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HomeMy WebLinkAbout2015-OR-58 (REPEALED 6/20/23 see 2023-OR-38) UPDATED COMPREHENSIVE PLAN 4-ENDCHAPTER 4 INTRODUCTION Transportation includes a description of road classifications as well as the use of those roads. It provides the current transportation planning efforts that are already in place and recommends improvements that should be made in the future. EXISTING CONDITIONS Functional Classifications The functional classification is the process by which streets and highways are grouped into classes or systems that provides the framework of traveling. The functional classification defines how any particular road or street should serve the flow of trips through a highway network. Interstate Highways Interstates are the highest classification of arterials and were designed with long distance travel and mobility in mind. Defining and enhancing connections to major interstate corridors such as 1-65 and 1-265 is a major goal for Jeffersonville and will continue to play a big role, especially with the addition of the new Downtown Crossing and East End Crossing. Below are some of the characteristics of an interstate highway are: • Highest traveling speeds • Largest capacity for traffic volumes • Limited Access • Divided highways with minimum of two-lane in each direction Community Facilities & Utilities INTRODUCTION The Community Facilities and Utilities chapter lists the current amenities that are available to residents and visitors of Jeffersonville. These facilities and utilities are the necessities for living that include parks and recreation, water/sewer, electricity, etc. This chapter addressed the recommendations for providing adequate facilities and utilities for current and future growth. EXISTING FACILITIES Parks and Recreation Jeffersonville has a variety of parks that offer a diverse amount of amenities for every user. There is an abundance of parks scattered throughout the city. There are also a few trails located in Jeffersonville along the river and within a few current parks such as Perrin Park. The city also offers an array of specialty parks that includes a dog park, community garden, skate park, football fields, soccer fields, baseball/softball fields, and basketball courts. Some of the event facilities that are located within the city include a Fieldhouse, an aquatic center, senior center, and river stage with a terraced lawn. The parks department also has historic trolleys that are available for rent. The Ohio River Greenway is an ongoing project to provide a consistent trail along the Ohio River, intersecting the three communities adjacent of Louisville, which are New Albany, Clarksville and Jeffersonville. The section of planned trail in Jeffersonville, according to the original master plan, is the most complete of the communities. The last remaining segments in Jeffersonville include Restaurant Row Phase II, which is segment connecting Ashland Park to existing trail along the waterfront in Jeffersonville, and the Jeffersonville Marina. The 2040 Ohio River Greenway Masterplan Refresh, keeps the existing trail plan, but also adds JEFFERSONVILLE COMPREHENSIVE PLAN 61 Name Address Type Features community garden, playground, wooded trail, walking path City Park 1701 Allison Lane Allison Brook Park Connie Selmer Park 1904 Oakridge Drive City Park playground, shelter Division Street Park 320 Division Street City Park open space Forest Park 140 Forest Drive City Park playground Gaither Park 1499 East 8th Street City Park landscape, art Henry Lansden Park 201 East 15th Street City Park gazebo, path James T. Duffy's Landing Park 2610 Utica Pike City Park public boat ramp, transient docks boat John Wilcoxson Park 31 Jane Street City Park playground, shelter Kyle Vissing Park 22 Forest Drive City Park playground, pond, basketball court Lottie Oglesby Park 610 Martha Avenue City Park trail, basketball court, 2 baseball backstops Luther F. Warder Park 109 E. Court Avenue City Park gazebo, path, terraced lawn Meadows Park 4503 Fallow Drive City Park open space/nature park Optimist Park 61 Louise Street City Park playground, shelter, basketball court, open space Pamela J. Inman Park 2128 Robin Lane City Park playground Poppy Park 2100 Poppy Place City Park playground Port Fulton Park 201 West Height Street City Park playground, shelter Preservation 120 W. Market Street City Park indoor building Richard H. Colston Park 301 Mulberry Street City Park shelter, playground, basketball court, open space Richard Vissing Park 2728 Vissing Park City Park, Specialty Park City Park trail, softball fields, batting playgrounds, basketball court tunnels, Richard B. Wathen Park 29 Regina Avenue City Park playground, pond, shelter, volleyball net Robert A. "Bob" Hedge Park 926 French Street City Park playground, fitness equipment, path, shelter, spray water feature Samuel G. Shannon Memorial Park 501 Crestview Court City Park, Specialty Park 6 baseball/softball fields, tunnels 8 batting S Harlan Voigt Park 133 East Park Place City Park green space W.F. "Ted" Throckmorton Park 44 Beechwood Road City Park playground, pond, tennis courts Highland Dog Park 1300 Spruce Drive City Park, Specialty Park playground, basketball court, trails, shelter, dog park, dog stations agility skate park Jeffersonville Skate Park 2107 Middle Road City Park, Specialty Park Shirley Hall Park -Football 1203 Charlestown Pike City Park, Specialty Park 2 football fields, path Woehrle Athletic Complex 4200 Charlestown Pike City Park, Specialty Park turf field, playground, shelters, soccer fields, football fields Perrin Family Park Private Park trail, fitness equipment, playground, shelters, museum, pond Charles Nachand Fieldhouse 601 E. Court Avenue Event Facility basketball court, volleyball billiards, table tennis, exercise room, walking track court, Frederick Avenue Activity Center 1406 Frederick Avenue Event Facility activity center Jeffersonville Aquatic Center 2107 Middle Road Event Facility 6 lane, 50 meter outside competition pool, 6 lane, competition pool, water sprayground, trail 25 yard slides, exercise room and equipment, kitchen Ken Ellis Senior Center 1425 Bates -Bowyer Avenue Event Facility Jeffersonville Riverstage and Terrace Lawn Riverside Drive Event Facility riverstage and terraced lawn Jeffersonville Marina Riverside Drive Miscellaneous East Riverside Development Plan 62 COMMUNITY FACILITIES & UTILITIES Warder Park in Downtown Jeffersonville Jeffersonville ambitious features such as an overlook that hovers over the riverbank near Spring Street. The East Riverside Drive Plan includes a new marina and streetscape that enhances the quality and character of the historic downtown. It will be just east of the existing overlook on Riverside Drive and will feature new boat slips for rent as well as seasonal rentals. The marina will have pedestrian and vehicular access, as well as two overlooking plazas near Riverside Drive. The table on page 62 provides a description of the parks in Jeffersonville. The city controls many of the parks, but a majority of them are an acre or less. Jeffersonville has recently updated their Parks Master Plan improve existing parks and provide new parks and amenities in areas of the city that are lacking such recreational facilities. Education Jeffersonville public schools are part of the Greater Clark County Schools Corporation, which is the 19th largest school district in the State of Indiana. This system employs 1,400 people and serves a student population of approximately 1 1,000. The 2013-2018 Greater Clark County Schools Strategic Plan Framework, which is available on their website, outlines a number of goals they wish to achieve by 2018. The plan is a blueprint to continuously improve operations that focus on finance, public relations and marketing, facilities and technology, and student achievement and instruction. By 2018, Greater Clark County Schools plans to formalize partnerships with businesses and community organizations, as well as accomplish a number of additional goals. Greater Clark County Schools also participates in initiatives such as Project Lead the Way, IMPACT, and College & Career Readiness. These initiatives focus on a activity and project based curriculum, diversifying education to meet the needs of each individual student, and improving academic and soft skills necessary to succeed in post -secondary education. Public elementary schools, that consist of grades kindergarten through fifth grade, include; • Bridgepoint Elementary, 420 Ewing Lane • Maple, 429 Division Street • Northaven, 1907 Oak Ridge Drive • Riverside, 17 Laurel Drive • Spring Hill, 201 East 15th Street • Thomas Jefferson, 2710 Hamburg Pike • Utica, 210 Maplehurst Drive • Wilson, 2915 Charlestown Pike Public middle schools, that consist of grades sixth through eighth grade include; • Parkview, 1600 Brigman Avenue • River Valley, 2220 Veteran's Parkway Jeffersonville High School is the only public high school located within Jeffersonville. Sacred Heart is a private Catholic School also located in Jeffersonville that offers the grades of kindergarten through eighth grade. It is the only catholic school within Jeffersonville. Post -Secondary Education Post -Secondary Education is an important asset for the workforce and future employers. Many post -secondary educational options are located within Jeffersonville and the Louisville Metropolitan area. These schools include: • Indiana University Southeast • Purdue University College of Technology at New Albany • Ivy Tech Community College • University of Louisville • Bellarmine University • Spalding University • Sullivan University • McKendree University • Webster University • Jefferson Community & Technical College • Galen College of Nursing • Ottawa University • Indiana Wesleyan University • Embry -Riddle Aeronautical University • Charles Allen Prosser School of Technology 64 COMMUNITY FACILITIES & UTILITIES River Valley Middle School Jeffersonville Fire Station Jeffersonville Township Library Howard Steamboat Museum Cultural (Library, Museum) The Jeffersonville Township Public Library has been a part of Jeffersonville's history since the 1900. It was originally opened at Carnegie Library at Warder Park where it stood until reaching its new location in 1970. Today the 47,000 square foot facility is located at the corner of Court Avenue and Locust Street in downtown Jeffersonville. In 2007, the library reopened at 211 E. Court Avenue in Jeffersonville following a $6.1 million expansion and renovation. During the renovation, the library added a second floor and expanded its square footage. The Jeffersonville Township Public Library's two branches employ about 45 people. Its collection includes nearly 180,000 titles and 215,000 items. The library is currently following their 2014-2016 Strategic Long Range Plan, which details several goals that provide their patrons with different services, technology, information, safety, etc. The local library participates in a number of programs designed to make the facility more accessible and its offerings more diverse. It is a member of the Kentuckiana Metroversity, a partnership between and among many of the libraries and institutes of higher learning in the Louisville metropolitan area. This program provides area college students with free access and check- out privileges at any of the participating schools and libraries. In addition, the Jeffersonville Township Public Library is a service center for the SIALSA, an inter- library load network in which libraries from 23 Indiana counties participate. Yet another partnership -type program, the Indiana Reciprocal Borrowing Project, gives local library cardholders check-out privileges at 230 other library facilities statewide. The Jeffersonville Township Public Library currently meets or exceeds all facility sizing and media availability standards, as suggested by the American Library Association's Public Library Division. Howard Steamboat Museum For three generations and more than a century, the Howard Shipyards and Dock Company were renowned for a quality of workmanship which produced some of the world's most famous steamboats. The shipyards were established in 1834 by James Howard where American Commercial Barge Lines and Jeffboat, Inc. now occupies the area. In 1941 the U.S. government e \ , 1 ,„. e ,/ .. s/ / ``,,, ' 4 , 'k.., ,t 1 ', l 90 0 6 „.,';',. ,,,,'',,i.Ca \ 4,4, "'' 4., s,,, ,,,„ ,,, 1', ,,,61 , 4., ,,,,.. ,,,,, "p % ,,,,, 0.' , „e"' e ,,,,, ' ` . . eto li 4,',‘ o.`" :"' Legend Fire Station Hospital Law Enforcent Religious Facility School H 411) tt ' '„)3 ""'" 0 5 66 COMMUNITY FACILITIES & UTILITIES COMMUNITY FACILITIES JEFFERSONVILLE `4, ib .• , • gg s Z 65 jt� I.24p Fa^P ' m r. • • • • pA 44 • 4 • • • • ♦, Legend Parks Trails Bicycle Facility • 1/2 Mile Walking 1 Distance RECREATIONAL FACILITIES JEFFERSONVILLE JEFFERSONVILLE COMPREHENSIVE PLAN 67 ended the long tradition by purchasing the shipyards for LST production. Today the museum, formerly the Howards 22 -room mansion, was built in the 1890's while the Great Steamboat Era was flourishing. The mansion is a late Victorian structure, built by Edmunds Howard and by some of the same hands which had built some of the world's most elegant steamboats. Edmunds' son James was the Howard responsible for transforming the family mansion into a museum. "...so that future generations would know of the Great Steamboat Era in America." The museum property is now owned and operated by a private board of directors. The grounds are maintained by the local Parks Board, and the facility also serves as meeting space for the local historical society. The museum contains an impressive collection of steamboat memorabilia and artifacts, including many of the models associated with the Howard family. The previous community facilities map on page 66 shows where community facilities are located within Jeffersonville. EXISTING UTILITIES Water The Indiana -American Water Company, INC supplies water to Southern Indiana through one common regional water system serving New Albany, Jeffersonville, and Clarksville. It pumps water from 19 wells located in two well fields in Jeffersonville. The extracted water is then treated at the Southern Indiana Operations and Treatment Center and distributed to users. The Watson Rural Water Company is a quasi -public water district, governed by an eight member board of directors. Its delivery area consists primarily of some outlying parts of Jeffersonville and most areas immediately adjacent to the city. Watson Rural draws its water from underground sources and has the ability to provide 750-800,000 gallon/day with sufficient rainfall. The company does have two elevated storage tanks, with combined water storage of 600,000 gallons. Officials at Watson believe this is adequate given their current service levels. The company owns 6" to 12" lines in the buildup areas in and on the fringe of Jeffersonville and, 2", 3", and 4" lines throughout the rest of its service area. The Riverside Company is a small, privately held (for profit) entity, which serves an area near Oak Park. Its system is designed for 1,500 customers and has a capacity of 480,000 gallons per day. River Cities also draws its water from deep wells located close together near the Ohio River. Waste Water Treatment and Sewer System Two sanitary sewer districts serve Jeffersonville, the Jeffersonville Sewer System and the Oak Park Conservancy District. No information is provided for the Oak Park systems capacity or future plans. In 1994, the City of Jeffersonville constructed a new waste water