <strong>of</strong>fers 21 majors, and students may choose a double major, including a 3-2 engineering program<br />
with Columbia University or Washington University (St. Louis), or a 3-3 program in law with Columbia<br />
University. Wabash maintains a student/faculty ratio <strong>of</strong> 10/1, and 95 percent <strong>of</strong> the 88 faculty<br />
members hold a Ph.D. or equivalent terminal degree.<br />
Ivy Tech State College is also available for students and residents within <strong>Crawfordsville</strong>. This center<br />
<strong>of</strong>fers traditional degrees, continuing education, and personal enrichment classes. County employees<br />
learn new or improved job skills through SkillsNet, a joint partnership between Montgomery<br />
County Economic Development and Ivy Tech.<br />
Table A-3: School Enrollment<br />
School name K 1 2 3 4 5 6 7 8 9 10 11 12 Total<br />
<strong>Crawfordsville</strong> Sr.<br />
High School<br />
239 181 157 133 710<br />
Joseph F. Tuttle<br />
Middle School<br />
185 194 189 568<br />
Mollie B, Hoover<br />
Elementary School<br />
69 60 64 47 41 281<br />
Laura Hose Elementary<br />
School<br />
70 71 75 66 75 357<br />
Meredity Nicholson<br />
Elementary School<br />
51 59 56 59 41 68 334<br />
Anna Willson<br />
Kindergarten Center<br />
175 175<br />
Table A-4: Educational Attainment<br />
highest<br />
grade<br />
Achieved<br />
no high<br />
School<br />
diploma<br />
high<br />
School<br />
graduate<br />
Some<br />
College/<br />
Associate<br />
degree<br />
bachelor’sdegree<br />
graduatedegree<br />
<strong>Crawfordsville</strong> 19.5% 45.0% 21.2% 9.0% 5.3%<br />
Montgomery<br />
County<br />
14.3% 46.9% 24.1% 9.3% 5.3%<br />
A-12
A-13 Appendix A<br />
EDUCATIONAL ATTAINMENT<br />
Directly related to the types <strong>of</strong> businesses in a community is the educational attainment<br />
levels <strong>of</strong> the local workforce. Educational attainment is important to economic<br />
development because businesses use it to measure the quality <strong>of</strong> the local workforce<br />
and compatibility with the skill level needed for the jobs they create.<br />
Indiana ranks high compared to other states in the number <strong>of</strong> adults (over age 25) who<br />
have completed a high school diploma, however this is because Indiana ranks 44th<br />
in the nation for the percentage <strong>of</strong> adults who have completed at least a bachelor’s<br />
degree. Statewide, 37 percent <strong>of</strong> adults have completed at least a high school diploma;<br />
while 12 percent have completed at least a bachelor’s degree.<br />
In <strong>Crawfordsville</strong>, educational statistics were analyzed for those residents over 25 years<br />
<strong>of</strong> age. In the year 2000 the highest level <strong>of</strong> educational attainment was as follows: 5.3%<br />
had a graduate degree, 9.0% had a bachelor’s degree, 21.2% had attended college and/or<br />
had an associate degree, 45% graduated from high school and 19.5% did not have a high<br />
school diploma. For Montgomery County the statistics are similar although a smaller<br />
percentage, 14.3%, had no high school diploma, and a slightly higher percentage, 24.1%,<br />
had attended college as compared to <strong>Crawfordsville</strong>.<br />
Economic Characteristics<br />
As the county seat, <strong>Crawfordsville</strong>, has appeared in ranking’s <strong>of</strong> the 100 Best Small<br />
Towns in America. Known as “the Athens <strong>of</strong> Indiana” since 1836 for its culture, progressiveness,<br />
and abundance <strong>of</strong> nationally known writers, <strong>Crawfordsville</strong>’s local economy<br />
is also quite diverse, ranging from agriculture to large-scale industrial manufacturers.<br />
The following is a detailed discussion <strong>of</strong> the economic characteristics <strong>of</strong> <strong>Crawfordsville</strong>.<br />
For any community pr<strong>of</strong>ile to be considered complete, it must look at the economy<br />
<strong>of</strong> the area. With the recent release <strong>of</strong> the economic data at the <strong>City</strong> and County level,<br />
a relatively detailed report can be written about the economy <strong>of</strong> the area. Part <strong>of</strong> the<br />
information gathered to update the <strong>Comprehensive</strong> <strong>Plan</strong> was obtained from the Bureau<br />
<strong>of</strong> the Census, Bureau <strong>of</strong> Economic Analysis, Indiana Business Research Center,<br />
and the <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong>.<br />
Figure A-3: Unemployment
UNEMPLOYMENT<br />
A strong indicator <strong>of</strong> the economic health <strong>of</strong> an area is the unemployment rate. Unemployment<br />
throughout the Indianapolis region and Montgomery County was low and has been throughout the<br />
1990s, as illustrated in the chart below.<br />
Generally a rate under six percent is considered full employment, assuming most <strong>of</strong> the unemployment<br />
is simply in transition between jobs. While a low unemployment rate is good for the residents<br />
<strong>of</strong> the <strong>City</strong>, County, and region, it is a potential problem when trying to attract new businesses to the<br />
area. Businesses which would otherwise like to relocate to the <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong> may interpret<br />
a low unemployment rate as a weak employee base. Conversely, another business may also perceive<br />
a relatively high unemployment rate to mean that there is an excess <strong>of</strong> available employees. As a<br />
result, the <strong>City</strong> may have to work harder to secure future business development.<br />
In looking at Montgomery County, the County’s unemployment has largely followed the trends <strong>of</strong><br />
the Indianapolis Metropolitan Area . However, as the country, state and region sat in a time period <strong>of</strong><br />
economic recession in recent years, these unemployment numbers increased throughout the United<br />
States and in Indiana as well. The annual average unemployment rate in 2004 was 4.3 for Montgomery<br />
County, 4.7 for the Indianapolis MSA and 5.2 for Indiana. The 2005 annual average unemployment<br />
rate was not available at the time <strong>of</strong> this report. (Indiana Department <strong>of</strong> Workforce Development,<br />
2005).<br />
Figure A-4: Household Income<br />
Table A-5: Income<br />
Existing Conditions<br />
Median<br />
household<br />
income<br />
Median<br />
Family<br />
income<br />
Percent<br />
<strong>of</strong> Families<br />
below Poverty<br />
Line<br />
Indiana $41,567 $50,261 6.7%<br />
Montgomery County $41,297 $48,779 6.1%<br />
<strong>Crawfordsville</strong> $34,571 $43,211 10.1%<br />
Brownsburg $52,629 $63,245 1.5%<br />
Frankfort $33,275 $42,686 8.8%<br />
Lebanon $37,791 $47,769 4.4%<br />
Even with these recent<br />
figures, the annual unemployment<br />
rate has<br />
remained consistent<br />
with that <strong>of</strong> the County<br />
and region, indicating<br />
that residents are securing<br />
a good percentage<br />
<strong>of</strong> the jobs throughout<br />
<strong>Crawfordsville</strong>. Whether<br />
or not these jobs are located<br />
in <strong>Crawfordsville</strong><br />
or Montgomery County<br />
will be examined at<br />
length later in this <strong>Plan</strong>.<br />
MEDIAN HOUSEHOLD &<br />
FAMILY INCOME<br />
The median household<br />
income for <strong>Crawfordsville</strong><br />
in 1999 was $34,571.<br />
This is similar to the<br />
communities <strong>of</strong> Frankfort<br />
and Lebanon but<br />
lower than the community<br />
<strong>of</strong> Brownsburg and<br />
Montgomery County.<br />
Family income for all<br />
A-14
A-15 Appendix A<br />
communities was higher than household income. In 1999 median family income for<br />
<strong>Crawfordsville</strong> was $43,211. Median family income in 1999 for Montgomery County was<br />
$48,779. Surrounding communities <strong>of</strong> Frankfort and Lebanon had similar median family<br />
