Designing OUR FUTURE IMAGINE HUTCH 2037
2017-2037 Hutchinson Comprehensive Plan
Acknowledgements City Council
Jon Daveline, Mayor David Inskeep Nancy Soldner
Steve Dechant Jade Piros de Carvalho
Planning Commission
Terry Bisbee, Chair Todd Carr Harley Macklin Ken Peirce Mark Woleslagel
Thomas Hornbeck, Vice-Chair Janet Hamilton Robert Obermite Darryl Peterson
Planning Staff
Jana McCarron, AICP Amy Allison Charlene Mosier
Casey Jones, AICP, CFM Aaron Barlow
Consultants
Ron Fisher, Fisher Coaching Lauren Garrott, Shockey Consulting Services
Erin Ollig, AICP, Shockey Consulting Services
Steering Committee
Terry Bisbee, Planning Commission Thomas Hornbeck, Planning Commissioner
Nancy Soldner, City Councilmember
John Deardoff, City Manager Jade Piros de Carvalho, City Councilmember
Adopted this 21st Day of March, 2017 Ordinance Number: 2017-4
Table of Contents Director’s Foreward and Executive Summary
11
Framework 19 1.1 Framework: Regional Setting & Historic Preservation 23 1.2 Framework: Downtown 31 1.3 Framework: Demographics 37 1.4 Framework: Environment 45 1.5 Framework: Economy 59 1.6 Framework: Infrastructure 69 1.7 Framework: Land Use 83
Livability 101 2.1 Livability: Housing & Neighborhoods 2.2 Livability: Public Safety 2.3 Livability: Sense of Place 2.4 Livability: Community Health 2.5 Livability: Education & Youth
105 117 131 139 149
Amenities 161 3.1 Amenities: Parks & Recreation 3.2 Amenities: Trails, Bikeways & Pedestrian Facilities 3.3 Amenities: Community Assets 3.4 Amenities: Trees & Open Space
165 175 185 193
Appendix A: Works Cited
A1
Appendix B: Community Engagement
B1
Exhibit A: Public Engagement Summary Exhibit B: Community Survey Exhibit C: Story Boards
B3 B53 B59
Appendix C: Strategic Plan
C1
Appendix D: Performance Measures
D1
List of Figures Framework F.1.1.a. 2016 Community Survey “Preserving the City’s historic commercial”
25
F.1.1.b. 2016 Community Survey: “Preserving the City’s historic houses”
25
F.1.3.a. Hutchinson Population 1880-2015
38
F.1.3.b. Population Growth Rates for Hutchinson
38
F.1.3.c. Population of 11 Largest Cities in Kansas
39
F.1.3.d. Hutchinson Age Statistics
39
F.1.3.e. Hutchinson Population Pyramid
40
F.1.3.f. Hutchinson Racial Composition
41
F.1.3.g. Hutchinson Hispanics and Latinos
40
F.1.3.h. Live Births and Deaths
41
F.1.3.i. Hutchinson Population Projections
42
F.1.3.j. Median Household Income Comparison
42
F.1.3.k. Percent of Population Living Below the Poverty Line
43
F.1.4.a. Kansas Physiographic Regions
45
F.1.4.b. 1981-2010 Average Daily Temperature
46
F.1.4.c. Average Monthly Temperature
46
F.1.4.d. 1981-2010 Annual Weather Averages
46
F.1.4.e. Average Monthly Precipitation
47
F.1.4.f. 2015 Earthquakes
50
F.1.5.a. Employed Persons by Industry
60
F.1.5.b. Hutchinson’s Five Largest Employers
60
F.1.5.c. Hutchinson Employment Location Quotients
61
F.1.5.d. Unemployment Rates in Selected Kansas Counties
62
F.1.5.e. Education Attainment
63
F.1.5.f. Transient Guest Tax Rates and Revenues
66
F.1.7.a. Existing Land Use Designations
83
F.1.7.b. Proposed Land Use Designations & Compatible Zoning Districts
84
F.1.7.c. 2017 Land Use Mix
85
F.1.7.d. 2017 Zoning Mix
85
F.1.7.e. 2017 Vacant Land Inventory
85
F.1.7.f. 2017-2037 Future Land Use Mix
85
F.1.7.g. Table of Land Use Categories Excerpt
89
Livability F.2.1.a. Early Hutchinson Subdivision Plat
105
F.2.1.b. Housing Initiatives Completed or Underway Since 2009
106
F.2.1.c. Median Housing Age in Regional Cities
106
F.2.1.d. Housing Condition
106
F.2.1.e. Median Housing Value in Regional Cities
107
F.2.1.f. Hutchinson Housing Values 2014
107
F.2.1.g. New Residential Dwelling Units by Year
108
F.2.1.h. Hutchinson Dwelling Unit Vacancy Percentage
108
F.2.2.a. 2016 Community Survey: citizen Budget Priorities
117
F.2.2.b. Crime Rates in Hutchinson 2011-2015
119
F.2.2.c. Fire Related Responses 2014-2015
120
F.2.2.d. Rental Inspections 2016
122
F.2.2.e. 2016 Community Survey: Perception of Safety
122
F.2.2.f. Crime Rate Comparison 2015
123
F.2.4.a. Reno County Health Report
141
F.2.4.b. Community Health Improvement Plan Strategies 2016
143
F.2.4.c. Mental Health Needs Assessment 2015
145
F.2.5.a. School District Facilities 2016
150
F.2.5.b. School District Personnel
150
F.2.5.c. School Enrollment Statistics 2016
151
F.2.5.d. Capacity of Licensed Childcare Facilities
153
Amenities F.3.1.a. Park Types
166
F.3.1.b. Population Served by Parks and Playgrounds
166
F.3.1.c. 2016 Community Survey: Usage of Parks and Trails
167
F.3.1.d. 2016 Community Survey: Perception of Safety in City Parks and Trails
168
F.3.3.a. Publicly Funded Community Assets
186
F.3.3.b. 2016 Community Survey: Prioritized Community Asset Funding
187
F.3.3.c. 2015 Return on Investment for Selected Community Assets
188
F.3.3.d. Asset Ratios of Comparable Cities
189
List of Maps Framework M.1.1.a. Downtown Historic Districts
27
M.1.1.b. Houston Whiteside District
29
M.1.2.a. Downtown Hutchinson
35
M.1.4.a. Flood Zones
53
M.1.4.b. Flooding Areas of Concern
55
M.1.4.c. Drainage Ditches and Levees
57
M.1.7.a. 2009 Land Use
95
M.1.7.b. Comprehensive Plan Land Use
97
M.1.7.c. Incompatible Uses
99
Livability M.2.1.a. Building Age
113
M.2.1.b. Housing Condition
115
M.2.2.a. Public Safety Facilities
125
M.2.2.b. Fire Service Area
127
M.2.2.c. Fire Coverage by Station
129
M.2.3.a. Streetscape Corridors
137
M.2.4.a. Healthcare Providers
147
M.2.5.a. School Districts Boundaries
157
M.2.5.b. HCC Campus
159
Amenities M.3.1.a. City Parks
171
M.3.1.b. Walking Buffer
173
M.3.2.a. Proposed Walking Trails
179
M.3.2.b. Existing Trails and Bike Lanes
179
M.3.2.c. City Sidewalks
183
M.3.3.a. Community Assets
191
EXECUTIVE SUMMARY a.1 Director’s Foreword a.2 Executive Summary a.2.a. Vision
a.2.b. Plan Purpose
a.2.c. Plan Conformance
a.2.d. Statutory Authority & Plan Adoption
a.2.e. Annual Review
a.2.f. Plan Amendments
a.2.g. Plan Organization
a.2.h. Plan Financing
a.2.i. Implementation Tools
a.2.j. Works Cited
a.2.k. Public Engagement
a.2.l. Strategic Plan
a.2.m.Performance Measures
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Director’s Foreword When the City of Hutchinson embarked upon preparation of the 2017-2037 Comprehensive Plan (Plan), we wanted it to have more impact than simply a checkbox on a “to do” list. Our desire was to develop a plan that would represent residents’ visions and hopes for the community of tomorrow—the community our children and grandchildren will inherit. We wanted the Plan to encourage and congratulate the community in the areas where we excel. We also wanted to challenge ourselves to work diligently in areas where we are falling short. Finally, we desired to take a practical approach and develop a logical road map for moving toward the future. It is my sincere hope that this Plan accomplishes all of these goals. Preparation of the Plan would not have been possible without the help of many people who dedicated their time, talent and careful consideration. First, thank you to the Planning and Development Staff: Amy Allison, Aaron Barlow, Casey Jones and Charlene Mosier. Countless hours went into the development of each Plan section. Many weekend and evening hours were spent developing goals and strategies, entering survey results, researching baseline data, taking photographs and attending public meetings. You are talented, dedicated public servants. It has been a pleasure working alongside you. I am so proud of the job you have done.
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Designing Our Future: Imagine Hutch 2037 Thank you, too, to the Steering Committee: Terry Bisbee, John Deardoff, Thomas Hornbeck, Jade Piros de Carvalho and Nancy Soldner. Thank you for carefully reviewing the drafts and looking past those toward the final document. Your direction and insight were invaluable. I appreciate each of you and your thoughtful comments and consideration, as well as all the hours you spent reviewing the Plan sections. Third, thank you to the Planning Commissioners: Terry Bisbee Todd Carr Janet Hamilton Thomas Hornbeck Harley Macklin Robert Obermite Darryl Peterson Ken Peirce Mark Woleslagel Your many late hours poring over the Plan and learning about all aspects of City government are appreciated. Your vision for the future is encouraging and you always had a kind word for staff. I so appreciate each of you. Fourth, thank you to our public engagement consultants: Ron Fisher, Fisher Coaching, and Erin Ollig and Lauren Garrott from Shockey Consulting. Your assistance with public and stakeholder meetings was essential. Your expertise allowed us to look past the surface of topics into the depth of issues. I also want to thank the City’s department directors for your support and for your careful review of the strategic plan items. I truly believe that we have developed a plan that can be implemented. Implementation is not possible without your assistance and willingness to commit to the Plan and working toward its established goals. Last, and most importantly, thank you to the citizens of Hutchinson who turned out in epic numbers. From the Kick-Off meeting, which had more than 150 attendees, to the Open House, with 60 attendees, you supported the Plan wholeheartedly. Your careful completion of the Community Survey (1,344 respondents) is an indicator of the heart of the Hutchinson community. Hutchinson is a community that cares. Your consideration and giving of your own time is noteworthy. What a pleasure to work for a community that has a hope for the future and is willing to be a part of the strategies for building a better community! I am honored and humbled to serve you. Sincerely,
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Jana McCarron, AICP Director of Planning & Development
a.2. Executive Summary a.2.a. Vision Hutchinson is a community that cares. Though there are many issues identified in this Plan, the residents of this City have a hope for the future that is unparalleled. This hope came through in the public and stakeholder meetings, as well as in the community survey comments. The overwhelming majority of people share a genuine concern for their community. Residents desire to see a brighter future and they are willing to work together with partners to achieve their vision of Hutchinson in 2037 as:
Hutchinson is an appealing and unique community with a robust economy; attractive housing; safe and beautiful neighborhoods; and active, healthy, educated residents working toward the common goal of Hutchinson as “The Jewel of the Plains.�
a.2.b. Plan Purpose The purpose of this Plan is to provide a road map for the future of the City of Hutchinson. The Plan guides development of the City, with no direct regulatory authority. The visions, goals and strategies contained within the Plan represent the desires of the community within 16 basic topical areas.
a.2.c. Plan Conformance Private and public development and infrastructure proposals that require approval by the Governing Body or one of its appointed boards, committees or commissions shall generally conform with the visions, goals, strategies and Comprehensive Plan Land Use Map identified in this document, and a finding of conformance with the Plan is required. If a proposal is found not to conform with the Plan, a Plan amendment (to the text or the map, or both) shall be required prior to final approval of the project by the City.
a.2.c.1. Development Projects
When assessing whether a development proposal (whether public or private) is in conformance with the Plan, the factors contained in a.2.c.4. shall be reviewed and generally met. An analysis of the factors will be included in the staff report and made a part of the motion for approval/denial. All three factors must be met in order to make a finding of conformance with the Plan.
a.2.c.2. Zoning Amendments In 2011, the City adopted new zoning regulations that contain the intensity standards for land development. The Comprehensive Plan Land Use Map included as part of this Plan was developed to generally conform with the City’s established land use patterns (current boundaries) and anticipated land use patterns (Area of Influence). However, there are areas of change where the zoning and land use designations are not compatible and/or where future growth is planned. The following zoning districts and land use designations are considered compatible, and amendments will not be required to the Comprehensive Plan Land Use Map designation and compatible zoning districts when rezone requests are made.
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Designing Our Future: Imagine Hutch 2037 Comprehensive Plan Land Use Map Designation Central Business Commercial High Density Residential Industrial Low Density Residential Public/Institutional
Compatible Zoning Districts C-5, R-5, P/I, AE EN, R-5, C-1, C-2, C-3, C-4, CR, AE, P/I EN, MP, R-6*, R-4, R-5, C-1 C-3, I-1, I-2, I-3 TA, R-1, R-2, R-3, P/I P/I, A-I*
*New district proposed as a Plan strategy. Amendments to the Map are required in cases where a zoning amendment request will result in a zoning district that is not compatible with the Comprehensive land use map designation, as identified above. When assessing whether a zoning amendment request is in conformance with the Plan, the factors contained in a.2.c.4. shall be reviewed and met. An analysis of the factors shall be included in the staff report and made a part of the motion for approval/denial. All three factors must be met in order to make a finding of conformance with the Plan. If the required findings cannot be made, the land use map designation amendment and zoning amendment application shall be denied.
a.2.c.3. Capital Improvement Program Annually, the City of Hutchinson adopts a Capital Improvement Program (CIP) comprised of the public improvement projects proposed for the next fiscal year as well as those projects anticipated for development in the following four fiscal years. Prior to approval by the City Council, the CIP shall be reviewed by the Planning Commission for conformance with this Plan. Conformance shall be based on the factors included in a.2.c.4.
a.2.c.4. Factors Required for Finding of Conformance with this Plan 1. 2. 3.
The development proposal conforms with the spirit and intent of the 2017- 2037 Comprehensive Plan. The development proposal will promote the health, safety, morals, order, convenience, prosperity and general welfare of the community. The development proposal represents a wise and efficient expenditure of public funds.
a.2.d. Statutory Authority & Plan Adoption The Hutchinson Planning Commission is authorized by Kansas Statutes Annotated 12-747 to prepare a comprehensive plan. The Plan is required to be adopted via public hearing by the Planning Commission and via ordinance by the City Council. Should the City Council choose to override the recommendations of the Planning Commission regarding adoption of this Plan and any amendments thereto, a 2/3 majority vote (4 of 5 City Council members) is required. City Council may also return the Plan to the Planning Commission for further work, as provided in KSA 12-747.
16
Executive Summary a.2.e. Annual Review This Plan is intended to serve the planning horizon from 2017-2037. However, KSA12-747(d) requires annual review of the Plan by the Planning Commission. Amendments to the Plan are to be made using the same process as original adoption. Amendments may be made to the Plan text, the Comprehensive Plan Land Use Map or both.
a.2.f. Plan Amendments It is the intent of the City to adhere to the vision, goals and strategies listed in this Plan. However, most Plan components should be considered as guidelines with no direct regulatory authority. Strategies described herein may be deferred without requiring the Plan to be formally amended. Amendments to the Comprehensive Plan Land Use Map, other than those that are found to be a result of administrative error, shall be made only via public hearing by the Planning Commission and adoption by ordinance of the City Council.
a.2.g. Plan Organization This Plan is organized into three primary themes: Framework, Livability and Amenities, with chapters arranged as depicted below. Framework Livability Amenities 1.1 Regional Setting & 2.1 Housing & 3.1 Parks & Recreation Historic Preservation Neighborhoods 3.2 Trails, Bikeways & 1.2 Downtown 2.2 Public Safety Pedestrian Facilities 1.3 Demographics 2.3 Sense of Place 3.3 Community Assets 1.4 Environment 2.4 Community Health 3.4 Trees & Open Space 1.5 Economy 2.5 Education & Youth 1.6 Infrastructure 1.7 Land Use
a.2.h. Plan Financing The City of Hutchinson obtains revenues from three primary funding streams: property tax, sales tax and utility fees. Financing for the Plan is intended to be derived from existing funding streams unless noted otherwise. Some strategies may be required to be deferred if sufficient funding cannot be identified. Deferral of strategies does not require amendment to this Plan.
a.2.i. Implementation Tools Primary implementation tools for this Plan include: 1)
Hutchinson Zoning Regulations (Chapter 27 of the City Code);
2)
Hutchinson Historic Preservation Regulations (Chapter 4 of the City Code);
3)
Hutchinson Subdivision Regulations (Chapter 9 of the City Code);
4)
Bicycle and Pedestrian Master Plan (approved 10/7/2014);
5)
Capital Improvement Program (adopted annually); and
6)
Strategic Plan (Appendix C of this document).
7)
Stormwater Management Plan (2015 - 2020)
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Designing Our Future: Imagine Hutch 2037 a.2.j. Works Cited A bibliography of the works cited in this Plan is included in Appendix A.
a.2.k. Public Engagement A discussion of the public engagement component of Plan preparation is included as Appendix B.
a.2.l. Strategic Plan Each chapter contains the recommended 2017-2022 strategies for Plan implementation. These strategies are recommendations only and should not be considered to commit current or future City Councils to funding. A full listing of all 2017-2022 strategies, including anticipated timing, funding and responsible parties is included at Appendix C. Annual review of the Strategic Plan is important to monitor Plan progress. A new Strategic Plan will need to be developed every five years to continue to move the Plan toward implementation.
a.2.m. Performance Measures Each Plan goal is accompanied by one or more performance measures. Intended to be reviewed annually, the performance measures provide an indicator of the success of Plan implementation. Of course, Plan implementation is directly linked to funding and commitment on the part of staff, elected officials and the public to the Plan strategies. A full list of performance measures and 5-year targets is included at Appendix D.
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FRAMEWORK 1.1. Regional Setting & Historic Preservation 1.2. Downtown 1.3. Demographics 1.4. Environment 1.5. Economy 1.6. Infrastructure 1.7. Land Use
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Framework
The Framework section of the Plan includes those features of the community that are essential to its viability. These components are considered foundational for the long-term survival of a City.
“We have accepted there is a big role for government to create a framework where businesses can grow in all parts of the country.” ~ George Osborne “Our role is to maintain and monitor a framework in which fair competition can flourish.” ~ Arthur Levitt
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1.1 Framework: Regional Setting & Historic Preservation Vision: Hutchinson takes pride in its history and culture, which contribute to the economic success and unique identity of the City. This section includes background information for Hutchinson’s regional setting, as well as a discussion of the community’s historic preservation program.
Background Regional Context and Historical Development Geographically, Hutchinson is situated in South Central Kansas. Located 50 miles northwest of Wichita and 200 miles southwest of Kansas City, Hutchinson is the 11th largest city in Kansas and is home to 42,080 residents (2010 Census). Hutchinson is located on the Arkansas River in the northeastern part of Reno County. The City’s population comprises approximately two-thirds of the total county population. In 1871, Clinton Carter Hutchinson made a deal with the Atchison, Topeka and Santa Fe Railroad to route a rail line through the area that would soon become Hutchinson, and he founded the City near the location where the rail line crossed the Arkansas River. In 1872, Reno County was incorporated by an act of the state legislature, and Hutchinson became the county seat (Baker & Smith, xvii). The discovery of salt near Hutchinson in 1887 engendered the local salt industry and gave rise to the first salt processing plants west of the Mississippi River (Baker & Smith, xx). In fact, Hutchinson is known as the “The Salt City” for its underground salt deposits and expansive salt mines. Hutchinson salt companies still active today include the Hutchinson Salt Company, Cargill and Morton Salt. While the railroad and salt put Hutchinson on the map, the City’s rich agricultural heritage cultivated by Russian and German Mennonite farmers and the City’s connection to the agricultural economy assured its growth. The City’s central location and access to three railroads made it a hub for the wheat market in the early 1900’s. The Hutchinson Board of Trade, which was established in 1912, helped to make Hutchinson an important center for commerce in Kansas (Baker & Smith, 10). Hutchinson boasts a variety of amenities, including the Historic Fox Theatre, Strataca and the Cosmosphere International SciEd Center and Space Museum. Hutchinson has been the home of the Kansas State Fair since 1913 and the National Junior College Athletic Association (NJCAA) Men’s Basketball Tournament since 1949.
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Designing our Future: Imagine Hutch 2037 One of the earliest Dillons food stores was established in Hutchinson in 1913. While the Dillons stores were purchased by the Kroger Corporation in the 1980’s, Hutchinson serves as the headquarters for Kroger Accounting Services. The City is a great location for golfing in Kansas, offering easy access to several premiere courses. The Carey Park Golf Course is City-owned and located in Carey Park. Other nearby golf courses include Prairie Dunes Country Club, Cottonwood Hills, Crazy Horse Sports Club & Golf Course and The Links at Pretty Prairie.
Historic Preservation The City began historic preservation efforts in 1985. Since that time, Hutchinson has formally supported the preservation of its historic buildings, particularly those in the downtown area. Hutchinson has more than 300 properties designated on the national, state and local historic registers. Downtown Hutchinson has unique examples of architecture from various time periods dating from the 1880’s through the 1960’s. In 2004, the City supported the establishment of two National Register Historic Districts in the north and south sections of Downtown. In 2003, the City nominated the Houston Whiteside district to the state and national registers. The City’s only residential historic district, the Houston Whiteside district is characterized by several mansions built by high-profile citizens during and after the 1880’s building boom and many smaller workingclass homes built during the 1910’s and 1920’s. Historic designation has allowed property owners to take advantage of federal and state tax credits for rehabilitation projects.
Goals, Performance Measures, Issues and Strategies Issues Public and private sector support for historic preservation in Hutchinson has diminished over the years since the first preservation ordinance was adopted in 1987. Since 2010, the City’s budget for preservation programs and staffing has been reduced, which is reflective of declining support for historic preservation efforts. The oncedynamic Friends of Preservation organization dissolved in 2005 and there has not been organized public support for preservation since that time. Consequently, more historic property owners have resisted preservation requirements that protect the character of their historic buildings, and few seem interested in historic tax credits that would make their projects more affordable. Property owners often lack awareness of tax incentives that are available to assist with rehabilitation, and staffing levels at the City have not allowed for widespread educational efforts.
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Framework: Regional Setting & Historic Preservation From 2013 through 2015, the City processed seven appeals of Landmarks Commission decisions, including two demolitions, which were ultimately granted by the City Council. Throughout the appeals, property owners expressed a lack of understanding of, and regard for, preservation, and an unwillingness to modify projects to make them compliant with the Secretary of the Interior’s Standards for Rehabilitation.
Disagree 6%
Neutral 21%
Strongly Disagree 4%
Strongly Agree 31%
However, recent survey results indicate that the general public is Agree supportive of preservation. According 38% to the recent Comprehensive Plan Community Survey, when asked if “preserving the City’s historic commercial buildings is very important,” 31 percent of respondents F.1.1.a. 2016 Community Survey: “Preserving the City’s historic commercial buildings is very important” indicated they “strongly agree” and 38 percent indicated they “agree.” Strongly Disagree When asked if “preserving the City’s Disagree 5% historic houses is very important,” 8% 27 percent indicated they “strongly agree” and 34 percent indicated they “agree.” See F1.1.a and F.1.1.b. Based on Strongly the survey responses and some of the Agree City’s recent experiences with owners 27% of historic buildings, it seems that Neutral while the general public may support 26% preservation, those who actually own historic buildings may not hold the same level of support for it. Agree Recognizing this disconnect with the 34% community, the City adopted the 2016 Historic Preservation Action Plan in January of 2016. The Action Plan identifies four strategies to address issues the City has faced with regard F.1.1.b. 2016 Community Survey: “Preserving the City’s historic houses is very important” to preservation: 1) Minimize the impacts of deteriorating housing stock on the ability to perform historic rehabilitation / preservation. 2) Accurately reflect the status of historically-designated properties and extent of historic districts. 3) Educate real estate brokers and current and new residents about historic district requirements and the responsibilities of owning historic properties.\
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Designing our Future: Imagine Hutch 2037 4) Raise citizen awareness about historic properties and the ramifications of performing work without permits and historic review, and enhance the ability of the City Council to review appeals. Specific actions to address the above issues are outlined in the 2016 Historic Preservation Action Plan.
Regional Setting & History Goal
Performance Measures
G.1.1.a. Historic buildings and properties are maintained, rehabilitated and protected from deterioration and loss.
- Decrease in property maintenance complaints in historic districts - Increase in number of properties listed on the National, State or Local Historic Register
Strategies
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S.1.1.a.1.
Implement and make periodic updates to the City of Hutchinson 2016 Historic Preservation Action Plan and preservation ordinance.
S.1.1.a.2.
Explore providing funding in the City’s budget for ongoing preservation consultation services to assist property owners with compliance with historic standards.
S.1.1.a.3.
Explore updating the Downtown Design Guidelines.
S.1.1.a.4.