treatment plant on a 16 acre site located between Dutch Lane and Pennsylvania Avenue. This plant, along with some associated sewer system rehabilitations, cost approximately $20.5 million. Currently the plant and sewer system has the capacity to treat 5.2 MGD average flow, as well as the 22.8 MGD for a three hour period. In 2009 the city agreed to make extensive improvements to its sewer systems that will significantly 68 COMMUNITY FACILITIES & UTILITIES Wastewater Treatment Plant Power Conversion Utility Example reduce the city's long-standing sewage overflows into the Ohio River in a comprehensive Clean Water Act settlement with federal and state government, the Justice Department, the U.S. Environmental Protection Agency (EPA) and the State of Indiana. The city is required to develop and implement a comprehensive plan to reduce, and where feasible, eliminate overflows into the Ohio River from its combined sewers by calendar year 2020 or 2025, depending on Jeffersonville's financial health. The plan must improve capacity, management, operation and maintenance of it sanitary sewer system to eliminate overflows of untreated sewage; and eliminate all discharge points within its sanitary sewer system. Throughout the year, due to heavy rainfall, results in a discharge of untreated sewage and overflows of sewage combined with storm water into the Ohio River, which totals millions of gallons each year. To address this problem, they city has undergone the first construction phases of an underground Combined Sewage Overflow Interceptor. Along with this undergrod CSO interceptor a new retention pond will located downtown. Electric and Gas Indiana is the 10th largest consumer of energy per capita in the United States and the 7th largest producer of coal. Although the expenditures are very low, Indiana is 8th in the country for carbon dioxide emissions. Electric service in Jeffersonville is provided by two companies, Duke Energy Indiana and a cooperative, Clark County Rural Electric Membership Corporation. Cinergy and Duke Energy merged in April 2006 to create a diversified energy company. The former Cinergy operations in Indiana, Kentucky and Ohio are now known as Duke Energy. Duke Energy Indiana is an investor owned public utility servicing a large portion of Indiana. It is the largest electric utility in Indiana, providing electric service in portions of 69 of Indiana's 92 counties, as well as communities such as Jeffersonville and New Albany. In Indiana Duke Energy owns a total capacity of 7,305 megawatts (summer rating) at 12 plants. The company relies primarily on coal- fired generation (71 percent coal-fired, 25 percent natural or synthetic gas-fired, 3 percent oil -fired; less than 1 percent is hydro -powered). Duke Energy is Indiana's largest purchaser of coal- about 17 million JEFFERSONVILLE COMPREHENSIVE PLAN 69 tons annually, mostly from Indiana coal mines. They are the largest purchaser of coal in the state. Their Gallagher Station coal fired generation plant, where Jeffersonville receives it energy, is located on the Ohio River in Floyd County. Clark County REMC was incorporated in 1939 to provide electricity to areas of the community that had no other means of receiving it. REMC currently serves electricity to customers living in Clark, Floyd, Jefferson, Scott, and Washington counties. The REMC is a Touchstone Energy Cooperative governed by a seven -member board of directors elected by REMC members. The REMC purchases electricity from Hoosier Energy. Hoosier Energy is a generation and transmission cooperative serving 16 REMC's in Central and Southern Indiana through two coal -powered generating plants. Vectren Energy Delivery of Indiana Inc. provides natural gas sales and local natural gas distribution services. Vectren is an energy holding company with headquarters in Evansville. The company offers combinations of firm and interruptible gas sales as well as natural gas transportation. Other energy related services are available through Vectren Energy family of energy related companies Telecommunications Time Warner Cable Business connects over 15 million customers to entertainment, information and each other; making them one of the largest providers of video, high-speed data and voice services in the United States. They offer some of the fastest upload and download broadband speeds to support growth needs while offering Internet, Ethernet, Cloud, phone and other customizable solutions. Their cable modems and Dedicated Gigabit Fiber connections are one of the fastest options available in this region and often requested to replace older, slower T-1 and DSL connections. The Federal Communications Commission (FCC) has broad jurisdiction over telephone number issues and delegates authority to the states on how to introduce new area codes. On August 3, 2012, the North American Numbering Plan Administration (NANPA) filed a petition for relief in the 812 area code. According to the most recent projections by the NANPA, the 812 area code serving southern Indiana is scheduled to run out of assignable telephone numbers in the second quarter of 2015. The new area code, 930 will serve the same geographic area as the existing 812 area code. Beginning March 7, 2015, new telephone lines or services may be assigned numbers using the new 930 area code. The growing demand of technology and internet, will increase the need for higher wi-fi speeds and internet access will push instracture improvements for telecommunications. UTILITIES AND FACILITIES PLAN New investment and expansion in Jeffersonville will require adequate and readily available utilities and facilities. Jeffersonville needs to address the capacity and capabilities of water, electricity, sanitation, schooling, pedestrian and bicycle facilities for needs today and in the future. Current plans in action should be reviewed, amended or updated to accommodate current unanticipated events or projects to make them most relevant. The current 2012 Stormwater Master Plan addresses existing and anticipated future flooding, drainage concerns and water quality problems. Updates should be made to incorporate unanticipated changes in the landscape of Jeffersonville. 70 COMMUNITY FACILITIES & UTILITIES lopment le entire reatment ricultural lopment .ces on a unoff for then the ture land ition, the designed is well as Ihout the A capital improvement plan, or CIP, is a short-range plan that typically lasts between four and ten years. It identifies capital projects and equipment purchases along with a planning schedule and financial support options. A CIP helps to maintain or improve city infrastructure or assets, such as roadway construction or addressing CSO. This plan helps to prioritize projects, develop a financial plan as well as compile and evaluate potential improvement projects. Jeffersonville would benefit from the implementation of an update Capital Improvement Plan to help address the improvement of city assets. IMPROVEMENTS AND RECOMMENDATIONS These are the recommendations for Jeffersonville's facilities and utilities; • Projected delivery of water and sewer services will be coordinated with land dev policies established in the Comprehensive Plan. • Extend or upgrade all municipally provided utility services to residents of t community. • Private Package Treatment plants, as a means of providing permanent sewage for development, should be prohibited. • Discourage the extension of sewer services to serve areas to be reserved for ac uses, flood plains, and other areas not designed for urban development. • Services should be extended in such a manner as to promote contiguous dev and discourage sprawl and "leap -frog" development. • New Development will be assessed on the impact to existing wastewater resou per -capita basis. • Storage Facilities should be sized to store the specified recurrence interval future, as opposed to current land use. • If some portion of the drainage area is outside of the City of Jeffersonville, designer should consult with the appropriate governmental entity to discuss ft. use and its effects. • As a means of controlling costs and minimizing the erosion and sediment storm -water system for areas undergoing development should be planned and to generally conform to the natural drainage system. • New Parks should be considered in areas that are currently lacking facilities within or near new residential developments. • Bicycle, pedestrian and other multi -modal facilities should be extended throu city. CHAPTER 6 OVERVIEW The rapid growth of jobs and industry within Clark County and Jeffersonville has positively impacted and will continue to impact the population of Jeffersonville. The community needs to be able to support an increase in population and also support the needs of each individual with varying age, income, and size of the household. A variety of living options will help to meet the needs of current and future generations. This section provides a framework of goals, objectives, and policies to address imbalances between the supply and demand for affordable housing and support services. Jeffersonville has substantial housing needs as a direct result of the community's old housing stock, aging population, and a shortage of affordable housing for low-income households. EXISTING CONDITIONS Trends Millenials, which are the generation of people born between 1981 and 2000, accounting for 90 million people in the U.S., is our largest generation. The median age of a millenial is about 23. At this age, millenials are exiting college, entering the workforce and starting to see a steady paycheck. Some millenials entered the workforce in a recession, causing many millenials to live with parents. Now that the economy has improved, so has the conditions for millenials to shop for housing, causing millenials to be drivers for the housing market. Millenials also prefer smaller houses on smaller lots, urban areas, and walkability. These preferences reflect the isolation of a suburb where many millenials grew up. JEFFERSONVILLE COMPREHENSIVE PLAN 73 The baby boomer population, which is the generation of 76 million with births between 1946 and 1964, is also aging. The first boomers hit age 65 in 2011 and the entire cohort will be of traditional retirement age by 2030, making the senior population jump from 13 percent in 2010 to 19 percent. A large consumer population will drive more consumer choices. Seniors want to be integrated into a larger community and not isolated. They also want amenities, such as walking trails or close proximity to shopping centers or natural features. Simple amenities such as easy opening windows and larger bathrooms also help to accommodate aging seniors who are able to live on their own. Since not every millenial and senior are not the same, including other existing and future generations, providing a range of living options is the best way to prepare for future. Older Adults and Disabled As the population of older Americans grows, it won't be economically sustainable to have them all living in nursing homes. There is a trend nationwide toward providing older and disabled people with in-home care, rather than keeping them in nursing homes. Surveys have long shown that people prefer to stay in their homes as long as possible. Retrofitting communities for opportunities to age -in-place is one of the most important societal challenges that cities face in the modern era. Those older adults, and those with disabilities are in homes that are not conducive to safety and independence due to barriers, hazards, and environmental demands. For older adults with disabilities, being able to age -in-place requires stable, adequate housing and supportive services that meet individual needs. More than one million non -elderly, very low-income renters with disabilities in the U.S. are not able to age in place. Multi -generational Families Under One Roof Census data also shows a growing population of seniors raising their grandchildren. According to the U.S. 2010 Census, there were more than 2.7 million households with grandparents raising their grandchildren. The challenges faced by both grandparent and grandchild are complex, though by no means uniform. Many elderly caregivers live on fixed incomes which creates instability and many unknowns. Having dependent Clark County Population Projections (% of Total Population) 30.0% 25.0% -- 20.0% 15.0% — 10.0% 5.0% 0.0% Age 0-4 Age 5-19 Age 20-24 Age 25-44 Age 44-64 Age 65+ 1 2015 ■ 2020 12025 ■ 2030 1 2035 Source: Indiana Business Research Center House on Chestnut Street Historic District, Downtown Jeffersonville 74 HOUSING 300 A 250 200 150 B 100 e Z so Grandparent Householder with Children Under 18 Living at Home Jeffersonville <3 3and 4 5 6to11 Age of Granddad 12 to 17 Source: Census 2010 Rose Hill Neighborhood Signage 80.0% 70096 60.096 50.0% 40.0% 300% 20.096 100% 0.0% 2010 Housing Cost Burden Jeffersonville <20% 20-24% 25-2996 30.3496 ■5MO API mortgage ■ 5MOCAPI no mortgage •GRAPI X35% Source: American grandchildren adds additional burdens on already limited resources. Over 60% of grandparents raising their grandchildren are still in the work force. 16.3% are living below the poverty level. The City will continue to help address this problem through its partnerships with a variety of local non -profits. HOUSING OPTIONS/PRICES Currently Jeffersonville land use is dominated by single family residential that can be characterized into suburban and traditional neighborhoods. Jeffersonville lacks options for all age groups and family types that include a mix of housing options (single-family and multi -family) and incomes. Residents at different ages and stages in their life have different needs for housing options. Jeffersonville should provide housing options that accommodate all current and future residents to help retain and grow their population. Affordable Housing Communities Survey 2006-2010, DP 04 Affordable housing provides living options for worker housing that provides a necessary workforce to provide minimum wage workers that support restaurants and other non -skilled labor. Affordable housing can be mingled with mixed income housing projects to prevent the isolation of concentrated affordable housing. Households are considered financially burdened if they spend more than 30% of their income on housing. In 2010, 35.2% of renter -occupied households and 15.1% of homeowners with a mortgage in Jeffersonville spent more than 35% of their income on housing. Notes: SMOCAPI — Selected Monthly Owner Costs as a Percentage of Household Income; GRAPI — Gross Rent as a Percentage of Household Income. Selected monthly owner costs are calculated from the sum of payment for mortgages, real estate taxes, various insurances, utilities, fuels, mobile home costs, and condominium fees. Listing the items separately improves accuracy and provides additional detail. When combined with income, a new item is created — Selected Monthly Owner Costs as a Percentage of Household Income. This item is used to measure housing affordability and excessive shelter costs. Census broke out properties with and without a mortgage for calculations in 2010. Multi -Family Multi -family units are not as plentiful as single family detached dwelling units. Future projections predict an increase in the number of households and an increase in the population. Providing more multi -family units within Jeffersonville will help to accommodate the growth of households, while also providing an array of living options for residents. Multi -family units provide housing for individuals who are single, married with no children, empty