incomes. The community <strong>of</strong> Brownsburg was higher, $63,245. Ten percent <strong>of</strong> the<br />
families in <strong>Crawfordsville</strong> are considered to be below the poverty line. Other communities<br />
range between 1.5% and 8.8%. Montgomery County reports 6.1% <strong>of</strong> families below<br />
the poverty level and 8.3 percent <strong>of</strong> individuals were below the poverty level in 2000.<br />
Table A-6: <strong>Crawfordsville</strong> Employment by Industry (2000)<br />
industry employment<br />
(persons)<br />
Agriculture, forestry, fishing & hunting, and mining 51<br />
Construction 295<br />
Manufacturing 2,298<br />
Wholesale trade 111<br />
Retail trade 751<br />
Transportation, warehousing, and utilities 260<br />
Finance, insurance, and real estate 217<br />
Pr<strong>of</strong>essional, scientific, management, administrative, & waste management 300<br />
Educational, health, and social services 1,355<br />
Arts, entertainment, recreation, accommodation, and food services 631<br />
Other services (except public administration) 374<br />
Public administration 206<br />
Table A-7: Montgomery County Employees by Major Industry<br />
Industry 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002<br />
Farm 1,039 981 934 899 886 886 879 876 858 836<br />
Ag services, forestry,<br />
fishing<br />
228 229 234 244 240 240 240 240 240 240<br />
Mining L L 12 11 12 D D D 78 73<br />
Construction 760 799 855 908 1,008 869 900 859 892 907<br />
Manufacturing 8,235 8,841 8,305 8,340 8,215 7,873 7,068 6,917 6,721 6,317<br />
Transportation &<br />
public utilities<br />
706 716 697 718 732 707 778 801 815 765<br />
Wholesale trade 484 453 472 491 527 530 784 829 719 726<br />
Retail trade 3,741 3,981 4,077 3,939 3,910 3,804 3,791 3,826 2,467 2,423<br />
Finance, insurance, &<br />
real estate<br />
762 811 831 858 947 901 872 914 949 1,044<br />
Services 4,984 4,862 5,088 4,966 5,052 5,072 4,930 5,288 5,288 5,288<br />
Government & government<br />
enterprises<br />
1,969 2,014 2,081 2,104 2,012 2,035 2,068 2,087 2,074 2,090<br />
Federal civilian 102 103 104 108 107 104 103 105 100 103<br />
Military 166 156 147 137 132 129 128 132 123 101<br />
State & local 1,701 1,755 1,830 1,859 1,773 1,802 1,837 1,850 1,851 1,866<br />
State 254 255 248 245 242 241 248 253 256 249<br />
Local 1,447 1,500 1,582 1,614 1,531 1,561 1,589 1,597 1,595 1,637<br />
D=Not shown to avoid disclosure <strong>of</strong> confidential information, but the estimates for this item are included in the totals.<br />
L=Less than $50,000, but the estimates for this item are included in the totals.
Twenty-six percent <strong>of</strong> students attending schools in <strong>Crawfordsville</strong> receive a free lunch, and an additional<br />
7.4% receive a reduced priced lunch.<br />
INDUSTRY GROWTH<br />
Existing Conditions<br />
The following analyses will look at existing industry and job growth within the <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong><br />
and the County. This includes the number <strong>of</strong> people working within <strong>Crawfordsville</strong> and Montgomery<br />
County as opposed to residents that commute to other employment centers. The most prevalent<br />
jobs in <strong>Crawfordsville</strong>, and Montgomery County, continue to be related to the manufacturing industry,<br />
as illustrated in the Tables A-6 and A-7, Employment by Industry, on the previous page.<br />
Sixty manufacturing and processing plants, plus several distribution, agribusiness, and construction<br />
companies are located in the County. Among the leading industries are printing and binding, metal<br />
and plastic fabricating, and cheese processing. Major products include books, corrugated containers,<br />
injection moldings, clutch and brake parts, pellet-mill dies, wire and wire specialties, bottle crowns,<br />
cement, inks, seed grains, water s<strong>of</strong>teners, travel trailers, and industrial lighting.<br />
Throughout the 1990s and the early part <strong>of</strong> this decade, Montgomery County observed slow growth<br />
in the majority <strong>of</strong> the major industries in the County, accompanied by a slight increase in services,<br />
and a sharp employment reduction in manufacturing, as shown in the Table above. This followed<br />
the national trend <strong>of</strong> the shift in the manufacturing base to a service base.<br />
Similar industrial information is not available specifically for <strong>Crawfordsville</strong>, but the <strong>City</strong> can expect<br />
similar trends with the number<br />
<strong>of</strong> manufacturing and retail<br />
Table A-8: Montgomery County Top Skills in Demand<br />
and service jobs in the commu- Rank Skill Jobs Available<br />
nity, especially given that the 1 Civil Engineering Technicians 31<br />
largest employers in the County<br />
are manufacturing industries<br />
including R.R. Donnelley & Sons,<br />
Acuity Brands Lighting, Raybestos<br />
Products, Nucor Steel, Alcoa,<br />
2<br />
3<br />
4<br />
5<br />
Materials Inspectors<br />
Highway Maintenance Workers<br />
Other Inspectors & Testers<br />
Production Laborers<br />
30<br />
30<br />
30<br />
16<br />
Fleetwood, Heritage Products 6 Order Clerks 15<br />
and others. In the 1990s, R.R. 7 Hand Packers & Packagers 15<br />
Donnelley & Sons experienced a<br />
reduction in their employment<br />
base. In addition to the major<br />
8<br />
9<br />
Stock Clerks: Stockroom/Warehouse<br />
Order Fillers: Wholesale/Retail Sales<br />
15<br />
15<br />
retail and service employers in 10 Assemblers: Factory Work 7<br />
<strong>Crawfordsville</strong>, including the 11 Truck Drivers: Heavy *<br />
new Super Wal-Mart, there are<br />
many retail shops and service<br />
industries located in downtown<br />
<strong>Crawfordsville</strong>.<br />
12<br />
13<br />
14<br />
Food Service Managers<br />
Civil & Traffic Engineers<br />
Shipping & Receiving Clerks<br />
*<br />
*<br />
*<br />
15 Tractor-Trailer Truck Drivers *<br />
Unfortunately, service industry<br />
and retail jobs, although abundant<br />
and remaining steady in<br />
the County, are not high paying<br />
16<br />
17<br />
18<br />
Production Helpers<br />
Forklift/Industrial Truck Operators<br />
Housekeepers: Private Household<br />
*<br />
*<br />
*<br />
jobs. In 2002, the average yearly 19 Personal & Home Care Aides *<br />
earning per job in the service industry<br />
ranged between $15,269<br />
20 Laborers, Landscaping & Groundskeeping *<br />
A-16
A-17 Appendix A<br />
for accommodation and food services to $24,297 for other services. Manufacturing,<br />
which accounted for nearly 37 percent <strong>of</strong> the jobs in Montgomery County, had average<br />
yearly earnings per job at $52,967. The highest average earning job in the County<br />
is within the water, sewer, gas and electric sector, with an average yearly wage <strong>of</strong><br />
$123,836.<br />
Although <strong>Crawfordsville</strong> and the County have shown a decline in the manufacturing<br />
sector in the past decade, manufacturing jobs still make up the largest sector <strong>of</strong><br />
the <strong>City</strong> and County economy, and the area’s number <strong>of</strong> retail and service sector jobs<br />
continues to be a strong part <strong>of</strong> the economy. Higher paying manufacturing jobs, and<br />
future high technology jobs that the <strong>City</strong> wishes to attract with the new Commerce<br />
Park, are important in order to maintain high quality <strong>of</strong> life for its residents.<br />
Refer to Table A-8 for the top skills in Montgomery County as reported by the Indiana<br />
Department <strong>of</strong> Workforce Development in 2005.<br />
COMMUTING<br />
As is the case for smaller communities located within a larger region, many <strong>of</strong> <strong>Crawfordsville</strong>’s<br />
residents find work outside the <strong>City</strong> limits. In 2000, <strong>of</strong> the 7,030 total workers<br />
16 years and older, 1,811 ( 25%) worked outside their place <strong>of</strong> residence, which in this<br />