Establish a catalytic investment entity (holding company) to control key Downtown properties until a qualified developer is found.
S.1.1.a.5.
Consider establishing a permanent incentive fund to offset the cost of façade improvements, architectural services and code footprints (building code analyses).
M.1.1.a. Downtown Historic Districts
JEFFERSON ST
ELM ST
ELM ST
MAPLE ST
MAPLE ST
SHERMAN AVE SHERMAN AVE
POPLAR ST
POPLAR ST
WALNUT ST
WALNUT ST
MAIN ST
MAIN ST
WASHINGTON ST
WASHINGTON ST
ADAMS ST
WOODIE
ADAMS ST
AT FWY SE
1ST AVE 1ST AVE
AT SE FW
WOODIE
JEFFERSON ST
2ND AVE 2ND AVE
Y AVE AVEAA
Downtown Core North District
Property Lines Streets
Downtown Core South District
AVE B AVE B 0
AVE C
AVE C
0.1
0.2 Miles
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M.1.1.b. Houston Whiteside Historic District 2N D AVE
HIGH ST
PERSHING ST
Houston Whiteside Historic District Property Lines
SHERMAN AVE
Streets 0
0.05
0.1 Miles
AVE A
AVE B
L EVELAND ST
FORD ST
PLUM ST
ELM ST
VINCENT ST
1ST AVE
C
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1.2 Framework: Downtown Vision: Downtown Hutchinson is vibrant and active during the day and evening and serves as the entertainment and specialty retail focus for the City.
Background
Downtown Hutchinson is the most important district in the City and is a defining feature of the community. Hutchinson’s wide Main Street is lined with many wellmaintained historic buildings and appealing familyowned shops and restaurants. Downtown Hutchinson has long been a community priority, and continued efforts to improve and invest public and private dollars Downtown has brought pride to Hutchinson residents and businesses. Based on the community survey results, Hutchinson residents want to have a Downtown that is appealing, inviting and walkable, with activities, events, shopping and nightlife. The community would like a mixed use downtown that offers specialty retail, entertainment, high quality market rate housing, “next generation” jobs and live/work spaces. To support Downtown businesses and events, the City has invested in Downtown streetscape improvements and public art, created green spaces, upgraded landscaping at intersections and constructed parking lots within a short walk of Main Street shops. Downtown’s appearance has improved as building owners have renovated more than 50 buildings and 25 facades. Vacant and underutilized buildings, such as the Wiley Plaza, the Sentney Lofts, the Catalyst Lofts and the Pegues Department Store have undergone renovations for new and viable uses, including downtown residential living and office and retail spaces. The new parking garage for the renovated Wiley Plaza is one example of a development made possible through a public/private partnership. The public/private partnership with Downtown Hutchinson currently brings 30 activities and events Downtown throughout the year, including Third Thursdays. The Reno County Farmer’s Market, which opens two days per week, also helps to draw people Downtown. Locally owned, unique retail shops, such as Apron Strings, Bluebird Bookstore, ReNu and Tesori Boutique and popular restaurants, such as Jillian’s, Carl’s and the Anchor Inn, provide a positive atmosphere and shopping and dining experiences that residents and visitors enjoy. Downtown also has several entertainment and
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Designing our Future: Imagine Hutch 2037 arts venues, including the Historic Fox Theatre, the Family and Children’s Theatre and Stage 9. Finally, Downtown is home to the Hutchinson Art Center and the Reno County Historical Museum. Like downtowns all over the country, Hutchinson’s Downtown struggled with the shift to automobile consumerism that occurred after World War II. The mall and the new hospital—both larger and more auto-friendly than their predecessors— were built on the City’s northeast side in the early 1980s. This caused an increase in vacancies Downtown as retailers and other occupants struggled to compete. Around this time, support for the preservation and protection of Main Street grew, and Hutchinson became one of the eight original cities in the state to participate in the Kansas Department of Commerce (KDOC) Main Street Program (now non-operational). In 1985, the City established an advisory board, which is known today as the Downtown Hutchinson Revitalization Partnership, and hired its first Downtown Development Director. The Director acts as a facilitator, coordinator and consultant for business development and urban design improvements in the downtown area. The establishment of this position has helped to generate noticeable and meaningful physical improvements to Downtown and has assisted many entrepreneurs to start up small businesses Downtown. Downtown Hutchinson has leveraged KDOC’s Incentives Without Walls (IWW) loan funds with a threeto-one match to assist Downtown property owners in obtaining low- and no-interest business and façade improvement loans to make upgrades and renovations to their buildings. IWW revolving loan funds helped more than 60 Downtown projects focusing on façade improvements since 2009. Other Downtown improvements have been focused on public facilities. Today, landscaped bulb-outs, planters, patterned pavers, decorative fences, decorative streetlights, benches, sitting areas, statues and public art can be found throughout Downtown. Seven intersections and six blocks of streetscape improvements have been completed. Streetscape improvements are planned for Main Street from 3rd Avenue to 7th Avenue and will commence in spring 2017. Additional areas for potential streetscape improvements include Main Street from Avenue C south toward Carey Park, and Walnut Street and Washington Street.
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Framework: Downtown
Goals, Performance Measures, Issues and Strategies Issues Development & Revitalization 1.
Code Compliance Costs. Building owners and business owners often lament the expense of renovating older Downtown buildings as historic preservation and building code requirements can increase costs beyond what a small or start-up business can reasonably afford. The age, condition and layout of historic structures makes reuse and renovation to be compliant with current codes difficult. Zoning and building codes may be too stringent. Every time a building or business changes owners, whether or not the use changes, the City requires an inspection of the property and an occupancy permit. This can prompt expensive changes to the building or equipment that the owner may not have taken into account.
2.
Building Permits and Development Review. Business owners may not understand the City’s development review process and may be unaware of programs available to assist with renovation. In some cases, property owners have undertaken remodeling projects without a building permit or, after obtaining a permit, have made changes contrary to the approved construction plans and building codes without submitting revised plans. The City has improved its development review process and has made brochures available to businesses to explain the process but other changes may be needed.
Downtown Goal
Performance Measures
G.1.2.a. Downtown Hutchinson has highquality, market rate, residential development, is walkable and appealing and has mixed uses.
- Increase in market rate residential units - Increase in linear feet of downtown streetscape improvements - Increase in mixed use structures
Strategies S.1.2.a.1.
Promote more residential living spaces and live/work units Downtown.
S.1.2.a.2.
Explore options to streamline the development review process for Downtown property owners.
S.1.2.a.3.
Conduct educational seminars for Downtown property owners on tax credits, building codes and other issues of interest and actively lobby for retaining tax credits at the state level.
S.1.2.a.4.
Examine the City’s Zoning Regulations to determine if changes need to be made to facilitate mixed uses Downtown.
33
Designing our Future: Imagine Hutch 2037 Connections & Events 1.
Downtown Plan. Public investment in Avenue A Park has created a more positive environment Downtown and has generated a synergy of private investment. Future investments could benefit Downtown to a greater extent by focusing on an overall design plan to build connections among existing venues and bring an enriched sense of place and a more unified identity to the area.
2.
Community Green. Downtown has great venues, activities and events but they can be somewhat scattered and disconnected from each other. Some communities have created a central place such as a “community green” for outdoor public events, including concerts and festivals. Downtown has several green spaces, including Avenue A Park, George Pyle Park, and the privately-owned DCI Park. While Avenue A Park is well-situated near restaurants and shops and is a hub of activity on Third Thursdays, it does not currently lend itself to large audiences due to a lack of available parking during business hours. A dedicated space intended specifically for festivals and events could benefit Downtown revitalization efforts.
Downtown Goal
Performance Measures
G.1.2.b. Downtown is the City’s entertainment core and offers events, plays, movies, festivals and other activities year-round.
- Increase in events and festivals
Strategies
34
S.1.2.b.1.
Improve marketing for Downtown events, activities and businesses.
S.1.2.b.2.
Encourage Downtown shops to shift operating hours to extend to 7 PM to allow for shopping past the normal offi e business day.
S.1.2.b.3.
Explore opportunities to establish a community “green” for outdoor concerts, events and gatherings.
S.1.2.b.4.
Develop a cohesive Downtown Plan that establishes a distinctive and unifying theme to connect the City’s Downtown assets.
JACKSON ST
M.1.2.a. Downtown Hutchinson
7TH AVE
5TH AVE
LOGAN ST
FORD ST
6TH AVE
4TH AVE
AVE B
PERSHING ST AVE C
CLEVELAND S T
CHESTNUT ST
AVE A
HIGH ST
ELM ST
MAPLE ST
MAIN ST
ADAMS ST Y
WASHINGTON ST
FW
SHERMAN AVE
PLUM ST
MADISON ST
DIE
AT SE
WOO
JEFFERSON ST
2ND AVE
1ST AVE
POPLAR ST
WALNUT ST
VAN BUREN ST
3RD AVE
BENNETT ST AVE D
MONROE S T
Downtown Hutchinson
AVE E
Streets
WALL ST
Property Lines
AVE F
AV E G
0
0.1
0.2 Miles
COLE AVE
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1.3 Framework: Demographics Vision: Hutchinson is a self-sustaining and moderately growing city that is home to people of all ages, backgrounds and abilities. This section provides general characteristics about the Hutchinson population, including population data, population trends and household income trends. It also makes projections about future population growth.
Background
Most of the counties in western Kansas are agricultural and rural in nature and have experienced slower growth rates and declining populations over the last several decades. Growth rates in Hutchinson have been similar to those of Reno County, where population growth has slowed. The City has maintained a steady population over the past 35 years. However, recent mid-census estimates by the Census Bureau indicate that the City’s population may be declining. The 2015 American Community Survey (ACS) places Hutchinson’s population 1.21 percent, or 511 persons, below the 2010 census figures.
Face of the City (Population Trends) Hutchinson had an estimated population of 41,569 people in 2015, which is less than the 2010 census figure of 42,080 people. Hutchinson comprises about 65 percent of the population of Reno County. Hutchinson grew in population each decade from 1880 until 1980. After 1980, growth began to slow. Total growth from 1980 through 2015 was much slower than in earlier years. Since 1980, the population of the State of Kansas has grown by 23 percent, or by almost 548,000 people. Hutchinson has not shared in that population growth (American Community Survey). See F.1.3.a. and F.1.3.b.
37
Designing our Future: Imagine HutchPopulation 2037 Hutchinson
1880-2015
50,000 41569
40284
40,000 33575
30,000 23298
20,000
10,000
0
9379 1540
F.1.3.a. Hutchinson Population 1880-2015 (US Census Bureau)
Population Growth Rates for Hutchinson, Reno 20% 15%
14.3%
10%
9.2% 4.8%
5% 0%
2.05% -1.23%
- 2.4%
0.0%
-1.21%
-3.99%
-5%
Hutchinson
Reno County
State of Kansas
F.1.3.b. Population Growth Rates for Hutchinson, Reno County and the State of Kansas Since 1950 (US Census Bureau)
38
Framework: Demographics From 1990 to 2010, Hutchinson dropped from the seventh largest city in Kansas to the eleventh largest city in Kansas, surpassed by Salina, Shawnee, Manhattan and Lenexa, all of which had higher growth rates. See F.3.1.c. Hutchinson is still the largest city west of Wichita to the Colorado border but may have lost some of its prominence in the state due to slow growth. 400,000
250,000 200,000
42,080 40,787 39,308
47,707 45,679 42,299
2000
48,190 40,238 34,110
1990
52,281 44,831 37,737
0
62,209 47,996 37,962
87,643 80,098 65,608
50,000
125,872 92,962 63,402
127,473 122,377 119,883
100,000
145,786 146,866 149,800
150,000
173,372 149,080 111,790
Population
300,000
382,368 344,284 304,017
350,000
2010
F.1.3.c. Population of 11 Largest Cities in Kansas (US Census Bureau) Hutchinson has a relatively normal age distribution for a modern society. While it is frequently said that Hutchinson is a retirement community, the population profile does not bear that out. The percentage of population over age 65 has remained the same since 2000 (16.9%). The old age dependency ratio (ratio of persons over age 65 to persons between ages 18 and 65) also remained about the same from 2000 to 2014 (28.1%). See F.1.3.d., Age Statistics and F.1.3.e., Population Pyramid.
Population under age 18 Population aged 18-64 Population aged 65 and over
2000
2010
23.3%
23.1% 22.8%
2014
60.0% 60.3% 60.3% 16.9%
16.6%
16.9%
5.3%
5.8%
5.3%
Total age dependency ratio
66.78
65.87
66.10
Old age dependency ratio
28.12
27.58
29.10
Child dependency ratio
38.66
38.28
38.00
37.1
37.8
38.4
Population aged 80 and over
Median age
F.1.3.d. Hutchinson Age Statistics (US Census Bureau)
That said, Hutchinson’s population is slightly older than the State average. In 2010, the median age in Hutchinson was 37.8 compared to 36.0 for the state, and the population aged 65 and older was 16.6% compared to 13.2% for the state. Even though Hutchinson is older than the state average, 2010 census estimates indicate that McPherson (38.5) has an even higher median age than Hutchinson.
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Designing our Future: Imagine Hutch 2037
Hutchinson Population Pyramid, 2014 Estimates
85 years and over 80 to 84 years 75 to 79 years 70 to 74 years 65 to 69 years 60 to 64 years 55 to 59 years 50 to 54 years
Age
45 to 49 years 40 to 44 years 35 to 39 years 30 to 34 years 25 to 29 years 20 to 24 years 15 to 19 years 10 to 14 years 5 to 9 years Under 5 years 10
8
6
4
2
0
2
4
6
8
10
Population (%)
Males
Females
F.1.3.e. Hutchinson Population Pyramid, 2014 Estimates (US Census Bureau)
Population gender ratio Hutchinson has a higher percentage of males than females, although these numbers are fairly close. According to 2014 estimates, 50.2% of the population were male and 49.8% were female. Most cities have a higher female population than male population. Hutchinson’s prison population may be an explanation for the closeness of this statistic. Hutchinson Hispanics and While the median age for both groups has increased since 1990, women are older than Latinos of Any Race as a Percent men (40.5 versus 35.3 median age).
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of Total Population, 1990-2010
Hutchinson continues to be a relatively homogeneous community with few minorities. Persons who are White alone comprised approximately 87.9% of the total population in 2010. See F.1.3.f. African Americans comprised 4.3% of the population. Persons having two or more races comprised 3.2% of the population. One area of note is the increase in the Hispanic and Latino population, which almost doubled in the past 20 years, from 5.4% in 1990 to 10.6% in 2010. This demographic has become Hutchinson’s largest minority ethnic group. See F.1.3.g.
10
Percent of Population
Race and ethnicity
12
10.6
8
7.7
6 4
5.4
2 0 1990
2000
2010
Year
F.1.3.g. Hutchinson Hispanics and Latinos of Any Race as a Percent of total Population, 1990-2010 (US Census Bureau)
Framework: Demographics
Black or African-American 4.3% American Indian & Alaska Native 0.7% White 87.8%
Asian 0.6% Some Other Race 3.4% Two or More Races 3.2%
F.1.3.f. Hutchinson Racial Composition, 2010 (US Census Bureau)
Projected Population During the 20-year period from 1990 to 2010, Hutchinson’s population grew by an average of 138 persons per year. During the 5-year period from 2010 to 2015, estimates indicate that the population declined by 102 persons per year. While data for the City alone is not available, throughout Reno County the number of deaths has exceeded the number of live births every year since 2012. For the state as a whole, there have been more births than deaths over the same time period. See F.1.3.h. 2011
2012
2013
2014
2015
Live Births
759
742
743
737
683
Deaths
731
763
772
762
743
Natural Increase
28
-21
-29
-25
-140
F.1.3.h. Live Births and Deaths in Reno County (Kansas Department of Health and Environment)
F.1.3.i. makes population projections for the year 2037, based upon various assumptions. The first projection uses the 5-year trend from 2010 to 2015, factors in expected births and deaths, and calculates a continued loss of population over the next two decades, with a 2037 projected population of 40,744. The second forecast assumes the 25-year trend, which has resulted in modest gains, and assumes the 2037 population will be roughly 80 persons more than the current population, or 41,589. The third projection matches the state’s growth rate from 2000-2010, which was 6% for the entire decade. If the City grew at a comparable rate during the Plan horizon, the 2037 population would be 47,410. Finally, the highest projection assumes an average one percent growth rate per year (or 10% per decade) over the course of the Plan. This matches the City’s historic growth rate during the decade from 1930 to 1940, a time when other locations faced population declines due to the Great Depression. If the City were to grow at this target rate, the 2037 population would be 51,756.
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Designing our Future: Imagine Hutch 2037
Hutchinson Population Projections
55,000
51,756
50,000 47,254 44,660
45,000
40,000
47,410
41,580
41,589
40,645
40,744
41,569
35,000
30,000
5-Year Trend-Traditional Model
25-Year Trend Forecast
Modest Growth (State Rate 2000-2010)
Target Growth (1930-1940 Hutch Rate)
F.1.3.i. Hutchinson Population Projections, 2015-2037
Income Trends Census estimates from 2000 through 2014 show that household incomes in Hutchinson have been and continue to be lower than comparison cities in the state. Hutchinson’s median household income in 2014 was $41,677 compared to $51,872 for the state. See F.1.3.j. $60,000
F.1.3.j. Median Household Income Comparison (US Census Bureau)
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$51,872
2014
$40,624
2010
$49,424
2000
$45,907
$0
$39,939
$10,000
$44,360
$44,398
$36,066
$42,027
$44,210
$38,236
$42,523
$40,469
$30,463
$36,630
$43,275
$41,677
$20,000
$32,645
$30,000
$38,880
$40,000
$53,970
$53,041
$50,000
Framework: Demographics Lower household incomes can be associated with higher poverty rates, but this does not appear to be the case for Hutchinson. In 2014, Hutchinson and the State of Kansas had the same estimated poverty rate, 13.8%. This could be a reflection of the generally lower cost of living in Hutchinson, when compared with other portions of the State, particularly the Kansas City metro area. Hutchinson’s poverty rate decreased from 15.7% to 13.8% from 2010 to 2014. Our comparison cities, Newton, Salina, and Wichita, have higher poverty rates than Hutchinson, while McPherson is lower. See F.1.3.k.
25% 20%
13.8% 12.4% 9.9%
17.3% 15.6% 11.2%
19.4% 13.6% 9.6%
9.7% 7.9%
7.5% 9.6% 7.9%
5%
17.3%
10%
13.8% 15.7% 12.7%
15%
0%
2000
2010
2014
F.1.3.k. Percent of Population Living Below the Poverty Line (US Census Bureau)
Goals, Performance Measures, Issues and Strategies Issues Population Growth Hutchinson’s population trends are reflective of a city that is poised at a crossroads. One path will lead the City into economic growth along with population growth. The other path leads to decline. The population of a community is intrinsically linked to its economy. Hutchinson will not have population growth unless positive changes happen in the economy. Cities do not simply exist; they must have an economic base to support them. One issue that the City can address with respect to the economy is facilitating economic development through development requirements. The City’s economic position is discussed in detail in the economy section of this Plan (see Section 1.5).
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Designing our Future: Imagine Hutch 2037 Demographics Goal
Performance Measures
G.1.3.a. Hutchinson has a moderate but steady population growth rate.
- Increase in population
Strategies S.1.3.a.1.
Reduce barriers to economic development, including building and fire code barriers.
Ethnic Diversity Because of its history, Hutchinson has not been home to a wide range of ethnic groups. People of diverse backgrounds move to a community for the same reasons that others do: 1) economic opportunity; 2) affordable, safe housing; 3) educational opportunities; and 4) a sense of belonging and connectedness. Implementation of this Plan should lead to greater ethnic diversity.
Demographics Goal
Performance Measures
G.1.3.b. Hutchinson is a diverse community that represents people of various backgrounds and is welcoming to all cultural groups.
- Increase in ethnic diversity
Strategies
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S.1.3.b.1.
Provide Spanish language brochures and/or website information for the City’s major programs.
S.1.3.b.2.
Offer incentive pay for City employees qualified to serve as interpreters and translators.
1.4 Framework: Environment Vision: Hutchinson values the environment and its natural resources and protects its citizens from adverse impacts of natural and manmade hazards. Hutchinson has a rich heritage enhanced by its location on the Arkansas River and its sunny climate. This section includes a discussion of the City’s natural setting, climate, floodplain and hazards, and offers strategies for protecting and enhancing Hutchinson’s natural assets.
Background Natural Setting Hutchinson is located in the Great Plains geographic region on the banks of the Arkansas River in a physiographic area known as the Arkansas River Lowlands. See Figure F.1.4.a. Despite this river location, the elevation of Hutchinson is relatively high -- 1,535 feet above sea level. Arkansas River tributaries that flow through the City of Hutchinson include Cow Creek, Plum Creek and Kisiwa Creek. Land near F.1.4.a. Kansas Physiographic Regions (Kansas Geological Survey) these waterways has significant tree cover. While most of the plains around Hutchinson were historically tallgrass prairie, today Hutchinson is surrounded by agriculture and fields of crops, including wheat, corn, soybeans and sorghum. A major belt of sand dunes can be found to the North of Hutchinson at the upper end of the Arkansas River Valley. Hutchinson is located above the Equus Beds aquifer, which is part of the High Plains aquifer system, a natural underground water source covering several states. Historically, bison, deer and antelope roamed the plains in the Hutchinson region. Bison and antelope are no longer found naturally in the state, but whitetail deer continue to cohabitate with farmers and urban dwellers. Hutchinson is located on the Central Flyway and migrating ducks, geese, cranes and other birds can often be observed flying overhead, as well as on area ponds. The natural environment and wildlife can be enjoyed at nearby state and national parks, including Sand Hills State Park, Cheney State Park and Quivira National Wildlife Refuge.
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Designing our Future: Imagine Hutch 2037 Climate Hutchinson is located in the Humid Continental climate zone, which is characterized by hot, humid summers and cold, relatively dry winters. Average high temperatures range from 92.1°F in July to 42.6°F in January. Average low temperatures range from 68.3°F in July to 20.0°F in January. See Figures F.1.4.b and F.1.4.c.
High
Low
Annual
68.0° F
43.9° F
January
42.6° F
20.0° F
July
92.1° F
68.3° F
F.1.4.b. 1981-2010 Average Daily Temperatures(National Climatic Data Center)
100° 90° 80° 70° 60° 50° 40° 30° 20° 10° 0°
Low Temp (°F)
Average Temp (°F)
High Temp (°F)
F.1.4.c. Average Monthly Temperatures (National Climatic Data Center)
The Old Farmer’s Almanac predicts the last Rainfall 30.3” spring frost date for Hutchinson for 2017 as Snowfall 12.2” April 17 and the first fall frost date for 2017 as Windspeed 11.6 mph October 15, giving the City a 180-day growing Prevailing Wind Direction South season (“Frost Dates Calculator”, Web). This coincides with the Climate and Weather Atlas F.1.4.d. 1981-2010 Annual Weather Averages (National Climatic Data Center) of Kansas, which gives an annual average first freeze range between October 13th and 19th and an annual average last freeze range between April 15th and 20th (Goodin, et al, 17-18). Average annual rainfall is 30.34 inches, and average annual snowfall is 12.2 inches. May is the rainiest month with an average of 4.68 inches of precipitation, and January is the driest month with an average of 0.79 inches of precipitation. Hutchinson has an average windspeed of 11.6 mph, which ranks the City among the 30 windiest cities in the U.S. See Figures F.1.4.d. & F.1.4.e. The prevailing winds are from the South, and strong north winds associated with cold fronts occur from late fall through early spring. Likely due to its strong prevailing winds, Hutchinson has good air quality. The region around Hutchinson is in attainment status with the National Ambient Air Quality Standards (NAAQS) pertaining to the following pollutants: ozone, carbon monoxide, particulate matter, lead, sulfur dioxide, and nitrogen dioxide. (KDHE)
46
Framework: Average Monthly Precipitation (Inches)
Environment
5 4.5
4.68
4
4.57 4.09
Inches
3.5 3.36
3 2.5
2.58
2
2.7
2.66
2.44
1.5 1 0.5
1.32
1.25
1.17
0.79
0
F.1.4.e. Average Monthly Precipitation (National Climatic Data Center)
Floodplain Hutchinson is located in the historical floodplain of the Arkansas River and Cow Creek. Hutchinson is also impacted by the floodplains of Plum Creek and Kisiwa Creek. During extreme rainfall events, these rivers and creeks sometimes overflow and can cause damage to life and property. From the 1870’s through 1950, Hutchinson experienced several significant floods due to the overflow of Cow Creek and the Arkansas River. Historical photographs show that Hutchinson has been inundated by flood waters on multiple occasions. In the past, recurring floods have threatened the growth and prosperity of Hutchinson. In 1903, a destructive flood prompted City officials to construct the Harsha Canal on the city’s west side to divert flood waters, but the City continued to be flooded. In 1929, heavy rains caused Cow Creek to flood and expand up to three miles wide in places, and buildings throughout Hutchinson were severely damaged. After the flood of 1941, the City widened the Harsha Canal by 150 feet, but additional floods occurred in 1942 and 1951. (Baker and Smith) From 1952 to 1954, the US Army Corps of Engineers (USACE) constructed 28 miles of levees and 30 miles of ditches to protect the City of Hutchinson from recurring floods. The levee system is inspected annually by USACE. The City has recently undertaken improvements and maintenance on the levee system to have the system recertified by the Federal Emergency Management Agency (FEMA). Today the City of Hutchinson mows and maintains all 28 miles of the levee system. The City also maintains 50 miles of storm drainage ditches in the community.