nesters, seniors, and worker housing for those employees that are necessary for a community, but have lower incomes. There are many benefits that are also associated with multi -family housing. Apartments have the ability to bring in more property taxes than single family houses. On average, apartment owners also have fewer vehicles and take significantly less trips than those who live in single family homes, which helps with the congestion of roads and produces fewer emissions. Multi- family units actually increase the property values, and nearby single family home value. PROVIDE AN ATTRACTIVE HOUSING STOCK The city is committed to ensuring safe, clean, affordable, and accessible housing to those both the elderly and disabled. However, demographic data trends of an aging population show that senior housing is the most immediate need. Quality of Life Housing is directly connected to quality of life issues. Cities with a variety of housing choices near multiple transit options create neighborhoods with high qualities of life. In addition, quality of life issues have become a major driver in economic development in the today's economy. Communities that are able to attract and maintain diverse workforce populations are more competitive than those who cannot. Housing options at a range of price points are also critical to maintaining a diverse workforce. Adaptive Reuse and Infill Development With a limited availability of affordable housing stock and dwindling space for new development, the city will continue to place an emphasis on adaptive reuse of existing buildings and infill development. Many vacant or abandoned buildings, such as old industrial buildings, hospitals, office complexes, schools, and churches are in centralized settings within walking distance to basic services and transportation. These sites provide ideal locations to provide housing for older adults, persons with disabilities, and families. Projects that have reused obsolete buildings for housing have been successful in other communities and can be replicated in Jeffersonville. With an increasing aging population, it will be vital to encourage adaptive reuse of old, abandoned structures to provide more diverse, affordable housing options close to supportive services. The same options are beneficial to others of all ages and abilities who need or want housing choices that meet personal needs, such as access to employment, cultural resources, and recreation. Home Ownership and Maintenance High levels of home ownership and property maintenance are important to the City. Keeping existing home owners in their homes means providing access to low interest loans, grants, and funding for maintenance. The need for structural maintenance is evident in much of the city's housing stock and is necessary to stabilize property values of neighborhoods. Through rehabilitation and weatherization program incentives, the city can encourage property owners to maintain and improve properties. IMPROVEMENTS AND RECOMMENDATIONS The improvements and recommendations for housing includes; • Encourage multi -family housing options in appropriate areas along 10th Street the traditional marketplace planning district). • Encourage multi -family housing and single-family housing in appropriate areas provide a range of housing prices and options. • Remove barriers that may deter residential development in the downtown core c 1-265 areas to allow for mixed-use development opportunities. • Provide educational efforts for neighborhood groups to learn and get resources property maintenance, property standards, enforcement procedures, and zoninc • Strengthen compliance with code enforcement. • Strengthen individual neighborhood character within the traditional and suburb, neighborhoods. Market post purchase home -ownership classes offered through local non-profit agencies. • Market credit repair classes offered through local non-profit agencies. • Develop a land bank for vacant and abandoned properties. • Map all vacant properties with GIS and attach relevant redevelopment informat • Identify all funding sources available for rehab and redevelopment. • Initiate site remediation where necessary. • Create a strategic plan for pooling resources of all available agencies. • Identify funding available for planning activities. • Hire third party to perform data analysis and provide specific recommendations • Formally adopt plan and have committee implement recommendations. • Increase home -ownership through new infill construction. • Preserve home -ownership through the rehab of owner occupied units. • Preserve housing/home-ownership through emergency rehab. • Preserve housing and increase affordable housing through a rental rehab progr • Increase number of units providing housing for grandparents raising children. • Reuse otherwise obsolete buildings for affordable rental housing for seniors. • Develop senior housing opportunities. within that nd for In on. DM. CHAPTER 7 Special Focus Area for Economic Development OVERVIEW The Department of Economic Development was established in 2010 to facilitate job growth through the expansion of existing businesses and recruitment of new businesses to Jeffersonville and the region. The Department of Redevelopment helps to facilitate the success of specific projects. The continued successful effort to attract and retain businesses within Jeffersonville should be done to maintain and enhance the quality of life for residents, business owners and visitors. The effort to continue economic growth helps to ensure the viability and economic health of the city. The more attractive that Jeffersonville becomes as a place to live, work and play, the more viable and healthy the city becomes. DEVELOPMENT New development in appropriately zoned areas, and infill and redevelopment of existing areas should continue to be improved in focued areas such as 10th Street/1-265 Commercial area, the Veterans Parkway extension, River Ridge gateway, 1-265 gateway, along 10th Street and within Falls Landing and Downtown. Development should be held to high design standards to fit into the unique character of Jeffersonville and surrounding context. Development will be guided by zoning ordinances and planning districts outlined in the Comprehensive Plan. The Economic Development Focus Areas Map on page 80 show the geographic locations where economic development strategies should occur. On page 81, the Downtown Revitalization Plan shows current and future projects focused in the downtown of Jeffersonville to help revitalize and redevelop downtown, creating a destination. JEFFERSONVILLE COMPREHENSIVE PLAN 79 Jeffersonville Comprehensive Plan ECONOMIC DEVELOPMENT .. • FOCUS AREAS' ************** 10th Street/I-265 Commercial Area Falls Landing & Downtown Ot ">2.- JEFFERSONVILLE - 80 ECONOMIC DEVELOPMENT Jeffersonville Comprehensive Plan DOWNTOWN REVITALIZATION �„ r Projects 1 Big Four Station 2 Falls Landing Redevelopment 3 Mixed -Use Redevelopment (American Legion) New Hope Senior Housing (Industrial Nightmare) CSO Interceptor 9 10 11 12 Arts 8 Culture District Future Redevelopment (Gray & Wells) Consistent Design Elements Court Avenue Revitalization! Commercial District 6th Street Gateway Enhancements Ohio River Greenway Connector JEFFERSONVILLE COMPREHENSIVE PLAN 81 ECONOMIC DEVELOPMENT FOCUS AREAS 10th Street /1-265 Commercial Corridor Along the 10th Street Corridor, near the 1-265 interchange is a heavy commercial area that currently serves the shopping needs of nearby residents. This commercial area should become a focus for Jeffersonville because of the increased traffic that will occur due to the construction of the East End Bridge. This area should be also be considered a potential gateway into Jeffersonville and represent the city through consistent design elements, appropriate land uses, and the availability of amenities. Regional amenities will provide for regional visitor shopping needs as well as nearby residential needs. 10th Street Corridor 10th Street is a major commercial corridor that connects 1-65 and 1-265. With the addition of the East End Crossing and new Downtown Crossing in the Ohio River Bridges project, 10th Street needs to be upgraded and revitalized. The improvement of this thoroughfare will help to accommodate the increased traffic for River Ridge and future businesses. Improvements along this major thoroughfare should support and attract economic growth in an orderly and aesthetic manner. The improvements and redevelopment should include: 1. Redevelopment along 10th Street should be oriented towards the street (such as parking behind buildings with development closer to the road) in the traditional marketplace planning district. 2. Sidewalks should be provided along 10th Street from downtown to River Ridge. 3. Additional visual enhancements should be made along 10th Street including decorative light poles, upgraded signal poles, and uniform signage. 4. There should be a focused strategy to attract new businesses that makes the 10th Street corridor a destination with a focus on shopping, sit-down dining and offices. A market study should be completed to identify the types of businesses and number of businesses that can be supported. 5. Traffic flow along 10th Street should be improved to increase accessibility between 1-65 and 1-265. 6. Higher density residential and mixed use developments should be encouraged along 10th Street in the traditional marketplace planning district. 1-265 Gateway The 1-265 gateway is the first exit into Jeffersonville on the new East End Bridge from Kentucky and will make a first impression of Jeffersonville and Indiana. This new exit is an opportunity to showcase the unique identity and character of Jeffersonville and Indiana. Veterans Parkway Extension Veterans Parkway is a heavy regional shopping/commercial corridor located in Clarksville, Indiana. The Parkway extends into Jeffersonville but is cut off by the 1-65 corridor. The City of Jeffersonville has completed necessary infrastructure to provide shovel -ready sites vELOP RIVER RIDGE COMMERCE CENTER TV . v EXECUTIVE SUMMARY River Ridge Gateway Master Plan 1 Oth Street Corridor near Allison Lane for commercial businesses to locate. As businesses continue to open in the Veterans Parkway Extension the city should continue to encourage moderately dense development, consistent design elements, transitions, buffers, appropriate land uses, and necessary improvements for construction, traffic, and amenities. River Ridge Gateway The River Ridge Commerce Center is 6,000+ acres of mixed-use office and industrial park located on the former Army Ammunition Plant (INAAP) in Jeffersonville. This area is ready for economic growth and development, creating thousands of jobs and revenue for local governments. Less than 10% of the River Ridge Commerce Center has been developed, and has generated $1.168 billion in economic output currently supporting over 5,900 direct jobs, which is 12% of Clark County's workforce. River Ridge will be the first new interchange after crossing the East End Bridge from Louisville. This exit will not only serve as a gateway into River Ridge, but also as a gateway into Indiana. The 2014 Gateway Master Plan for River Ridge Commerce Center embraces and protects conservation areas, watersheds, stream bodies, and significant amount of topographic change, while also encouraging the expansion of economic growth. The road network is able to accommodate a variety of multi -modal uses ranging from pedestrians and cyclists on a network of off-road trails, to heavy haul truck and heavy rail traffic. Phase one is expected to bring in an estimated of 1.2 million - 1.8 million s.f. of additional mixed-use office and industrial space within River Ridge, which will translate into approximately 4,800 - 7,200 additional jobs for the region. The plan also features a "Common Core", serving as the heart of the Plan. It is 16+ acres of multi-purpose community green space and regional detention basin anchored by the future River Ridge Development Authority Headquarters. This Common Core area is also envisioned to become a campus -like setting in hopes to attract higher -education, research or public/ civic agencies. JEFFERSONVILLE COMPREHENSIVE PLAN 83 DOWNTOWN REVITALIZATION Downtown Jeffersonville has encountered a wide scope of improvements and investments through the downtown revitalization plan. The Big Four Pedestrian Bridge and Big Four Station has impacted downtown and major corridors such as Riverside Drive, Court Avenue and Spring Street that are now experiencing rapid growth. In a 16 month period from June 2013 to August 2014, 1.5 million pedestrians and 100,000 bicyclists had crossed the pedestrian bridge. In response, the City and partners, such as Jeffersonville Main Street, Inc. have implemented several projects that have increased the amenities and infrastructure of downtown, helping to act as a catalyst for investment. Some downtown improvement programs already implemented include the Pearl Street Infill Initiative and public art installations. Other projects, such as a new Jeffersonville Marina, the Ohio River Greenway Connector are underway to continue the investment of downtown Jeffersonville. Big Four Pedestrian Bridge & Station The Big Four Pedestrian Bridge is a bridge across the Ohio River, dedicated exclusively to bicyclists and pedestrians. Big Four Station is a park located at the foot of the ramp, placing bicyclists and pedestrians into a park that can host several programmable events such as festivals, farmers markets, etc. Adjacent to the park is the heart of downtown and Spring Street commercial corridor. The Louisville approach lacks the proximity of restaurants and shops, which provides economic opportunity for Jeffersonville. The Jeffersonville community currently provides a destination for pedestrians and bicyclists coming across the river by providing the diversity and proximity of a park, programmable elements, restaurants and shopping. Falls Landing Falls Landing is underutilized land in historic downtown Jeffersonville between Court Avenue, Spring Street, 10th Street, and 1-65. This area has the opportunity to become a gateway into the Jeffersonville community and serve as an artistic and cultural component of the urban fabric. This area could include a high-end hotel, retail space, and sit-down and fast-food resta u rants Mixed -Use Development (American Legion) This $30 million mixed-use development is located along the 200 block of West Court Avenue. The building will include 158 residential units, 585 parking spaces with public access. The added parking spaces will help to serve parking needs near the Big Four Bridge, as well as provide easy access to downtown Jeffersonville. New Hope Senior Housing (Industrial Nightmare) New Hope Senior Housing has been working with Jeffersonville and the owners of Industrial Nightmare to take possession of the property and redevelop it to provide an income -based housing community for seniors (55 and older). 