case is Montgomery County.<br />
Of the percent <strong>of</strong> workers 16 years and older, 3,372 commute into Montgomery County<br />
and a similar number, 3,288, commute out <strong>of</strong> Montgomery County for employment. Of<br />
those that commute into the county, the largest number, 36%, commute from Fountain<br />
County immediately to the west. The county farthest away, Marion County attracts<br />
5% <strong>of</strong> the commuters.<br />
Of those commuting outside <strong>of</strong> Montgomery County, the majority (38%) commute to<br />
Tippecanoe County, immediately to the north. Twenty-nine percent <strong>of</strong> Montgomery<br />
County workers are employed in Marion County.<br />
Table A-9: Commuting within Montgomery County<br />
County name Commute<br />
inTo Montgomery<br />
County<br />
Percent<br />
<strong>of</strong><br />
Total<br />
Commute<br />
ouT <strong>of</strong><br />
Montgomery<br />
County<br />
Percent<br />
<strong>of</strong><br />
Total<br />
Warren 65 1.9% - -<br />
Vermillion 58 1.7% - -<br />
Fountain 1,209 35.9% 251 7.6%<br />
Parke County 455 13.5% - -<br />
Tippecanoe 355 10.5% 1,245 37.9%<br />
Clinton 37 2.1% 82 2.5%<br />
Boone 248 7.3% 291 8.9%<br />
Putnam 579 17.2% 185 5.6%<br />
Marion 158 4.7% 943 28.7%<br />
Hendricks 174 5.2% 189 5.7%<br />
Hamilton - - 102 3.1%<br />
Total Employment 3,372 100.0% 3,288 100.0%
In regards to means <strong>of</strong> transportation to and from work, 91% commuted by car, truck or van. Of<br />
those commuters, 77% drove alone and 13% car pooled. Others walked or biked. Less than one percent<br />
used a taxicab service. The mean travel time to work is 15.5 minutes. 43% have less than a 10 minute<br />
commute to work, 26% have a 10-15 minute commute, 10% had a 15-20 minute commute, and the balance<br />
have longer than a 20 minute commuted.<br />
In the future, the <strong>City</strong> desires to capture more <strong>of</strong> the County’s job growth so that people who live in<br />
<strong>Crawfordsville</strong> can also work in <strong>Crawfordsville</strong>.<br />
TAx REVENUES AND RATES<br />
Property taxes account for about 40 percent <strong>of</strong> Montgomery County’s budget and about 45 percent<br />
<strong>of</strong> <strong>Crawfordsville</strong>’s budget. Local governmental units that have taxing powers in Indiana include the<br />
county, <strong>City</strong>, Township, conservancy district, school district, and library. Property taxes are collected<br />
by the County, through the <strong>of</strong>fice <strong>of</strong> the County Treasurer, and are distributed to the taxing units<br />
as budgeted, twice a year. Property owners are billed twice yearly, with payments due May 10th and<br />
November 10th.<br />
Table A-10: Property Tax Rates<br />
<strong>Crawfordsville</strong> <strong>City</strong>:<br />
North Montgomery<br />
<strong>Crawfordsville</strong> <strong>City</strong>:<br />
South Montgomery<br />
<strong>Crawfordsville</strong> <strong>City</strong>:<br />
<strong>Crawfordsville</strong><br />
Existing Conditions<br />
1998 1999 2000 2001 2002 2003 2004<br />
8.0739% 8.2919% 8.5939% 9.4685% 3.2229% 2.4569% 2.3116%<br />
8.0467% 6.9259% 7.5393% 8.3801% 2.9215% 2.0862% 1.9935%<br />
9.1951% 9.5758% 10.4053% 11.4679% 3.8212% 2.6092% 2.4324%<br />
In Indiana, assessed value for real and personal property is now 100 percent <strong>of</strong> the market value. The<br />
tax rate is a compilation <strong>of</strong> all the rates for overlapping taxing districts. In Montgomery County, the<br />
tax rate for property taxpayers outside the <strong>City</strong> includes the County rate, Township rate, and school<br />
rate. Tax rates are usually expressed as dollars per $100 <strong>of</strong> assessed value. The total assessed valuation<br />
in Montgomery County in 2003 was approximately $1,880,668,000.<br />
In 2003, the Indiana legislature updated the Homestead Credit Act to provide property tax relief. In<br />
this legislation, an individual property owner may receive a credit <strong>of</strong> 50 percent <strong>of</strong> the value <strong>of</strong> a<br />
house up to a maximum credit <strong>of</strong> $35,000. For example, if a home is worth $70,000, an owner would<br />
receive a Homestead Credit <strong>of</strong> $35,000. If a house was worth $40,000, the owner would receive a credit<br />
Figure A-11: Net Property Tax Rates<br />
A-18
A-19 Appendix A<br />
<strong>of</strong> $20,000. A credit applies only to a residence or dwelling and the land on which it is<br />
located, not to exceed one acre.<br />
Economic Development<br />
The <strong>Crawfordsville</strong>–Montgomery County Chamber <strong>of</strong> Commerce and the Montgomery<br />
County Economic Development Corporation (MCED) can assist the <strong>City</strong> in economic<br />
development, and work towards additional economic opportunities for existing<br />
and future businesses in <strong>Crawfordsville</strong> and within the County.<br />
The Chamber <strong>of</strong> Commerce strives to create greater economic opportunities for its<br />
members, more than 300, by working with local and state government <strong>of</strong>ficials, by <strong>of</strong>fering<br />
a variety <strong>of</strong> business information resources, and by promoting economic development<br />
in <strong>Crawfordsville</strong> and the County.<br />
<strong>Crawfordsville</strong> recently received a ranking <strong>of</strong> 55th in the Top U.S. Small Towns for New<br />
and Expanded Facilities from 2001 through 2003 by Site Selection Magazine in early<br />
2004. In light <strong>of</strong> the <strong>City</strong>’s 2004 branding campaign, “<strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong> Indiana, A<br />
Little More,” the community’s existing economic development is home to many major<br />
facilities including the world’s largest commercial printer, RR. Donnelley, listed Number<br />
1 in the printing industry in FORTUNE Magazine’s list <strong>of</strong> America’s Most Admired<br />
Companies. In addition, Nucor, Crown Industries, and Acuity Brands Lighting are just a<br />
few other facilities in the County.<br />
In late 2004, <strong>City</strong> <strong>of</strong>ficials announced plans to develop a business park on <strong>Crawfordsville</strong>’s<br />
north side called <strong>Crawfordsville</strong> Commerce Park. The Park, a 325-acre development<br />
is strategically located just <strong>of</strong>f I-74 and US 231, providing easy access to Indianapolis<br />
by way <strong>of</strong> truck and rail service. Two-hundred and fifty acres are available for<br />
development. The park will be ideal for business in knowledge based industries and<br />
emerging technologies. Future enhancements may include boulevard entryways, extensive<br />
wooded areas, waterscapes, walking trails, and a natural waterway.<br />
As <strong>Crawfordsville</strong> further examines its future economic development initiatives, one<br />
important consideration is the type <strong>of</strong> business the <strong>City</strong> wants to attract. While retail<br />
and manufacturing industries are necessary to serve its current residential populations,<br />
retail generally involves low paying positions. As previously discussed, manufacturing<br />
has been, and continues to be, the core <strong>of</strong> <strong>Crawfordsville</strong>’s economy. However,<br />
the global market is moving rapidly in a different direction, moving toward knowledge<br />
based technologies and service based businesses. Therefore certain land use,<br />
administrative and financial policy decisions will have to be made by <strong>Crawfordsville</strong><br />
and its leadership regarding future growth. How these policies translate into land use<br />
growth will be an important discussion to undertake, especially with the strong ties<br />
to commercial and residential growth. The new Commerce Park is intended to capitalize<br />
on this transformation, and create a more prosperous economic environment,<br />
higher paying jobs, and an increased tax base for the <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong>.<br />