47
Designing our Future: Imagine Hutch 2037 Since the City of Hutchinson participates in the National Flood Insurance Program (NFIP), Hutchinson property owners are eligible to purchase flood insurance. As an NFIP participant, the City of Hutchinson has agreed to adopt and enforce ordinances that meet or exceed FEMA requirements to reduce the risk of flooding. The City requires all new and substantially improved structures in mapped, one percent annual chance floodplains to have their lowest floor elevated a minimum of one foot above the base flood elevation (BFE) level. Flood Insurance Rate Maps (FIRMs) for all areas in the City of Hutchinson were last revised on January 6, 2010. FEMA has financed a detailed flood study of the Arkansas River and Cow Creek floodplains, which may prompt revisions to Hutchinson’s FIRMs in the near future. The FIRMs are subject to updates as better data about local flooding hazards becomes available. Map M.1.4.a. depicts the locations of the one percent annual chance (or 100-year) floodplain in the City as shown on the latest FIRM.
Goals, Performance Measures, Issues and Strategies Issues Flooding and Storm Water Management Because of Hutchinson’s levee system, much of the community is deemed to be outside of the Special Flood Hazard Area by FEMA. However, the City’s storm water system can become overwhelmed during flash floods and significant rainstorms, and localized flooding in streets and neighborhoods has been a problem. The community survey identified storm water and flood control improvements as one of the top four spending priorities of citizens. See Map M.1.4.b. In 2016, the City implemented a revised storm water runoff fee, which requires all property owners in the City of Hutchinson to pay a fee based on the amount of impervious area on each property. Revenue generated by this fee will be used to update the City’s Storm Water Management Master Plan, to repair and replace aging storm water infrastructure and to add more capacity to the system. Over time, these improvements should alleviate localized flooding.
Environment Goal G.1.4.a. Hutchinson residents and businesses are protected from the negative impacts of flood events.
48
Performance Measures - Decrease in areas flooded by minor flood events
Framework: Environment Strategies S.1.4.a.1.
Develop and implement a new Storm Water Management Master Plan, annual Capital Improvement Program and Green Space Plan.
S.1.4.a.2.
Continue to collect storm water fees to finance storm water system improvements identified in the Storm Water Management Master Plan.
Floodplain Development and Maintenance In general, there is a lack of understanding of the risks created when development occurs in the floodplain as well as the community benefits that natural floodplains can provide. Public officials and the development community need to give more attention to understanding the impacts of altering the floodplain when new development and fill are brought into flood prone areas. The City has permitted subdivisions and development in areas where there are known flooding hazards. Oftentimes, bringing in fill to raise an area Courtesy Dan McCarron out of the floodplain has adverse impacts on neighboring properties and causes flooding upstream. See M.1.4.c. In addition, many of the City’s existing storm drainage facilities are single-purpose and require hours of maintenance but provide only a singular benefit. Some communities have combined drainage facilities with recreation to serve a dual purpose.
Environment Goal
Performance Measures
G.1.4.b. The City’s flood prone areas are community assets that are protected from the adverse impacts of development.
- Increase in number of dual use recreational / stormwater facilities
Strategies S.1.4.b.1.
Require flood prone areas to be dedicated as easements as part of new development.
S.1.4.b.2.
Conduct a study to determine the feasibility of conversion of existing storm water system components (i.e., drainage canals, storm drain basins) into dual use facilities to enhance the City’s recreation network.
Hazards Hutchinson’s location in the central plains makes it susceptible to a variety of hazards, which are primarily related to extreme weather conditions. In the past, Hutchinson has experienced tornados, ice storms, heat waves and droughts. Each of these hazard types is discussed in more detail below. 1.
Earthquakes. Earthquakes, likely caused by fracking, have become a frequent phenomenon in the region. Since 2012, South Central Kansas and Northern
49
Designing our Future: Imagine Hutch 2037 Oklahoma have experienced an unusually high number of earthquakes suspected to be caused by hydraulic fracturing, or fracking, and the injection of industrial waste water into deep disposal wells. See F.1.4.f. In 2015, there were 92 earthquakes measuring 3 or higher on the Richter Scale which impacted Kansas (Kansas Earthquake Database, 2016). One recent earthquake centered north of Pawnee, Oklahoma, measured 5.8 on the Richter F.1.4.f. 2015 Earthquakes (Kansas Geological Survey) Scale and could be felt from Texas to Nebraska. While no fracking activities are taking place near Hutchinson, the City may not have adequate regulatory protections in place to control the negative impacts of proposed fracking activities, as evidenced by this recent earthquake.
50
2.
Prairie, Grass and Brush Fires. Prairie fires, grass fires and brush fires are the most common type of fire threat in this region. In 2015, the Hutchinson Fire Department responded to 105 fires involving grass, trees, brush, and crops—far more than any other category of fires. Fires are often caused naturally by lightning in socalled dry thunderstorms. Wind can cause fires to grow out of control in a short period of time, threatening life and property. Brush, downed tree limbs, and dead vegetation provide fuel for fires and can also obstruct the Fire Department’s access to a burning building or field. The public can take measures to help prevent severe damage from prairie fires by clearing dead vegetation and brush from their properties and from areas around buildings. Vehicles, RVs and trailers can also be parked a safe distance from buildings as an added protection. Property owners can also maintain their access drives free of overhanging tree limbs to allow access by emergency response vehicles.
3.
Tornadoes. Many local buildings lack adequate tornado shelters, and Hutchinson residents need to be better informed about what to do and where to go in case of a tornado. Manufactured homes are the most susceptible to tornado damage and not all of Hutchinson’s manufactured home parks have safe and usable storm shelters. Under the City’s current codes, storm shelters are not required in new construction.
Framework: Environment 4.
Snow and Ice Storms. Snow and ice are a major hazard to motorists and pedestrians during the winter. The City uses salt and sand on arterial streets prior to and following major snow and ice events. Local streets, including residential streets, are not plowed or salted as a cost saving measure. Local streets around schools are also not plowed. Following snowstorms, snow is plowed into the center of some major Š Greg Holmes streets, which creates a traffic hazard and looks unsightly. This practice is uncommon in other communities. Ice storms can cause extensive tree damage. Downed tree limbs can damage electric lines, buildings and vehicles, and can block streets and driveways. Clean up following a storm is a huge task. The City has assisted with tree limb clean up efforts following some, but not all, ice storms and this has resulted in some confusion by the public as to what the City’s policy is.
5.
Droughts. Droughts tend to occur in cycles on the Great Plains. Droughts can lead to reduced aquifer levels and soil erosion. One way for any property to lower water usage is by installing landscaping that requires less water. By using droughttolerant, low-water use plants that are natural to the area (or xeriscaping), water can be conserved and properties can still have attractive landscaping during dry times.
6.
Heat Waves. Heat waves sometimes occur during the hot summer months when Hutchinson can experience several consecutive days of temperatures exceeding 100 degrees. During heat waves, the elderly are most at risk of suffering health problems due to the heat, so it is essential that residents have a way to keep cool. Most homes in Hutchinson have air conditioning, and the Salvation Army offers box fans free of charge to residents in need.
Environment Goal
Performance Measures
G.1.4.c. Hutchinson residents are adequately prepared for natural hazards and are protected from the negative impacts of hazard events.
- Increase in number of properties carrying flood insurance policies
Strategies S.1.4.c.1.
Conduct a fire hazard education program to inform residents and businesses about prairie fire risks and prevention measures.
S.1.4.c.2.
Consider revising city codes to require new developments to provide storm shelters.
51
Designing our Future: Imagine Hutch 2037
52
S.1.4.c.3.
Revise City Regulations to ensure that drilling of oil wells and fracking are not allowed within the city limits.
S.1.4.c.4.
Modify landscaping regulations to encourage xeriscaping and drought tolerant, low water use plantings in public and private landscaping projects to conserve water and mitigate the impact of droughts.
S.1.4.c.5.
Establish guidelines which outline the City’s and residents’ responsibilities following an ice storm or wind storm event.
S.1.4.c.6.
Establish a City-wide water conservation policy including the option for mandatory water use restrictions during summer months and during droughts.
M.1.4.a. Flood Zones
100-Year Floodplain
Hutchinson City Limits
Floodway
South Hutchinson
Rivers & Lakes 0
1.5
3 Miles
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M.1.4.b. Flooding Areas of Concern
Problem Areas 2016 Event
100-Year Floodplain
Street Drainage Problem Areas
Floodway
Citizen Identified Problem Area Staff Identified Problem Area 0
Rivers & Lakes Hutchinson City Limits South Hutchinson
1.5
3 Miles
55
M.1.4.c. Drainage Ditches and Levees
Drainage Ditch
Rivers & Lakes
Levee Alignment
Hutchinson City Limits
100-Year Floodplain
South Hutchinson
Floodway 0
1.5
3 Miles
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1.5 Framework: Economy Vision: Hutchinson has a robust, resilient, and diversified e onomy that offers quality jobs with living wages to support families, a high standard of living, competitive tax rates and a strong draw for tourism. This chapter contains a discussion of Hutchinson’s economy, including industry, tourism and commerce. Hutchinson’s economic development initiatives are overseen by the Hutchinson/Reno County Chamber of Commerce. The Chamber’s objective is to grow primary jobs by recruiting businesses to the area and by helping existing, local employers to expand. The Chamber is the lead agency for recruitment and growth of business in Hutchinson and Reno County. The Chamber aims to establish community assets and programs that will support sustained, long-term economic growth. Successful economic development efforts will improve Hutchinson’s economy as well as the quality of life for its residents (Hutch Rising).
Background Industry Hutchinson’s strong connection to the agricultural sector of the economy continues today. Historic local industries include flour and sugar milling businesses; buying and selling of grain at the Hutchinson Board of Trade; salt mining; and soda ash production. The City has substantial grain storage capacity with its many grain elevators, one of which is the second longest in the world. Large businesses in the grain industry in operation today include ADM and Cargill. Hutchinson has a number of companies in the agricultural manufacturing and food processing sectors, including Tyson and CHS. Kuhn Krause, a Courtesy Dan McCarron manufacturer and exporter of agricultural implements, has a large manufacturing facility in Hutchinson. Other manufacturers include Lowen, Arconic and Takako Industries.
Employment Hutchinson has a labor force of almost 20,000 workers. Hutchinson residents are employed in all sectors of the economy. The highest percentage of workers (26.67%) are employed in the education, health care, and social service industry, followed by manufacturing (13.3%) and retail trade (12.9%). See F.1.5.a. for a tabulation of workers in each sector (ACS, 2014). Hutchinson Regional Healthcare Systems is the largest employer in Hutchinson, followed by Dillons, Hutchinson Public Schools, Hutchinson Community College and the Hutchinson Clinic (Community Profile). See F.1.5.b.
59
Designing our Future: Imagine Hutch 2037 30% 26.67% 24.72% 23.21%
20%
15%
5.27% 4.42% 4.92%
5.35% 4.38% 4.96%
Kansas
7.91% 7.95% 9.49%
United States
7.67% 9.38% 10.89%
5.39% 6.40% 6.60%
2.02% 2.09% 2.14%
4.08% 4.74% 4.93%
2.06% 2.89% 2.75%
0%
1.15% 3.77% 1.96%
5%
12.90% 10.75% 11.57%
13.13% 12.35% 10.43%
10%
6.39% 6.59% 6.17%
Percent of All Employed Persons Age 16 and Over
25%
Hutchinson
F.1.5.a. Employed Persons by Industry for the City of Hutchinson and the State of Kansas, 2010-2014 (US Census Bureau) Like other parts of the Hutchinson Regional Healthcare System 1,297 country, Hutchinson has Dillons Corporate Offices and Stores 1,035 seen a shift in employment 927 over the course of the past Hutchinson Public Schools (USD 308) 840 several decades. Agriculture Hutchinson Community College and manufacturing are still Hutchinson Clinic 653 prevalent, but more persons F.1.5.b. Hutchinson’s Five Largest Employers, 2014 are employed in education (Hutchinson/Reno County Chamber of Commerce) and healthcare. This is likely reflective of the country’s aging population, but to determine if what is happening in Hutchinson is atypical, economists have tools that assess various economic factors. One such tool used to evaluate employment between two economies is the location quotient. Location Quotients (LQs). If a LQ is equal to 1, then the industry has the same share of its area employment as it does in the reference area. A LQ greater than 1 indicates an industry with a greater share of the local area employment than is the case in the reference area. For example, if the State of Kansas is the reference area, Hutchinson will have a LQ greater than 1 in the retail trade industry because this industry makes up a larger share of the Hutchinson employment total than it does for the State.
60
Framework: Economy When Hutchinson is compared with the State of Kansas, Hutchinson has 5 out of 13 occupational employment sectors with a location quotient higher than 1. This means that we have a larger share of employment in these sectors. Compared with the nation, Hutchinson has 6 out of 13 occupational employment sectors with a location quotient higher than 1. Those sectors with location quotients larger than one (and where Hutchinson has a greater percentage of its employed workers) when compared to both the State of Kansas and the United States are: manufacturing; retail trade; public administration; services; education, health care and social assistance. Please refer to F.1.5.c. Areas where Hutchinson has low LQs might represent opportunities for economic growth. Those areas include the Courtesy Dan McCarron arts, entertainment, accommodation and food services; scientific research and management; finance, insurance, real estate and property management; information; transportation, warehousing and utilities; wholesale trade; and agriculture, forestry, fishing, hunting and mining. Public administration
1.07
Other services, except public administration
1.08
Arts, entertainment, and recreation, and accommodation and food services Educational services, and health care and social assistance
1.08 1.15
Professional, scientific, and management, and administrative and waste management services
0.70
Finance and insurance, and real estate and rental and leasing
0.82 0.84 0.82 0.97 0.95
Information
0.86 0.83
Transportation and warehousing, and utilities Retail trade
1.11
1.20
0.71 0.75
Wholesale trade
1.06
Manufacturing
1.26
0.97 1.04
Construction
0.00
1.22
0.99
0.83
Agriculture, forestry, fishing and hunting, and mining
1.19
0.31 0.20
0.59 0.40
0.60
0.80
1.00
1.20
1.40
Location Quotient Hutchinson vs. Kansas
Hutchinson vs. United States
F.1.5.c. Hutchinson Employment Location Quotients, 2014 (US Census Bureau) Shift Share Analysis. Another tool economists use to evaluate a community’s economy is the shift share analysis. This tool compares the changes in one economy with the changes in another to determine what percentage of the shift is occurring regionally or nationally and what represents something going on at the local level. A full analysis is beyond the scope of this Plan, but there are some interesting things of note. Namely, from 2010 to 2014, the City made substantial employment gains in the educational services, health care and social
61
Designing our Future: Imagine Hutch 2037 assistance sector when compared with the state and nation. At the same time, Hutchinson had a substantial loss in employment in the arts, entertainment, recreation, accommodation and food services sector. Both were significant shifts when compared to the state and nation. Job trends in the nation are moving toward higher percentages of employment in the services sector. If this sector in Hutchinson does not keep pace with the state and nation, the City could face economic Courtesy Dan McCarron challenges in the future. Housing and Employment. Hutchinson’s housing impacts Hutchinson’s economy and workforce. The shortage of quality, desirable housing in Hutchinson influences the ability of local employers to attract new recruits from out of town. The economy and housing are tied together. Housing construction cannot grow without a demand for it, and workers cannot be attracted to move to Hutchinson without new, quality housing options. Housing issues, goals and strategies are discussed in detail in the Housing & Neighborhoods section of this Plan (2.1). The County’s unemployment rate is the second highest in the region, with only Wichita being higher, which reflects this link. See F.1.5.d. 10.0%
8.8% 8.0%
8.0%
5.3%
5.5%
4.3%
4.4%
3.8%
4.2%
4.8%
5.4%
6.0%
6.2%
5.0%
3.9%
4.3%
4.9%
5.4%
5.8%
6.1%
6.2%
6.1%
3.3%
3.7%
4.2%
4.4%
4.8%
5.0% 3.0%
3.3%
3.9%
4.1%
2.0%
4.6%
5.2%
4.0%
6.4%
6.9%
7.2%
6.0%
0.0%
McPherson
Riley
2010
Harvey
2011
2012
Saline
2013
2014
Sedgwick
Reno
2015
F.1.5.d. Unemployment Rates in Selected Kansas Counties 2010-2015 (US Census Bureau)
Tourism Hutchinson boasts a variety of amenities that attract visitors to the community and generate tourism revenue for the City. Amenities include the Historic Fox Theatre, Strataca and the Cosmosphere International SciEd Center and Space Museum. Hutchinson has been the home of the Kansas State Fair since 1913 and the National Junior College Athletic Association (NJCAA) Men’s Basketball Tournament since 1949. The larger events bring visitors to Hutchinson’s hotels for overnight or longer stays. Hutchinson’s attractions are discussed in greater detail in the Community Assets section of this Plan (3.3).
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Framework: Economy
Goals, Performance Measures, Issues and Strategies Issues Workforce Education and Attraction 1.
Qualified Laborers. One of the common themes in the 2015 Chamber of Commerce survey of existing employers is that the local workforce lacks the necessary skills to perform jobs in local industries. While Hutchinson’s workforce tends to have a strong work ethic, workers are not always skilled or prepared for the needs of local employers. The workforce is not necessarily work-ready. Hutchinson’s workforce has a lower education level than the State average, with only 12.8% of the population having a bachelor’s degree and 6.8% having a graduate or professional degree. This compares to 19.9% and 10.8%, respectively. See F.1.5.e. While a larger percentage of Hutchinson residents graduate from high school (27.7% vs. 27.2%), many who go on to college do not complete a degree (31.2% vs. 24.3%). Hutchinson does lead the state for residents with an associate’s degree (9.2% vs. 7.8%).
Percent of Population Over Age 25
35% 30%
31.2% 27.7% 27.2%
25%
24.3%
20%
19.9%
15% 12.8%
10% 9.2%
8.6%
5%
6.0%
10.8% 7.8%
6.8%
3.7% 4.0%
0%
Hutchinson
State of Kansas
F.1.5.e. Educational Attainment, Hutchinson Vs. State of Kansas, 2014 (US Census Bureau)
2.
Lower Wages. Because of the lack of qualified local labor, some employers have had to import employees from other regions or even from surrounding parts of the country. This is often the case for professional recruitments. However, recruiting on a national scale has proven difficult, as wages in Hutchinson are lower due in large part to the lower cost of living in the area. While a low cost of living should draw job seekers, this is oftentimes not something employees take into account. Hutchinson is unable to attract the best and brightest as prospective employees perceive the wages to be too low and fail to factor in the relatively low cost of living the community provides.
63
Designing our Future: Imagine Hutch 2037 3.
Substance Use. Controlled substance use is also a problem in the workforce. Some local companies, particularly those that employ heavy machinery or commercial vehicles, have a zero-tolerance policy. Workers that get fired have a tougher time being re-employed, which exacerbates the substance use issue. Drug use is a problem in the community, as evidenced by survey results and as detailed in the Community Health section of this Plan (2.4). Those suggested strategies should be heeded, as, from an economic development standpoint, the City cannot afford to ignore this workforce issue.
Economy Goal
Performance Measures
G.1.5.a. Hutchinson’s workforce is welleducated, highly skilled and prepared to work in local businesses and industries.
- Increase in percentage of residents with technical and college degrees
Strategies S.1.5.a.1.
Improve marketing strategies to promote Hutchinson as a desirable community with a low cost of living.
S.1.5.a.2.
Continue to partner with local school districts and private schools, as well as Hutchinson Community College, to improve educational attainment in Hutchinson.
Attraction and Growth of Primary Jobs
64
1.
Industrial Sector. Hutchinson has attracted some traditional manufacturing industries, but growth has occurred at a slower pace than desired. Siemens Industries is a great example of an industry that Hutchinson attracted successfully, but it has not resulted in the expected spin-off industries or population growth. Many of the executives that work for Siemens live in Wichita, as the commute is convenient and Wichita offers a wider array of shopping and entertainment opportunities (Siemens personnel department). Even if Hutchinson were to attract 3 or 4 new manufacturers, there are only a small number of undeveloped sites available for industrial development. While there are some vacant industrial buildings, life/ safety and ADA code requirements make reuse of these properties cost-prohibitive.
2.
Diversification. Manufacturing jobs may not represent the jobs of the future. Hutchinson has not attracted many high-tech jobs or industries. College and high school students who were interviewed on 8/25/2016 by Fisher Coaching stated that the creation of manufacturing and other industrial jobs in Hutchinson would not induce them to stay in Hutchinson to pursue a career. Many of the younger generation seek jobs in the high-tech field rather than in traditional manufacturing. Less than
Framework: Economy three percent of the current jobs available in Hutchinson are in the “information” category. This sector needs to be strengthened if we hope to retain workers in the next generation.
Economy Goal
Performance Measures
G.1.5.b. Attract and grow a wide variety of employers, especially those primary employers that attract sector clusters or generate secondary jobs.
- Increase in jobs in diverse fields, primarily in professional and technical services
Strategies S.1.5.b.1.
Seek to diversify the economy by developing shovel-ready properties across a wide variety of sectors.
Tourism 1.
Tourism Revenue and Funding. The City has a Convention and Tourism Promotion Fund, which is funded entirely by a 7% transient guest tax expected to generate $725,000 in revenue in Fiscal Year 2016. These revenues are allocated approximately as follows:
• Four-sevenths is allocated to the Convention and Visitors Bureau (CVB) for tourism marketing and for direct support of tourism attractions.
• Three-sevenths is reserved for development and maintenance of a convention
center in the form of CVB grants. Much of this funding has been used in the past to sponsor upgrades to the Atrium Hotel and Convention Center.
• Sales tax supports the Cosmosphere
and Strataca and other amenities. Tourism has the capability to be a large economic driver for the City, given our central location and proximity to U.S. Highway 50. Additional marketing funding would help to increase promotion of the community. The City’s 7% transient guest tax is on par with surrounding communities but higher than Wichita (6%) and McPherson (6%) and lower than Newton (8%) and Overland Park (9%). Increasing the tax, which is paid almost entirely by outsiders, can assist with increasing marketing efforts and will likely have a multiplier effect since tourist dollars cycle through the economy more than once. See F.1.5.f.
2.
Other Tourism Issues. Other issues detracting from tourism are discussed in other parts of this Plan, but include:
• Lack of a unifying brand 65
Designing our Future: Imagine Hutch 2037
• Unsightly and/or poorly maintained properties at the City’s entrances and long key corridors
• Lack of modernized and adequate wayfinding signage • Attractions are located far apart from one another and the convention hotel, making it difficult for visitors to walk to multiple attractions
• Many parts of the community do not have adequate (or any) sidewalk infrastructure.
For example, there is no crosswalk on K-61 Highway at 11th Avenue so visitors staying at hotels on the west side of K-61 cannot walk to the Hutchinson Mall or to other establishments on the east side of K-61.
• Some community attractions could use a face-lift. Transient Guest Tax Rates and Revenues, 2016
9%
$8,000,000 8.0%
$7,000,000
6.7% 6.0%
7% 6.0%
6.0%
8%
$5,000,000
6% 5%
$4,000,000
4%
$3,000,000
Tax Rate
Tax Revenue
$6,000,000
$7,406,046 7.0%
3%
$2,000,000 $1,000,000 $289,877
2%
$1,663,323
$1,652,071 $253,891
$760,173
1% 0%
$0
2016 Revenue
Transient Guest Tax Rate
F.1.5.f. Transient Guest Tax Rates and Revenues for Selected Kansas Cities, 2016 (Kansas Department of Revenue)
Economy Goal
Performance Measures
G.1.5.c. Tourism is a strong economic driver and reflects the unique attractions and amenity mix of Hutchinson.
- Decrease in unemployment rates - Increase in transient guest tax revenues
Strategies S.1.5.c.1.
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Consider examining an increase in the transient guest tax to raise revenues for marketing tourism, reduce expenditures from the General Fund and give attractions a facelift.
Framework: Economy S.1.5.c.2.
Examine arrangement and timeline for upgrading the Atrium and ensure targets are being met.
S.1.5.c.3.
Improve pedestrian access and connectivity in areas near hotels and tourist attractions by including such improvements in the CIP.
S.1.5.c.4.
Explore options for running a visitor shuttle on a pilot basis to assist with conveying travelers between attractions.
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1.6 Framework: Infrastructure Vision: Hutchinson’s infrastructure is attractive, wellmaintained, serves multiple purposes and supports a growing population. Hutchinson, like most cities on the Great Plains, has an extensive and aging infrastructure with many different components each designed to serve a singular function. Bicycle and pedestrian facilities are discussed in section 3.2 of this Plan, while floodplain infrastructure, including levees and drainage ditches, is discussed in section 1.3. This section explores the City’s railroad, road, water, sanitary sewer, public transportation and airport systems and makes recommendations for sustaining these into the future.