84 ECONOMIC DEVELOPMENT Falls Landing Map Big Four Station Combined Sewage Overflow (CSO) Interceptor The CSO interceptor will hold and transport combined sewage and rainwater to the pump station, which will then transport overflow to a treatment facility. The construction of this facility is in response to an EPA mandate and will reduce the amount of overflows that occur in the Ohio River and Cane Run due to heavy rain and sewage. Arts & Culture District Typically arts and cultural districts have a heavy concentration of cultural and art facilities and programs. This district should focus on the development while also enhancing existing facilities and programs should be preserved and enhanced in this district. Current programs that exist in the district include the farmers' market, public art installations, an educational tree walk, Riverstage events, musuems, Thunder Over Louisville, and other festivals. Future Redevelopment (Gray & Wells) Number seven on the Downtown Revitalization Map indicates an area that should be slated for future redevelopment. The improvement of this area will help strengthen the Spring Street corridor, as well as promote infill in downtown. Consistent Design Elements Consistent design elements enhance the aesthetics of a community as well as promote economic vitality. Consistent design elements should be focused along Spring Street south of 10th street. This could include the design and spacing of light poles, signage, type and spacing of vegetation, presence of public art, consistent sidewalk corridor, consistent use and color of materials, and the design, setback, and height of buildings. JEFFERSONVILLE COMPREHENSIVE PLAN 85 Court Avenue Revitalization/Commercial District Court Avenue, which is an integral and historical corridor in downtown, should also be a focus for revitalization. This should include infill development that is context sensitive and that also transitions well into the nearby historical neighborhood. 6th Street Gateway Enhancements This project focus in located at the first north -bound exit crossing Interstate 65 from Kentucky to Indiana. Although this area is mostly developed, it should include streetscape enhancements and design elements to improve this gateway into Jeffersonville, while also reflecting the identity and context of the community. Empty or underutilized land should be redeveloped with amenities that serve the community. Marina The Jeffersonville Riverfront Improvements Project is located along the Ohio River Shoreline from Jeff Boat to the intersection of Spring Street and Riverside Drive. The project includes reconstruction of the shoreline using precast concrete blocks resembling rough cut limestone for stabilization of the bank. The existing access road shall be removed and reconstructed at a higher elevation to reduce overtopping of the road during high water events. A decorative stamped concrete sidewalk shall be installed along the river bank, as well as utility poles with light fixtures to illuminate the area. 8 wooden boat docks shall be constructed upstream of the Riverstage Barge to provide 15 transient/day-use slips for recreational boaters. The project is currently under construction, and is slated for completion in the Fall of 2015. Ohio River Greenway Connector The Ohio River Greenway Connector is the strategic connection to Jeffersonville's waterfront and dowtown to Ashland Park in Clarksville. This piece is recognized as part of the Ohio River Greenway, which connects New Albany, Clarksville and Jeffersonville along the Ohio River. 86 ECONOMIC DEVELOPMENT Street Art Downtown Jeffersonville Historic Spring Street d uses, Jmber >wn to OTHER STRATEGIC INVESTMENT Downtown Housing The current downtown housing stock is primarily composed of historic homes that are characterized as traditional neighborhoods. A small range of multi -family units are also located within the downtown. With a wide scope of improvements and investments happening within the downtown, this area is becoming an attractive place to live. The expansion of downtown housing should be focused on providing a range of living options that include prices and type. The unique character and context of downtown should also be reflected in new developments. Residential units can be interwoven in the urban fabric of downtown with the infill of under- utilized space. Along Spring Street, residential units can be added in upper floors of buildings that are not currently used. Multi -family units can also be developed and redeveloped in vacant or underutilized lots that include affordable housing and higher priced living options. Multi -family units can consist of condos, apartments, townhomes, and duplexes. These units should blend into the existing context to allow the smooth transition from each land use. Additional single-family detached dwelling units should match the traditional neighborhood landscape and unique character. Spring Street Spring Street is a mixed-use corridor downtown Jeffersonville that intersects 10th Street, Court Avenue and Riverside Drive. Spring Street is also connected to the Big Four Pedestrian bridge through Chestnut Street, which is a prime example of a complete street, featuring bio-swales, lighting, sidewalks, bump -outs and on -street parking. The corridor's unique character and walkable public realm is the center of downtown. Buildings are located at the edge of the sidewalk and should continue to do so. First floors of buildings feature retail and dining space and upper floors that are a mix of office, rental and condo's with some vacant space. These upper floors are best utilized as residential and office space. IMPROVEMENTS AND RECOMMENDATIONS The improvements and recommendations for Economic Development includes; • Implement the 2014 Gateway Master Plan for River Ridge Commerce Center • Work with a developer to redevelop the Falls Landing area with appropriate lar character and amenities. • Complete a market study for the 10th Street corridor to identify the types and n of businesses that can be supported. • Make streetscape improvements along key corridors. • Encourage traditional marketplace development along 10th Street from downtc 1-265. • Continue to support redevelopment opportunities downtown that attract visitors improve economic development and increase the quality of life. JEFFERSONVILLE COMPREHENSIVE PLAN 87 CHAPTER 8 IMPLEMENTATION OVERVIEW The updated Jeffersonville Comprehensive Plan documents the current aspirations and needs of the community, while incorporating new assets and issues that have surfaced since the last publication. This updated document will help continue a long-term vision that will inform the decisions made as the city begins implementation of the plan's action steps. This chapter calls for commitments from numerous public and private organizations. The first and strongest commitment must be from the Plan Commission and City Council. A strong and unified leadership is needed to reinforce decisions that supports this plan, both through policy decisions and financial budgeting. If those charged with implementing the action steps in this chapter are diligent in identifying and removing barriers to success, the opportunity for increasing economic development and quality of life is greater. A strategic action plan is included in this chapter that is intended to include the overall direction for immediate, short-term, mid-term and long-term action steps. The action steps seek to balance the priorities of the community by serving as the decision-making framework. They also allow for immediate and noticeable progress through the completion of short-term projects. Because the implementation of any comprehensive plan involves dozens of public, private and not-for-profit organizations, it is important that local leaders provided guidance to interested parties when bringing stakeholders to the table and coordinate long-term action steps. PARTNERSHIPS FOR IMPLEMENTATION Forming a foundation of strong partnerships locally, regionally and state-wide with public, private and not-for-profit organizations is important in responding to changing conditions. While this plan seeks to achieve projects today, it also looks at a long-term vision for Jeffersonville. There will always be fiscal realities to recognize as the plan is implemented. As a result of this, key partnerships must be created and nurtured with many agencies and organizations to facilitate the implementation of the various aspects of the plan. This will save money as agencies utilize their expertise and in-house knowledge to improve the community. The Jeffersonville Comprehensive Plan cannot and should not be viewed as a plan implemented solely by the Jeffersonville Plan Commission. Potential Partners • Clark County • Greater Clark Schools Corporation • Jeffersonville Township Public Library • Main Street, Inc. • Metro United Way Southern Indiana • Ohio River Greenway Commission • One Southern Indiana • WorkOne Southern Indiana • YMCA STRATEGIC ACTION PLAN The implementation process includes creating action steps that provide clear details on what should be done, such as the steps that should be taken, who is responsible, and a timeline for project completion. The following provides a description of the details provided in each action step later in this chapter. Action step- Tasks detail what must be accomplished to achieve the greater vision. They are paired with an appropriate timeframe for completion. They are aggressive, but achievable. Description- The description is intended to further explain the action step by providing details and other information to explain the intended result. Responsible Party(ies)- While the Plan Commission and City Council are ultimately responsible for the successful implementation of this plan, some tasks will be most successful if implemented by or in partnership with others. The responsible party/parties should always be a high-level champion who reinforces the purpose and intent of the plan, takes responsibility for implementing specific action items, and monitors the progress of the task. Potential Funding Source(s)- Although it is not exhaustive, a potential list of funding sources has been provided for each task as a starting point. Many funding sources will vary depending upon the year, quarter, month, as well as the number and type of parties involved. The general fund is also typically listed because many federal or state grant programs require a local match. Each funding source is explained in Chapter 8: Implementation is the funding sources section. 90 IMPLEMENTATION Other resources- "Other resources" often include: human capital (i.e. manpower, or labor) from volunteers; donated supplies, materials, or equipment; and coverage by the media. They also include professionals who have been hired due to their expert knowledge in a particular area. Start -Up Timeframe— Not all projects can begin at once. The start-up of a given task will occur in the immediate, short -,mid-, or long-term future. Immediate refers to action steps that should be started in 2015. Short-term typically means between one to five years (i.e. 2016-2019), mid-term is between six to ten years (i.e. 2020-2024), and long-term between eleven to twenty years (i.e. 2025-2030). A task that is entirely dependent upon the successful completion of another task would fall outside of these start-up possibilities, in which case the condition for start-up for these action steps are described in more detail on their respective tables. Action steps were prioritized in terms of start-up based on the priority of the plan's goals. Target Completion Timeline- The target completion timeline is intended to inform the user about the anticipated duration (from start to finish) of a given task — barring any unforeseen conditions. Related Goals- It will become increasingly important that each task be tied back to the goals of this plan. This will provide insight, justification and prioritization for each task as conditions change or others become involved in implementation and evaluation of the plan. If an action items aligns with one or more the goals outline in the previous sections of this document, the respective goal(s) are listed. Notes- The notes are intended to be used by leader and organization that are tasked with implementing this plan as they carry out these tasks. This space can be used for tracking progress, noting additional or new partnerships or potential barrier to overcome. IMPLEMENTATION TIMELINE Many factors can influence the completion timeline for action steps, such as the current economic environment. If unexpected funding or additional city staffing becomes available, action steps can be started and/or completed prior to the specified timeline. Also conditions may change that require this timeline to be altered, modified or change. The timeline and action steps should be evaluated and are intended to be flexible to respond to the ever- changing local needs and demands placed on the city. The timeline is shown on the following page. The following implementation timeline identifies each individual action step needed to implement this plan. Each action step is formatted into a standard format for comparison, reference and revision over time. ACTION STEPS The next section details each task that much be accomplished to achieve the greater vision. They are paired with an appropriate timeframe for completion. JEFFERSONVILLE COMPREHENSIVE PLAN 91 IMMEDIATE (2015) • Implement the 2013 Bike and Pedestrian Plan (3) • Maintain & Improve Coordination with Neighborhood Liaisons (4) • Implement the River Ridge Master Plan (5) • Implement the Current Parks and Recreation 5 Year Plan (10) • Create a Communication Plan (13) • Provide & Maintain Emergency Service System (14) • Work with developer(s) to Implement a Master Plan and Redevelop Falls Landing (16) • Create a Corridor Master Plan for 10th Street (1 7) • Evaluate all Vacant Properties (26) Ongoing: • Evaluate Plan Progress (1) • Amend Zoning Ordinance As Needed (2) I MID-TERM (2020-2035) • Enact an Impact Fee Ordinance (6) • Update the Thoroughfare Plan (7) • Implement Road Improvement Projects (19) Ongoing: • Evaluate Plan Progress (1) • Amend Zoning Ordinance As Needed (2) SHORT-TERM' (2016-2019) • Create a Market Study (8) • Update and Implement the CIP (1 1) • Encourage Departments to Create Facilities Plans (15) • Identify and Provide Assistance to Redevelop Brownfields and Greyfields (20) • Coordinate with TARC (21) • Implement Strategies to Attract Target Industries (22) • Encourage Small Business Development (23) • Coordinate Training and Education Programs (24) • Coordinate Growth with Departments and Districts (25) • Make Improvements along 10th Street (9) Ongoing: • Evaluate Plan Progress (1) • Amend Zoning Ordinance As Needed (2) LONG-TER1 (2026-2035) • Plan and Develop New Parks (12) • Establish a Land Trust Partnership (18) Ongoing: • Evaluate Plan Progress (1) • Amend Zoning Ordinance As Needed (2) 92 IMPLEMENTATION GOALS Promote planned growth that results in distinct and deliberate development. Support the revitalization and environmental clean-up of areas with potential for infill or development. - Provide transportation options (bicycle, pedestrian, public transit, roadway) that meet the needs of a growing community. Capitalize on improved access and economic potential of both Ohio River Bridges. Provide utilities that adequately serve current and future growth. Attract quality jobs through a strong educational base and skilled workforce. Define the city through parks and public spaces. Provide a range of housing options and price ranges to attract a variety of residents. Promote economic development through targeted focus areas. Promote Jeffersonville as a destination for events, festivals and entertainment by reinforcing the positive image of the community. JEFFERSONVILLE COMPREHENSIVE PLAN 93 ACTIONSTEP 1 Evaluate Progress on the Comprehensive Plan Annually Description: • Perform an annual review on the current Comprehensive Plan and associated Action Steps, and • Update the Comprehensive plan more thoroughly every five years. Responsible Parties (Bold) & Partners: • Jeffersonville Plan Commission • City Council • Jeffersonville Redevelopment Commission Potential Funding Source(s): • N/A - Coordination Only Other Resources: • City Staff Start -Up Time Frame: 2015 2016-2019 2020-2025 2026-2035 Target Completion Time Frame: <1 Year 1-2 Years 2-5+ Years Ongoing 9/ r.......: Related Goals:9yV* Action Step Notes: 94 IMPLEMENTATION ACTIONSTEP 2 Amend the Jeffersonville Zoning Ordinance as needed to Support the Comprehensive Plan Description: • • Provide direction to the Plan Commission and the City Council for the proposed development within planning districts. Existing ordinances should be reviewed and updated to reflect policies and recommendation in the Comprehensive Plan Responsible Parties (Bold) & Partners: • • Jeffersonville Plan Commission City Council Potential Funding Source(s): • General Fund Other Resources: • • City Staff Consultant Start -Up Time Frame: 2015 2016-2019 2020-2025 2026-2035 Target Completion Time Frame: <1 Year 1-2 Years 2-5+ Years Ongoing Related Goals: 9 .