Population Projections<br />
The planning period for the <strong>Crawfordsville</strong> <strong>Comprehensive</strong> <strong>Plan</strong> extends to 2025. Forecasts<br />
are estimates, and determining the points in time where the growth will occur<br />
is nearly impossible to estimate. Therefore, it is imperative that the <strong>Plan</strong> allocate
Table A-11: Population Projections<br />
Existing Conditions<br />
2000 2005 2010 1015 2020 2025<br />
Historic Trends 15,243 15,772 15,885 16,122 16,406 16,666<br />
IBRC High Step Down 15,243 17,440 17,565 17,827 18,141 18,429<br />
IBRC Low Step Down 15,243 16,682 16,801 17,052 17,352 17,628<br />
Building Permits 15,243 15,357 15,748 16,139 16,530 16,921<br />
Figure A-6: Population Projections<br />
enough land resources to assure various development activities, including housing, employment,<br />
commercial and industrial, retail <strong>of</strong> goods and services, and parks and recreation. The estimates<br />
used for this planning process are based on past trends <strong>of</strong> the <strong>City</strong> and the County, and generally<br />
realistic in approach.<br />
Built into the <strong>Crawfordsville</strong> <strong>Comprehensive</strong> <strong>Plan</strong> are implementation measures that advocate ongoing<br />
research and analysis about economic and demographic changes within the <strong>Crawfordsville</strong><br />
planning area. The forecast results presented are not appropriate substitutes for developing a local<br />
database and information management system designed to effectively guide future development<br />
decisions and to monitor the status <strong>of</strong> economic, market, and physical environments.<br />
From a land use planning perspective, an absolute increase in population is less meaningful than the<br />
impact <strong>of</strong> population change upon housing development, demand for retail goods and public services<br />
and land consumption. However, traditionally, forecasts <strong>of</strong> population are used to establish a<br />
growth rate that in turn is used to allocate housing units and determine the amount <strong>of</strong> land needed<br />
to support those housing units.<br />
In general, population forecasts are more accurate for shorter time periods than longer ones. Population<br />
forecasts reflect underlying assumptions, and the accuracy <strong>of</strong> forecasts relies heavily upon the<br />
A-20
A-21 Appendix A<br />
reasonableness <strong>of</strong> the underlying assumptions. Using assumptions in pinpointing the<br />
exact period when growth will occur is very difficult due to unforeseen market fluctuation,<br />
or changes in the economy. Therefore, it is very important to recognize that<br />
growth will inevitably occur, and managing the location, rather than the time period<br />
in which it takes place, is the best course <strong>of</strong> action.<br />
To figure population projections for the <strong>Crawfordsville</strong> planning area, several different<br />
methods were used. The historic population trend rate assumes a percentage <strong>of</strong> the<br />
population <strong>of</strong> Montgomery County from 1900 to 2000. From 1990 to 2000, <strong>Crawfordsville</strong><br />
averaged 41.6 percent <strong>of</strong> the total county population. It is assumed that under this<br />
scenario, that the population trend will continue, and the projected population under<br />
this scenario for the year 2025 is approximately 16,700 people.<br />
The short term annual average was the second method for determining <strong>Crawfordsville</strong>’s<br />
population projections. Under this method, two 2025 population projections<br />
were established. This was a more aggressive examination <strong>of</strong> the current population.<br />
Reviewing the 1990-2003 population data from the Indiana Business Research Center,<br />
<strong>Crawfordsville</strong>’s total percent <strong>of</strong> the County’s population was 46 percent during this<br />
time period. Given that, we assumed two scenarios, one continued the 46 percent <strong>of</strong><br />
the total County population 2000-2040 projections, the other 44 percent <strong>of</strong> the County<br />
2000-2040 population projections. The project population under these two scenarios<br />
for the year 2025 is approximately 18,400, for an average <strong>of</strong> 46 percent <strong>of</strong> the County’s<br />
total population, and 17,600, an average <strong>of</strong> 44 percent.<br />
Finally, a yearly average <strong>of</strong> building permits was determined from 1996 to 2003, and<br />
then multiplied by the average persons per household within <strong>Crawfordsville</strong> (2.3) to<br />
determine the number <strong>of</strong> people added per year in the planning area and projected<br />
out to 2025. The projected population under this scenario for the year 2025 is approximately<br />
16,921.
Existing Conditions<br />
The purpose <strong>of</strong> examining these projections is to determine how <strong>Crawfordsville</strong> will plan for growth.<br />
Again, it is difficult to determine the year in which population growth will occur. What is important<br />
is that <strong>Crawfordsville</strong> is prepared for and plans for this growth in terms <strong>of</strong> location <strong>of</strong> land uses, and<br />
services such as sewer, water, fire, police, and other city services.<br />
reFerenCeS<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
Cover, Wayne. <strong>Crawfordsville</strong> Aviation. Personal communication. June 2005.<br />
<strong>Crawfordsville</strong> Parks and Recreation Department. 2005. <strong>Comprehensive</strong> Five Year<br />
Park System Master <strong>Plan</strong>.<br />
Indiana Business Research Center. STATS Indiana. http://www.ibrc.indiana.edu/<br />
Indiana Department <strong>of</strong> Education. http://ideanet.doe.state.in.us/<br />
Northern Illinois University and the American Farmland Trust. 1999. Living on the Edge:<br />
The Costs and Risks <strong>of</strong> Scatter Development.<br />
Montgomery County Chamber <strong>of</strong> Commerce (http://www.crawfordsvillechamber.<br />
com).<br />
Montgomery County Historical Society (http://www.lane-mchs.org).<br />
Wabash College (http://www.wabash.edu).<br />
U.S. Census Bureau. 2000. Census <strong>of</strong> Population and Housing, 2000. Summary Files 1 and<br />
3. Available at: http: //factfinder.census.gov.<br />
Wabash Academic Bulletin, 2004-2005.<br />
League <strong>of</strong> Women Voters <strong>of</strong> Montgomery County. 2004. Focus on Montgomery County.<br />
Welty, John. Owner, Terre Haute Cab Company. Personal communication. 2004.<br />
Key PerSon inTerviewS<br />
1. Tom Mitchell, Wastewater Director<br />
2. Roy Kaser, <strong>Crawfordsville</strong> Electric Light and Power<br />
3. Bob Snyder, Board <strong>of</strong> Zoning Appeals, President<br />
4. John Greavu, Steering Committee, Small Business Owner<br />
5. Joe Spear, Indiana Department <strong>of</strong> Transportation<br />
6. Leslie Pyle, Realtor and <strong>Plan</strong> Commission Member<br />
7. Kurt Knecht, Police Chief<br />
8. Don Swearingen, Board <strong>of</strong> Zoning Appeals<br />
9. Brad Hurt, Developer/Real Estate, Steering Committee Member<br />
10. Cheryl Keim, <strong>Crawfordsville</strong> Parks & Recreation Department<br />
11. Phil Mikesell, Wabash College Pr<strong>of</strong>essor, <strong>Plan</strong> Commission President<br />
12. Rod Jenkins, <strong>Crawfordsville</strong> Street Department<br />
13. Les Hearson, <strong>City</strong> Council President<br />
14. Rodger Walther, <strong>Plan</strong> Commission, Small Business Owner<br />
15. Jim Swift, Steering Committee, Surveyor in <strong>Crawfordsville</strong><br />
16. Mike Reidy, <strong>Plan</strong> Commission<br />
17. Dave Long, Chamber <strong>of</strong> Commerce<br />
18. Denny Cook, <strong>Crawfordsville</strong> <strong>City</strong> Council<br />
A-22
A-23 Appendix A<br />
This page intentionally left blank.