Background Railroads Hutchinson was built by the railroad. C.C. Hutchinson founded the City of Hutchinson in 1871 on the newly constructed Atchison, Topeka and Santa Fe Railroad. The railroad was the key to building the City where it is presently located along the banks of the Arkansas River. Without the railroad, it is doubtful the City would have grown to be as large as it is (24,000 population in 1924 and 42,000 people today), as the Arkansas River is not navigable near Hutchinson and Wichita is positioned better geographically, at the confluence of the Little Arkansas and Arkansas Rivers. Three freight rail carriers: Burlington Northern and Santa Fe Railway; Union Pacific and Southern Pacific Railway; and Kansas and Oklahoma Railroad; still serve the City today. A number of industrial businesses, such as Kuhn Krause and Siemens, have direct access to the rail network. Amtrak provides passenger rail service through Hutchinson along the Southwest Chief line.
Streets Hutchinson has an extensive, well-maintained street system that represents decades of public investment. The system requires long-term planning and responsible budgeting to maintain these facilities into the future. Hutchinson has 271 miles of paved streets; 680 lane miles of paved streets, assuming 12’ wide lanes; 45 miles of alleys; and more than 11,000 street and traffic control signs. In 2014, the total value of Hutchinson’s existing street system was estimated to be about $146 million. Hutchinson has 67 bridges that would cost more than $60 million to replace. These estimates consist of the costs to
69
Designing our Future: Imagine Hutch 2037 install the following components: subgrade and base, pavement, curb and gutter, drainage inlets, sidewalks, ramps, signs, striping, landscaping, and miscellaneous items. Hutchinson also has 75 signalized intersections and crossings. Traffic and pedestrian signals and street lights are being upgraded over time to use more cost-effective LEDs. Roads ranked second to police officers as a spending priority in the Community Survey.
Water The City’s water system includes the operation and maintenance of the Reverse Osmosis Water Treatment Plant (RO Plant), 19 water wells, two booster pump stations, four water towers, two Class I disposal wells and groundwater remediation facilities. The City pumps and treats an average of two billion gallons of groundwater annually, which is distributed to the City’s water customers. The City maintains over 318 miles of water mains, over 5,295 valves, over 2,755 fire hydrants and over 76 miles of water service lines (from main to meter). Each year on average, the City repairs 200 water service lines and 70 to 90 water main breaks, installs 10,000 feet of new water mains, makes over 40 service line taps and completes over 5,700 utility locates. Within the last year, the City has replaced 1.5 miles of water lines at a cost of $1.5 million ($1 million per mile). Altogether, the City spends about $7 million per year on its water utilities. The City’s 2015 water rate study assumes a daily water usage of 167 gallons per day for the average residential user and 1,286 gallons per day for the average commercial user. The assumed residential usage rate is higher than the national average, which is estimated by the USGS to be 80-100 gallons per day per person. Some of the assumed additional consumption could be due to landscaping and irrigation practices of residents.
Sanitary Sewer In 2014, Hutchinson’s wastewater treatment plant treated more than 4.4 million gallons of sewage per day and produced more than 7,400 cubic yards of biosolids, which were disposed of on nearby agricultural ground. The sewer system has 33 lift or pump stations, 241 miles of sanitary sewer lines and 5,438 manholes.
Public Transportation In the past, Hutchinson had an electric trolley system that took passengers to and from the Downtown business district. Today, public transportation comes in the form of the Reno County Area Transportation (RCAT) “wave and ride” bus, which provides several hourly fixed routes that serve the City of Hutchinson, South Hutchinson, and Reno County. Buses
70
Framework: Infrastructure operate Monday through Friday from 6:00 a.m. to 7:00 p.m. and Saturday from 7:00 a.m. to 6:00 p.m., and are closed on Sunday. Specialized Transportation Rural Service on Demand is available to every community in Reno County, Monday through Friday, on a call-in basis, with a 24-hour notice required. RCAT has five outbound bus routes which depart from its Downtown transportation bus barn and maintenance facility (constructed in 2008) and end up at the Hutchinson Mall. Another five inbound routes provide service from the Hutchinson Mall back to the Downtown hub. Outbound and inbound buses each follow different routes to reach as many areas of the community as possible. Service is provided from residential areas such as Mission Place, Washington Heights, and the Clusters, to important centers of business, employment and recreation, such as Downtown Hutchinson, Hutchinson Regional Medical Center, Hutchinson Clinic, Prairie Star Health Center, Dillons, the Hutchinson Mall and surrounding businesses, the Hutchinson Municipal Airport, the Airport Industrial Park, TECH, the Alley bowling center, Elmdale Wellness Center, Carey Park and Reno County Jail. All RCAT fixed route buses are equipped with bicycle racks for those riders who use multiple modes of transportation.
Airport The Hutchinson Municipal Airport is a Class IV general aviation airport located on 1,980 acres. The facility is owned and maintained by the City. The airport has three full-time employees, including an airport manager and two maintenance technicians. The airport is one of ten Part 139 certified commercial airports in the State of Kansas. The airport has full instrument landing capabilities with 9 instrument approaches and ARFF Index B service, serving aircraft up to 198 feet in length. The airport has three runways: a 7004’ x 100’ precision instrument runway; a 6000’ x 100’ crosswind runway; and a 4252’ x 75’ crosswind runway. The airport has runways rated to service Class C-III and D-III aircraft, including Boeing 737-300, MD-80 and Airbus A320. Daily control tower operating hours are from 7:00 a.m. to 11:00 p.m., and the airport has had five days of closure due to inclement weather during the last three years. According to an economic impact study completed by the City in 2010, there were an estimated 169 jobs at the airport with a total payroll of $5.3 million and total economic output of $15.2 million. The airport has 14 tenants, including the Airport Steakhouse and Midwest Malibu Center. Wells Aircraft is a fully licensed FAA aircraft repair station and is a certified Cirrus aviation service center. Charter flights, flight training, FAA private pilot licensing testing facilities and 24-hour fueling service are all available. The airport has letters of agreement with Air Force Training Wings to use the airport as a training airport for air force pilots. The airport also provides certification and test flights for all of the major
71
Designing our Future: Imagine Hutch 2037 aircraft manufacturers in Wichita (Bombardier, Cessna, Beechcraft, Spirit, Boeing, Airbus and Canadair). The airport has not provided commercial passenger service for years, and with Hutchinson’s proximity to the Dwight Eisenhower National Airport in Wichita, future passenger service is unlikely.
Goals, Performance Measures, Issues and Strategies Issues Railroads While railroads serving industrial areas are an asset, train traffic in the City’s Downtown core is disruptive and noisy. The City has seven grade-separated crossings and approximately 75 at-grade crossings. At-grade crossings are dangerous, cause delays and are extremely expensive to upgrade. They serve as an obstacle for public safety responders and an annoyance for others who must wait for the train as they conduct their daily business. Some railroads pass through residential districts with horns sounding during day and nighttime hours.
Infrastructure Goal
Performance Measures
G.1.6.a. Hutchinson takes advantage of its extensive rail network to serve as an economic driver for the community.
- Decrease in the number of at-grade rail crossings - Increase in the number of alternative signals located Downtown and in adjacent neighborhoods
Strategies
72
S.1.6.a.1.
In partnership with the railroads, develop a master plan to reduce the number of at-grade crossings over time. This may involve acquisition of alternative rights-of-way and closure of some at-grade crossings. Abandoned railway corridors could be repurposed as part of the City’s trail system as rail-to-trail amenities.
S.1.6.a.2.
Explore options and financing sources for improving the safety of railroad crossings with upgrades to signage, signals, gates, pavement design, pavement markings and geometric design.
S.1.6.a.3.
Explore the feasibility of establishing quiet zones and installing wayside horns at railroad crossings to reduce noise pollution associated with locomotive horns.
Framework: Infrastructure Street Maintenance 1.
Development Patterns. The City’s low density, auto-oriented development patterns have caused not only streets, but water, sanitary sewer and drainage infrastructure to spread out over larger and more sparsely populated areas. The infrastructure required per property increases as does the installation and maintenance cost per City taxpayer when densities are lower. In the case of new subdivisions, infrastructure is often financed through special assessments with a portion of the installation costs being borne by the land owners and a portion by City taxpayers as a whole. Once the infrastructure is installed, the City takes over total responsibility for maintaining it forever.
2.
Street Upgrade Policy. In the past, the City has permitted development to take place within the City limits without requiring streets to be upgraded to urban standards at the time of development. In some cases, the owner of the last land to develop along the road must pay for upgrades for which others reap the benefits. A more consistent policy on street upgrades is needed to ensure that all developments pay their fair share of the street improvements that ultimately benefit their property.
3.
Traffic Signalization. Some residents have complained that Hutchinson has too many signalized intersections and uncoordinated signals causing frequent stops. An automated traffic management system may be of some benefit to the City.
4.
Intersection Design. Hutchinson’s street intersections are well-designed with only a few exceptions. Problem intersections mentioned in the Community Survey and Public Engagement sessions were the 11th, Lorraine and K-61 intersection and the 17th and K- 61 intersection, both of which have no crosswalks or sidewalks and do not accommodate pedestrians or cyclists.
5.
Deferred Maintenance. In the past, the City has not had a formal pavement management system to prioritize and inform long-term budgeting and capital improvement decisions. Past deferred investment in the City’s street system has led to a potential increase in future maintenance and replacement costs.
6.
Timeliness of Maintenance. Street maintenance issues, such as potholes and drainage problems, are not always addressed promptly, thereby exacerbating the maintenance issues.
7.
Paving Inspections. Street reconstructions and new overlays are performed by private contractors who do not always provide high quality work. Freshly paved streets need to be inspected for compliance with City standards before the contractor is given final payment. Newly paved streets should not have bumps, dips, ripples and imperfections. Better inspections can help to prevent unnecessary maintenance and reconstruction costs.
8.
Street Widths. Some of Hutchinson’s streets are wider than necessary. The new subdivision regulations adopted in 2015 will help to reduce street widths for new construction, but some existing streets represent an inefficient use of land and money. Initial installation costs and long-term maintenance costs can be reduced by alternative street designs and retrofits to existing streets.
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Designing our Future: Imagine Hutch 2037 9.
Brick Streets. Hutchinson has some neighborhoods with original brick streets that have never been resurfaced or reconstructed, and most of them have a rough but tolerable driving surface. Some brick streets contain patches of concrete or asphalt that are only a short-term repair and present a sloppy image. The City needs to establish a long-term plan for the maintenance or replacement of its brick streets.
Infrastructure Goal
Performance Measures
G.1.6.b. The City’s street network is efficient and wellmaintained.
- Decrease in average response time for filling potholes. - Decrease in maintenance costs per lineal foot of roadway - Decrease in the number of pothole and street maintenance complaints.
Strategies
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S.1.6.b.1.
To reduce infrastructure costs per development, explore amendments to the zoning and subdivision regulations to encourage more compact development patterns.
S.1.6.b.2.
Evaluate traffic signal timing and warrants to keep up with changing traffic patterns.
S.1.6.b.3.
Continue to work on implementing a comprehensive pavement management system to help the City choose cost effective strategies for maintaining the City’s streets.
S.1.6.b.4.
Implement preventive street maintenance methods to prolong the life of the City’s streets.
S.1.6.b.5.
Maintain or increase CIP funding levels for streets.
S.1.6.b.6.
Implement a proactive approach to addressing potholes and drainage problems to include status updates to citizens.
S.1.6.b.7.
Consider using special inspectors for oversight of street projects constructed by private contractors to ensure work is held to a high standard.
S.1.6.b.8.
To improve output and save costs, consider employing the use of City personnel and City equipment on street projects, including reconstructions, mill and overlays and alley maintenance.
S.1.6.b.9.
Explore winter projects to maximize the use of available City personnel.
S.1.6.b.10.
Draft a policy to address the timing requirements and payment responsibilities for new street infrastructure.
Framework: Infrastructure Accommodation of All Users 1.
Bicycles and Pedestrians. Sharing the road is a concern in Hutchinson, as there have been a number of recent accidents involving motor vehicles and trucks striking bicyclists and pedestrians. Increased education and caution on the part of drivers, bicyclists and pedestrians is needed. The bicycle and pedestrian network is discussed in more detail in Section 3.2 of this Plan.
2.
Shared Facilities. Some of the City’s wide streets present opportunities to be retrofitted or redesigned to accommodate pedestrians and cyclists.
3.
Truck Traffic. Truck routes are designated but they may need improved signage so drivers can easily identify them. Engine brakes from trucks can be a nuisance in areas where truck routes travel through residential neighborhoods, such as on East Avenue A.
Infrastructure Goal
Performance Measures
G.1.6.c. The City’s street network accommodates a variety of users (vehicles, cyclists, pedestrians, public transit).
- See Performance Measures listed under G.3.2.a.
Strategies S.1.6.c.1.
Continue to evaluate the need and feasibility for incorporating bicycle and pedestrian facilities in all street construction, reconstruction and redesign projects.
S.1.6.c.2.
Improve truck route and engine brake ordinance signage.
S.1.6.c.3.
Conduct educational seminars for bicycle and pedestrian safety.
Water Quality 1.
Groundwater Contamination. Some of the groundwater under Hutchinson is contaminated by industrial waste chemicals. In 2007, the City constructed a Reverse Osmosis Water Treatment Plant (RO Plant), which will clean the City’s contaminated groundwater over time and protect the quality and safety of the City’s long-term, primary water source. The RO Plant treats about 5 million gallons of industrial and household groundwater per day, and it brings the advantages of a reliable source of safe drinking water for the City and a cleaner environment through groundwater remediation. Salt levels were a significant concern in the past but are no longer an issue today. Sodium contaminants in Hutchinson’s water have decreased by 60 percent from a high collection value of 190 ppm in 2008 to 74.5 ppm in 2015.
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Designing our Future: Imagine Hutch 2037 2.
Storm Water Management. Due to federal requirements, the City has implemented stricter storm water management requirements for new development and has adopted a storm water management ordinance to help protect the quality of the City’s groundwater and streams. The use of fertilizers and other chemicals outdoors can make their way into the environment and cause water contamination. Enforcement of proper disposal techniques is difficult due to limited staffing, but educating the public can make a positive impact.
Water Pipe Condition 1.
Aging Pipes. Many of the City’s water mains are aging and are nearing or past the point when they need to be replaced. In 2014, the City repaired 73 water main breaks (1 every 5 days) and 143 service lines (1 every 3 days).
2.
Service Interruptions. Water line breaks cause service interruptions to residents and businesses and negatively impact fire protection.
3.
Undersized Pipes. Many older lines are only 4” diameter and should be upsized to 8” for better fire protection.
4.
Potentially Hazardous Pipes. Some water service lines have galvanized or lead pipes. These have not been identified comprehensively.
Water Usage
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1.
Water Conservation. As discussed in the Environment section, drought and water shortages are a concern in Kansas, and now is a good time to seek out positive approaches for water conservation and groundwater management to mitigate problems that may occur locally. Watering a lawn in the middle of a hot August day is an example of poor efficiency and poor conservation. Perhaps simple education can change behaviors for the benefit of the community and the environment.
2.
Public Property Irrigation. The City’s current practice of watering the Carey Park Golf Course with water treated by the RO Plant instead of using irrigation wells is not cost-effective.
3.
Water Extension Policy. In the past, the City has extended water service to some areas outside the City limits. Instead of annexing those properties, the City has charged an out-of-district service fee to the property owner. This practice has allowed property owners to gain the benefits of one City service without paying for the other services they are likely using, such as the City’s streets and the full cost for fire protection services.
Framework: Infrastructure Infrastructure Goal
Performance Measures
G.1.6.d. The City has an ample supply of safe water to support residents and industry and can deliver it at a reasonable price.
- Decrease in average daily water consumption per capita - Decrease in the number of lead pipes - Water rates are at or below the average of other Plains cities - Decrease in the number of parks and other highly landscaped areas using treated water for irrigation
Strategies S.1.6.d.1.
To protect water quality, explore changes to the city code to: 1) reduce the amount of impervious pavement required for new development, and 2) reduce the amount of storm water runoff onto into City streets and storm drains.
S.1.6.d.2.
To improve water infrastructure condition, plan for gradual, moderate annual increases in user rates to keep up with maintenance costs and major capital improvements.
S.1.6.d.3.
Prioritize the replacement and upgrade of critical water infrastructure to reduce service interruptions and to increase fire pro ection.
S.1.6.d.4.
Replace problem area water mains with new and larger pipes as funds are available, with a goal of replacing three miles per year by 2025.
S.1.6.d.5.
Identify and inventory galvanized and lead water service lines and develop a plan to replace them.
S.1.6.d.6.
Develop a campaign to educate the public about methods to conserve water as well as the environmental and economic benefits f doing so.
S.1.6.d.7.
Develop a water utility pro forma that can be updated by staff that includes capital improvement projects, revenues, reserve funding, bonds and salaries to estimate rates and spread out increases over time. (This could be done in conjunction with Strategy S.1.6.e.7.)
Future Strategies FS.1.5.c.1.
Establish a City-wide water conservation policy.
FS.1.5.c.2.
Explore the possibility of installing irrigation wells on the Carey Park Golf Course.
FS.1.5.c.3.
Develop a plan for annexation of developed properties located outside the City limits but served by City water, and require connection to City water when a property is annexed.
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Designing our Future: Imagine Hutch 2037 Sanitary Sewer 1.
Aging System. The existing sanitary sewer system is aging and sewer pipes are deteriorating. Defective pipes and manholes need to be identified. Proactive measures are required to maintain and extend the life of the system. Overall conditions of the system need to be improved.
2.
Root Intrusion. Root intrusion into sewer pipes is a common problem.
3.
Sewer System Contaminants. The amount of fats, oil and grease entering the sanitary sewer system needs to be diminished. 4.
Defective Pipes. Defective sewer pipes and pipe joints can cause the infiltration and inflow of clear groundwater which seeps into sewer pipes. This infiltration increases the load on the wastewater treatment plant and reduces the efficiency of treatment.
5.
Treatment Plant Upgrades. The wastewater treatment plant has 5 aging screw pumps. These need to be replaced with a submersible pump. The ultraviolet disinfection processing infrastructure also needs to be replaced.
6.
Biosolid Disposal. The City needs to acquire land for sludge (biosolids) disposal. Currently, the land owner adjacent to the wastewater treatment plant allows the City to dispose of its sludge on his property. A more diversified approach, to include incineration for energy and distribution and marketing should be explored.
7.
Rate Shock. A pro forma or other tool containing long-term revenue and expenditure forecasts for the sanitary sewer utility needs to be developed and updated yearly as part of the budget process. Smaller, more frequent, rate increases are generally preferable to large ones that cause sticker shock for consumers. Rate studies will still be required periodically, but the timeframe between studies can be extended.
Infrastructure Goal G.1.6.e. The City’s sanitary sewer system is in good condition and efficiently conducts and treats waste flows, with the capacity for future growth.
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Performance Measures - Decrease in the gallons of effluent generated per capita - Increase in wastewater treatment capacity - Increase in disposal methods and options for biosolids
Framework: Infrastructure Strategies S.1.6.e.1.
Focus on preventive maintenance and extending the useful life of existing infrastructure.
S.1.6.e.2.
Conduct sewer line inspections to identify root intrusion problems. Continue using chemical root control and preventive maintenance measures.
S.1.6.e.3.
Develop a Fats, Oil and Grease (FOG) program.
S.1.6.e.4.
Conduct an infiltration and inflow (I & I) study to identify areas with excessive I & I problems.
S.1.6.e.5.
Make upgrades to the wastewater treatment plant.
S.1.6.e.6.
Explore diversification of biosolids disposal to ensure long-term viability.
S.1.6.e.7.
Develop a sanitary sewer pro forma that can be updated by staff that includes capital improvement projects, revenues, reserve funding, bonds and salaries to estimate rates and spread out increases over time. (This could be done in conjunction with Strategy S.1.6.d.7.)
Public Transportation 1.
Funding. Funding for the RCAT public transit system is comprised of local, state and federal sources. Hutchinson’s population is not large enough to qualify for the more substantial Federal Transit Administration (FTA) formula grants that are available to communities of 50,000 or more. These grants typically provide federal funding for up to 80 percent of capital project costs and 50 percent of operating costs. RCAT has secured funding from FTA Section 5309 and 5311 Grants.
2.
Accessibility. Though not a City function, public transportation uses the City’s streets and rights-of-way. Aside from some school loading zones, the City’s existing streets were not designed with public transportation in mind, and the lack of permanent bus stops with safe and accessible sidewalks is an obstacle. Some communities provide pullout loading spaces for buses that allow buses to stop safely without impacting traffic flow.
3.
Shelters & Fixed Routes. The “wave and ride” system is confusing, causes buses to stop at unexpected locations and poses a danger to motorists and other users of the road. While there are fixed routes, there are only a few fixed stops or shelters. RCAT drivers never know how many times they will pull over to pick up passengers, and this can cause inconsistency in the time schedule. Fixed stops would not only create a safer environment but support the time schedule as well.
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Designing our Future: Imagine Hutch 2037 4.
Ridership. Ridership has increased but could be built up. Formal bus stops would help. To help fund fixed bus stops, RCAT may consider looking into business partnerships for bus stop advertising.
Infrastructure Goal
Performance Measures
G.1.6.f. Hutchinson’s public transportation system succeeds in providing an affordable, safe and easy-to-use means of transportation to all residents, especially to the elderly and to those of low-income, and has ever-increasing ridership.
- Increase in the number of fixed stops with accessible routes - Increase in RCAT ridership
Strategies S.1.6.f.1.
Coordinate with RCAT to identify locations for fixed-route bus stops, pullouts, sidewalks and shelters and plan for their installation in conjunction with City street projects and new development proposals.
Airport
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1.
Funding. Since 2006, the airport has received $12.1 million in FAA Airport Improvement Project grants to maintain and improve runways, lighting and safety areas, and to fund environmental studies and land acquisition. The City typically provides a 10% match. Federal funding has become more difficult to secure as the FAA now considers the number of based aircraft and total operations in determining funding allocations.
2.
Aircraft. Hutchinson’s based aircraft count has dropped to 34 aircraft (25 single engines, 3 multi engines, 5 jets and one helicopter).
3.
Airport Operations. The airport has seen total operations drop from 39,370 in 2013 to 34,774 in 2015, which represents an 11.7% decrease over two years.
4.
Hangar Condition. The decline in operations can be explained in large part by the condition of Hutchinson’s hangars, which were constructed in the 1940s and 1950s. The airport is missing out on attracting aircraft management companies because it lacks first-class hangar space. In addition, the airport has limited T-hangar space, which can provide a more economical option for aircraft rental storage. Some aircraft owners have moved their aircraft to other airports in the region because of recently-constructed facilities and direct leasing from airport sponsors.
5.
Runway Condition. The airport’s two crosswind runways are listed on the national airports pavement condition index as poor. The City is seeking FAA grant funding to improve the runways. Pending FAA funding, one runway will be completely
Framework: Infrastructure reconstructed and one will be shortened by 1,600 feet (from 6,000 feet to 4,400 feet). 6.
General Fund Subsidy. The airport is subsidized through the City’s General Fund each year by Hutchinson taxpayers. In recent years, subsidies have increased considerably due to a loss of tenant revenue and a decline in traffic. From 2012 to 2016, City subsidies for the airport have increased by 88% from $194,155 to $366,429 ($10,777 per based aircraft). The current trend cannot be sustained.
7.
Runway Protection Zone. There are several residential properties located within Runway Protection Zone (RPZ) to the North of the airport. The City has budgeted annually to acquire these properties over time through voluntary sales.
Infrastructure Goal
Performance Measures
G.1.6.g. Hutchinson’s airport facilities are highly desirable and competitive with airports in the region and are fully utilized (by aircraft management companies and aircraft owners), requiring little reliance on City funding to support their operations and maintenance.
- Increase in total operations - Increase in revenue from rents and other private sources - Decrease subsidy
in
General
Fund
Strategies S.1.6.g.1.
Develop an Airport Business Plan to include:
S.1.6.g.2.
1) Marketing and outreach; 2) Establishment of an Airport Authority; 3) Identifi ation of the Airport as a key Gateway for the City; 4) Establishment of fees for heavy aircraft; and 5) A long-term strategy for Airport sustainability.
Establish a pavement maintenance plan for the airport.
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1.7 Framework: Land Use Vision: Hutchinson is an active and vibrant City with compatible land use patterns that support a safe, growing and welcoming community. Despite being founded prior to the formal authorization by Congress of zoning regulations via the Standard State Zoning Enabling Act of 1926, Hutchinson has surprisingly few areas with incompatible land uses. The City was built upon a good foundation, with a gridded street network, commercial uses centered on Main Street and residential uses surrounding the center. Industrial uses were generally located on the fringes, away from the primary residential and commercial locations. Hutchinson’s first zoning regulations were adopted in 1928, which is earlier than the surrounding towns of McPherson (1929), Salina (1966) and Newton (1979). The City’s long heritage of planning has sustained a development pattern that is logical and compatible in most instances. This section discusses the City’s historic and current land use patterns and offers strategies to support the City into the future. It also includes a new Comprehensive Plan Land Use Map.