\ti ,, Action Step Notes: JEFFERSONVILLE COMPREHENSIVE PLAN 95 ACTION STEP 3 Implement the 2014 Ohio River Greenway Master Plan and Bike and Pedestrian Plan Description: • Implement the recommendations and goals of the 2014 refresher master plan for the Ohio River Greenway. • Implement Recommendations and actions that are detailed in the current 2013 Bike and Pedestrian. Responsible Parties (Bold) & • Planning & Zoning Department Partners: • Jeffersonville Plan Commission • City Engineer Potential Funding Source(s): • TAP • RTP • SRTS • LWCF • General Fund Other Resources: • Consultant • Ohio River Greenway Development Commission • Friends of the Ohio River Greenway • DNR • INDOT • City Staff • Hoosier Rails to Trails Council Start -Up Time Frame: 2015 2016-2019 2020-2025 2026-2035 Target Completion Time Frame: <1 Year 1-2 Years 2-5+ Years Ongoing Related Goals: IR 7,---,,, err.. �. -- - Action Step Notes: 96 IMPLEMENTATION ACTION STEP 4 Description: • Maintain & Improve Coordination with Neighborhood Maintain the establishment of neighborhood throughout the community. Liaisons associations Responsible Parties (Bold) & Partners: • • • City Officials Established Neighborhood Associations Homeowner's Associations Potential Funding Source(s): • N/A - Coordination Only Other Resources: • • City Staff Local Residents Start -Up Time Frame: 2015 2016-2019 2020-2025 2026-2035 Target Completion Time Frame: <1 Year 1-2 Years 2-5+ Years Ongoing Related Goals: Oryx„ Action Step Notes: JEFFERSONVILLE COMPREHENSIVE PLAN 97 ACTION STEP 5 Implement the River Ridge Gateway Master Plan Description: • Provide support and implementation for the River Ridge Gateway Master Plan. Responsible Parties (Bold) & • City Council Partners: • City Engineers Office • Jeffersonville Plan Commission Potential Funding Source(s): • TIF Other Resources: • City Staff • Consultant Start-Up Time Frame: 2015 2016-2019 2020-2025 2026-2035 Target Completion Time Frame: <1 Year 1-2 Years 2-5+ Years Ongoing Related Goals: 1111101 ;4 Action Step Notes: 98 IMPLEMENTATION ACTION STEP 6 Enact an Impact Fee Ordinance Description: • Enact and impact fee ordinance in order to levy an impact fee to developments through the permitting process based on impact to park, road infrastructure, and drainage. Responsible Parties (Bold) & • Jeffersonville Plan Commission Partners: • Building Commission • City Engineer • Jeffersonville Parks & Recreation • Jeffersonville's Drainage Board • Jeffersonville Stormwater Department • Jeffersonville Wastewater Department • Public Works • Developers Potential Funding Source(s): • General Fund Other Resources: • City Staff • Consultant Start -Up Time Frame: 2015 2016-2019 2020-2025 2026-2035 Target Completion Time Frame: <1 Year 1-2 Years 2-5+ Years Ongoing Related Goals: 9 ,, ...h._ Action Step Notes: JEFFERSONVILLE COMPREHENSIVE PLAN 99 ACTION STEP 7 Update the Thoroughfare Plan Description: • Create a thoroughfare plan where street design will complement urban building, public spaces and landscape, as well as support the human and economic activities associated with adjacent and surrounding land uses. Responsible Parties (Bold) & • City Engineer Partners: • Jeffersonville Plan Commission • City Pride • Public Works • KIPDA • Consultant Potential Funding Source(s): • General Fund Other Resources: • City Staff • Consultant • KIPDA Staff Start-Up Time Frame: 2015 2016-2019 2020-2025 2026-2035 Target Completion Time Frame: <1 Year 1-2 Years 2-5+ Years Ongoing Related Goals: ri 1 IP Action Step Notes: 1 00 IMPLEMENTATION ACTION STEP 8 Complete a Market Study Description: • Complete a market study for the 10th Street corridor. Responsible Parties (Bold) & Partners: • Economic Development Department • Redevelopment Commission • City Council • Jeffersonville Plan Commission Potential Funding Source(s): • General Fund Other Resources: • City Staff • Consultant Start-Up Time Frame: 2015 2016-2019 2020-2025 2026-2035 Target Completion Time Frame: <1 Year- 1-2 Years 2-5+ Years Ongoing Related Goals: qj gl Action Step Notes: JEFFERSONVILLE COMPREHENSIVE PLAN 10] ACTION STEP 9 Make Improvements along 10th Street Description: • Make improvements along 10th Street that includes aesthetic improvements such as sidewalks, lighting & any additional landscaping as well as any functional improvements. Responsible Parties (Bold) & • City Council Partners: • Jeffersonville Plan Commission • Jeffersonville Planning & Zoning Potential Funding Source(s): • General Fund • Transportation Alternative Program • Local Public Agency • TIF Other Resources: • City Staff • Developer • Consultant Start-Up Time Frame: 2015 2016-2019 2020-2025 2026-2035 Target Completion Time Frame: <1 Year 1-2 Years 2-5+ Years Ongoing Related Goals: 17tO V ..., Action Step Notes: 1 02 IMPLEMENTATION ACTIONSTEP 10 Implement the Current Parks and Recreation 5 Year Plan Description: • Update the Parks and Recreation 5 Year Plan every five years. • Include recommendations form the Parks 5 Year Plan in the Capital Improvements Plan Responsible Parties (Bold) & • Jeffersonville Parks & Recreation Board Partners: • City Officials • Consultants Potential Funding Source(s): • DNR • LWCF • General Fund • TIF Other Resources: • Developer • Consultant Start -Up Time Frame: 2015 2016-2019 2020-2025 2026-2035 Target Completion Time Frame: <1 Year 1-2 Years 2-5+ Years Ongoing Related Goals: ;ill Action Step Notes: JEFFERSONVILLE COMPREHENSIVE PLAN 1W ACTION STEP 11 Update and Implement the Capital Improvement Plan Description: • Make land acquisition part of the Capital Improvement Plan budget, utilizing revenues from impact fees. • Edit funds, and other revenue sources for the purposes of acquisition. • Identify and prioritize the most critical projects that meet community needs and long-range goals with expected available funds that serves as a guide for the investment of financial resources in public utilities, facilities and services. Responsible Parties (Bold) & Partners: • City Council • Jeffersonville Parks & Recreation Board • Public Works • Jeffersonville Plan Commission • City Engineer Potential Funding Source(s): • N/A Other Resources: • City Staff Start -Up Time Frame: 2015 2016-2019 2020-2025 2026-2035 Target Completion Time Frame: <1 Year 1-2 Years 2-5+ Years Ongoing Related Goals: 147 V (:j Action Step Notes: 1 04 IMPLEMENTATION ACTION STEP 12 Plan & Develop New Parks Description: • • Develop parks to serve subdivisions of newly annexed areas, under -served areas and new developments. this development to small, otherwise unbuildable sites, which are suited for playgrounds and/or open space. Develop parks within walking distance of each neighborhood. Direct Responsible Parties (Bold) & Partners: • • • City Council Jeffersonville Plan Commission Jeffersonville Parks & Recreation Board Potential Funding Source(s): • • • DNR LWCF General Fund Other Resources: • • City Staff Consultant Start -Up Time Frame: 2015 2016-2019 2020-2025 2026-2035 Target Completion Time Frame: <1 Year 1-2 Years 2-5+ Years Ongoing Related Goals: Action Step Notes: JEFFERSONVILLE COMPREHENSIVE PLAN 105 ACTION STEP 13 Create a Communication Plan Description: • • As development or redevelopment occurs, coordinate with the various departments and agencies within Jeffersonville and Clark County, including schools, fire, police, EMS, utilities, INDOT and others, to ensure adequate service and capacity are available. Future plans with these departments and agencies need to be coordinated on an on-going basis to serve future development. Development should not occur if needed services cannot adequately accommodate the new growth or redevelopment Responsible Parties (Bold) & Partners: • • • • • • • • • Jeffersonville Plan Commission City Council Jeffersonville Police Department Jeffersonville Fire Department Water and Sewer Departments Economic Development Department Greater Clark School Corporation Clark County Commissioners Office City Engineer Potential Funding Source(s): • N/A - Coordination Only Other Resources: • City Staff Start -Up Time Frame: 2015 2016-2019 2020-2025 2026-2035 Target Completion Time Frame: <1 Year 1-2 Years 2-5+ Years Ongoing Related Goals: 9 .......... 9 gli co iv Action Step Notes: 1 06 IMPLEMENTATION ACTIONSTEP 14 Provide and Maintain an Emergency Service System Description: • Maintain an emergency service system (police, fire, and ambulance), which conforms to principles of performance, relevant to the size and location of Jeffersonville's population. Responsible Parties (Bold) & • Jeffersonville Police and Fire Departments Partners: • Clark County Central Dispatch • Clark County Commissioners Office • City Department Heads • City Officials • Clark Memorial Hospital Potential Funding Source(s): • General Fund • Fire Department • Police Department Other Resources: • FEMA Start -Up Time Frame: 2015 2016-2019 2020-2025 2026-2035 Target Completion Time Frame: <1 Year 1-2 Years 2-5+ Years Ongoing Related Goals: ;pi Action Step Notes: JEFFERSONVILLE COMPREHENSIVE PLAN 1U7 ACTION STEP 15 Encourage Departments to Prepare Facilities Plans Description: • Encourage departments to. re. are facilities plans that Action Step Notes: include the following; inventory of facilities, evaluation of condition, desired level of service, repair/replacement schedule, and need for new facilities. Responsible Parties (Bold) & Partners: • City Department Heads • City Officials • Clerk -Treasurer's Office • Jeffersonville Plan Commission • Jeffersonville Drainage Board • Jeffersonville Sewer Board • Other City Boards and Commissions Potential Funding Source(s): • N/A - Coordination Only Other Resources: • City Staff Start -Up Time Frame: 2015 2016-2019 2020-2025 2026-2035 Target Completion Time Frame: <1 Year 1-2 Years 2-5+ Years Ongoing Related Goals: 1;01:i1 Action Step Notes: ACTION STEP 16 Work with Developer(s) to Implement a Master Plan and Redevelop Falls Landing Description: • • Solicit developers to prepare a master plan for the redevelopment of Falls Landing. Work with developer(s) to implement the master plan. Responsible Parties (Bold) & Partners: • • Jeffersonville Plan Commission City Council Potential Funding Source(s): • • Private funds TIF Other Resources: • • • City Staff Developer Consultant Start-Up Time Frame: 2015 2016-2019 2020-2025 2026-2035 Target Completion Time Frame: <1 Year 1-2 Years 2-5+ Years Ongoing Related Goals: ig qill Action Step Notes: JEFFERSONVILLE COMPREHENSIVE PLAN 109 ACTION STEP 17 Create a Corridor Master plan for 10th Street Description: • Design and Implement a master. Ian for 10th Str Action Step Notes: 1 10 IMPLEMENTATION that includes sidewalks, additional visual enhancements, improved traffic flow, higher density residential and development, as well as the attraction of new business and redevelopment oriented toward the street with parking in the back. Responsible Parties (Bold) & Partners: • • • Jeffersonville Plan Commission City Council City Engineer Potential Funding Source(s): • • • TAP TIF General Fund Other Resources: • • City Staff Consultant Start -Up Time Frame: 2015 2016-2019 2020-2025 2026-2035 Target Completion Time Frame: <1 Year 1-2 Years 2-5+ Years Ongoing Related Goals: VI Action Step Notes: 1 10 IMPLEMENTATION ACTION STEP 18 Establish a Land Trust Partnership Description: • Encourage private and non-profit organizations to establish partnerships with the City of Jeffersonville to assist in the implementation of a voluntary land protection program and to act when necessary as a land trust to receive and manage donated lands. Responsible Parties (Bold) & Partners: • • • • • Clark County Land Trust City Officials Clark County Auditor Clark County Surveyor's Office Private Landowners Potential Funding Source(s): • N/A - Coordination Only Other Resources: • City Staff Start -Up Time Frame: 2015 2016-2019 2020-2025 2026-2035 Target Completion Time Frame: <1 Year 1-2 Years 2-5+ Years Ongoing Related Goals: Action Step Notes: JEFFERSONVILLE COMPREHENSIVE PLAN 111 ACTION STEP 19 Implement Road Improvement Projects Description: • Implement the following road improvement projects: • Veterans Parkway • Charlestown Pike • Utica Sellersburg Road • 8th Street • Main Street • Perrin Lane Responsible Parties (Bold) & Partners: • • • City Council Jeffersonville Plan Commission Jeffersonville Planning & Zoning Potential Funding Source(s): • • • General Fund TIF INDOT/KIPDA (MAP -21) Other Resources: • • City Staff Consultant Start -Up Time Frame: 2015 2016-2019 2020-2025 2026-2035 Target Completion Time Frame: <1 Year 1-2 Years 2-5+ Years Ongoing Related Goals: Action Step Notes: 1 1 2 IMPLEMENTATION ACTIONSTEP 20 Description: Identify and Provide Assistance to Brownfields • Identify Brownfields and Greyfields. • Provide monetary, legal and support services and Greyfields. and Greyfields to Brownfields Responsible Parties (Bold) & Partners: • Jeffersonville Redevelopment Commission • Jeffersonville Plan Commission Potential Funding Source(s): • OCRA Other Resources: • City Staff • River Hills • Consultant Start -Up Time Frame: 2015 2016-2019 2020-2025 2026-2035 Target Completion Time Frame: <1 Year 1-2 Years 2-5+ Years Ongoing Related Goals: 170V Action Step Notes: JEFFERSONVILLE COMPREHENSIVE PLAN 113 ACTION STEP 21 Coordinate with TARC Description: • Coordinate with TARC to continually improve transit services in Jeffersonville Responsible Parties (Bold) & Partners: • • • Jeffersonville Planning & Zoning Jeffersonville Plan Commission City Council Potential Funding Source(s): • N/A - Coordination Only Other Resources: • • City Staff TARC Staff Start -Up Time Frame: 2015 2016-2019 2020-2025 2026-2035 Target Completion Time Frame: <1 Year l -2 Years 2-5+ Years Ongoing Related Goals: 0 Action Step Notes: 1 14 IMPLEMENTATION ACTION STEP 22 Implement Strategies to Attract Target Industries Description: • Analyze the local and regional economy in relation to global trends to implement strategic incentive packages that positively impact the local economy. Responsible Parties (Bold) & Partners: • Redevelopment Commission • One Southern Indiana • Jeff Main Street, Inc. • River Ridge Development Authority • Greater Louisville, Inc. Potential Funding Source(s): • TIF • General Fund Other Resources: • Consultant Start-Up Time Frame: 2015 2016-2019 2020-2025 2026-2035 Target Completion Time Frame: <1 Year 1-2 Years k 2-5+ Years Ongoing Related Goals: 17 gj vIr Action Step Notes: JEFFERSONVILLE COMPREHENSIVE PLAN 115 ACTION STEP 23 Encourage Small Business Development Description: • Encourage small business development through low-interest loans, technical