<strong>City</strong> <strong>of</strong><br />
<strong>Crawfordsville</strong><br />
I N D I A N A<br />
Appendix b:<br />
Proposed Annexation<br />
Strategy<br />
My Town... My STreeT... My neighborhood... My CoMMuniTy
B-1 Appendix B<br />
Annexation<br />
Annexation is the process <strong>of</strong> adding unincorporated property to the boundaries <strong>of</strong><br />
an incorporated municipality: the process by which cities and towns expand their<br />
boundaries.<br />
Annexation can be initiated by the <strong>City</strong> (involuntary annexation), or by property owners<br />
(voluntary annexation). It is recommended that applicants proposing a voluntary<br />
annexation meet with planning staff prior to submitting a request for voluntary annexation<br />
to discuss availability <strong>of</strong> both capital and non-capital services such as utilities<br />
and police and fire protection, and to determine conformance <strong>of</strong> the request with<br />
the land use policies outlined in both the <strong>City</strong>’s Annexation Strategy and the <strong>City</strong>’s<br />
<strong>Comprehensive</strong> <strong>Plan</strong>.<br />
Annexations should comply and demonstrate, rather substantially, that there is sufficient<br />
capacity within the community’s otherwise limited resources to sustain the<br />
level <strong>of</strong> service experienced by existing residents <strong>of</strong> the community.<br />
One <strong>of</strong> the recommendations <strong>of</strong> the <strong>Comprehensive</strong> <strong>Plan</strong> is to plan for future annexation<br />
for the <strong>City</strong>. In order to be well informed <strong>of</strong> the options available and the state<br />
laws regarding annexation, this information is being provided as a part <strong>of</strong> the <strong>Plan</strong>.<br />
This document describes the annexation options available to cities under Indiana<br />
state statutes, the reasons why cities and towns annex, the municipal services a town<br />
or city should provide to annexed areas if such services are provided in the city, the<br />
type and manner <strong>of</strong> taxes affected by annexation, the involuntary and voluntary annexation<br />
procedures and time line, and a strategy for annexation for the <strong>City</strong>.<br />
AnnexATion in indiAnA<br />
Annexation is a legal process under Indiana law which authorizes an Indiana municipality<br />
to bring within its corporate boundaries territory outside the boundaries<br />
which can only be well-served if located in the corporate boundaries. In all types <strong>of</strong> annexation<br />
the municipality must develop a fiscal plan which describes the time frame<br />
and manner in which certain municipal services will be supplied to the annexed territory.<br />
There are three ways in which municipalities can annex land into their corporate<br />
boundaries in Indiana: involuntary annexation, voluntary annexation, and supervoluntary<br />
annexation. Each <strong>of</strong> these annexation types is outlined below.<br />
invoLunTAry AnnexATion<br />
Involuntary annexation is initiated by the municipality and, by its name, is not with<br />
the consent (at least in the beginning) <strong>of</strong> the owners <strong>of</strong> the property to be annexed.<br />
In the case <strong>of</strong> involuntary annexation, the municipality must adopt a fiscal plan prior<br />
to providing notice <strong>of</strong> the annexation to affected property owners. Notice must be<br />
published and sent by certified mail to each property owner shown on the Auditor’s<br />
current tax list at least 60 days prior to a public hearing. The Council must hold a public<br />
hearing on the proposed annexation no earlier than 60 days after the annexation<br />
ordinance is introduced. The annexation ordinance may be adopted no earlier than 30<br />
days nor more than 60 days following the public hearing. Publication <strong>of</strong> the adopted<br />
ordinance begins a 90 day period during which property owners may file a remonstrance.<br />
If no remonstrance is filed, the annexation takes effect.
voLunTAry AnnexATion<br />
By its name, voluntary annexation is initiated by some or all <strong>of</strong> the property owners <strong>of</strong> the territory<br />
to be annexed. For annexation without the consent <strong>of</strong> 100% <strong>of</strong> the landowners involved, the petition<br />
must be signed by 51 percent <strong>of</strong> the landowners in the area proposed for annexation, or by the<br />
owners <strong>of</strong> 75 percent <strong>of</strong> the assessed value <strong>of</strong> the area in the proposed annexation. In the case <strong>of</strong><br />
voluntary annexation, the municipality must adopt a fiscal plan prior to adoption <strong>of</strong> the annexation<br />
ordinance. Following receipt <strong>of</strong> the petition, the ordinance is introduced to the Council. Notice must<br />
be published and sent by certified mail to each property owner shown on the Auditor’s current tax<br />
list at least 60 days prior to a public hearing. A public hearing must be held at least 60 days after the<br />
introduction <strong>of</strong> the ordinance. The annexation ordinance may be adopted no earlier than 30 days<br />
nor more than 60 days following the public hearing. Publication <strong>of</strong> the adopted ordinance begins a<br />
90 day period during which property owners may file a remonstrance. If no remonstrance is filed,<br />
the annexation takes effect. If the municipality fails to adopt an ordinance for voluntary annexation<br />
within 150 days after the petition has been filed, the petitioners may file a duplicate copy with<br />
the Circuit or Superior Court and the judge may order the annexation to take place if the statutory<br />
criteria are met by the petition.<br />
SuPer-voLunTAry AnnexATion<br />
The other type <strong>of</strong> voluntary annexation is where 100 percent <strong>of</strong> the property owners residing in the<br />
proposed annexation area file a petition for annexation. After the petition for annexation is filed,<br />
an annexation ordinance must be introduced within 30 days <strong>of</strong> filing. Notice <strong>of</strong> a public hearing<br />
is then published no less than 20 days prior to the hearing. Because 100% <strong>of</strong> the landowners have<br />
consented to the annexation, municipalities are not required to send written notice for a super-voluntary<br />
annexation. In the case <strong>of</strong> super-voluntary annexation, the municipality must adopt a fiscal<br />
plan prior to adoption <strong>of</strong> the annexation ordinance. The annexation ordinance may not be adopted<br />
earlier than 14 days following the public hearing, but must be adopted within 60 days <strong>of</strong> the petition<br />
being filed. The ordinance must be published following adoption, but super-voluntary annexations<br />
are not subject to remonstrance, and may only be challenged on contiguity. Contiguity may only be<br />
challenged for 60 days following publication <strong>of</strong> the adopted annexation ordinance.<br />
ConTiguiTy<br />
Proposed Annexation Strategy<br />
Under IC 36-4-3-1.5 territory sought to be annexed may be considered contiguous to the municipality<br />
if at least one-eighth (1/8) <strong>of</strong> the aggregate external boundary <strong>of</strong> the territory coincides with the<br />
boundary <strong>of</strong> the annexing municipality. A strip <strong>of</strong> land less than 150 feet wide which connects the<br />
annexing municipality to the territory is not considered part <strong>of</strong> the boundary <strong>of</strong> either the municipality<br />
or the territory.<br />
On challenge by remonstrance (for involuntary and voluntary annexations, not super voluntary) the<br />
contiguity requirement is increased to one-quarter (1/4) <strong>of</strong> the external aggregate boundary <strong>of</strong> the<br />
territory to be annexed being coincident with the municipal boundary.<br />
FiSCAL & PoLiCy PLAnS For AnnexATion<br />
Fiscal plans are required for any annexation except annexation <strong>of</strong> non-contiguous property as specified<br />
in IC 36-4-3-3.1. Fiscal plans must contain:<br />
• Cost estimates for planned services to be provided to the annexed area, with itemized<br />
costs for each municipal department or agency.<br />
B-2
B-3 Appendix B<br />
•<br />
•<br />
•<br />
•<br />
Method <strong>of</strong> financing planned services, including how expenses will be<br />
funded and the taxes, grants, or other funds to be used.<br />
<strong>Plan</strong>s for organizing and extending services to the annexed area<br />
including specific services and dates for provision <strong>of</strong> services.<br />
Demonstration that non-capital services will be provided within one<br />
year <strong>of</strong> annexation in a manner equivalent in standard and scope to<br />
those provided in the municipality.<br />
Demonstration that capital services will be provided within three years<br />
<strong>of</strong> annexation in a manner equivalent in standard and scope to those<br />