Background
Like most midwestern cities, Hutchinson has a variety of land uses and land use types but few mixed-use areas outside of the Downtown core. The 2009 Future Land Use Map contains 10 land use designations (see F.1.7.a. and M.1.7.a.). Central Business District
Commercial
High-density Residential
Industrial
Institutional
Light Industrial
Low-density Residential
Manufactured Homes
Office
Park Land
F.1.7.a. Existing Land Use Designations
This Plan contains eight land use designations, combining the commercial and office designations, the light industrial and industrial designations and the institutional and park land designations. These land use types have been combined because of the relationship between the comprehensive plan and the zoning regulations. Proposed land use designations are included at F.1.7.b. Rezone requests that require a new land use designation will also require amendment of the Comprehensive Plan Land Use Map in accordance with the requirements established in the Executive Summary of this Plan.
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Designing our Future: Imagine Hutch 2037 Comprehensive Plan Land Use Map Designation
Compatible Zoning Districts
Central Business District
C-5, R-5, P/I, AE
Commercial
EN, R-5, C-1, C-2, C-3, C-4, CR, AE, P/I
High Density Residential
EN, MP, R-6*, R-4, R-5, C-1
Industrial
C-3, I-1, I-2, I-3
Low Density Residential
TA, R-6*, R-1, R-2, R-3, P/I
Public/Institutional
P/I, A-I*
*New district proposed as a Plan Strategy.
F.1.7.b. Proposed Land Use Designations & Compatible Zoning Districts
Map 1.7.b. contains the Comprehensive Plan Land Use Map that will be adopted as part of this Comprehensive Plan. The map has been developed with the following guiding parameters:
1. Reflect rezones that have been approved since 2009
2. Correct persistent nonconforming uses created by the current zoning and future land use designations where existing land uses are unlikely to change
3. Adjust land use mix
4. Reduce the number of land use designations
5. Incorporate newly annexed areas
6. Include the Area of Influence
7. Encourage mixed uses where feasible
Each of these parameters is described in more detail below.
Rezones Approved Since 2009 In 2011, the City of Hutchinson adopted new zoning regulations and a new zoning map but did not adopt a new Future Land Use Map. This made the Future Land Use Map (prepared in 2005 and amended in 2009) out of sync with the zoning regulations. No provisions were made for pairing the two of these, perhaps because the intent was to develop a new comprehensive plan as soon as the zoning regulations were adopted. Due to a variety of factors, preparation of the new comprehensive plan was delayed until 2016 and amendments to the Future Land Use Map have not been made since 2009. The new map incorporates rezones that have occurred since 2009.
Persistent Nonconforming Uses The zoning regulations and Future Land Use Map (2009) contain some areas with nonconforming uses that are not likely to become conforming in the foreseeable future, as many of them have been nonconforming for decades. This means that changes to the property (i.e., additions or new structures) or changes of use cannot be made without complying with the zoning regulations in effect at the time of the proposed change. Nonconforming uses tend to underperform because they cannot expand their operations but remain where they are all the same. Other times, they are simply abandoned, leaving vacant and unsightly buildings with little redevelopment potential. Hutchinson has some underperforming properties, as well as some vacant ones due to nonconformance. The Established Neighborhood (EN) zoning district is the primary example where the Comprehensive Plan Land Use Map has been revised to reflect actual uses.
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Framework: Land Use Land Use Mix There is no established optimal standard for land use mix. A community can use its Comprehensive Plan Land Use Map to guide development toward meeting its strategic goals. For instance, a city that hopes to become a retail center would need to have plenty of commercially-designated properties. A community seeking to be the national center of shipping would want to have a heavier mix of industrially-designated properties. F.1.7.c. shows the current land use mix (from the 2009 Future Land Use Map). This is very similar to the City’s zoning mix found in F.1.7.d. While most of the property located within the current city limits is developed, 1,488.3 acres (or 9.4% of the total property located within the City) is undeveloped. F.1.7.e. contains the acreage of vacant (undeveloped) properties by current zoning district type. F.1.7.f. shows the acreage of all land use types, including the designations proposed for the Area of Influence.
Commercial
11%
Industrial
12%
Residential
45%
Public/Institutional
24%
Other
8%
Figure 1.7.c. 2017 Land Use Mix
Commercial
10%
Industrial
17%
Residential
49%
Public/Institutional
22%
Other
2%
Figure 1.7.d. 2017 Zoning Mix
As can be seen, the majority of vacant land in the City is zoned for residential purposes. Commercial 140.3 9% In fact residentially-zoned land comprises Industrial 230.7 16% 75% of all vacant land. The proposed Residential 1117.3 75% Comprehensive Plan Land Use Map, Total 1488.3 100% including the Area of Influence, designates 61% of all property for residential purposes. F.1.7.e. 2017 Vacant Land Inventory This is an increase above the existing 45%. However, that is not unusual given the uncertain future in the growth area. Land designated for public and institutional uses is reduced from 24% to 15%. Industrially-designated properties make up the same percentage of the overall land, which reflects an additional 2,210 acres of industrial property, that has been added to the City’s inventory. Finally, commercially-designated properties make up a smaller percent of the 2017 City Limits Area of Influen e Total Percent total (8% vs. 10%). There is Commercial 1,362.19 832.733 2,194.919 8% still ample opportunity for Industrial 2,202.800 2,194.463 4,397.263 16% commercial development, Residential 5,816.500 11,566.634 17,383.134 61% with 833 additional acres of 3,058.700 1,257.660 4,316.360 15% undeveloped commercial Public/Institutional Total 12,440.19 15,851.49 28,291.677 100% property located within F.1.7.f. 2017-2037 Future Land Use Mix the Plan area. Land Use Designation
Vacant Land in Acres
Percent
Each primary land use category is discussed in more detail below.
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Designing our Future: Imagine Hutch 2037 Residential To accommodate an annual growth rate of 1% (see Demographics), the City would need 4,997 additional dwelling units by 2037 (adjusted upward by 3% to reflect margins of error). This number is calculated using the current population (41,569), the target population (51,756) and an average household size of 2.1 persons per unit (this number is slightly lower than the present number (2.36) to account for a general downward trend in average household size nationwide). Presently, there are 1,117.3 acres of undeveloped residential property located within the city limits. Assuming an average density of four units per acre, the existing vacant acreage can support 4,469 dwelling units. An additional 132 acres of residentially-designated property is needed to support the target 2037 population, and this property would need to be annexed or densities would have to increase in order to support full Plan build-out. Adequate residentiallydesignated property is located within the Area of Influence to meet future growth needs. It should be noted that an estimated 6.8% of the existing, developed residential units are unoccupied or are being used for storage. Some of these properties can be rehabilitated and would contribute to the City’s ability to accommodate the desired future growth. Commercial While the majority (89%) of the City’s commercially-designated property is developed, some developed commercial properties are abandoned or have a revolving door of tenants. Many empty commercial properties are located along key corridors, especially south of 17th Avenue. However, there are also some empty and declining commercial properties located north of 17th Avenue (e.g., K-Mart, Hastings and Dillon’s former 30th Avenue site). The City’s primary commercial areas have historically been positioned along E 30th Avenue, Main Street, E 4th Avenue and W 5th Avenue. But, a transition is occurring. Land uses on W 5th Avenue have a much more industrial feel. The same is true along E 4th Avenue, particularly east of Severance Street. Commercial investment is generally moving toward the north and the east. Since 2011, several new commercial developments have been constructed east of Severance Street and north of 11th Avenue. These include Kohl’s, Dillon’s Marketplace, Rib Crib, Verizon, Panda Express, Prairie Star Health Center, the Family Entertainment Center and other commercial developments.
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Framework: Land Use In addition, pressure is being placed upon the City to rezone large-lot residential properties located along Waldron between E 23rd Avenue and E 30th Avenue to commercial. The Planning & Development Department has received recent inquiries about the feasibility of converting properties along the W 5th Avenue and E 4th Avenue corridors from commercial zoning to industrial zoning. It appears that shifts in the City’s commercial land use patterns are occurring. The proposed land use plan reflects some of these shifts. However, it should be noted that additional shifts will likely be needed and the City should be open to amendments when the health, safety, welfare, morals and aesthetics of the community can be maintained. Industrial Industrial properties also face redevelopment issues. Many of these structures were constructed prior to existing building codes or were located outside the city limits when constructed. Reuse of developed but empty industrial properties under the current regulations, even when using the existing building code, is difficult. The City, in partnership with the Chamber of Commerce, has 169.8 acres of industrially-zoned property located in the Airport and Salt City Business Parks that are shovel-ready. Recent development proposals in these areas could substantially reduce available industrial land and it is likely additional land will be needed or incentives for reuse of existing properties will need to be found. Public/Institutional
Courtesy Dan McCarron
A large percentage (24%) of Hutchinson is designated as public, institutional or parkland. This is perhaps not surprising considering that the City is home to the state fairgrounds, a state correctional facility, the county jail, a community college, a zoo, a splash park, a golf course, a nature center and a ball park. Hutchinson is also home to a regional medical center. Public and parkland uses do not generate property tax revenues for the City. Dependent upon the use, institutional land may not add to the property tax base either.
Reduce Land Use Designations The more land use designations a Comprehensive Plan Land Use Map has, the more amendments will be needed when rezones are requested. Since the City’s land use patterns appear to be changing, providing broader land use categories will expedite development and ensure adequate protections for health, safety and welfare are in place.
Incorporate Newly Annexed Areas Since 2009, 1,223.1 acres have been annexed but have not been designated on the Comprehensive Plan Land Use Map. This plan designates those properties in conformance with the underlying zoning and/or land use.
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Designing our Future: Imagine Hutch 2037 Include the Area of Influence In 2016, the Reno County Board of Commissioners granted the City authorization to comment on land development proposals located within an area surrounding the City and depicted on the 2017-2037 Comprehensive Plan Land Use Map as the “Area of Influence.” Property located within the Area of Influence has been pre-designated for land use based upon its location, current use and future development potential. Properties annexing to the City with a different proposed land use designation than that denoted on M.1.7.b. will need to make the findings for map amendment found in the Executive Summary of this Plan. In addition, those County development proposals that conflict with the M.1.7.b. will require City Council review.
Encourage Mixed Uses The City’s Zoning Regulations contain a Planned Unit Development District (PUD). However, no PUDs have ever been developed in Hutchinson. PUDs are a tool for encouraging a mixture of uses and creative development types. Mixed use development has occurred in the Downtown, but other parts of the City continue to develop with an auto-oriented, single-use pattern. The Comprehensive Plan Land Use Map includes commercial designations at key intersections in the City’s potential annexation areas. These represent key areas where mixed uses, via PUDs could be developed.
Goals, Performance Measures, Issues and Strategies Issues Friendly, Predictable Development Process with Attractive Outcomes The City has made great strides to streamline the development approval process. Since 2013, the following have been accomplished: • Established Development Review Committee • Revised Staff Report Format • Adopted new Subdivision Regulations • Designed Informational Brochures • Reduced Mailings • Implemented Electronic Packets • Developed Database Tracking However, there are still obstacles that make the development review process inefficient. 1.
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Table of Land Use Categories. When the City adopted the 2011 zoning regulations, a table containing more than 300 land use categories was included. Despite the myriad of uses, applicants frequently propose uses that are not contained in the land use table. Due to the narrowness of the list, it can be difficult even finding a similar use and this can lead to conflicts with applicants. The table is also not internally consistent. Retail sales, for example, are classified according to what product is sold, not the size of the store or potential impacts. See F.1.7.g.
Vehicular Commercial
Industrial Uses Research and Development Warehousing and Storage
Contractors, Contractor Yards, Storage and Supply
Large Contracting and Materials Manufacturing
Food Processing and Manufacturing
Race tracks Recreational vehicle parks (RV parks) Roller and ice skating rinks Sports arenas Stadiums Video arcades Boat dealers, sales, rental and leasing Motor vehicle repair, painting and body shops Motor vehicle dealers, sales, rental and leasing Motor vehicle washes, self-services or automatic Motorcycle dealers, including moped and scooters Recreational vehicle sales and rentals
C C C -
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C P C C C -
C C C -
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C P -
C C P P C P C P P
P C C P P C P C P P
C C C P C C P C P C
C C -
P C C C C P C P C P P
P C C C C P C P C P P
P C C C P C P C P P
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General research facilities Scientific research laboratories Bulk materials or machinery storage (fully enclosed) Bus garages and bus repair shops Self-service storage facilities (mini warehouses) Storage facilities and outdoor storage yards Truck terminals/motor freight terminals Vehicle, trailer, recreational vehicle and boat storage Warehouses and distribution centers Wholesale businesses and storage Carpenters Carpet and rug cleaning plants Carport and storage building sales Contractors’ offices with indoor equipment storage Contractors’ offices with outdoor equipment storage yards (excluding heavy machinery) Contractor’s storage yards (excluding asphalt or concrete mixing) Non-commercial garages and hobby shops Trade shops (including cabinet makers) Asphalt and concrete contractors Concrete products manufacturing Excavating contractors Highway and street construction companies Manufactured home construction Prefabricated buildings and components manufacturing Wrecking and demolition contractors Food and beverage products processing and manufacturing, excluding breweries
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P C P S S S S S S S S S
C C -
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C C C P -
C C C C C C C P C
C C C C C C C P -
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C C P C P P C P C C P P P P P
C C P C P P C P P P P P P P P
P P P P P P P P P P P P P P P
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S
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P
P
P
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P P -
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C -
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P P C C C C C C
P P C C C C C C
P P P P P P P P
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Framework: Land Use
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F.1.7.g. Table of Land Use Categories Excerpt (Zoning Regulations) 61
2.
Change of Use Policy. Another issue that hinders development is the City’s current practice regarding changes in use. Under the zoning regulations, a change in use requires compliance with current regulations. This is also the case if a property has been vacant for at least one year and is reused as the previous use. Many properties located along the E 4th Avenue and W 5th Avenue corridors were developed prior to being annexed into the City and do not meet the City’s standards. Variances are often needed for landscaping and number of parking spaces.
3.
Ambiguous & Unclear Zoning Districts. Some of the existing zoning districts are ambiguous or unclear, including the I-2 (industrial), CR (commercial residential), EN (established neighborhood) and C-3 (outdoor commercial) zones. A quick inventory of the City’s land use table shows that I-2 only functions distinctly from either I-1 or I-3 ten times. The CR district is located exclusively along E 30th Avenue and was instated to reflect a perceived change in use occurring along that corridor, namely, the conversion of existing residential properties to commercial uses. This Plan proposes making the entire corridor commercial.
The EN zone contains a mixture of residential, commercial and industrial uses, but regulating this zone is difficult. This Plan proposes establishing smaller districts and rezoning these properties to R-4 (residential neighborhood conservation district), C-4 (special commercial district) and I-1 (light industrial) dependent Courtesy Dan McCarron upon the underlying use. Finally, this Plan proposes elimination of the C-3 outdoor commercial district. This zone is predominately located along Nickerson Boulevard, but is not really distinguishable from the C-4 zone.
89
Designing our Future: Imagine Hutch 2037 4.
New Zoning Districts. Two new zoning districts are recommended. The first is a Residential Infill zone. This zone is proposed for the core residential areas of the City which developed with a more compact development pattern. An infill district (R-6) would allow for more flexibility of development in these areas. The second district is an Airport Industrial Zone (A-I), which would allow for multiple uses to be located on the airport property. Presently, runways, hangars Use Permit Process and aviation are not among the uses listed in the Table of LandConditional Use Categories. Planning & Development Department 620.694.2639
5.
6.
Public Hearings. The 2017 zoning regulations contain 281 uses that require public hearings prior to approval. Under state statute, public hearings must provide a 20-day notice in the newspaper and to surrounding property owners. A good ordinance can minimize the need for special permitting, reduce staff workload and, most importantly, speed development. Special permitting would then only be needed for the most hazardous use types.
Please Note: Projects on historically-designated properties or on properties located within a designated historic district require Historic Review approval, in addition to Conditional Use Permit approval.
Step 1
Submit Conditional Use Permit Application Step 2
Project Review by the Development Review Committee
Plans Approvable
Step 3
• • •
Step 5
City Council Report Prepared
Step 6
Legal Notice Printed Property Owners Notified Staff Report Prepared
Step 4
(9 AM, City Council Chambers)
Step 2c
Plan Comments Sent to Applicant
Step 2b
Attend Public Hearing of the Planning Commission (5 PM, City Council Chambers)
Project Approved / Forwarded
Attend City Council Meeting Project Approved
Plans Not Approvable
Submit Revised Plans
Project Not Approved / Forwarded
Redesign Project
Project Not Approved
Step 7
Approval Letter Sent to Applicant
Step 8
Apply for Building Permit
Applicant Activity
City/DRC Activity
Step 6 Timing:
Landscape Requirements. The City’s landscape regulations pose a barrier to development. This section of the ordinance is so complicated and difficult to interpret that even City Staff have a tough time reviewing landscape plans. Most landscape plans require revisions, as applicants are confused about the requirements. The requirements could be simplified significantly to achieve the same result. Step 1: Submit Conditional Use Permit application materials a minimum of 5 weeks prior to the desired Planning Commission Meeting. Meetings are held on the 1st and 3rd Tuesday of every month. Step 2: Projects are reviewed by the Development Review Committee (DRC). Comments will be sent to the applicant within 3 days of the DRC meeting. If revised plans are needed, applicants are typically given 1-2 weeks for revisions. Step 3: City staff prepares the Legal Ad and notifies adjacent property owners, as well as writes a staff report, in accordance with State and local regulations. Step 4: The Hutchinson Planning Commission considers the request at a Public Hearing. The applicant and/or representative are required to attend hearing. Step 5: City staff prepares a staff report for the City Council. Step 6: City Council considers the Conditional Use Permit. Meetings are held the 1st and 3rd Tuesday of every month. The applicant and/or representative are required to attend. Step 7: Approval/denial letters are sent within 3 days of the City Council action. Step 8: Once the Conditional Use Permit is approved, the applicant my file for a Building Permit. Please contact the Inspections Department for submittal requirements.
Please contact the City of Hutchinson Planning & Development Department, 620-694-2639, for more information or to arrange for a pre-submittal meeting. P:\\Standard Operating Procedures\Process Flow Chart-Conditional Use Permit
Prepared: July 3, 2014
7.
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PO Box 1567, 125 E Avenue B Hutchinson KS 67504-1567 www.hutchgov.com
Auto-Oriented Developments. Recognizing the need to make new commercial developments more attractive and accessible by pedestrians, the City’s zoning regulations offer zero setbacks for commercial developments located along arterial roadways (e.g., E 17th Avenue, Main Street, Airport Road, E 30th Avenue,
Framework: Land Use E 4th Avenue). Buildings can be attractive; parking lots rarely are. But, few new developments have taken advantage of the reduced setback requirement. Kohl’s, Dillon’s, Panda Express and other new commercial developments constructed since 2011 have opted to feature their parking lots rather than their buildings. The City’s parking lot landscaping requirements have made the parking lots more appealing but the automobile still rules the day.
Courtesy Dan McCarron
Land Use Goal
Performance Measures
G.1.7.a. Hutchinson has a friendly and predictable development process that generates attractive developments.
- Decrease in the average number of variance requests - Increase in the number of approved infill developments - Decrease in the percentage of landscape plans that require revisions
Strategies S.1.7.a.1.
Revise the City’s zoning ordinance to reduce the number of uses to broad use categories.
S.1.7.a.2.
Revise the City’s zoning ordinance to reduce the number of uses requiring special permitting and to include mitigation measures for as many uses as possible as part of the regulations.
S.1.7.a.3.
Eliminate ambiguous zoning districts – EN, CR, C-3 & I-2 – in order to reduce the number of nonconforming uses and clarify the status of these properties.
S.1.7.a.4.
Simplify the City’s landscape regulations.
S.1.7.a.5.
Revise existing parking standards to meet both the needs of vehicles and pedestrians.
S.1.7.a.6.
Develop a zoning district to support the Airport and compatible uses.
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Designing our Future: Imagine Hutch 2037 Future Strategies FS.1.7.a.1.
Develop a strategy for handling nonconforming properties that moves those properties toward conformance while at the same time allows for use of those properties.
FS.1.7.a.2.
Consider establishing a zoning district that meets the needs of development and redevelopment of smaller residential lots (R-6) located in the City core.
Land for future growth 1.
Extraterritorial Jurisdiction. Hutchinson is the largest incorporated city located within Reno County and does not have extraterritorial jurisdiction. This Plan anticipates that there will be additional land needed to support the desired level of development and calls for further discussions with Reno County to have more influence over property outside the City’s borders in order to allow the City room to grow far into the future.
2.
Area of Influence (Notification Area). Recently, Reno County approved an Area of Influence (notification area) located roughly within a one-mile radius of the City. The proposed comprehensive plan land use designations for properties in this area are included on M.1.7.b. This will allow the City the opportunity to comment on development proposals and rezone applications within the identified area. If the City objects, a supermajority of the County Commission is required to approve the project.
3.
Lack of Urban Standards. While the Area of Influence provides more input than the City has had in the past, it does not guarantee that developments will be compatible or meet the City’s standards. This has the potential to have several impacts, including:
• Reduces annexability of properties surrounding the City • Contributes to unsightly uses along key entrances to the City • Reduces property values of City properties in the vicinity • Provides a growth barrier • Induces developers to build in the County where requirements are less stringent • Increases the tax burden on City residents, as residents and businesses located in the fringe area enjoy the benefits of living near the City but do not share fully in the costs • Contributes to potential erosion of the City’s tax base by ranchette and small lot development permitted within the Area of Influence
4.
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Extension of City Utilities to County Developments. Another interesting thing that has happened in the Area of Influence is the City’s practice, albeit infrequently, of extending City utilities to County developments. While the utilities are supported completely by ratepayers and these properties also pay into the rates, the result is that the City is encouraging development that does not have to bear the full costs of
Framework: Land Use development. The City should examine its own policies about utility extensions and ensure that these meet the overall goals of the City if a property will not be annexed.
Land Use Goal
Performance Measures
G.1.7.b. Hutchinson has plenty of land available to grow into the future.
- Increase in percentage of new developments in the City’s Area of Influence that are developed to City standard
Strategies S.1.7.b.1.
Work with Reno County to establish extraterritorial jurisdiction, shared jurisdiction, a mandatory annexation zone or some other option that protects the City’s borders and allows for expansion to 2037 and beyond.
S.1.7.b.2.
Develop a utility extension and annexation policy.
Future Strategies FS.1.7.b.1.
Develop incentives, such as landscaping credits, to encourage parking areas in new commercial developments to be located behind buildings, rather than in front.
Logical, Compatible and Safe Development Patterns 1.
Incompatible Uses. Hutchinson has relatively few incompatible land uses because of its long history of zoning. Many of the incompatible areas that exist reflect properties that were developed in the County and later annexed to the City. There are some incompatible uses that have been in place a long time, however, and which have almost always been a part of the City. One of these is Midwest Iron & Metal. Industry and housing don’t normally mix well, as the former typically involves noise, odors, outdoor storage, truck traffic, hazardous materials and other negative aspects that most residents do not consider desirable. Map 1.7.c. shows the location of existing incompatible uses. Moving these uses is not always the best option, as they can leave behind brownfield sites that may not be suitable for any type of development, even parkland. Sometimes, the best option is to relocate entrances and install privacy fencing. This is what occurred with Midwest Iron.
(Google Maps)
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Designing our Future: Imagine Hutch 2037 2.
Brownfield Sites. Industrial uses often leave behind barriers to redevelopment and contamination. Examples include salt brine wells, which cause subsidence, and soda ash processing, which causes groundwater contamination. The latter was prevalent in Hutchinson until WWII. Portions of the City’s water supply are still impacted by the spoil piles left behind by this industry. Some of the City’s grain elevators have been abandoned. These behemoths dot the landscape and serve as a testament to a more prosperous time.
Land Use Goal
Performance Measures
G.1.7.c. Hutchinson has a logical development pattern that mitigates the impacts of undesirable land uses.
- Decrease in the number of incompatible land uses - Increase in redeveloped industrial sites
Strategies S.1.7.c.1.
Conduct an incompatible use study and develop a plan for mitigating/ removing conflicts.
S.1.7.c.2.
Fund a brine well study that identifies locations of abandoned wells and contains a mitigation plan and proposed funding sources in order to foster redevelopment in these areas.
Future Strategies
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FS.1.7.c.1.
Identify brownfield sites and seek federal grant funding for cleanup.
FS.1.7.c.2.
Develop a reuse plan for the City’s abandoned grain elevators.
M.1.7.a. 2009 Future Land Use Map
Central Business District
Low Density Residential
Commercial
Manufactured Home
High Density Residential
Office
Institutional
Park Hutchinson City Limits
Light Industrial
South Hutchinson
Industrial
0
1.5
3 Miles
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M.1.7.b. Comprehensive Plan Land Use Map
Low Density Residential
Public/Institutional Area of Influence
High Density Residential
Hutchinson City Limits
Commercial Central Business District
South Hutchinson
Industrial 0
1.5
3 Miles
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M.1.7.c. Incompatible Uses
j k
j k j k j k
j k
jk k j j k k j
k j Incompatible Use Hutchinson City Limits South Hutchinson 0
1.5
3 Miles
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LIVABILITY 2.1 Housing & Neighborhoods 2.2
Public Safety
2.3
Sense of Place
2.4
Community Health
2.5
Education & Youth
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Livability The Livability section of the Plan contains those community components that make the City a desirable place to live. They are fundamental building blocks of a City that work in concert with the Framework components to form a fuller community. Without these two working together, a community struggles to thrive.