assistance, and business incubation. Responsible Parties (Bold) & Partners: • Redevelopment Commission • Urban Enterprise Zone Association • Jeff Main Street, Inc. • Small Business Development Center. • Community Action of Southern Indiana Potential Funding Source(s): • TIF • General Fund Other Resources: • City Staff Start-Up Time Frame: 2015 2016-2019 2020-2025 2026-2035 Target Completion Time Frame: < 1 Year 1-2 Years 2-5+ Years Ongoing Related Goals: 9tV Action Step Notes: 116 IMPLEMENTATION ACTION STEP 24 Coordinate Training and Education Programs Description: • Facilitate relationships between the business community, the school systems, both public and private sector, and the regional job training programs. Responsible Parties (Bold) & Partners: • Redevelopment Commission • Greater Clark School Corporation • Regional Workforce Board Potential Funding Source(s): • General Fund Other Resources: • Jeffersonville Township Public Library Start -Up Time Frame: 2015 2016-2019 2020-2025 2026-2035 Target Completion Time Frame: <1 Year 1-2 Years 2-5+ Years Ongoing Related Goals: PIP Action Step Notes: JEFFERSONVILLE COMPREHENSIVE PLAN 117 ACTIONSTEP 25 Coordinate Growth with Necessary Departments and Districts Description: • Coordinate growth with necessary departments (city, county, state) and districts (fire, police, EMS, schools, water/sewer, utilities, etc). Responsible Parties (bold) & Partners: • City Council • Jeffersonville Plan Commission • Municipal Departments & Districts Potential Funding Source(s): • N/A - Coordination Only Other Resources: • City Staff Start -Up Time Frame: 2015 2016-2019 2020-2025 2026-2035 Target Completion Time Frame: <1 Year 1-2 Years 2-5+ Years Ongoing Related Goals: 99 Action Step Notes: ACTION STEP 26 Evaluate All Vacant Properties Description: • Identify , appraise, and evaluate all vacant properties within the boundaries of Jeffersonville. Responsible Parties (bold) & • Department Heads Partners: • City Officials • Jeffersonville Plan Commission • City Council • Consultant • Non-Profit Organization/Agency Potential Funding Source(s): • Planning & Zoning Department • TIF • General Fund Other Resources: • City Staff • Consultant Start-Up Time Frame: 2015 2016-2019 2020-2025 2026-2035 Target Completion Time Frame: <1 Year 1-2 Years 2-5+ Years Ongoing Related Goals: Action Step Notes: JEFFERSONVILLE COMPREHENSIVE PLAN 119 TOOLS, RESOURCES, PROGRAMS, & FUNDING OPPORTUNITIES A short description of the various tools, resources, programs and funding that have been identified or described in this plan and action steps are included below. This is not an exhaustive list of all tools, programs or funding sources that can be utilized by the city; it is intended to provide further explanation as a starting point for future actions. TOOLS & RESOURCES Capital improvement Planning A Capital Improvement Plan (CIP) is a system of documenting the capital investments that a community plans to make in the short-term, often five years. A CIP identifies projects, timelines, estimated costs, and funding sources and is linked to a community's budgeting process. It is a means of planning ahead for capital improvements and ensuring implementation of specific projects by connecting them more closely to the budgeting process. The city's CIP would include funding needed for any capital improvement the city is planning to invest in, regardless of which city department will be responsible for operating and maintaining a given investment. Redevelopment Association of Indiana The Redevelopment Association of Indiana, a part of the Indiana Association of Cities and Towns (IACT), is a membership organization for redevelopment board members and redevelopment staff representing 46 cities, towns and counties. The Redevelopment Association operates under the premise that while there are legally mandated actions and commonly adopted practices, there also is abundant room for local innovation and Indiana ingenuity. One of the association's principal missions is to serve as an informational and educational resource for existing redevelopment commissions and units of government considering the establishment of a redevelopment commission. Redevelopment. Association members are available to share their experiences. Additional information can be found at http://www.citiesandtowns.org/content/affiliated/RAI DHT.htm. Redevelopment Association of Indiana Handbook (2006) This handbook, produced by the association, provides how-to information regarding the establishment of a redevelopment commission, designation of a redevelopment or economic development area, elements of a redevelopment or economic development plan, establishment of an allocation area, project financing, acquisition and disposition of real estate, and the use of tax increment financing and tax abatement. It also includes an inventory of cities, towns, and counties with TIF districts, sample resolutions and other instruments, as well as a roster of association members. Tax Abatement Tax abatement is a phase-in of property taxes and is intended to encourage development in areas that would not otherwise develop. Tax abatement is one of the tools widely used by municipal governments to attract new businesses to the community, or to encourage investment in new equipment or facilities that will improve the company while stabilizing the community's economy. Communities may develop procedures for abatement application and policies on the amount and length of the abatement that will be approved and procedures to ensure compliance with the terms of the statement of benefits. PROGRAMS & FUNDING Community Development Block Grant (CDBG) Program Planning Grants are funded with Federal Community Development Block Grant (CDBG) dollars from the U.S. Department of Housing and Urban Development (HUD). Through the Indiana Office of Community and Rural Affairs, Indiana requests federal funds to help rural communities with a variety of projects such as sewer and water systems, community centers, health and safety programs, and many others. These funds help communities improve their quality of life and ensure the health and safety of their citizens. Community Development Block Grant (CDBG) Program, Planning Grants are funded with Federal Community Development Block Grant (CDBG) dollars from the U.S. Department of Housing and Urban Development (HUD). The goal of the program is to encourage communities to plan for long-term community development. Community leaders can apply for projects relating to such issues as infrastructure, downtown revitalization, and community facilities. Grants are available for comprehensive plans, downtown revitalization plans, economic development plans, historic preservation plans, water system plans, sewer system plans, storm drainage plans, five-year park plans and more. Community Development Block Grant(CDBG) Program, Stormwater Improvement Program (SIP) Property owners in many communities across the state of Indiana suffer from flooded property and sewer backups due to inadequate stormwater management. Flooding is expensive to clean up, depresses property values, and degrades water quality. Community Development Block Grant (CDBG) Program, Public Facilities Program (PFP) Community facilities enhance the lives of residents in numerous ways. Libraries, museums, community centers, and performance spaces open doors to knowledge and ideas, culture, and enjoyment. In addition to community facilities, emergency services (fire stations, fire trucks and ems stations) and historic preservation projects are eligible for PFP. Downtown Enhancement Grants The Downtown Enhancement Grant program is designed to foster innovative approaches to activities, which support and promote community based planning, pre -development, and research initiatives. The goal of these projects is to improve the quality of life and opportunities for increasing private investment and employment in Indiana Main Street (IMS) communities. The Downtown Enhancement Grant priorities are directed by OCRA's strategic plan and the National Main Street Four Point Approach. Indiana Department of Transportation (INDOT) LPA Grants INDOT works pro -actively to assist Local Public Agencies (LPA) in addressing capital needs. By statute, INDOT shares gas tax revenue distributed out of the state Motor Vehicle Highway Fund (MVHF) and Local Road and Street Fund (LRSF) with local communities. Distributions out of these funds are made by the auditor's office to each local community for use on road and street projects. INDOT also makes available 25 percent of the federal funds apportioned to it under Congressional Highway Authorization Bills. This is a practice carried out by internal policy and is done under no requirement of any state or federal statute. INDOT also handles all of the program administration, contract letting and post -contractual JEFFERSONVILLE COMPREHENSIVE PLAN 121 Federal obligations for local communities. This alleviates additional financial burdens for local communities and provides a means for all communities to participate in federal -aid funding. Investment Tax Credit Programs Income tax credits are the principal governmental subsidy available for privately owned and funded historic preservation activities. Both the federal government and the state of Indiana offer a Rehabilitation Investment Tax Credit (RITC) equaling 20% of rehabilitation costs for qualified work at income-producing properties that are certified historic buildings. A net subsidy equaling 40% of qualified rehabilitation costs may be yielded by participation in both programs. Eligible properties include commercial buildings, factories, or even old houses but they must be income producing, such as rental properties. Owner -occupied private residences are eligible only for the Indiana Residential Historic Rehabilitation Credit (RHRC). Land and Water Conservation Fund (LWCF) LWCF federal grants can be used to protect important natural areas, acquire land for outdoor recreation and develop or renovate public outdoor recreation facilities such as campgrounds, picnic areas, sports/playfields, swimming facilities, boating facilities, fishing facilities, trails, natural areas and passive parks. The minimum grant request is $5,000 and the maximum request is $75,000 with a local match requirement. Main Street Revitalization Program (MSRP) The Indiana Office of Community and Rural Affairs assists Indiana's rural residents in their endeavors to create successful, sustainable communities and improve local quality of life. MSRP grants are funded with federal Community Development Block Grant (CDBG) dollars from the U.S. Department of Housing and Urban Development (HUD). The goal of the Main Street Revitalization Program is to encourage communities with eligible populations to focus on long-term community development efforts. Recreational Trails Program (RTP) Under the MAP -21, the Recreational Trails Program (RTP) is continued at the current funding levels under the Transportation Alternatives Program. Funding for RTP is a set-aside from the TAP. However, the governor of each state may opt out of the RTP if it notifies the U.S. Department of Transportation Secretary not later than 30 days prior to apportionments being made for any fiscal year. Source: American Society of Landscape Architects Regional Cities Initiative With a regional destination, under 2015 legislation, house bill 1403 a newly created Indiana Regional City Fund will be administered by Indiana Economic Development Corporation (IDEC) to designated regional cities. To receive the regional cities destination, projects must have the greatest economic development potentials, regional collaboration, and a level of state financial commitment and potential return on investment. Residential Historic Rehabilitation Credit The Residential Historic Rehabilitation Credit is available to Indiana State Income taxpayers who undertake certified rehabilitations of historic buildings that are principally used and occupied by a taxpayer as that taxpayer's residence. The State incentive allows a taxpayer to claim a State Income Tax credit for 20% of the total qualified rehabilitation or preservation cost of a project. The Division of Historic Preservation and Archaeology, Indiana Department of Natural Resources administers the program. Stellar Communities The Stellar Communities program is a multi -agency partnership designed to fund comprehensive community development projects in Indiana's smaller communities. The Indiana Housing and Community Development Authority, Indiana Office of Community and Rural Affairs, and Indiana Department of Transportation, along with the State Revolving Fund, are participating in this innovative program. The Stellar Communities program embodies collaborative government partnerships and successfully leverages state and federal funding from multiple agencies to undertake large- scale projects. Through this program, Indiana is doing more with current resources and making a bigger impact in communities, even with a slimmer budget. Source: www.IN.gov/OCRA Skills Enhancement Fund The Skills Enhancement Fund (SEF) provides assistance to businesses to support training and upgrading skills of employees required to support new capital investment. The grant may be provided to reimburse a portion (typically 50%) of eligible training costs over a period of two full calendar years from the commencement of the project. Tax Increment Finance (TIF) Tax increment finance is a tool for municipalities and counties to designate targeted areas for redevelopment or economic development through a local redevelopment commission. Those redevelopment or economic development areas can then be designated as allocation areas which trigger the TIF tool. When TIF is triggered, the property taxes generated from new construction in the area are set aside and reinvested in the area to promote development, rather than going to the normal taxing units (governments, schools, etc.). The taxing units do not lose revenue, they simply do not receive revenue from the additional assessed valuation that would not have occurred "but for" the reinvestment in the area through the TIF proceeds. Transportation Alternatives Funding The new Transportation Alternatives (TA) program will receive about $780 million to carry out all TA projects, including SRTS and RTP projects across the country, which represents about a 35% reduction from the current $1.2 billion spent on these programs. Under the bill, states will sub -allocate 50% of their TA funds to Metropolitan Planning Organizations (MPOs) and local communities to run a grant program to distribute funds for projects. States could use the remaining 50% for TA projects or could spend these dollars on other transportation priorities. Source: American Society of Landscape Architects JEFFERSONVILLE COMPREHENSIVE PLAN 123 Transportation Alternatives (Formerly Enhancements): Under MAP -21, the Transportation Enhancements program is renamed Transportation Alternatives Program (TAP), with the current twelve eligible activities categories consolidated into six categories. The bill eliminates the bike/ped safety and education programs, transportation museums, and the acquisition of scenic and historic easements categories. The six new eligible projects categories: 1. Continue bike/ped facilities and expand the definition of these projects. 2. Establish a category for safe routes for non -drivers, including children, older adults, and individuals with disabilities. 3. Retain conversion of abandoned railroad corridors for trails for pedestrians and bicyclists, or other non -motorized transportation users. 