provided in the municipality.<br />
The “manner equivalent in standard and scope” language means that if a service is provided<br />
anywhere inside the municipality, it must be provided to the newly annexed<br />
areas, regardless <strong>of</strong> topography, patterns <strong>of</strong> land use, or population density.<br />
There are some common oversights regarding fiscal plans that the courts have taken<br />
a stand on. The Town should be careful to avoid any <strong>of</strong> these pitfalls in their annexation<br />
fiscal plans:<br />
• Failure to assign annexed territories to a council district. <strong>City</strong> <strong>of</strong> Muncie<br />
v. Lowe, 705 N.E. 2d 528 (App. 1999)<br />
Having the sole reason for the annexation as increasing tax revenues.<br />
• Matter <strong>of</strong> Ordinance Annexing Certain Territory into the <strong>City</strong> <strong>of</strong><br />
Fort Wayne, , 642 N.E. 2d 524, 1994 WL 619631 (Ind. App. 1994); Matter <strong>of</strong><br />
Annexation Ordinance x-07-91, 645 N.E. 2d 650, 1995 WL 8949 (Ind. App. 1995);<br />
<strong>City</strong> <strong>of</strong> Aurora v. Bryant, 1960, 240 Ind. 492, 165 N.E. 2d 141<br />
•<br />
•<br />
•<br />
•<br />
Fiscal plan must be sufficiently specific to enable landowners to<br />
determine whether services promised have been provided. (<strong>City</strong> <strong>of</strong><br />
Hobart v. Carter, 644 N.E. 2d 898 (Ind. App. 1994)<br />
Annexation Ordinances<br />
By statute, an annexation ordinance must contain:<br />
•<br />
•<br />
Description <strong>of</strong> the boundaries <strong>of</strong> the territory to be annexed<br />
(legal description)<br />
Approximate number <strong>of</strong> acres <strong>of</strong> the territory to be annexed<br />
• Assign the annexed territory to at least one municipal<br />
legislative district except in the case <strong>of</strong> towns that have<br />
abolished legislative districts<br />
For involuntary annexations, it must also include:<br />
•<br />
•<br />
A description <strong>of</strong> any special terms and conditions adopted<br />
A description <strong>of</strong> any tax abatements adopted<br />
iMPoundMenT oF MuniCiPAL TAxeS<br />
Involuntary annexations must include a provision for impounding municipal property<br />
taxes from the annexed area that are not used to provide capital and non-capital<br />
services identified in the fiscal plan for a period <strong>of</strong> at least three years. The impounded<br />
taxes are to be used for providing additional services not included in the fiscal plan.<br />
Impounded taxes must be spent within five years <strong>of</strong> the effective date <strong>of</strong> annexation.
An advisory board must be appointed to advise the municipality on the provision <strong>of</strong> services to be<br />
paid for with impounded taxes. The advisory board consists <strong>of</strong>:<br />
• Township trustee for the township with the largest number <strong>of</strong> residents in the<br />
annexed area<br />
•<br />
Member <strong>of</strong> the County Council whose district has the largest number <strong>of</strong> residents in<br />
the annexed area<br />
Either the municipal engineer or a licensed pr<strong>of</strong>essional engineer appointed by the<br />
• municipal executive<br />
•<br />
•<br />
Two citizen members appointed by the municipal executive who are resident property<br />
owners in the annexed area<br />
Two citizen members appointed by the county executive who are resident property<br />
owners in the annexed area<br />
reMonSTrAnCe<br />
In voluntary and involuntary annexation, property owners in an annexed territory may, within 90<br />
days after publication <strong>of</strong> the annexation ordinance, remonstrate if 65 percent <strong>of</strong> the land owners in<br />
the annexation area or the owners <strong>of</strong> 75 percent <strong>of</strong> the assessed valuation in the annexation area<br />
sign a petition. An exception to this rule was added in 2005, making it easier for cities and towns<br />
to annex certain areas. If an area is less than 100 parcels and 80 percent <strong>of</strong> the boundary <strong>of</strong> the annexation<br />
area is contiguous to the municipal boundary, then the remonstrance must be signed by at<br />
least 75 percent <strong>of</strong> the land owners in the annexation area. If the court determines that the remonstrance<br />
is valid the court will fix a time for hearing on the remonstrance within 60 days <strong>of</strong> its filing.<br />
In super-voluntary annexations, owners <strong>of</strong> land within one half mile <strong>of</strong> the annexation area, as well<br />
as property owners in the annexation area may challenge contiguity <strong>of</strong> the annexed territory to the<br />
current municipal boundaries.<br />
To respond, the municipality must have pro<strong>of</strong> that it adopted by resolution a fiscal plan containing<br />
all <strong>of</strong> the required components <strong>of</strong> a fiscal plan.<br />
The court can order the annexation not to take place if ALL <strong>of</strong> the following are true:<br />
• Fire and police protection and street and road maintenance are adequately provided<br />
by an entity other than the municipality<br />
•<br />
•<br />
Proposed Annexation Strategy<br />
The annexation will have a significant financial impact on the residents or property<br />
owners<br />
The annexation is not in the best interest <strong>of</strong> the land owners<br />
The annexation is opposed by 65 percent <strong>of</strong> the property owners or the owners <strong>of</strong><br />
• more than 75 percent <strong>of</strong> the assessed value in the annexation area (75 percent <strong>of</strong><br />
property owners if the annexation is fewer than 100 parcels and has at least 80 percent<br />
contiguity).<br />
The court may also consider whether the municipality has extended water and sewer services to the<br />
entire annexation area within three years <strong>of</strong> the date the annexation ordinance was introduced and<br />
whether water and sewer services were extended under a contract in lieu <strong>of</strong> annexation.<br />
B-4
B-5 Appendix B<br />
The court shall order the annexation to take effect if:<br />
The area to be annexed is contiguous to the municipality and one <strong>of</strong> the following is<br />
true:<br />
• The resident population density is at least 3 persons per acre<br />
•<br />
•<br />
60 percent <strong>of</strong> the annexation area is subdivided<br />
The annexation area is zoned for commercial, business or industrial uses<br />
Additionally, if the area is contiguous to the municipality by 1/4 (rather than 1/8) <strong>of</strong> the<br />
external aggregate boundary <strong>of</strong> the municipality and the area sought for annexation<br />
is needed and can be used by the municipality for development in the reasonably near<br />
future.<br />
In either case, the municipality must have adopted a fiscal plan for the annexation<br />
and have established a policy for annexation.<br />
ChALLengeS To ConTiguiTy<br />
Owners <strong>of</strong> land within one half mile <strong>of</strong> the annexation area, as well as property owners<br />
in the annexation area, may appeal the annexation on the basis <strong>of</strong> contiguity. In<br />
the case <strong>of</strong> involuntary annexations the challenges must be filed within 60 days <strong>of</strong><br />
publication <strong>of</strong> the adopted ordinance. For voluntary annexations, the appeal must<br />
be filed no later than 60 days after publication <strong>of</strong> the adopted ordinance. For supervoluntary<br />
annexations, the appeal must be filed within 30 days <strong>of</strong> publication <strong>of</strong> the<br />
adopted ordinance.<br />
If the court determines the complaint is sufficient, a hearing will be scheduled within<br />
60 days <strong>of</strong> the filing <strong>of</strong> the appeal. If the evidence establishes contiguity, the appeal<br />
shall fail.<br />
reASonS For AnnexATion<br />
Reasons for conducting involuntary annexation might include:<br />
To square <strong>of</strong>f boundaries<br />
•<br />
•<br />
•<br />
•<br />
•<br />
Contiguity to existing boundaries/developments<br />
Municipally driven projects<br />
To bring areas serviced by water and sewer into the municipality<br />
To manage growth near the municipality<br />
Reasons for conducting voluntary annexation might include:<br />
Developer needs municipal services<br />
•<br />
•<br />
•<br />
•<br />
To allow for installation <strong>of</strong> municipal sewers<br />
Higher development density<br />
Increased land value
ServiCeS A MuniCiPALiTy ShouLd Provide To Annexed AreAS<br />
If the following services (or others) are currently provided to any other part <strong>of</strong> the municipality, the<br />
municipality should provide those same services to the annexed area, such as:<br />
• Fire and police service<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
Proposed Annexation Strategy<br />
Trash removal, recycling, tree and limb removal<br />