“Livable neighborhoods with a vibrant street life will stimulate our economic life as well.” ~ Gavin Newsom “What we call reality is an agreement that people have arrived at to make life more livable.” ~ Louise Berliawsky Nevelson
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2.1 Livability: Housing & Neighborhoods Vision: Hutchinson’s neighborhoods are unique, diverse and compete well in the regional housing market; they include distinctive housing options that are safe and meet the needs of all residents. The City of Hutchinson has long recognized the role quality housing plays in creating a livable community. Since 1995, when the Housing Commission was initially formed, studies have been performed with the goal of analyzing housing and making program recommendations to minimize housing decline. The first study was adopted in 2001. A second study was approved in 2009. In 2015, as part of establishing Rural Housing Incentive Districts, the City prepared a Housing Needs Analysis which serves as an updated study. This Comprehensive Plan section provides an overview of housing and neighborhoods and makes strategic recommendations for the next five years, based largely upon the analysis in the existing studies.
Background
Housing is intrinsically linked to neighborhoods, particularly in an urban context. Hutchinson’s first neighborhoods were constructed beginning in 1872, when the City was incorporated, and were located in the area surrounding Downtown. See F.2.1.a. As the town grew, so did the housing options. Neighborhood growth mirrored population growth, which was high during the 1910s and 1920s (see Demographics, 1.3). In the 1950s, Hutchinson saw a boom in Post-War housing in northern neighborhoods and sustained that growth through the 1970s. M.2.1.a shows the age of buildings throughout the City. Home construction began to slow in the 1980s and 1990s. Since 2000, the City has seen very little growth in the new, single-family housing sector. At the same time, housing maintenance in the southern half of the City has declined. These two factors have raised the community’s concern about the state of housing. In response, the City has partnered with local organizations to discuss housing conditions and strategize policies to address housing.
F.2.1.a. Early Hutchinson Subdivision Plat
The strategies identified in the 2009 Housing Needs Assessment, F.2.1.b., have been accomplished or are in progress through current initiatives and programs.
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Designing our Future: Imagine Hutch 2037 Completed Brush Up Hutch! Paint Program developed
Housing Program Manager hired
Rural Housing Incentive Districts established
International Property Maintenance Code adopted
Rental Registration & Inspection Program implemented
Residential Infill Incentive program developed
2014 CDBG completed (East Avenue A Neighborhood)
Land Bank established
HutchAreaHomes.com developed In Progress 2015 Moderate Income Housing Grant (Townhomes at Santa Fe Place)
2016 Residential Rehabilitation Grant (Interfaith Housing Services)
F.2.1.b. Housing Initiatives Completed or Underway Since 2009
The 2015 Housing Needs Analysis, shows the following housing trends: Hutchinson has an older housing stock than surrounding communities. Figure F.2.1.c depicts that the median age of housing in Hutchinson is two years older than Newton, 33 years older than Maize and 14 years older than the state average. While older housing appeals to some portions of the population, these units often require additional work and expertise to update to meet today’s standards. Older housing also contributes to declining property maintenance trends if properties are not updated over time.
Median Housing Age
Hutchinson
1958
McPherson
1971
Maize
1991
Newton
1960
Kansas
1972
F.2.1.c. Median Housing Age in Regional Cities, 2014 (US Census Bureau)
10,000 9,431
Number of Units
8,000
6,000
4,000 3,087
2,000
0
6
350
338
211
901
43
93
F.2.1.d. Housing Condition (2015 Housing Needs Analysis, Reno County Appraisers)
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Livability: Housing & Neighborhoods Property condition impacts Median Housing Value Hutchinson’s housing values. F.2.1.d. $91,000 contains the Reno County Appraiser’s Hutchinson rating for residential units located inside McPherson $125,900 the City of Hutchinson. “Ideally, most $133,700 units in a community would be rated in Maize the ‘Average’ range, with a somewhat Newton $95,500 even distribution of units above and $129,400 below that mark. While the majority Kansas (65.2%) of housing is rated as Average, F.2.1.e. Median Housing Value in Regional only 356 units (2.5%) rate Above Average. Cities (2015 Housing Needs Analysis) Another 32.3% of housing units are rated below the Average rate, with more than 1000 units rated Poor to Very Poor” (2015 Hutchinson Housing..., 13). Because of the condition of housing in Hutchinson, the value of housing is the lowest in the region. The median housing value, $91,000, is $4,500 lower than the closest regional community (F.2.1.e). F.2.1.f. provides the distribution of housing valuation. More than half of housing is valued below $100,000, with 19% valued below $50,000.
$200,000 to $299,000 6% $150,000 to $199,999 11%
Rental housing is seeing positive growth through new units being built. Not all sectors of housing $500,000 or more have been in decline. For the past <1% two years, new rental housing has Less than outpaced new owner-occupied $50,000 housing in growth (F.2.1.g.).
$300,000 to $499,000 2%
19%
New rental housing units may account for the increase in the rental vacancy rate (F.2.1.h.), which studies have shown helps rent stay $100,000 to affordable. The recent creation of the $50,000 to $99,999 $149,999 39% 23% Rental Registration and Inspection Program may have future impacts on rental vacancy due to unsafe structures being removed from the market, driving the vacancy rate F.2.1.f. Hutchinson Housing Values 2014 (US Census Bureau) back down. With the addition of new and updated rental housing units and the removal of substandard units, Hutchinson’s rental market has the potential to compete with other communities in the region with respect to quality rental housing.
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Designing our Future: Imagine Hutch 2037 100
73
80 56
60
40
20
29 24
0 13
3
0 19
22
10
13
11
0 8
2014
2015
2016
0 2009
2010
2011
2012
2013
Single Family & Duplex
Apartments
F.2.1.g. New Residential Dwelling Units by Year
10 8 7.5%
6 5.5%
5.0%
4
4.2% 3.5%
2
2.3%
2.0%
1.6%
1.3%
1.3%
0
2010
2011
2012
Homeowner Vacancy Rate
2013
2014
Rental Vacancy Rate
F.2.1.h. Hutchinson Dwelling Unit Vacancy Percentage (US Census Bureau)
Recently, the City, in partnership with several local organizations, has taken a more active role in promoting healthy neighborhoods. The Hutchinson Healthy Neighborhood Initiative was launched in 2015 with its primary goal to identify, engage and market neighborhoods. The initiative is working in two feature neighborhoods, where residents are receiving technical assistance to brand their neighborhoods and increase social interactions between the neighbors, as well as some funding for neighborhood and infrastructure improvements.
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Livability: Housing & Neighborhoods
Goals, Performance Measures, Issues and Strategies Issues Variety of Housing Options 1.
Housing Variation. Hutchinson’s housing stock is predominately single-family housing (75%). This increases the cost of housing for residents.
2.
Townhomes / Condominiums. While Hutchinson has seen an increase in multifamily construction and rehabilitations, the structures are mostly apartment-style rental complexes. Townhomes and condominiums are not commonly found in Hutchinson, but could provide a cost-effective alternative for residents.
3.
Manufactured Homes. Hutchinson’s regulations for manufactured/mobile homes have not been updated for some time. Currently, units manufactured in 1976 or later are allowed within the City. However, many manufactured/mobile homes have a life expectancy of 20 years. Units built prior to 1996 may no longer be safe structures.
Housing & Neighborhoods Goal
Performance Measures
G.2.1.a. Hutchinson has a variety of quality housing across the entire City.
- Increase in the mix of housing types - Increase in housing valuation
Strategies S.2.1.a.1.
Develop a targeted demolition plan that maximizes reuse of properties.
S.2.1.a.2.
Support pilot projects for housing to determine the viability of innovative solutions.
S.2.1.a.3.
Focus efforts in feature neighborhoods to maximize impact and improve valuation.
S.2.1.a.4.
Change the replacement/new home mobile home standard to “no more than 20 years”.
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Designing our Future: Imagine Hutch 2037 Housing Disparities Issues 1.
Infill Housing. Eighty-six percent of survey respondents felt that infill and rehabilitation development would assist in improving the Hutchinson economy. While the City has implemented the Residential Infill Development Incentives program and created the Hutchinson Land Bank to aid with the acquisition of lots and elimination of building and water tap fees, these incentives have gone largely unused. The City has contracted with the University of Kansas to develop an infill development study to further investigate possible barriers to development in established parts of the community.
2.
Special Assessments. Developers and home-buyers have indicated the cost of purchasing new homes is increased by special assessments used to pay for the installation of new infrastructure. In response, the City established areas within the City that are eligible for Rural Housing Incentive Districts. These districts will pay for infrastructure costs through the property taxes generated on the new housing. This incentive has not yet been utilized by developers.
3.
Housing Conditions. Sixty-four percent of survey respondents felt housing conditions have not improved or worsened.
Housing & Neighborhoods Goal G.2.1.b. Hutchinson is a desirable community for residential development, including the area south of 11th Avenue.
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Performance Measures - Increase in the number of residential building permits - Decrease in the number of vacant residential or â&#x20AC;&#x153;paperâ&#x20AC;? lots - Increase in the number of new residential infill development permits
Livability: Housing & Neighborhoods Strategies S.2.1.b.1
Implement the recommendations of the Infill Development Study.
S.2.1.b.2
Review current regulations for barriers to infill development and discretionary items that increase development costs.
S.2.1.b.3
Evaluate the effectiveness of Rural Housing Incentive Districts in increasing new home construction.
Housing Market & Neighborhoods Issues 1.
Neighborhood Identification. Hutchinson has formally identified seven neighborhoods, accounting for less than 10% of all housing in the City. The City does not have a formal plan for neighborhood development once a feature neighborhood is established. Identification of all neighborhood boundaries and an action plan for neighborhood work would help revitalize faltering neighborhood markets, as well as provide tools for neighborhoods to remain healthy.
2.
Housing Education. Housing education efforts consist of limited opportunities for residents to learn about housing-related issues at the individual level. Through the neighborhoods effort, housing education could reach more residents with a consistent, revolving educational initiative.
Housing & Neighborhoods Goal
Performance Measures
G.2.1.c. Hutchinson residents take pride in their neighborhoods and feel confident about the Housing Market.
- Increase in homeownership rates (percentage) in feature neighborhoods - Increase in value in feature neighborhoods
Strategies S.2.1.c.1.
Map all neighborhood boundaries within the City.
S.2.1.c.2.
Create a Neighborhood Development Plan that provides an outline for neighborhood revitalization, as well as includes tools for healthier neighborhoods to use to remain healthy.
S.2.1.c.3.
Provide ongoing housing and neighborhood education, offering residents opportunities to learn about a variety of housing topics.
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Designing our Future: Imagine Hutch 2037 Potential Future Strategies Discussion 1.
Homelessness. Housing-related issues that have been identified by residents but were not included in the first five-year strategic plan portion of this Plan include homelessness prevention and finding a dedicated funding source for housing. Homelessness is an issue that some members of the public associated with mental health illness and drug abuse. Both mental illness and drug abuse are addressed in the Community Health section of this Plan, but homelessness is a concern for individuals with mental illness and drug abuse issues. The City is home to the Noel Lodge, a homeless shelter operated by New Beginnings, Inc. New Beginnings also works directly on this issue, however, the potential expansion of the homeless population could eventually overrun current services.
2.
Dedicated Funding Source. While the City has provided funding for housing-related initiatives in recent years, future funding is not guaranteed. Should the City see new and continued success in housing programs and initiatives, a dedicated funding source to support housing initiatives should be identified.
Future Strategies
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FS.2.1.a.
Establish a Homelessness Prevention Task Force
FS.2.1.b.
Find a dedicated funding source for housing-related initiatives.
M.2.1.a. Building Age
Year Built
Hutchinson City Limits
1866 - 1929 1930 - 1949 1950 - 1979 1980 - 1999 2000 - 2016 0
1
2 Miles
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M.2.1.b. Housing Condition
Condition
0
Hutchinson City Limits
Excellent
Fair
Very Good
Fair -
Good +
Poor
Good
Poor -
Average +
Very Poor
Average
Very Poor -
Average -
Uninhabitable
1
2 Miles
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2.2 Livability: Public Safety Vision: Hutchinson provides a safe environment for people of all ages and backgrounds.
Background
Public Safety is an important priority for Hutchinson residents. Respondents to the Community Survey ranked Police Officers and Firefighters as high expenditure priorities when asked where public funds should be spent (F.2.2.a.). Public safety includes all services provided by the Police and Fire Departments as well as code enforcement, which is housed in other City departments.
Funding Priorities ($20 to spend) $4.00 $3.50 $3.00 $2.50
$3.61 $3.09
$2.96
$2.00 $1.50 $1.00 $0.50
$1.76
$1.75
$1.75 $1.02
$0.85
$0.66
$0.66
$0.54
$-
$0.33
$0.07
F.2.2.a. 2016 Community Survey: Citizen Budget Priorities ($20 to Spend)
Initially, the County Sheriff oversaw the safety of Hutchinson residents. However, in 1879 following the establishment of the first tavern, a night police force was hired to protect the public. The following year, Mayor John McCullough established the first steps toward fire protection by erecting a windmill and tank to aid the Cityâ&#x20AC;&#x2122;s volunteer firefighters (Welsh, 92). In 1883, the City purchased its first fire engine, hose and fire safety equipment (Welsh, 93). In 1931, Mayor A. Lewis Oswald reorganized the police department and created a standard uniform for all officers (Welsh, 96). Since 1933, the City has continued to expand and build its public safety services for the protection of its residents and surrounding areas.
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Designing our Future: Imagine Hutch 2037 Facilities & Coverage Area The Police Department is housed jointly with the Reno County Sheriffâ&#x20AC;&#x2122;s Department at the Law Enforcement Center, 210 W 1st Ave. The two entities work cooperatively in Emergency 911 dispatch, record keeping, evidence custodianship and the recently built Reno County Correctional Facility. City police services are located at the Law Enforcement Center. Hutchinson is also home to a state penitentiary, the Hutchinson Correctional Facility. This facility is the second largest in Kansas, housing more than 1,800 inmates. M.2.2.a. shows all public safety facilities in Hutchinson. Hutchinson and Reno County Fire District #2 are serviced by seven fire stations, containing 22 emergency vehicles and seven staff support vehicles. The coverage area for Fire District #2 contains 108 square miles, all located in northeastern Reno County (see M.2.2.b). Recently, Hutchinson has been systematically renovating and reconstructing its fire stations. For example, the rebuild of Fire Station 3, located at 100 E Avenue E, was completed in 2016. This new facility increases fire coverage in the southern half of the City, as well as in South Hutchinson. Upcoming fire station projects include reconstruction of Fire Station 5 (11th and Hendricks) and potential construction of a new station servicing northern neighborhoods and Reno County. Hutchinson is also home to the Fire Department Command and Training Center, the administrative command center for the Department and regional training facility that includes a four-story drill tower with burn rooms, training infrastructure and other training opportunities. Hutchinson Community College, in partnership with the City, constructed a 20,000-square-foot fire science Courtesy Dan McCarron building adjacent to the Command Center. The science building houses five classrooms and a large multipurpose room and provides courses for Hutchinson Community College fire science majors.
Personnel & Programs The Police & Fire Departments continue to plan for future needs and address arising community issues through recruitment, training and engagement. The Hutchinson Police Department has 71 sworn law enforcement officers and 32 civilian personnel. The Hutchinson Fire Department has 91 firefighters and civilian personnel. The City also employs a
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Livability: Public Safety Neighborhood Standards Officer, a Housing Inspector, three Animal Control Officers and two Planning Technicians who work in public-safety-related enforcement. In addition, the City works cooperatively with other public safety organizations located within Reno County. For the 2017 budget year the Police Department requested two, new Community Police Officer positions be created to provide a strong presence in the Downtown area, as well as in adjacent neighborhoods. The Community Police Officers will provide a more personal interaction with businesses and residents, allowing for quick intervention before issues escalate. Due to recent incidents in Hesston, Orlando and worldwide, the Police and Fire Departments have heightened response efforts to dangerous events by maintaining an Incident Management Team, a Hazardous Materials Team, Technical Rescue and an Emergency Response Team. The departments work cooperatively with other organizations to address emergency issues.
Crime & Fire Rates According to Hutchinson Police Department records, the Department responded to 34,730 calls for service in 2015 alone, which equates to an average of 95 calls per day. In addition to responding to calls for service, Police conducted 8,222 traffic stops, which resulted in 7,206 citations, and made 2,377 arrests in 2015. Another function of the Hutchinson Police Department is crime investigation. Overall, the crime rate (number of crimes per 1,000 population) has declined over the course of the past five years. F.2.2.b. shows the total crime rate from 2011 to 2015. Property crime rates have seen the largest decline, from 2,706 reported crimes in 2011 to 1,835 in 2015 (Kansas Bureau of Investigation). However, violent crime rates have not dropped, but actually increased from 235 in 2011 to 249 in 2015 (Kansas Bureau of Investigation). Violent crimes include murder, rape, robbery and aggravated assault/battery. Property crimes include burglary, theft and motor vehicle theft. While Hutchinson’s crime rate has dropped, it is still almost double the State average. The difference between Hutchinson’s and the State’s average may be exaggerated due to the reporting styles of other communities. 80
60
40
20
0 2011
2012
Violent Crime: Rate/1,000
2013 Property Crime: Rate/1,000
2014
2015
State Total: Rate/1,000
F.2.2.b. Crime Rates in Hutchinson 2011-2015 (Kansas Bureau of Investigation)
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Designing our Future: Imagine Hutch 2037 In 2014, the Hutchinson Fire Department Type 2014 2015 responded to 4,383 emergency Structure Fire (Residential) 72 55 situations. The Department went to 4,661 18 18 emergency calls in 2015. More than half Structure Fire (Commercial) 12 4 of emergency response calls in both Outbuilding/Bridge Fire years were not fire-related, but were Other Fire With Value 18 15 associated with rescue and emergency Vehicle Fire 36 32 medical services. F.2.2.c. provides Grass, Tree, Brush, Crop Fire 84 105 summary data for the different types of 40 25 fire-related responses. Grass, tree, brush Rubbish Fire and crop fires consisted of the most fire- F.2.2.c. Fire Related Responses 2014-2015 related responses, followed by residential structure fires. Because grass and brush fires are prevalent in our region, wildfire preparedness is addressed in the Environment section of this Plan.
Goals, Performance Measures, Issues and Strategies Issues Coverage and Community Policing
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1.
Coverage. To ensure adequate, quality fire protection for all residents, fire departments across the nation conduct periodic comprehensive fire studies. These studies consist of a three-part assessment, which addresses: risk assessment, strategic plan and standard of cover. The risk assessment component maps areas that may be hazardous, such as industrial areas and areas where structures are in close proximity. The assessment also recognizes populations in the community that may be at higher risk due to lack of coverage. Taking the findings of the risk assessment, a strategic plan can then be developed, identifying funding, stakeholders, responsibilities and new training and equipment. The last part of the assessment, the standard of cover, sets the standard by which fire protection across the community must be met. M.2.2.c. shows current coverage by fire station within the community. With the standard of cover, each fire station will meet the community standard for coverage, manpower, equipment and training. The City has never completed a Comprehensive Fire Study and we may have coverage gaps.
2.
Community Policing. Community policing differs from traditional police methods because the police partner with residents and business owners â&#x20AC;&#x153;in the effort to enhance the safety and quality of neighborhoodsâ&#x20AC;? (Bureau of Justice Assistance, 1). Community policing involves officers focusing on specific areas and neighborhoods, communicating and working with business owners and residents about potential issues before they escalate. M.2.2.d. shows the location of crimes committed in Hutchinson in August 2016. Reported crimes occur throughout the City, but
Livability: Public Safety certain areas like Downtown and neighborhoods situated south of 17th Avenue see a disproportionate share of crime activity. Community policing allows the Police Department to focus their efforts in target neighborhoods where crime is committed and where neighborhood groups are already active. If successful, there may be potential to expand the community policing effort to other high-risk neighborhoods and districts.
Public Safety Goal
Performance Measures
G.2.2.a. Decrease crime rate, particularly in community policing designated areas.
- Decrease in average response times - Decrease in crime rate in community policing designated areas
Strategies S.2.2.a.1.
Conduct a community risk and hazard analysis.
S.2.2.a.2.
Explore a variety of patrol development strategies based upon analytical data in an effort to reduce and prevent crime.
S.2.2.a.3.
Provide a 3 to 5 year strategic plan focused on specific Fire Department goals and objectives that communicate the manpower and resources required to protect the community. This should include budget and funding considerations.
S.2.2.a.4.
Develop a standard of cover that identifies the number of firefighters, fire apparatus, and fire stations required to protect the community, based on the hazard and risk analysis.
S.2.2.a.5.
Develop a wild land/urban interface fire mitigation plan.
Neighborhood Standards, Crime and Fire Prevention 1.
Property Maintenance. To protect the general public from the health and safety impacts of deteriorating buildings, the City adopted the International Property Maintenance Code (IPMC) in 2011. The IPMC is currently enforced on a complaint-only basis except for residential rental properties. A recent program, the Rental Registration and Inspection Program (RRIP), was the first City program that has required mandatory conformance with the IPMC.
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Designing our Future: Imagine Hutch 2037
Of the rental inspections conducted Rental Inspections in 2016, 12% had violations for missing Rental Complaints smoke detectors and 7.6% had violations Utility Disconnections for electrical system hazards. While the Uninhabitable RRIP program was designed to fix unsafe structures in rentals, unfortunately, many Insect Infestations homes and buildings that still pose a Electrical/Plumbing Deficiencies threat to the general welfare and safety of F.2.2.d. Rental Inspections 2016 Hutchinson residents are not included in the program.
936 26 9 5 4 50
2.
Public Safety Through Design. Other practices, such as enforcing the zoning and building codes, improve the general public safety through design. Standards on building setbacks, fire accessibility and building requirements, ensure that the Cityâ&#x20AC;&#x2122;s built environment protects residents. In addition, review of proposed developments based on access and building layout in regard to fire and police standards can further ensure that the community is safe should an emergency occur. Currently, the Cityâ&#x20AC;&#x2122;s regulations do not take into account some emergency situations, including requiring access gates for backyard fencing and enforcing removal of yard debris that pose a hazard for firefighters and emergency responders. These need to be addressed to adequately protect the public.
3.
Prison Impacts. While most survey respondents felt safe in their neighborhood, downtown and where they work, 43% did not feel safe or were neutral about their safety in the community as a whole (F.2.2.e.).
I feel safe: In my neighborhood
4.25
Where I work
4.01
Downtown
4.01
At the mall
3.82
InInCity Cityparks parks and and on City trails City trails
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In parking lots
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F.2.2.e. 2016 Community Survey: Perception of Safety in Hutchinson (1=strongly disagree, 5=strongly agree)
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Several discussions during the engagement process focused on the negative effects of having a state correctional facility located in the City, especially with respect to the recidivism rate of released inmates and the impacts of prison families on a community. While the prison provides inmate release programs for its inhabitants, in recent years, many of these programs have been reduced due to expenditure cuts
Livability: Public Safety at the state level (Hutchinson Correctional Facility). F.2.2.f. provides a comparison of crime rates in Hutchinson with other cities, as well as for those communities in Kansas that have State correctional facilities. The red dots denote comparison cities and the blue dots are communities with State correctional facilities. The dashed line represents a trend line. 60
Hutchinson
Crime Rate
50
Salina
40
Leavenworth
Winfield McPherson Larned
30 El Dorado
Garden City Dodge City
20 Ellsworth Norton
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0 0
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Population F.2.2.f. Crime Rate Comparison 2015 (Kansas Bureau of Investigation)
As can be seen, Hutchinsonâ&#x20AC;&#x2122;s crime rate is higher than other comparison communities. Crime is indicative of multiple factors including drug use, poverty, mental health, etc., but the potential prison impacts cannot be ignored. With the exception of McPherson, the comparative communities fall below the trend line in regard to crime rate and population. Hutchinson also has a higher crime rate than other communities with correctional facilities. However, Hutchinson is also the most populous community with a prison facility. The figure shows a trend that communities with higher populations and correctional facilities face higher crime rates than those that are smaller and without a facility. Various factors could impact this trend, but larger communities typically have more opportunities for released inmates and their families to remain once released. An increase in the number of jobs and housing availability could act as an incentive to stay for repeat offenders, driving up the crime rate. To understand the true effects of the prison, a study should be done to analyze what the presence of the prison means for Hutchinson.
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Designing our Future: Imagine Hutch 2037 Public Safety Goal
Performance Measures
G.2.2.b. All residents are safe in their homes, places of work and the community.
- Decrease in overall crime rate - Decrease in number of structure fires - Decrease in property maintenance violations and complaints
Strategies
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S.2.2.b.1.
Remove complaint only enforcement of key property maintenance and zoning codes. Require all properties to maintain a minimum standard of safety.
S.2.2.b.2.