4. Retain the scenic byways category (However, the stand alone National Scenic Byways programs is completely eliminated). 5. Establish a community improvement category that includes: • Inventory control of outdoor advertising; • Historic preservation and rehabilitation of historic transportation facilities; • Vegetation management practices in transportation rights -of— way(formerly landscaping and scenic beautification); • Landscaping and scenic enhancement projects ARE eligible under TAP as part of the construction of any federal -aid highway project, including TAP -funded projects. But • TAP funds cannot be used for landscaping and scenic enhancement as independent projects; and • Under this vegetation management category, routine maintenance is NOT eligible as TAP activity except under the RTP. • Archeological activities related to transportation projects 6. Retain the environmental mitigation activities category • To address stormwater management control and water pollution prevention, and wetlands mitigation; and • To reduce vehicle -caused wildlife mortality Source: American Society of Landscape Architects Safe Routes to School (SRTS) Program Under the bill, the Safe Routes To School (SRTS) program is eliminated as a stand-alone program. However, SRTS projects are eligible for funding under the TAP As such, SRTS projects are now subject to all TAP requirements, including the same match requirements — 80 percent federal funding, with a 20 percent local match. SRTS coordinators are not required under MAP -21 but are eligible for funding under TAP Thus, states may decide to retain their SRTS coordinators and use TAP funds to pay for them. Source: American Society of Landscape Architects WorkKeys WorkKeys® enables Hoosiers to examine their individual strengths and weaknesses and also compare their skills to job profiles which can help substantially when looking for jobs or career advancement opportunities. The program helps ensure Hoosiers find the right jobs to be successful. THIS PAGE IS INTENTIONALLY LEFT BLANK JEFFERSONVILLE COMPREHENSIVE PLAN 125 APPENDIX A: DEMOGRAPHICS The process for a comprehensive plan is informed by not only the community's vision for the future but also by historical trends, demographic characteristics and physical data. The existing conditions that follow provide a snapshot in time - it presents Jeffersonville today. This chapter complies and analyzes demographic and economic date to answer two key questions during the planning process: "Where are we now?" and "Where are we going?" DEMOGRAPHIC TRENDS The demographic analysis considers characteristics such as population, age, race, ethnicity, place of work, and educational attainment. Demographic trends are of central importance because they will impact the future housing, education, jobs, recreation, transportation, community facilities and other needs of Jeffersonville. Data gathered and analyzed for the purposes of this comprehensive plan is primarily from the U.S. Census Bureau, Census on Population and Housing, and U.S. Bureau of Labor Statistics. Unless otherwise stated, the data used in this analysis was derived from the most recent, readily available data from the U.S. Census 2010. As the community continues to change and updated data is released, trends and projections should be verified to ensure that the assumptions made about Jeffersonville's population change, demographics, education and economy remain true. NATIONAL TRENDS The United States is at a significant point in terms of changing demographic trends, and these trends are reflected in communities across the nation. With this, we need consider questions such as: Who will be living in our community 20 to 30 years from now? How do we attract younger generations to our community? And, what dynamics should we plan for today? JEFFERSONVILLE COMPREHENSIVE PLAN 127 America is Growing The U.S. population has doubled since 1950. With 308.7 million people in 2010, the United Sates experienced the second lowest growth rate in the past century from 2000-2010 of 9.7%. By 2040, it is projected that the United States' population will be 440 million.(1) The South and West had faster growth from 2000-2010 (14.3% and 13.8% respectively) than the Midwest, of which Indiana is a part, and Northeast (3.9% and 3.2% respectively). In addition, just six states accounted for over half of the population increase in the U.S. in 2010 (Texas, California, Florida, Georgia, N. Carolina, and Arizona).(1) The country is still growing but how we are growing as a population is changing dramatically. Nationally, people are delaying marriage and children. U.S. birth rates for women under 40 have generally been declining since the 1990's and they have increased for women 40-44 to the highest levels since 1967. Additionally, the mean age for first time mothers in the U.S. is consistently increasing, currently at 25.(2) years. (2) The "Traditional American Family" is now non- traditional. Husband -wife households only account for 48% of all households in 2010; the first time this figure has not been the majority. Single -parent households are also dramatically increasing, growing about 40% from 2000-2010 (about 18% of all households). Unmarried couple households also grew by 41% during this time, four times faster than overall household population grew (about 7% of all households). Many of the younger generations are showing a living preference for urban areas over rural areas. Multi -generational households also increased by 4.4% nationally. Finally, one in four households in 2010 consisted of someone living alone (one-person households), of which, one in three of single householders were over the age of 65.(3) While still growing considerably, Indiana's population increased by 6.6% over the past decade (about 400,000 people from 2000-2010). Additionally, Indiana is projected to grow by about 11.8% over the next twenty years (2035) to a population of 7.2 million people. 1 2010 Census Brief: Population Distribution & Change 2 CDC, National Vital Statistics Report, vol. 60, num. 2, November 2011 3 2010 Census Brief: Households and Families, SF 1, S1101 4 Pew Research Center (www.pewresearch.org) 5 2010 Census Brief: The Older Population, SF 1 6 2010 Census Brief: Overview of Race and Hispanic. SF 1, QT -P3 America is Aging Everyday 10,000 Baby Boomers reach the age of 65.4 By 2050, one in five people in the United States will be over the age of 65. It's not a secret that Baby Boomers are reaching retirement age, and second to the size of a population group, age and gender are typically the most important demographic characteristics of a population for public policy. In 2010, 13% of the U.S. population was over the age of 65 years (Indiana was 13.0%); furthermore, one in three single -households were over the age of 65. Nationally, the older population is more likely to live inside a Metropolitan Statistical Area (MSA). Lastly, women continue to outnumber men at older ages but his gap is narrowing; at the age of 89, there are about twice as many women as men.(5) America if Becoming More Diverse By 2050, the U.S. is projected to become a Majority -Minority population, meaning that the white, non -Hispanic population will no longer be the majority. This trend is already present in the younger age cohorts as well as the overall population in many areas of the country; one out of 10 counties in the U.S. already has a Majority -Minority population. Additionally, there are several states and the District of Columbia where the population follows this pattern, including Texas, California, Hawaii, and New Mexico. Indiana's minority population was only 19% in 2010 but has grown by 39% over the past decade.(6) More than 50% of the growth in total population in the U.S. from 2000-2010 was due to the increase in the Hispanic population (15.2 million of 27.3 million people). Hispanics are now the nation's largest minority and are projected to approach one in every three people by 2050. This population composed 16% of the U.S. population in 2010 compared to only 6% of the population in Indiana. The Asian population is also growing significantly nationally; this population currently totals only 5% of the U.S. population but is expected to grow by 22% by 2050. How Does Jeffersonville Compare? When beginning a planning effort it is important to identify demographic and economic trends that may be unique in addition to trends that mirror regional, state or national trends. Comparison communities were selected that are neighbors communities. The comparison communities used in this analysis include: Clarksville, Indiana New Albany, Indiana Clark County, Indiana Louisville -Jefferson County KY -IN Metropolitan Statistical Area (MSA) In addition, Indiana and the United States were also used for comparison. JEFFERSONVILLE POPULATION TRENDS Population Jeffersonville's population in 2010 was 44,953 people, a 64% increase in population from 2000 (27,362). This abnormally high growth is the result of annexation in 2008. However, the community was previously growing with a 25% increase in population from 1990 to 2000. In addition, Clark County has seen a population increase of nearly 10% from 1990 to JEFFERSONVILLE COMPREHENSIVE PLAN 129 2000 and 14% from 2000 to 2010. The growth seen by Jeffersonville and Clark County is much greater than Clarksville (2% growth) and New Albany (3% loss) during 2000 to 2010. Community 2000 2010 Population Jeffersonville 27,362 44,953 64% Louisville MSA 1,025,598 1,283,566 25% Clark County 96,472 110,232 14% Clarksville 21,400 21,724 2% New Albany 37,603 36,372 -3% Age The distribution of the population into various age groups can be seen in the 2010 population pyramids for both Jeffersonville and Indiana. A stable population would generally have an equal percentage of the total population in each of the age groups except for the oldest. Population pyramids with a wide base indicate high birth rates (growing population) while a narrow base indicates low birth rates (naturally declining population in the absence of migration). In the U.S. the Baby Boom generation is usually very pronounced in the pyramid, creating a bump -out in the chart from those born in the late 1940's to early 1960's. Jeffersonville does exhibit an increased presence of this generation. Also, the age groups in the 25-35 year old segment of the population are rather pronounced in Jeffersonville. Clarksville and New Albany also share a slightly higher share of young professionals than the other age groups, but it is not as prominent as Jeffersonville's population pyramid and looks more like Indiana's population pyramid. This indicates a large population of people who could be classified in the young professional category. Finally, the distribution of the population between men and women generally follows state and national trends with women outnumbering men in older age groups. The median age forJeffersonville in 2010 was 37 years old, within one year of the comparison communities. 45,000 40,000 35,000 v 30,000 25,000 20,000 15.000 110.000 105.000 100,000 95.000 90.000 E 85.000 80,000 75.000 70,00)) Jeffersonville Population Change 6.1% 2.9% 25.3% 64.3% 1970 1980 1990 2000 2010 20,008 21.220 21,841 27,362 44.953 Clark County Population Change 9.9% 17.1% 14.3% 1970 1980 1990 2000 2010 75,876 88,838 87.777 96,472 110,232 05 years and over 80 l0 84 years 7510 79 years 70 to 74 years 6s 6,69 years 60 to 64 years 5510 59 years 50 to 54 years 45 to 49 years 40 to 44 years 35 10 39 years 30 10 34 years 25 to 29 years 2010 24 years 15 to 19 years I1)10 14 _years 10 9 years lander 5 years Jeffersonville Population Pyramid '2000 1500 1000 • Male it Femal 500 0 Populatiot 500 1000 1500 2000 05 mars and oyer 8o 10 84 years 75 l0 79 years 70 10 74 Ica) 05 to 09 years 6010 64 years 50 0.547 rs 45)045)0 years 40 )044 years 35 to 39 crus 0 at 134 years 25 10 29 years 20 10 24 11t11 10 5 l0 t9 years . 10 14 y0 )Ic 5to9yea_. Indiana Population Pyramid 300 ■Male n Female 200 100 100 Population 200 300 Thousands Race and Ethnicity Race and ethnicity are considered two separate & distinct characteristics. Race categories include those listed in the table to the right and ethnicity refers to a person's origin. Examples of Hispanic origin could include a person of Cuban, Mexican, Puerto Rican, South/Central American, or other Spanish culture or origin. People who identify their origin as Hispanic, Latino or Spanish can be any race. Educational Attainment Graduate or professional degree 6% 14% Bachelor's degree 800 Associate's de•ree 26% Some college, no degree Less than 9th grade 3% 1000 9th to 12th grade, no diploma 33% High School graduate Race & Ethnicity The racial composition of Jeffersonville is similar to most of the comparison communities. In 2010, four percent of Jeffersonville's population was of Hispanic or Latino origin. This composition is similar to many of the comparison communities. This segment of the population is growing rapidly. Jeffersonville's Hispanic or Latino origin population more than doubled from 2000 to 2010 (1.8% to 4.1%). Community Hispanic or Latino Origin (2010) United States 16.3% Indiana 6.0% Clarksville 9.5% Clark County 4.9% Jeffersonville 4.1% Louisville MSA 3.9% New Albany 3.7% Education Attainment Approximately, 53% of the population (25 years and older) has some education beyond high school. Also, nearly 87% of the population has graduated high school or obtained a higher level of education. Nearly 21% have earned a bachelor's, graduate or professional degree. Jeffersonville leads the comparison communities with the percent of population holding a bachelor's, graduate or professional degree. But it is nearly equal to Indiana. Jeffersonville boasts more people with an associate's degree than Indiana. Community White Clark County New Albany Clarksville Jeffersonville Louisville MSA 87.1% 85.8% 85.1% 80.4% 80.8% Composition of population by race in 2010. Black/ African American 6.9% 8.7% 5.6% 13.2% 13.7% American Indiana/ Alaska Native 0.3% 0.2% 0.3% 0.3% 0.3% Native Hawaiian Asian and Other Pacific Islander 0.8% 0.7% 0.7% 1.6% 0% 0% 0% 0% 0.1% One Race: Other 2.6% 1.7% 5.7% 1.9% 1 .6% Two Races 2.2% 2.9% 2.5% 3.0% 2.0% JEFFERSONVILLE COMPREHENSIVE PLAN 131 Population Trends Summary Jeffersonville has seen large increases in population from 1990 to 2010. A large part of this growth is from annexation but there is still natural growth assumed to be occurring as Clark County has also increased in population. Jeffersonville's population has two age groups larger than the rest, the Baby Boomers and young professionals. Jeffersonville's Hispanic or Latino origin population more than doubled from 2000 to 2010 (1.8% to 4.1%). The workforce is highly educated, with Jeffersonville equaling Indiana in the number holding bachelor's degrees, while those holding associate's degrees is higher than Indiana. JEFFERSONVILLE HOUSING TRENDS Housing & Families Jeffersonville had a total of 18,580 households in 2010 and an average household size of 2.37 people per household. This average is similar to the comparison communities but lower then Indiana and the United States' average household size (2.52 and 2.58 people/household respectively). In 2010, approximately 63% of all households were composed of families, while 37% were non -family households. Of the family households, 44% consisted of a husband -wife family, 10.4% were single -parent households. These statistics on household composition are very similar to all the comparison communities. Jeffersonville has a