Sanitary sewers<br />
Fire hydrants<br />
Street lights<br />
Animal control and animal shelter<br />
Street maintenance at the current level <strong>of</strong> service (including snow removal)<br />
Park access at the current level <strong>of</strong> service<br />
<strong>City</strong> planning and zoning<br />
Assignment to a council district<br />
TAxeS AFFeCTed by AnnexATion<br />
Annexation can affect a number <strong>of</strong> tax revenues including the local property tax. Other tax revenues<br />
which might be affected by annexation include: County Adjusted Gross Income Tax (CAGIT), County<br />
Option Income Tax (COIT), County Economic Development Income Tax (CEDIT), auto rental excise<br />
taxes, motor vehicle highway fund, local road and street fund, special distribution accounts, county<br />
motor vehicle and county wheel taxes, motor vehicle excise tax, and cigarette and alcohol taxes.<br />
Tax implications can affect individual tax payers, the annexing city or town, and other taxing units.<br />
individuAL TAx PAyerS<br />
The most significant tax change created by annexation is that the annexing municipality’s property<br />
tax rate will be applied to the annexed territory. Other tax rates that may be applied include library<br />
districts, school districts, and special service districts if the annexation takes in those taxing districts.<br />
Annexing MuniCiPALiTy<br />
The annexing municipality may experience an increase in the local tax base through annexation,<br />
and annexation may increase or decrease the local tax rate. In some cases, the municipality may be<br />
required to increase its levy to meet the increased costs <strong>of</strong> service to the annexed territory. In cases<br />
where growth in the tax base exceeds the increase in levy, the municipal tax rate may decrease. Municipalities<br />
could, however, annex property that has insufficient assessed valuation. In this case, the<br />
municipal rate would increase.<br />
While county local option income taxes (CAGIT, COIT, and CEDIT) must be adopted on a county-wise<br />
basis, their distribution is based on share <strong>of</strong> property tax levies <strong>of</strong> affected taxing units.<br />
Revenue distributions based on population generally remain unchanged by annexation until the<br />
next Census <strong>of</strong> Housing and Population, which is conducted once every 10 years.<br />
B-6
B-7 Appendix B<br />
oTher TAxing uniTS<br />
Annexation does not affect the assessed valuation <strong>of</strong> the county taxing unit. It may,<br />
however, affect the base <strong>of</strong> special taxing districts if the city and county (or township)<br />
have separate districts for libraries, schools, etc.
Proposed Annexation Strategy<br />
Voluntary Annexation Procedures and Timeline<br />
Voluntary Annexation Procedures and Timeline<br />
B-8
B-9 Appendix B<br />
Involuntary Annexation Procedures and Timeline<br />
Involuntary Annexation Procedures and Timeline<br />
Development <strong>Plan</strong> Review and Approval<br />
The <strong>Crawfordsville</strong> <strong>Plan</strong> Commission should review planned developments and subdivision plats for<br />
conformity with the principles and requirements <strong>of</strong> the <strong>Crawfordsville</strong> <strong>Comprehensive</strong> <strong>Plan</strong>, Zoning and
deveLoPMenT PLAn review And APProvAL<br />
The <strong>Crawfordsville</strong> <strong>Plan</strong> Commission should review planned developments and subdivision plats for<br />
conformity with the principles and requirements <strong>of</strong> the <strong>Crawfordsville</strong> <strong>Comprehensive</strong> <strong>Plan</strong>, Zoning<br />
and Subdivision Control Ordinances, and any other ordinances that deal with improvements. Each<br />
development should be reviewed to determine its consistency with the following:<br />
• The community’s collective vision for the future;<br />
•<br />
•<br />
•<br />
•<br />
The Future Land Use Map;<br />
The interests and regulatory, administrative and financial responsibilities <strong>of</strong> the <strong>Plan</strong><br />
Commission;<br />
Environmental concerns such as natural resources, conservation/preservation,<br />
floodplains management, storm water management throughout the community; and<br />
The needs <strong>of</strong> the community such as housing, economic development, recreation and<br />
open space, public facilities and services, traffic circulation, and capital improvements.<br />
Like annexations, approved developments should comply and demonstrate, rather substantially,<br />
that there is sufficient capacity within the community’s otherwise limited resources to sustain the<br />
level <strong>of</strong> service experienced by existing residents <strong>of</strong> the community.<br />
AnnexATion PoLiCy<br />
It is the policy <strong>of</strong> the <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong> to:<br />
<strong>Plan</strong> for future annexation;<br />
•<br />
•<br />
•<br />
Manage land use outside <strong>of</strong> the <strong>City</strong> through extra-territorial jurisdiction or a<br />
township joinder; and,<br />
Link proposed infrastructure upgrades to development site opportunities<br />
A copy <strong>of</strong> the <strong>Crawfordsville</strong> Annexation <strong>Plan</strong> is included at the end <strong>of</strong> this Appendix.<br />
STrATegy And PhASing<br />
The <strong>City</strong> <strong>of</strong> <strong>Crawfordsville</strong> should annex land that:<br />
• Meets or exceeds contiguity requirements even in the limited circumstances under<br />
Indiana law where contiguity might be excused;<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
Proposed Annexation Strategy<br />
Is served with municipal services including water or sewer;<br />
Should be served with municipal services due to its urban density;<br />
Is being rezoned for development that will require municipal services due to its urban<br />
density;<br />
Is planned for commercial or industrial use;<br />
Will be needed by the community for its development in the reasonably near future;<br />
The <strong>City</strong> can provide non-capital services to the annexed area within one year;<br />
The <strong>City</strong> can provide capital services to the annexed area within three years; and<br />
Has a positive fiscal impact on the community as determined by the fiscal study and<br />
plan.<br />
B-10
B-11 Appendix B<br />
PrioriTizATion CriTeriA<br />
The phasing <strong>of</strong> annexations can be achieved by identifying areas as short, medium, or<br />
long-term annexation priorities.<br />
Criteria for short-term priority areas include:<br />
• Area is more than ¼ contiguous to the current <strong>City</strong> limits;<br />
• Area is more than 60 percent subdivided;<br />
• Area has more than three people per acre as a population density;<br />
• Area is zoned for commercial or industrial purposes;<br />
• Area is currently served with municipal services (water, sewer, street<br />
lights, etc.);<br />
•<br />
•<br />
•<br />
Area is needed for development within the next one to three years;<br />
Developer is willing to have area annexed as a condition <strong>of</strong> rezoning;<br />
and/or<br />
Annexation would have a positive fiscal impact on the community.<br />
Criteria for medium-term priority areas include:<br />
• Area is at least 1/8 contiguous to the current <strong>City</strong> limits;<br />
• Area will be contiguous following other annexations;<br />
• Area is not yet subdivided or doesn’t have a population density <strong>of</strong> three<br />
people per acre;<br />
•<br />
•<br />
•<br />
•<br />
Area is not zoned for commercial or industrial purposes;<br />
Area is not currently served by municipal services, but is planned to be<br />
served;<br />
Area will be needed for development in the next three to five years;<br />
and/or<br />
Annexation would not benefit the community from a fiscal standpoint<br />
at this time, but that is likely to change as development occurs.<br />
Criteria for long-term priority areas include:<br />
• Area will be contiguous to the current <strong>City</strong> limits following other<br />
annexations;<br />
•<br />
•<br />
•<br />
Area is not yet subdivided or doesn’t have a population density <strong>of</strong> three<br />
people per acre;<br />
Area is not zoned for commercial or industrial purposes;<br />
Area is not currently served by municipal services, but is planned to be<br />
served or could be served;<br />
• The area is still within the study area <strong>of</strong> the annexation strategy;<br />
• Area will be needed for development <strong>of</strong> the community in five years or<br />
more; and/or<br />
•<br />
Annexation would not benefit the community from a fiscal standpoint<br />
at this time, but that is likely to change as development occurs.<br />
The priority areas identified above are based on the information available. Further<br />
detail will be needed during the fiscal planning process to determine exact contiguity,<br />
population density, and zoning as well as the fiscal impact on the community.