Review proposed developments based on potential safety risks and revise codes to be more safety-oriented.
S.2.2.b.3.
Partner with the State to conduct a study on the impacts of the Hutchinson Correctional Facility on the City and develop strategies to reduce those impacts.
M.2.2.a. Public Safety Facilities Fire Station No. 6
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2.3 Livability: Sense of Place Vision: Hutchinson is an inviting community with residents who value and support our unique identity. Hutchinson has a long history of building upon its beauty. The first beautification effort, the installation of 1,000 cottonwood trees along Cow Creek, occurred in 1879 (Welsh, p. 77). Planting of street trees and construction of the boulevard system continued to enhance the prairie town. While the development of parks and the City’s street trees are discussed in later chapters, the founding fathers’ acknowledgment of the need to create a visuallyappealing City cannot be ignored. They laid the foundation for creating Hutchinson’s unique sense of place. Creating a strong sense of place, or the intrinsic character of a place, is not often a City’s first priority. However, a community’s character is vital to attracting new businesses and residents and it impacts the City’s reputation throughout the state. First impressions matter. What is our unique identity? Do we want to look the same as every other place? What will attract new residents and businesses to our community? Changing the way a community looks takes time but these changes will not happen unless purposeful action is taken.
Background
The City has made efforts, in a variety of ways, to enhance Hutchinson’s sense of place. Building on its aesthetics, culture and public image, the different strategies the City has led in recent years are cataloged below.
Community Improvement The City began working on its visual appeal in 1986 through the creation of the Community Improvement Commission (CIC). The Commission was tasked with maintaining the appearance of Hutchinson. For three decades, the CIC participated in first impression surveys, implemented projects such as the decorative fencing along K-61 and launched several programs that continue today, including the Brush Up Hutch! Paint program, Spring Clean-Up and the Community Gardens initiative. The CIC was dissolved in 2016 but the beautification work of the Commission continues through its programs and policies. New strategies will be overseen by staff in partnership with the Hutchinson Healthy Neighborhoods Initiative or through dedicated task forces.
Healthy Neighborhoods As mentioned in the Housing & Neighborhoods section of this Plan, the Hutchinson Healthy Neighborhoods Initiative works with neighborhood residents to improve the marketability of feature neighborhoods and to promote engagement and social interaction among neighbors. A goal of the Initiative is to help residents develop distinct neighborhoods with identities that can be communicated and marketed through the enhanced physical
131
Designing our Future: Imagine Hutch 2037 appearance of the neighborhood. The Initiative utilizes City and partnering organizations’ programs to incentivize resident-led beautification.
Public Art Another initiative the City recently implemented was a Percent for Public Art Policy. Under the policy, one percent of the project budget for most publicly-funded capital improvement projects is required to be spent for public art. Overseen by the Public Art Design Council, the Percent for Art program has already resulted in the inclusion of art in three public projects: two fire stations and the Sports Arena. The Design Council also adopted a policy for public art donations and a citizeninitiated public art program. These efforts not only make the community more livable, but also give residents and visitors the opportunity to enjoy art in public spaces.
Downtown Beautification Efforts in Hutchinson’s Downtown have proven that focusing on the appearance of a specific area can lead to the creation of a community asset. Hutchinson’s Downtown redevelopment efforts are described in more detail in the Framework section of this Plan. Those projects, specifically aimed at beautification, have reinvigorated the appearance of Downtown and include: • Avenue A Park • Decorative streetlighting • Planters and landscaping • Benches and tables Right-of-way beautification, also known as “streetscaping,” is not only found in Hutchinson’s Downtown. The City has implemented streetscaping in connection with major community projects. For example, the intersections of 23rd and Severance and 30th and K-61 have had streetscape improvements. Both intersections continue to be attractive, welcoming spaces in the community and foster a sense of place and community pride.
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Livability: Sense of Place
Goals, Performance Measures, Issues and Strategies Issues Entrances & Corridors 1.
First Impressions. Quantifying a communityâ&#x20AC;&#x2122;s visual appearance can be difficult. There are certain indicators of when a community is not succeeding in regard to its aesthetics. To analyze these indicators, Hutchinson partnered with the University of Wisconsin to conduct First Impression Surveys. In 2009, representatives from the University visited Courtesy Dan McCarron Hutchinson and completed a survey about the physical appearance as well as overall impression of the community. Responses from the First Impression Survey indicated Hutchinson excelled at resident positivity and Downtown beautification projects, but was weak when it came to streetscaping and cohesive community signage (Sisk, 2).
2.
Key Corridors. In 2011, the City adopted new zoning regulations which included Gateway Corridor design requirements for entrances into the community. Hutchinson currently has a strong entrance on 30th Avenue and K-61. The addition of the entrance sign and pedestrian bridge provides an appealing entryway to the community. Unfortunately, other entrances do not have the same visual impact. Entrances such as Airport Road and the Woodie Seat Freeway exit onto W Avenue A do not convey the same welcoming atmosphere. Now, more than ever, businesses and people can locate virtually anywhere. Setting standards for Hutchinsonâ&#x20AC;&#x2122;s entrances ensures that whenever a visitor enters the community they feel welcome and are impressed.
3.
Placemaking. A frequent comment from the Community Survey was the amount of unsightly businesses located in our community. Sixty percent of respondents support using tax dollars to help relocate unsightly buildings and businesses from major corridors. Hutchinson has many businesses that are not visually suited to or compatible with their location and the surrounding neighborhood. Throughout the public engagement portion of Plan development, a persistent theme was voiced that Hutchinson needs to be walkable and pedestrian-friendly with buildings that are maintained. These types of efforts are referred to as Placemaking. A preliminary review of streets that could benefit from placemaking efforts include Fourth Avenue, Fifth Avenue and parts of Main Street. M.2.3.a. depicts corridors that need attention.
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Designing our Future: Imagine Hutch 2037 Sense of Place Goal
Performance Measures
G.2.3.a. Key City entrances and corridors are attractive and inviting.
- Increase in First Impression Survey scores
Strategies S.2.3.a.1.
Conduct periodic First Impression Surveys to monitor progress toward meeting aesthetic goals.
S.2.3.a.2.
Improve and maintain all entrances and wayfinding signage in Hutchinson.
S.2.3.a.3.
Develop and implement a cohesive Streetscape Plan for major corridors and work with businesses for façade and landscaping improvements and placemaking.
Community Brand
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1.
Identity. What is Hutchinson’s identity? Some members of the community compare Hutchinson to the fictional “Smallville” while others say we are the stereotypical, mid-sized Kansas town. Is Hutchinson the “Salt City” or are we home to the world famous Cosmosphere? What makes Hutchinson different? What makes Hutchinson a destination? What is Hutchinson’s identity?
2.
Marketability. How can we market our community if we do not have an established, unified identity? Many communities embrace their identities and use them as the basis for tourism and development. For example, “Keep Austin Weird” is the battle cry for many residents in Austin, Texas. Rather than ignore their different personality, the community has embraced the slogan. If Hutchinson can identify who we are, and more importantly who we want to be, we can begin to distinguish ourselves from other Kansas towns.
3.
Design Standards. Unique communities maintain their uniqueness through development of and adherence to design standards. Communities like Taos, New Mexico; Soledad, California and Overland Park, Kansas have unique identities and standards for parking, construction, landscaping and signage that ensure new Courtesy Dan McCarron businesses are compatible with existing ones. The 2011 Zoning Regulations included compatibility statements, landscaping standards and maximum parking requirements. While these go a long way toward addressing new construction, existing corridors and development are difficult to change. Newer standards need to be developed that address both existing and new development. Similar standards can be used for overhead powerlines, abandoned signs, and outdated street lights and traffic signals.
Livability: Sense of Place 4.
Public Art. Another defining factor for Hutchinson’s sense of place is the growth in public art throughout the community. Public art “..help(s) educate and inspire our citizens and stimulate creativity in the workplace and in our schools” (Project For Public Spaces). Public art not only provides inspiration to those who view it but it also provides an economic boost and an attraction for tourists. According to one study, 65% of those surveyed visited/participated in a cultural, arts, heritage or historic activity or event while on a trip 50 miles or further from their home in the past year (Travel Industry Association of America). Public art is not just a visual improvement to the community; it also helps boost our economy.
Sense of Place Goal
Performance Measures
G.2.3.b. Hutchinson has a unique, attractive character that makes our community marketable.
- Increase in First Impression Survey scores
Strategies S.2.3.b.1.
Develop a community brand.
S.2.3.b.2.
Create a Contextual Plan that would utilize public art as a tool for reinforcing community identity.
Potential Future Strategies Discussion Commercial districts are not the only contributor to Hutchinson’s hodgepodge, disjointed appearance. Residential neighborhoods can also deteriorate over time. Many older neighborhoods have character not seen in newer developments. Design standards can help maintain the unique appearance of older neighborhoods and at the same time create newer developments that do not appear to be as “cookie cutter” in character. Neighborhood pride design standards can address such things as alleyways (maintenance or vacation of), streetlights, power poles, crosswalks and neighborhood identification signage. Improving such standards will go a long way toward maintaining and marketing the uniqueness of our neighborhoods. Future Strategies FS.2.3.a.
Develop Neighborhood Pride Design Standards for the City’s feature neighborhoods.
FS.2.3.b.
Help create Neighborhood Design Review Committees for specific neighborhoods.
FS.2.3.c.
Promote the Citizen-Initiated Neighborhood Initiative.
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2.4 Livability: Community Health Vision: Hutchinson is the healthiest community in Kansas, a mecca for active, thriving people. Community health can include many aspects of the community, from healthy eating, to medical care access, to exercise options. This Plan section highlights some indicators of community health and analyzes the role of the City with respect to policies and practices that impact the health of residents. The City has been a partner with organizations and initiatives that focus on creating a healthier Hutchinson. Building upon those partnerships, the City can to do its part when it comes to promoting healthy lifestyles in our community.
Background Reno County Health Report Card Health reporting is critical to assessing the current health of a community. The Kansas Department of Health and Environment (KDHE) provides health-related reporting through the Kansas Health Matters database. F.2.4.a. shows a selection of indicators of community health. The table provides the latest recorded data per section, the Kansas average, the United States average, prior values for Reno County and benchmarks of the Kansas Initiative: Healthy People 2020. This section focuses on a few of the health categories, as reported in the Kansas Health Matters by the KDHE. Additional national data sources have been used for supplemental purposes.
Healthcare Access According to the Community Survey most Hutchinson residents feel they have adequate access to healthcare: medical care (71%), dental care (60%) and vision care (59%). In Reno County, there are 1,984 residents per primary care physician. Our primary care resident to physician ratio is higher than both the state and national average, meaning that each doctor is potentially responsible for more patients. The number of residents per dentist also compares unfavorably with the State, with 3,493 residents per dentist in Reno County and 2,734 residents per dentist as the Kansas average. Reno County is also below the state average with respect to number of staffed hospital beds per 1,000 people, with 2.6 staffed bed ratios in Reno County and 3.4 at the State.
Exercise, Nutrition & Weight Another facet of community health is food insecurity, which is defined as â&#x20AC;&#x153;limited or uncertain availability of nutritionally adequate foods or uncertain ability to acquire these foods in socially acceptable waysâ&#x20AC;? (USDA). Reno County has a higher food insecurity rate
139
Designing our Future: Imagine Hutch 2037 (13.8%) than the median Kansas County (12.9%). Food insecurity is primarily an indicator of economic constraints individuals face when affording food, but can also reflect a geographic issue for food access. Compared to the state (14.2%) and nation (15.4%), Reno County is more food secure. However, Reno County has more children who are food insecure, with 22.2% compared to the state (21.3%) and the nation (20.9%). Another measure of health and nutrition is the Food Environment Index. This Index is calculated using food insecurity plus access to grocery stores. Reno Countyâ&#x20AC;&#x2122;s Food Insecurity Index is 7.1, which is similar to the state average of 7.2. Finally, Reno County adults consume more fruit (47.9%) than the state (41.7%) and nation (39.2%). Consumption of the recommended daily allowance of vegetables (22.5%) is comparable to the state (22.9%) and nation (23.1%). Adults fall significantly short of meeting recommended aerobic and strengthening exercise standards (13.3% in Reno County, 17.9% in the state and 20.4% in the nation). This is likely a contributor to the rising number of obese and overweight adults in the county (see F.2.4.a.).
Wellness & Lifestyle Women and men have shorter life expectancies in Reno County than the state and nation. The average life expectancy for Hutchinson women is 80.1 years of age; for Hutchinson men it is 74.8. However, residents in Reno County have a better self-perceived outlook on their health, with only 14.3% of adults reporting a fair to poor health status, compared to 15.4% throughout the state and 16.9% across the nation.
Mental Health & Substance Abuse More than 21% of Reno County residents have been diagnosed with a depressive disorder at some point in their life. This is above the state average (18.1%) and national average (18.7%). While there are multiple depressive disorders that vary in complexity and seriousness, the rising number of people facing mental disorders has created a growing concern among residents in Hutchinson. Seventy percent of survey respondents supported using tax dollars to fund mental health services and education; the most-funded category for community health. In addition to funding mental health services and education, survey respondents strongly supported more drug and alcohol rehab/prevention programs, with 61% favoring allocation of tax dollars to those efforts. Drug and alcohol consumption is a concern for Reno County residents. In the two-year period from 2012 to 2014, there were 14.6 drug poisoning deaths per 100,000 population reported in Reno County. This number is higher than the state average of 11.3 deaths per 100,000 population. In addition to drug poisoning, Reno County also has a higher percentage of adults who smoke (22.4%) compared to the state (20%) and nation (19%). This number has decreased from 25.3% in 2011. However, the most alarming smoking-related statistic is for women who smoke while pregnant. From 2012 to 2014, 17.4% of births reported that the mother smoked while pregnant. This is double the nationâ&#x20AC;&#x2122;s average (8.7%). Fortunately, this statistic has decreased from 18.6% of pregnancies during the last reporting period.
140
Livability: Community Health
Kansas Health Matters
Reno County Kansas
Prior Value United for Reno States County
Healthy People 2020 Target
Health/Access to Health Services Ratio of population to primary care physicians (2014)
1984.1
1895.9
2664.7
1669.2 (2013)
2.6
3.4
0.11
2.4 (2013)
Child food insecurity rate (2014)
22.2%
21.3%
20.9%
23.1% (2013)
Food insecurity rate (2014)
13.8%
14.2%
15.4%
14 (2013)
Percent of adults meeting exercise recommendations (2013)
13.3%
17.9%
20.4%
17.2%
20.1%
Percent of adults who are obese (2013)
30.2%
30%
28.9%
27.7%
30.5%
Percent of adults who are overweight (2013)
36.1%
35.3%
35.4%
36.5%
Percent of adults who reported consuming fruit less that 1 time per day (2013)
47.9%
41.9%
39.2%
43.8% (2012)
Percent of adults who reported consuming vegetables less that 1 time per day (2013)
22.5%
22.9%
23.1%
28.5%
9.9
6.3
6
9.9 (2009-13)
6
Percent of births where mothers smoked during pregnancy (2012-2014)
17.4%
12.7%
8.7%
18.6% (2011-13)
1.4%
Percent of births where prenatal care began in first trimester (2012-14)
76.9%
79.4%
74%
76.3%
77.9%
20.4%
17.2%
16.2%
18.3% (2013)
21.7%
18.1%
18.7%
20.7% (2012)
14.6
11.3
13.9
9.3 (2011-13)
Percent of adults who are binge drinkers (2013)
10.4%
15.4%
16.8%
15% (2012)
24.4%
Percent of Adults who currently smoke cigarettes (2013)
22.4%
20%
19%
25.3%
12%
Staffed hospital bed ratio (2014) Health/Exercise, Nutrition & Weight
Health/Maternal, Fetal & Infant Health Infant mortality rate (2010-14) Deaths per 1,000 births
Health/Mental Health & Mental Disorders Depression: medicare population (2014) Percent of adults who were ever diagnosed with a depressive disorder (2013) Health/Substance Abuse Drug poisoning death rate (2012-14) Deaths per 100,000 population
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Designing our Future: Imagine Hutch 2037
Kansas Health Matters
Reno County
Kansas
United States
Prior Value for Reno County
Healthy People 2020 Target
Heath/Wellness & Lifestyle Life expectancy for females (2010)
80.1 yr
80.5 yr
80.8 yr
80.0 yr (2000)
Life expectancy for males (2010)
74.8 yr
75.8 yr
76.1 yr
74.9 yr (2000)
14.3%
15.4%
16.9%
15% (2000)
60.8%
76.5%
Percent of adults with fair or poor selfperceived health status (2013) Environment Access to Exercise Opportunities (2016) Fast Food Restaurant Density (2012) Restaurants per 1,000 population Food Environment Index (2016) Grocery Store Density (2012) Stores per 1,000 population Recreation and Fitness Facilities (2012) Facilities per 1,000 population
66.6%
0.79 7.1
0.84 7.2
7.3
0.19 0.06
0.17 0.06
0.08
F.2.4.a. Reno County Health Report (Kansas Department of Health and Environment: Kansas Health Matters)
Healthcare Facilities Hutchinson has many healthcare providers and facilities. The community benefits from being home to the Hutchinson Regional Medical Center, a regional hospital. In addition, Hutchinson is home to the Hutchinson Clinic, which provides four locations within Reno County and offers additional emergency short-term care to residents. The Prairie Star Clinic is a government-funded, affordable healthcare option that is also housed within Hutchinson. M.2.4.a shows the offices of all healthcare providers in the City.
Health-Related Initiatives HEAL The City of Hutchinson has partnered with other local and county organizations in the development of the Healthy Eating, Active Living initiative, known as HEAL. HEAL was created with a mission to “promote health and wellness in Reno County.” Some important projects supported by HEAL have been the adoption of the City’s Complete Streets policy and the 2014 Bicycle and Pedestrian Master Plan; completion of the Community Gardens policy; and inclusion of mandatory sidewalks in the City of Hutchinson Subdivision Regulations. The initiative has been successful in receiving grant funding for healthrelated projects, most recently to provide Reno County residents with a Spaces to Places
142
Livability: Community Health educational seminar that focused on turning underutilized spaces into opportunities for residents to have a more healthy environment. Health Improvement Council The Reno County Health Improvement Council was formed and tasked with creating a plan for improving mental health and other health-related issues. In April and August 2016, the task force held community workshops to begin creation of the first Reno County Community Health Improvement Plan. F.2.4.b. shows some of the strategies and tasks the group has identified. The task force is currently finishing the three-year plan, which also includes obesity prevention. The plan will establish goals and strategies targeted at obesity and mental health in Hutchinson and Reno County. Obesity Strategies
Mental Health Strategies
Community education on fitness, healthy eating
Community education on mental illness
Create demand for healthy businesses
Include Law Enforcement in mental health training
More community gardens/gardens in schools
Create a resource list for all organizations involved
Emphasis on creating a healthy environment
Research Breakthrough Clubs
F.2.4.b. Community Health Improvement Plan Strategies 2016 (Health Improvement Council)
Goals, Performance Measures, Issues and Strategies Issues Active Living 1.
Healthcare in Civic Discussions. By most measures, Hutchinson has room to improve in terms of community health. Local decisions may impact the overall health of the community through the built environment, fiscal policy and social services. In recent years, the City has made strides towards promoting a healthier environment through such measures as requiring sidewalks in subdivisions and reinvesting in and expanding parks. The health community needs to be a part of the discussion. Inviting health professionals to participate in City commissions and boards can improve the conversation between the City and the health community, furthering the Cityâ&#x20AC;&#x2122;s goals related to health.
2.
Exercise Access. Obesity is a growing concern in Hutchinson. More than 30% of adults in Reno County are classified as obese. In addition, 36.1% of adults are classified as overweight, making the percentage of overweight or obese adults 66.1%. This is an alarming statistic that exceeds both state and national averages, and is on the rise (F.2.4.a.). One thing local government can do to promote healthy weights is ensure residents have access to environments that promote physical
143
Designing our Future: Imagine Hutch 2037 activity. Almost 57% of Hutchinson residents do not live within one-quarter mile of a park (see the Parks & Recreation portion of this Plan). Designing the community for active residents allows for residents to be more active and potentially reach the recommended 150 minutes of exercise per week (Office of Disease Prevention and Health Promotion). 3.
Parks & Trail System Programming. For those residents that live within walking distance of a park, current park programming is limited and does not include many exercise opportunities. Adding outdoor gyms and exercise classes in parks can increase activity levels and park usership. Walking groups can take advantage of trails and other amenities. Adding a health component to programming can increase activity levels, thereby reducing obesity and improving overall community health.
Community Health Goal
Performance Measures
G.2.4.a. Hutchinson residents have access to quality medical services, healthy food options and exercise opportunities.
- Decrease in physician to population ratio - Decrease in Food Environment index - Increase in percentage of residents with access to excercise opportunities
Strategies S.2.4.a.1.
Invite medical professionals to join or participate in City commissions and initiatives.
S.2.4.a.2.
Test pilot the use of outdoor exercise equipment in City parks. If successful, promote inclusion of exercise equipment and classes in parks & trails programming.
S.2.4.a.3.
Facilitate active living through development design requirements.
Mental Health & Substance Abuse 1.
144
Mental Health. A recent study conducted by Greenbush, the Southeast Education Service Center, on behalf of the Kansas Department of Aging and Disability Services, found that Reno County ranked among the bottom of Kansas counties in regard to mental health and substance abuse (Greenbush Education Service Center). F.2.4.c. compares Reno County mental health indicators with state averages. Reno County is ranked 94th out of 105 counties for mental health treatment outpatient admissions. On average the county has 23.34 admissions per 1,000 residents. The state averages 13.68 per 1,000 residents. The Community Health Improvement Plan focuses strategies to address the growing mental health concerns in Reno County. The City can contribute to the success of these efforts through education and projecting a positive community image.
Livability: Community Health Mental Health Needs Assessment Mental health treatment admissions (outpatient)
Rank
94/105
Rate per 1,000 pop. over age 10
13.68
23.34
State average
Reno County
DOC court commitments (adult)
Rank
93/105
Rate per 1,000 pop. over age 18
1.85
2.58
State average
Reno County
Single-parent families
Rank
Percent of households
28.60% State average
Out-of-home child placement
89/105
32.76%
Reno County Rank
88/105
Rate per 1,000 pop. under age 18
12.44
19.51
Reno County
State average
Child removal due to parental substance use
Rank
85/105
Rate per 1,000 pop. under age 18
0.98
2.09
Reno County
State average
Marijuana treatment admissions (youth)
Rank
Rate per 1,000 pop. age 10 to age 18
4.53 State average
Marijuana treatment admissions (adult)
93/105
5.83
Reno County Rank
93/105
Rate per 1,000 pop. over age 18
0.94
1.55
State average
Reno County
Alcohol treatment admissions (youth)
Rank
79/105
Rate per 1,000 pop. age 10 to age 18
0.79
1.39
State average
Reno County
Alcohol treatment admissions (adult)
Rank
Rate per 1,000 pop. over age 18
1.92 State average
Other drug treatment admissions (youth)
59/105
2.04
Reno County Rank
Rate per 1,000 pop. age 10 to age 18
1.76 State average
Other drug treatment admissions (adult)
94/105
3.18
Reno County Rank
Rate per 1,000 pop. over age 18
0.66 State average
105/105
1.26
Reno County
Larger county ranking indicates greater need
1
F.2.4.c. Mental Health Needs Assessment 2015 (Jim Heck, Hutchinson News)
145
Designing our Future: Imagine Hutch 2037 2.
Substance Abuse. Substance abuse is a pressing issue for Reno County. In April 2015, then Mayor Jade Piros de Carvalho announced the creation of a Mayoral Drug Impact Task Force to study the impacts of drug use at both the individual and community level and to develop strategies for reducing substance abuse in the region. The statistics bear out the need for intervention, as Reno County is ranked 93rd in marijuana treatment admission for adults, with 1.55 persons out of 1,000 seeking treatment. For other drug treatment, Reno County is ranked last, 105th, in the state. In Reno County 3.18 persons out of 1,000 admit themselves for drug treatment. The state average is 1.76 per 1,000 population. Facing similar challenges as mental health, substance abuse is rarely discussed in polite society. The task force brings together many organizations, including government agencies, faithbased organizations, law enforcement and medical professionals and continues to work towards specific goals, which include:
• • • •
Community health, families of those with addictions, curriculum in schools Increase the number of employers who have a policy of “safe disclosure” Establishing a treatment facility with detox center Medication assisted treatment
Community Health Goal
Performance Measures
G.2.4.b. Hutchinson residents are strong and hardy, reflecting our prairie heritage.
- Decrease in the number of residents diagnosed with depressive disorders - Decrease in the number of substance abusers
Strategies S.2.4.b.1.
Conduct ongoing education efforts with Law Enforcement and Fire personnel in Crisis Intervention skills when dealing with Mental Health Consumers, Drug Offenders and the Homeless.
S.2.4.b.2.
Remove regulatory barriers for placement of adult day care, mental and substance treatment facilities and recovery homes in the community.
Future Strategies FS.2.4.a.1
146
Partner with the state and South Hutchinson to promote a wide range of physical activities along the Arkansas River.