larger percentage (30.5%) of people living alone (one-person household) than some of the comparison communities, including Indiana (27%) and the United States (27%). Only New Albany and Clarksville, each with nearly 34% of all households, have a larger population living alone. Household A household includes all the persons who occupy a housing unit (such as house, apartment, mobile home, group of rooms, or single room that is occupied as separate living quarters). The occupants may be a single family, one person living alone, two or more families living together, or any other group of related or unrelated persons who share living arrangements. Family A family is a group of two or more people related by birth, marriage, or adoption that live together; all such people are considered as members of one family. Housing Tenure Approximately six percent of housing units were vacant in 2000. Jeffersonville managed better than both Indiana (7.7%) and the United States (9.0%) in housing vacancy in 2000. By 2010 vacancy in Jeffersonville rose to 7.1 % but the increases that occurred in Indiana to 10.5% and the United States to 11.4% were greater. Jeffersonville is managing better than most comparison communities with vacant housing. Community 2000 Vacant Housing Units 2010 Vacant Housing Units United States 9.0% 1 1 .4% Indiana 7.7% 10.5% New Albany 6.7% 10.0% Louisville MSA 6.0% 8.1% Clark County 5.9% 7.4% Jeffersonville 6.1% 7.1% Clarksville 5.8% 6.7% In 2000, about 62% of occupied housing units were owner -occupied and about 38% were renter - occupied. The percentage of owner -occupied housing units increased to 66.4% in 2010. Many parts of the United States actually witnessed a decrease in home- ownership rates during this decade. Jeffersonville had greater home ownership than most of the comparison communities (except for Clark County, 71.2%) and the United States (65.1% owner - occupied) in 2010. However, Jeffersonville's owner - occupied housing was less than Indiana (71.5% owner - occupied). Jeffersonville has a housing stock comprised of 19% of housing units constructed from 2000 to 2010, 44% constructed from 1999 to 1970, 23% constructed from 1969 to 1950, and 14% constructed in 1949 or earlier. The most active residential construction occurred during the 1970's. Housing conditions in some neighborhoods should be considered as 18.5% of the housing stock built that was before 1950 continues to age. Housing Value The median housing value of owner -occupied housing units in Jeffersonville in 2010 was $124,400 and the median rent was $699 per month. The median owner -occupied housing value is ahead of most of the comparison communities. The median monthly rent is the highest of the comparison communities. Community Median Owner - Occupied Housing Unit Median Rent United States $188,400 $841 Louisville MSA $143,900 $667 Clark County $125,800 $692 Jeffersonville $124,400 $699 Indiana $123,000 $683 New Albany $1 1 1,600 $656 Clarksville $110,600 $675 Housing Trends Summary Jeffersonville has an average household size (2.37 people per household) similar to the comparison communities but less than Indiana and the United States. • Nearly one in three people live alone in Jeffersonville (30.5%). • Jeffersonville owner -occupied housing increased from around 62% to 66%. • Nearly one in five housing units were built 1949 or earlier. These could begin to need repairs as they continue to age. • Median housing value in Jeffersonville ($124,400) is above many of the comparison communities and the median rent ($699) is the highest. JEFFERSONVILLE ECONOMIC TRENDS Total Workforce In 2010, nearly 71% of Jeffersonville's population (16 years and older) were in the labor force (24,104 people). Jeffersonville has a larger percent of their population in the labor force than Indiana (65.6%) and the United States (65.0%) and the comparison communities. The unemployment rate in 2010 in Jeffersonville was 6.2%, higher than Indiana (5.5%) and the United States (7.9%) during the same time. The most recent data (2013 American Community Survey, ACS) shows a decrease in the unemployment rate to 4.7%. The Louisville -Jefferson County, KY—IN MSA, of which Jeffersonville is a part, has also seen a reduction in unemployment from 7.5% to 6.0% from August 2013 to August 2014.7 Commuting & Place of Work In 2010, 6.6% of Jeffersonville's occupied housing units did not own a vehicle, meaning that this portion of the population solely relies on other forms of transportation. The overwhelming majority of people in Jeffersonville commute to work by driving alone in an automobile (86%). About 9% choose to carpool, while less than 1% uses public transportation and 1.5% walk to work. This transportation mix for commuting is very similar to all the comparison communities. Approximately 48% of workers (16 years and older) lived and worked in Clark County, 34% worked in Jefferson County, Kentucky and 12% worked in Floyd County, Indiana in 2010. Nearly 97% of all workers living in Clark County worked in the Louisville -Jefferson, KY— IN, MSA (Indiana Counties: Washington, Harrison, Floyd, Clark / Kentucky Counties: Jefferson, Oldham, Trimble, Henry, Shelby, Spencer, Nelson, Bullitt). The mean travel time to work for those who live in Jeffersonville is 20.5 minutes, which is lower JEFFERSONVILLE COMPREHENSIVE PLAN 133 compared to an average of 22.8 minutes for Indiana and 25.2 minutes for the United States. The commute for Jeffersonville is higher than all of the comparison communities (except for Clark County, 22.5 minutes). Industries & Occupations The three largest employing industries in Jeffersonville in 2010 included: Educational services, and health care and social assistance (23%); manufacturing (14%); Arts, entertainment, and recreation, and accommodation and food services (12%). The largest of the five occupations that employs workers in Jeffersonville is management, business, and science and arts occupations. Occupations of Workforce Percent of Workforce (2010) 30.2% Management, business, science, and arts occupations Sales and office occupations 28.7% Production, transportation, and material moving occupations 20.2% Service occupations 14.0% Natural resources, construction, and maintenance occupations 6.9% Income Jeffersonville's median household income in 2010 was $47,615, higher than the comparison communities, similar to Indiana ($47,697) but less than the United States ($51,914). Jeffersonville's per capita income in 2010 was $24,853, higher than the comparison communities and Indiana ($24,058). Per capita income is frequently used in measuring a standard of living and is typically lower than median household income (per capita income equals total income divided by total population including non -workers). Community Median Household Income (2010) United States $51,914 Indiana $47,697 Louisville MSA $47,681 Jeffersonville $47,615 Clark County $47,368 Clarksville $39,427 New Albany $38,638 Economic Trends Summary Jeffersonville has a larger percent of the population in the workforce than all the comparison communities. Similar to other communities, Jeffersonville's unemployment rate is declining. 94% of workers (16 years and older) living in Clark County, work in Clark County, Indiana, Floyd County, Indiana or Jefferson County, Kentucky. Jeffersonville workers have a slightly longer commute time to work than most of the comparison communities. Household Income The total income of the householder and all individuals 15 years and older, regardless if they are related to each other or not. For example, it could include the total income of a husband & wife or it could include two unrelated people living together. Per Capita Income The total income of all people 15 years and older divided by the total population. Note that income data is not collected for people under 15 but they are included in the total population. 7 BLS, Over -the -Year Change in Unemployment Rates for Metropolitan Areas http://www.bls. gov/web/metro/laummtch.htm 8 Indiana STATS: Population Projections THIS PAGE IS INTENTIONALLY LEFT BLANK APPENDIX B: PUBLIC INVOLVEMENT INTRODUCTION Public engagement played a key role in updating the Jeffersonville Comprehensive Plan. The public was encouraged to participate throughout the planning process through public meetings and workshops. Their input was important in identifying the future direction and "big ideas" that were desired for Jeffersonville over the next twenty years. Public input was gathered in several ways including a public visioning workshop, a public open house, three focus group meetings and an online survey. Additionally two public hearings were conducted during the adoption process. The following provides an overview of the public engagement process. PUBLIC MEETINGS Visioning Workshop — November 12, 2014 A visioning workshop was held to introduce the project, review existing conditions and emerging demographic trends, and gather input. An overview presentation was given followed by an open house format to gather input through various input exercises. The following visioning exercises were completed to gather ideas, opinions and thoughts from the public on Jeffersonville's future: 1. Exercise #1 - Land Use Issues: This exercise asked attendees to identify what businesses, amenities, and features are most important to them and which they would like to see in the future. They were asked to circle the words that are very important to them, mark a line through those that they would not like to see and do nothing to words or phrases that they felt indifferent toward. A summary of the results follows: JEFFERSONVILLE COMPREHENSIVE PLAN 137 Want to See in the Future 16 Trails and Walking Paths 16 Ohio River Greenway Extension 15 Single -Family Homes 15 Locally Owned Stores 15 Main Street Atmosphere 13 Farmers Market 13 Public Art 13 Street Lighting 12 Restaurant Options 12 Street Landscaping & Plantings 12 Downtown Development & Infill Do Not Want to See in the Future 1 1 Fast Food 9 Liquor Store 9 Strip Shopping Center 7 Auto Repair Shop 6 Apartments 6 Skate Park 2. Exercise #2 - Issues & Big Ideas: This exercise instructed the public to place a sticky note on large boards that asked "What is the largest issue that needs to be addressed?" and "What is your BIG idea that is needed for a successful future?" 3. Exercise #3 - Future Land Uses: This exercise asked participants to place color -coded stickers on a map of Jeffersonville to identify where future growth should occur and specifically what type of land use should each growth area include. The following depicts the input received: Public Open House — January 8, 2015 A second public meeting was held during the development of the plan elements to gather additional input. The meeting was an open house format where participants discussed the elements (or major topics) of the plan one-on-one with the consultant and city staff. Boards were displayed that provided information on each section of the plan and solicited feedback. Input was recorded and used when creating the draft plan on the: • Vision & Goals: This board included the vision and goals listed as well as an opportunity for people to provide comments. • Future Land Use/Planning Districts: This element included boards that gave an overview of the existing future land use and planning districts as Exercise #3 Map well as a board for people to make comments on what changes should be made for the update. • Transportation: This element included a transportation map and a listing of all of the existing and proposed transportation projects. A board for feedback on transportation projects was also included. • Utilities & Facilities: This element asked for input on projects related to water, sewer, stormwater and parks that should be included in the plan. The boards included the current sewer service area and opportunities to suggest new projects. • Special Focus Areas: This element included the 10th Street corridor and Falls Landing area. Based on input gathered during the focus group meetings, participants were asked if they agreed or disagreed with specific projects or action items for these focus areas. FOCUS GROUPS Three focus groups were conducted to gain more detailed input and information about various topics, including: 10th Street Corridor A focus group was held to discuss future development and growth desires for the 10th Street corridor. The attendees included business owners along the corridor, developers and city staff. Overall, there was a strong desire to complete a market study to determine the type of businesses and number of new businesses the corridor can accommodate from a market perspective. Additionally, it was identified that a master plan that included streetscape improvements as well as pedestrian accommodations would be beneficial for the corridor. Falls Landing This focus group discussed the potential for the Falls Landing area in downtown Jeffersonville. A range of participants attended including local engineers, architects, business owners, developers and city staff. The existing planning districts, specifically the gateway districts, were discussed in detail. The attendees desired a more contemporary gateway at 10th Street that would transition to a more traditional or historic streetscape along Spring Street. They also desired a historic streetscape at the Court Avenue gateway that would complement Spring Street and downtown. The desired uses within the Falls Landing area included commercial, higher -density residential and limited office. City Departments and Leadership A focus group was conducted with the department heads and city council members to understand projects that are currently underway or planned for the future. Input was also gathered on what this group desired for the future in terms of growth and infrastructure projects. ONLINE SURVEY City staff conducted an online survey that aimed to further define the long-term vision of the city and also identify issues that need to be addressed. The survey was placed on the city's website and was publicized through many platforms including social media and email distribution lists. CITY OF JEFFERSONVILLE DEPARTMENT OF LAW Les Merkley, Corporation Counsel/Director of Legal Affairs 812-285-6493 office 812-285-6403 fax www.cityofjeff.net Jeffersonville City Hall 500 Quartermaster Court, Suite 250 Jeffersonville, Indiana 47130 BEFORE THE CITY COUNCIL OF JEFFERSONVILLE, INDIANA IN THE MATTER OF THE ORDINANCE AMENDING THE JEFFERSONVILLE COMPREHENSIVE PLAN ORDINANCE (2007 -OR -68) AS RECOMMENDED BY THE PLAN COMMISSION (A COPY OF THE 2035 COMPREHENSIVE PLAN, JEFFERSONVILLE, IN IS ATTACHED AS EXHIBIT "A") NOTICE OF HEARING ON ORDINANCE AMENDING JEFFERSONVILLE COMPREHENSIVE PLAN ORDINANCE (2007 -OR -68) AS RECOMMENDED BY PLAN COMMISSION Notice is hereby given that the Jeffersonville Department of Planning and Zoning has filed an Ordinance with the Jeffersonville City Council, Jeffersonville, Indiana asking for an Amendment of the Jeffersonville Comprehensive Plan Ordinance (2007 -OR -68) as recommended by the Plan Commission in the 2035 Comprehensive Plan, Jeffersonville, Indiana (a copy of which is attached as Exhibit "A") A public hearing will be held on October 5, 2015 at 7:00 p.m. in the City Council Chambers, 1st floor, City Hall, 500 Quartermaster Court, Room 101, Jeffersonville, Indiana at which time and place all interested persons will be heard in reference to the matters set out in said ordinance. An equal opportunity employer. Les Merkley City Attorney Jeffersonville City Hall 500 Quartermaster Court Jeffersonville, IN 47130 (812) 285-6423