County Road 525<br />
County Road 500<br />
ounty Road 450<br />
County Road 500<br />
County Road 500<br />
County Road 500<br />
County Road 500<br />
Jim Davis Bridge<br />
County Road 500<br />
Davis Bridge<br />
County Road 475<br />
County Road 900<br />
300<br />
100<br />
Division<br />
County Road 25<br />
Offield Monument<br />
450<br />
County Road 450<br />
County Road 425<br />
375<br />
425<br />
Halfway<br />
400<br />
Offield<br />
400<br />
Old 32<br />
Offield Monument<br />
County Road 400<br />
Onandaga<br />
Seminole<br />
Holiday<br />
Chippewa<br />
Grandview<br />
§¨¦ 74<br />
£¤ 136<br />
Lakeshore<br />
Meahme<br />
Cord Keller<br />
Tacoma<br />
County Road 325<br />
Iroquois<br />
Arrowhead<br />
Imperial<br />
1300<br />
Camp Rotary<br />
Manchester<br />
County Road 300<br />
Country Club<br />
Burning Tree<br />
32<br />
Pear Tree<br />
Tahoe<br />
Chesterfield<br />
County Road 300<br />
Offield<br />
Shore<br />
275<br />
550<br />
55<br />
Buckingham<br />
Stratford<br />
275<br />
County Road 275<br />
Knottingham<br />
500<br />
Belfast<br />
575<br />
Ridge<br />
Mount Zion<br />
Lake Vista<br />
225<br />
225<br />
Rock River Ridge<br />
Del Mar<br />
Black Creek Valley<br />
225<br />
47<br />
200<br />
Sommer<br />
Big Four Arch<br />
County Road 600<br />
Old Waynetown<br />
200<br />
County Road 200<br />
Appendix B<br />
Oak Hill<br />
County Road 400<br />
County Road 505<br />
Glenway<br />
Seale<br />
Tulip<br />
Deer Cliff<br />
County Road N 200<br />
Forest<br />
Cincinnati<br />
County Road 200<br />
300<br />
9th<br />
300<br />
8th<br />
400<br />
Oakhill<br />
125<br />
6th<br />
County Road 125<br />
100<br />
Wayne<br />
Schenck<br />
Cedar<br />
4th<br />
4th<br />
100<br />
3rd<br />
100<br />
County Road 100<br />
2nd<br />
Vine<br />
List<br />
Market<br />
Glenn<br />
Barr<br />
Main<br />
1st<br />
Yount<br />
Davis<br />
Circle<br />
Park<br />
580<br />
Constitution<br />
Lane<br />
West<br />
Sloan<br />
47<br />
£¤ 136<br />
Jennison<br />
32<br />
County Road 900<br />
Blair<br />
Bluff<br />
Everett<br />
Lafayette<br />
£¤ 231<br />
County Road 300<br />
Delegates<br />
Hickory<br />
Farmington Hills<br />
Covington<br />
Milligan<br />
Sugar Tree<br />
300<br />
500<br />
Industrial<br />
Vance<br />
Ward<br />
Southmont<br />
Pike<br />
Stanley<br />
McCormick<br />
Ridgeway<br />
Grant<br />
Smith<br />
Johnson<br />
Old Oak Hill<br />
Old Mill<br />
North<br />
Walnut<br />
Porter<br />
Ben Hur<br />
£¤ 231<br />
Spring<br />
£¤ 231<br />
Washington<br />
Green<br />
Dry Branch<br />
450<br />
Water<br />
Kentucky<br />
150<br />
Maple<br />
Elm<br />
510<br />
Main<br />
South<br />
Wallace<br />
Whitlock<br />
Ohio<br />
County Road 550<br />
Binford<br />
Jefferson<br />
Chestnut<br />
Hughes<br />
Valley<br />
Elston<br />
Curtis<br />
John<br />
College<br />
Prospect<br />
Plum<br />
7th<br />
Franklin<br />
Mill<br />
Parke<br />
Danville<br />
Mercedes<br />
Sherwood<br />
Pine<br />
Concord<br />
Oak<br />
§¨¦ 74<br />
Penn<br />
Tuttle<br />
Ray<br />
Martin<br />
Senator<br />
Joe Allen<br />
S<br />
Athens<br />
County Road 100<br />
Poston<br />
Vermont<br />
County Road 100<br />
Dunn<br />
Louise<br />
Elmore<br />
Ladoga<br />
Louise<br />
Tech<br />
Grace<br />
Englewood<br />
County Road 150<br />
Crawford<br />
County Road 200<br />
County Road 100<br />
County Road 200<br />
Park<br />
Union<br />
Knoll<br />
Virginia<br />
Shady<br />
Douglas<br />
County Road 175<br />
Cloverdale<br />
Corda<br />
Pleasant<br />
Center<br />
Wabash<br />
Campbell<br />
Zelmar<br />
Brenda<br />
Lawndale<br />
County Road 275<br />
County Road 200<br />
County Road 200<br />
Daugherty<br />
Shayne<br />
County Road 500<br />
County Road 200<br />
County Road 700<br />
County Road 200<br />
County Road 450<br />
Walnut Hls<br />
County Road 250<br />
County Road 275<br />
County Road 280<br />
County Road 275<br />
County Road 600<br />
County Road 250<br />
County Road 550<br />
County Road 500<br />
County Road 350<br />
300<br />
County Road 300<br />
Overcoat<br />
Traction<br />
150<br />
County Road 310<br />
Banjo<br />
County Road 375<br />
County Road 350<br />
32<br />
County Road 50<br />
County Road 200<br />
County Road 350<br />
County Road 325<br />
County Road 350<br />
County Road 350<br />
47<br />
Maple<br />
County Road 400<br />
County Road 150<br />
County Road 400<br />
Cord Nocor<br />
Nucor<br />
Cord Nucor<br />
Cord Nocor<br />
County Road 570<br />
Russell<br />
County Road 425<br />
Kiger<br />
Co Rd Nucor<br />
County Road 400<br />
County Road 400<br />
£¤ 136<br />
§¨¦ 74<br />
Cord Nocor<br />
County Road 640<br />
County Road 750<br />
County Road 450<br />
County Road 375<br />
300<br />
County Road 100<br />
300<br />
County Road 400<br />
County Road 525<br />
County Road 475<br />
County Road 500<br />
County Road 500<br />
Ladoga<br />
400<br />
300<br />
B-12<br />
C rawfordsville A nnexation P lan<br />
Interstate Highways<br />
US Highways<br />
State Highways<br />
Other Roads and Streets<br />
Bodies <strong>of</strong> Water<br />
<strong>Crawfordsville</strong> Corporate Limits<br />
Two-Mile Jurisdiction<br />
Annexation Areas<br />
Id<br />
Short Term<br />
Medium Term<br />
Long Term<br />
Union Township<br />
5<br />
1 0.5<br />
0 1<br />
Miles
B-13 Appendix B<br />
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<strong>City</strong> <strong>of</strong><br />
<strong>Crawfordsville</strong><br />
I N D I A N A<br />
Appendix C:<br />
reserved<br />
My Town... My STreeT... My neighborhood... My CoMMuniTy
C-1 Appendix C<br />
This page intentionally left blank.
<strong>City</strong> <strong>of</strong><br />
<strong>Crawfordsville</strong><br />
I N D I A N A<br />
Appendix d:<br />
reserved<br />
My Town... My STreeT... My neighborhood... My CoMMuniTy
D-1 Appendix D<br />
This page intentionally left blank.
<strong>City</strong> <strong>of</strong><br />
<strong>Crawfordsville</strong><br />
I N D I A N A<br />
Appendix e:<br />
reserved<br />
My Town... My STreeT... My neighborhood... My CoMMuniTy
E-1 Appendix E<br />
This page intentionally left blank.