M.2.4.a Healthcare Providers
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Medical Offices Optometrist Offices Dental Offices 1
2 Miles
147
2.5 Livability: Education & Youth Vision: Hutchinson is home to one of the best education systems in the State and amply prepares youth for the future.
Background
Historically, education has played an important role in Hutchinson. The City’s first private school opened in 1872, followed by a second school in 1873. However, residents of Hutchinson quickly came to the conclusion that a public school was needed and voted to approve a $15,000 bond for the erection of the first public school house in the same year. The first formal graduation ceremony was conducted in 1882, with two graduates. In 1884, Hutchinson’s public school system expanded to accommodate a high school. The first junior high was built in 1915. As Hutchinson grew, the community continued to build more and better schools. Classes included manual training, music and domestic sciences. Hutchinson has continued on in this spirit into the present day, with the community still supporting updates and additions to its schools. Today, Hutchinson includes all or portions of four unified public school districts and three private schools. M.2.5.a. shows the public school district boundaries within the City, which include: USD 308 (Hutchinson Public Schools), USD 309 (Nickerson Public Schools), USD 312 (Haven Public Schools) and USD 313 (Buhler Public Schools). The Catholic Diocese of Wichita (Holy Cross and Trinity High School) and Central Christian School are the two private school institutions that provide Courtesy Dan McCarron alternative options for education to Hutchinson youth. Hutchinson is also the site of the Hutchinson Community College, which offers post-secondary education to local, state, national and international students. In addition to providing quality education, Hutchinson has prioritized providing youth with opportunities to develop other skills, such as leadership, teamwork and real-life experience. In the past, the City partnered with the Hutchinson Youth Council in the development and implementation of the Skateboard Park in Carey Park. The Youth Council has continued to stay involved in the community through organizations like the Hutchinson Community Foundation, though there have been no additional partnership projects with the City. Providing Hutchinson youth with a safe environment outside of school has been a common theme throughout the public engagement process for this Plan. Organizations such as Communities that Care, the Boys and Girls Club of Hutchinson and The Zone have provided youth a place to “hang out” or get involved after school. Other institutions, including the Hutchinson Public Library, are working towards programming that would provide students with hands-on experiences in fields like technology and media production. Providing youth with more opportunities for personal development could be beneficial for the community.
149
Designing our Future: Imagine Hutch 2037 School Districts USD 308 Hutchinson Public Schools The Hutchinson Public School District is the largest school district in Reno County and its boundaries cover most of Hutchinson. The first public school initially formed in 1873, when the residents of Hutchinson approved a bond measure for construction. The school district grew with the City, benefiting from population booms in the early 1900s and 1940s-50s. At the peak of their student enrollment, Hutchinson Public Schools educated more than 10,000 students. On July 1, 1966, Hutchinson Public Schools officially became USD 308. The School Board established their boundaries at the Hutchinson City limits, as they existed on that date. When the City grew past those boundaries, the USD 308 boundaries were not changed, which has led to three other school districts being partially located within the City limits. USD 308 has multiple schools throughout the City. F.2.5.a. shows that USD 308 has 11 schools (K-12), a Career and Technical Education Academy, a Head Start Facility and an administrative office. USD 308 also employs more than 800 employees (F.2.5.b.). Approximately 436 employees are certified personnel, with a majority of them certified educators. The student-teacher ratio is 13:1 and the average expenditure per student is $11,737 (Niche.com). Central Catholic USD 313 USD 308 USD 312 USD 309 Christian Diocese of Buhler Hutchinson Haven Nickerson School Wichita Central Office
1
1
1
1
1
-
High School
1
1
1
1
-
1
Middle School
1
2
1
0
-
1
Elementary School
3
8
3
3
-
1
Preschool and Early Childhood Programs*
2
2
1
1
1
1
F.2.5.a. School District Facilities 2016 (Kansas Department of Education and the Catholic Diocese of Wichita)
Central Catholic USD 313 USD 308 USD 312 USD 309 Christian Diocese Buhler Hutchinson Haven Nickerson School of Wichita Elementary Personnel (2016)
72.8
239.2
38.3
51.6
7
n/a
Junior High Personnel (2016)
38.5
72.9
10.1
18
1
n/a
Senior High Personnel (2016)
48.1
114.6
24.5
26.2
-
n/a
Total Certified Personnel
162.4
436.2
75.4
97.8
49
n/a
Total Noncertified Personnel
105.3
366.1
67.5
66.5
10
n/a
Total Disctrict Personnel
267.7
802.3
142.9
164.3
59
n/a
F.2.5.b. School District Personnel (Kansas Department of Education)
150
Livability: Eduction & Youth In 2015, student enrollment was 4,979. Pre-school enrollment was 16. Hutchinson students had an attendance rate of 94.1%. Approximately 2.5% of students used school transportation at a cost to the district and 2.6% of the students had concurrent enrollment (students jointly enrolled in high school and vocational or community college classes). Hutchinson had a dropout rate of 3% in the 2014-2015 school year. Hutchinsonâ&#x20AC;&#x2122;s graduation rate was 87.43% in 2013 (Kansas Department of Education). (F.2.5.c.) Central Catholic USD 313 USD 308 USD 312 USD 309 Christian Diocese of Buhler Hutchinson Haven Nickerson School Wichita K-12 Student Enrollment
2290
4979
867
1040
215
318
14
16
13
28
15
-
96.2%
94.1%
96.4%
95.3%
-
95.4%
885
3394
391
660
-
57
38.6%
68.2%
45.1%
63.5%
-
21.5%
125
128
10
33
-
50
% of Student Body
5.5%
2.6%
1.2%
3.2%
-
18.9%
Students transported at district cost
1849
126
741
771
-
-
% of Student Body
80.7%
2.5%
85.5%
74.1%
-
-
Graduation Rate (07-08)
92.5%
89.9%
84.1%
84.8%
-
97.6%
Graduation Rate (08-09)
95.1%
91.8%
91.9%
76.8%
-
-
0.7%
3.0%
1.3%
0.6%
-
0.8%
Pre-School Enrollment Attendance Rate Students approved for free or reduced lunches % of Student Body Concurrent High School Enrollment
Dropout Rate
F.2.5.c. School Enrollment Statistics 2016 (Kansas Department of Education)
USD 313 Buhler Public Schools USD 313 was founded in 1965, combining seven separate school organizations under one school district (USD 313 website). USD 313 covers more than 8 square miles of the city and includes most of the northeast part of Reno County. The district maintains five school buildings and one central office (F.2.5.a.). The district employs more than 260 people, approximately 162 of whom are certified personnel (F.2.5.b.). The student-teacher ratio is 14:1 and the expenditure per student is $9,704 (Niche.com). In 2015, student enrollment was 2,290 and pre-school enrollment was 14. Buhler students had an attendance rate of 96.2%. The dropout rate was 0.7% in 2015. The Buhler school district transports 80.7% of its students at a cost to the district. In addition, 5.5% of the students have concurrent high school and college enrollment. (F.2.5.c.) USD 309 Nickerson & USD 312 Haven Both Nickerson and Haven School Districts have boundaries that extend inside the Hutchinson City limits, though each of these comprises a relatively small area within Hutchinson (USD 309-0.75 square miles/USD 312-1.18 square miles). Nickerson has five buildings with 164 employees and Haven has six buildings with 142 employees. Nickersonâ&#x20AC;&#x2122;s enrollment is 1,040; Haven has 867 students enrolled. Both school districts provide pre-school opportunities, with 28 spaces at Nickerson and 13 at Haven. See F.2.5.c.
151
Designing our Future: Imagine Hutch 2037 Private Institutions There are two private institutions located in Hutchinson that offer classes for Pre-K through 12 between them, namely Central Christian and the Catholic Diocese of Wichita. Central Christian School Central Christian has an enrollment of 227 students in pre-school through 12th grade. The school is accredited through the Association of Christian Schools International. All classes are held on their campus located at 1910 E 30th Ave. Staff consists of 59 teachers and other personnel. Catholic Diocese of Wichita The Catholic Diocese of Wichita operates two parochial schools in Hutchinson. The first, Holy Cross, located at 2633 Independence Rd, offers instruction for students from grades Pre-K to 6 and has an enrollment of 318 students. Trinity Catholic High School, located at the northeast corner of E 17th Ave and N Lorraine St, provides classes for both junior and senior high school students. Enrollment for 2015 was 265 students, with 39 personnel, including certified teachers. Trinity High School has an attendance rate of 95.4% (F.2.5.c.). The dropout rate is 0.8%, with 18.9% of the student body having concurrent high school enrollment.
Hutchinson Community College and Area Vocational School Hutchinson is home to the Hutchinson Community College (HCC) Blue Dragons. HCC is a two-year college that was founded in 1928 by Hutchinson voters. At that time it was known as the Hutchinson Junior College and had 187 students. The college was housed at the former Hutchinson High School until 1938 when the Board of Education acquired land on Plum Street and built Lockman Hall. In 1980, the college was renamed Hutchinson Community College. The Area Vocational School was added to its title on July 1, 1993. Since 1938, the HCC campus has expanded to include six buildings and a sports complex. M.2.5.b. shows the Hutchinson campus for the community college. The campus is landlocked by residential development and in recent years has acquired adjacent properties to support college growth. In addition, two satellite sites have been established in McPherson and Newton (Hutchinson Community College). The 2016 enrollment was 5,880 students. The vast majority of students are from Kansas (91%). HCC offers its students 59 programs of study and 148 possible majors. The college provides students the opportunity to graduate with an associateâ&#x20AC;&#x2122;s degree or similar certification. HCC has 387 fulltime and 453 part-time staff and offers more than 1,300 courses. Many courses are transferable to four-year universities, providing a cost-effective educational alternative. For Kansas residents, the cost of one credit is approximately $103, with a yearâ&#x20AC;&#x2122;s tuition being approximately $2,472 (Hutchinson Community College). Reno
152
Livability: Eduction & Youth County residents receive an additional $10 per credit hour remittance. In comparison, annual attendance at a four-year university, such as Kansas State University, can cost up to $9,000 in tuition for an in-state student (approximately $300 per credit hour) (Kansas State University). These numbers do not include the cost of books and housing. In addition to providing area residents with opportunities for higher education, HCC provides the community with entertainment opportunities which include athletics and performing arts. The Stringer Fine Art Center hosts concerts, plays and recitals that are open to the public. HCC also has 10 sporting teams that compete in the Kansas Jayhawk Community College Conference. The College welcomes residents to attend the games, providing the people of Hutchinson with higher-level athletic events. Hutchinson also hosts the annual National Junior College Athletic Association (NJCAA) menâ&#x20AC;&#x2122;s basketball tournament, offering community members the opportunity to view collegiate basketball players from around the country. With updates to the Hutchinson Sports Arena underway, there is potential to host other tournaments and events.
Early Childhood Education/Childcare The number and capacity of licensed childcare facilities in Hutchinson is depicted in F.2.5.d. Existing childcare facilities can care for a maximum of 2,047 children. During the last census (2010), the population of children under the age of 5 was 2,878. School-age children may need care after school and during the summer. The population for children aged 5-14 years of age was 5,329 (2010 US Census). There are also care providers who are not required to be licensed with the state, typically a family member or friend who watches children after school or as a favor. These providers may only care for a few children at a time and for limited hours. Based on these numbers, there is a gap between the number of children and available spaces in childcare facilities. Facility Type
Total Facilities
Total Licensed Capacity
Building Based School Age Program
3
300
Child Care Center
9
602
Drop-in Program for School-age Children
1
297
Group Day Care Home
12
144
Licensed Day Care Home
61
610
5
94
91
2047
Preschool Total
F.2.5.d. Capacity of licensed childcare facilities in Hutchinson 2016 (Kansas Department of Health & Environment, 2016)
153
Designing our Future: Imagine Hutch 2037
Goals, Performance Measures, Issues and Strategies Issues Education and Childcare Access 1.
Childcare Capacity. There is a gap between the number of licensed childcare facilities (91), their capacity (2,047) and the number of children who could potentially require childcare (8,207). With a capacity to handle only 25% of Hutchinson children, parents must find alternative childcare arrangements, including family friends or one parent remaining at home. In some cases, children may be left home to fend for themselves at a young age.
2.
Childcare Affordability. Hutchinsonâ&#x20AC;&#x2122;s median family income for a family of three is $51,700 (2015). The average annual cost of childcare is $6,200, which equates to almost 12% of median family income (Abundant Life Pre-school). When combined with other expenses a family household pays (such as housing, transportation, food, etc.) the added cost of childcare may drive one parent in the family to stay home to care for their child(ren). Parents opting to stay home because childcare is unaffordable can create issues in maintaining a stable workforce and maintaining higher household incomes.
3.
Community College Enrollment. While some high school students elect to take college or vocational courses while attending high school, the vast majority do not. Due to the relationship and close proximity between Hutchinson High School and the Hutchinson Community College, having only 2.6% of the student body take advantage of dual enrollment is unfortunate. Hutchinson Community College provides the opportunity for students to graduate from high school with college general education credits already earned. USD 309, 312 and 313 could also benefit from the close proximity and resident discount available at HCC.
Education & Youth Goal
Performance Measures
G.2.5.a. All children and adults have access to quality, affordable education and childcare options.
- Increase in number of available providers and slots for children
childcare
- Increase in number of dual enrollment students
Strategies S.2.5.a.1.
Remove local regulatory barriers for establishing new childcare facilities.
S.2.5.a.2.
Establish the City as a test case for workplace childcare.
Civic Engagement in Youth 1.
154
Youth Participation. While Kansas has a high volunteer rate of 31.1%, which ranks the state 7th in the nation, and this extends to the youth of our community, youth rarely have the opportunity to participate in the civic arena (Corporation for National & Community Service). Membership on boards and commissions is typically limited
Livability: Eduction & Youth to persons older than 18, which means the voices of the future are likely not being heard. Some communities like Broken Arrow, OK and Memphis, TN provide youth with an opportunity to participate in the discussion. At a time where civic engagement is waning in younger generations (only 50% of voters age 18-29 participated in the 2016 presidential election [Civicyouth.org]), providing youth with first-hand experience in the civic decision-making process could inspire more youth to get involved in the community. 2.
Youth Retention. Inclusion of youth in civic discussions can aid with retention of younger generations in Hutchinson. The average age of residents is getting older (see the Demographics section of this Plan). According to the Hutchinson population pyramids for 2000 and 2010, Hutchinson sees an increase in population in the 20-24 age group, which is likely due to the presence of the community college. The number of people in the cohort drops with age into the late 20s and early 30s, reflecting an out-migration of residents following college. Many factors can contribute to this out-migration, but targeting young adults in connection to future growth in the community may create an environment where they would choose to stay.
Education & Youth Goal
Performance Measures
G.2.5.b. Hutchinson provides opportunities to support and enhance skills of future leaders.
- Increase in youth-sponsored and youthpartnered projects - Increase in retention of youth in the community
Strategies S.2.5.b.1.
Partner with youth organizations for community-build projects (playgrounds, neighborhood cleanup events, Zoo volunteering, etc.)
S.2.5.b.2
Partner with local school districts and HCC to promote civic engagement and recruit the public employee workforce for tomorrow.
Future Strategies FS.2.5.a.1.
Provide a scholarship for Hutchinson students interested in dual enrollment to attend dual enrollment courses at attending HCC.
FS.2.5.b.1.
Provide Hutchinson youth with the opportunity to train with City departments and promote youth development in Hutchinson.
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M.2.5.a School Districts and Facilities Plum Creek nElementary
Holy Cross Catholic Morgan nElementarynElementary Wiley nElementary
Central Christian Schooln
Union Valley nElementary
Prairie nHills MS
Trinity Jr/Sr Catholic nSchool Graber nElementary
nHMS-8
nHHS Allen Faris nElementarynElementary McCandless nElementary HMS-7 Avenue A n nElementary
Lincoln nElementary
Hutcherson Center for nEarly Learning
n
School District
School Buildings
USD 308 - Hutchinson
School Properties
USD 309 - Nickerson
HCC
USD 312 - Haven
USD 313
USD 313 - Buhler
USD 309
Hutchinson City Limits
USD 308 Parochial 0
1
2 Miles
157
ELM ST
14TH TER
R
AY AZA W PL
SEVERANCE ST
12TH AVE
8TH AVE
PERSHING ST
CLEVELAND ST
10TH AVE
FORD ST
WASHINGTON ST
10TH AVE
9TH AVE
8TH AVE 0
7TH AVE
HCC Main Campus HCC Parking Lots Properties owned by HCC 0.125
COCHRAN ST
11TH AVE 11TH AVE
8TH AVE
COCHRAN ST
13TH AVE
GREGORY ST
OBEE PLZ
SESHER ST
ELM ST
13TH AVE
9TH AVE
MARLAND ST
14TH AVE COLLEGE LN
11TH AVE
9TH AVE
O DANIEL ST
15TH CIR
16TH AVE
BAKER ST
FORD ST
PLUM ST
POPLAR ST
MAPLE ST
WALNUT ST
12TH AVE
14TH AVE
DIXIE ST
16TH AVE
15TH AVE
MAIN ST
17TH CRESTVIEW
BAKER ST
17TH AVE
16TH AVE
ADAMS ST
18TH EDGEMOORE
FORD ST
MAPLE ST
LOCUST ST
SUNFLOWER AVE
16TH TER
13TH AVE
FAY ST
WALNUT ST
HARVEST LN
18TH AVE
14TH AVE
WHEATLAND DR
ST
CR E
NORMAN R D
CE
VD BL
M
AN
S
T N E C
RA
ER
18TH AVE
RK L
E BL
N
19TH AVE
LA
SE V
ASH ST
FAIRCREST DR
LAWN DALE P
K AR
OW ME A D
20TH AVE
RD
M.2.5.b Hutchinson Community College Campus
0.25 Miles
159
AMENITIES 3.1 Parks & Recreation 3.2 Trails, Bikeways & Pedestrian Facilities 3.3 Community Assets 3.4 Trees & Open Space
161
Courtesy Dan McCarron
Amenities
Amenities add to the value and attractiveness of a community. While not essential in terms of life and safety, they serve as an asset for residents and visitors.
“How many roads must a developer walk down, before they accept the amenities package?” ~ Bob Dylan “Under capitalism the common man enjoys amenities which in ages gone by were unknown and therefore inaccessible even to the richest people.” ~ Ludwig von Mises
163
3.1 Amenities: Parks & Recreation Vision: Hutchinson residents have a variety of safe, affordable, accessible and attractive parks and recreation opportunities. When designed correctly, parks, open space, and recreation facilities can improve a community’s physical and mental health, facilitate social connections between neighbors and provide aesthetic and environmental benefits. As communities become increasingly more urban, parks and open space often become the key connection to nature and natural landscapes. A well-placed park with the proper facilities can serve as a neighborhood’s living room, creating a gathering place for people who may not have much else in common.
Courtesy Dan McCarron
Background
Hutchinson’s Parks & Facilities Department works exclusively on the maintenance and development of city facilities, including public buildings, parks and trails. All parks programming, such as sports leagues or community activities, is organized by the Hutchinson Recreation Commission (Hutch Rec). Hutch Rec is a separate jurisdictional entity that has its own funding sources. However, the City and Hutch Rec have a strong partnership dedicated to providing high-quality recreation opportunities at well-maintained facilities. Park space has long been an essential part of Hutchinson’s physical and social fabric. The City’s largest park, Carey Park, has served Hutchinson since the turn of the Twentieth Century. Carey Park contains 26 acres and is a showcase for the community. Other parks and open spaces, such as the Dillon Nature Center, Avenue A Park and Rice Park, provide citizens with recreational opportunities and create a sense of place.
Inventory Hutchinson has 28 parks of varying sizes and classifications. Map M.3.1.a. depicts the location of all City parks—categorized by National Recreation and Parks Association (NRPA) standards—and school playgrounds. The NRPA standards are used to determine service areas and park needs. F.3.1.a. provides typical service levels and radii for the City’s parks. Based upon these standards, Hutchinson has ample park space, with 732 acres of parkland for its 41,569 residents, which exceeds NRPA standards by 312 acres.
165
Designing our Future: Imagine Hutch 2037 Approx. Size
Service Level (acres per 1000 residents)
Service Radius
Park Type
Definitio
Neighborhood Parks
Basic unit of park system and serves recreational and social focus of a neighborhood.
<10 acres 2 acres
½ mile
Community Park
Serve a larger segment of the community with recreational space, passive space, and other amenities such as activity fields for softball and soccer.
10-50 acres
3 acres
2 miles
Regional Park
Areas that serve an entire city with unique recreation opportunities.
>50 acres
7.5 acres
city-wide
Special Use Park
Areas that serve an entire city and outside visitors with specialized recreational activities.
varies
varies
regionor citywide
F.3.1.a. Park Types (National Recreation and Park Association)
Park Access One thing the standards fail to illustrate is access to park space and programming in the City’s parks. Research has shown that residents receive the greatest benefit from parks when they live within walking distance (1/4-mile to 1/2-mile) of a park (Harnik & Simms, 3). M.3.1.b. depicts the service areas for neighborhood parks, community parks and school playgrounds according to this walkability standard. While many neighborhoods in the city fall within walking distance of these parks and playgrounds, there are still clear gaps in many parts of the City. F.3.1.b. illustrates the percentage Walking Population Percent of of residents that have walkable Park Type Distance Served Population access to City parks and school Neighborhood Parks ¼ mile 11,460 27.2% playgrounds. These percentages were calculated based upon 2010 ½ mile 7,997 19% census block population data. Community Park Green space, specifically space located within medians and in School Playgrounds ¼ mile 10,458 24.9% cul-de-sacs, is not included in this analysis and will be discussed in Varies 24,026 57% section 3.4 of this Plan. Despite Combined being included in this analysis, school playgrounds are not F.3.1.b. Population Served by Parks and Playgrounds (2010 U.S. Census Bureau) formally part of the City’s park system. Before they can be integrated, greater effort must be made to address a number of barriers, including: 1) lack of programming; 2) lack of consistent, year-round access; 3) perception of trespassing; and 4) no formal agreements between the City and School Districts authorizing this use.
166
Amenities: Parks & Recreation
Goals, Performance Measures, Issues and Strategies Issues 1.
Lack of Neighborhood Parks. In the 2016 Community Survey, a majority of residents said they would use City parks more if they lived closer to a park. See F.3.1.c. Between this survey response and the analysis in the previous section, it appears that Hutchinson needs more parks at the neighborhood scale. Acquiring the land needed for neighborhood-level parks, however, brings up a few issues. First, the City cannot require the establishment of new parks or collect fees in lieu of park land dedication until a Parks Master Plan is developed. And, even then, these parks would be associated with new development and would provide little, if any, benefit to existing residents. Second, new neighborhood parks will require a larger maintenance budget. Finally, acquiring land in existing neighborhoods will require money and a focused strategy to determine what properties to acquire and how to afford them.
I would use the community's parks and trails more if: They were closer to me
3.21
they had had more more restrooms restrooms They
3.12
They were better maintained
3.04
I felt safer
3.00
They had had more more playgrounds, playgrounds, splash pads, pads, or other amenities or other amenities
2.94
They had more people
2.93
I was in better health
2.81
They were bigger
2.80
1
2
3
4
5
F.3.1.c. 2016 Community Survey: Useage of Parks and Trails (1=strongly disagree, 5=strongly agree)
2.
Perceived Lack of Safety. When asked where in the city they feel safe, Hutchinson ranked “City Parks and Trails” third from last—just above “Parking Lots” and “Anywhere in Town.” See F.3.1.d. While all areas in town received generally positive responses concerning safety, it appears that residents viewed parks as relatively less safe when compared to other areas in town. Park safety is impacted by more than police patrols. Park design and abutting land use also influence park use, safety and
167
Designing our Future: Imagine Hutch 2037 perception (Kazmierczak, 40). Park safety can be improved by providing â&#x20AC;&#x153;eyes on the street.â&#x20AC;? This concept involves increasing opportunities for informal surveillance by pedestrians and drivers by increasing foot traffic and vehicular access to parks, thereby reducing opportunities for isolated crime. Parks located in isolated areas or containing excessive visual barriers are not only difficult to patrol, but also feel unsafe. Parks built in low-density neighborhoods or near an incompatible land use may end up empty and become targets for vandalism, or worse. Park safety begins when parks are planned.
I feel safe: In my neighborhood
4.25
Where I work
4.01
Downtown
4.01
At the mall
3.82
InInCity Cityparks parks and and on City trails City trails
3.60
In parking lots
3.51
Anywhere in town
3.40 1
2
3
4
5
F.3.1.d. 2016 Community Survey: Perception of Safety in City Parks and Trails (1=strongly disagree, 5=strongly agree)
3.
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Uneven Park Maintenance/Amenities. The ultimate goal of City parks is to provide attractive outdoor spaces for activities. Parks should attract users through amenities (such as playgrounds, picnic areas and sports facilities), programming (such as sports leagues, community events and summer camps), and quality aesthetics (simply looking attractive and Courtesy Dan McCarron pleasing). However, not all park space is equally maintained, equipped or programmed; and not all parks serve their neighborhoods and community equally. Efforts are underway to improve parks in some neighborhoods, including Shadduck Park and Ashmeade Park. Other City parks may not be performing at their full potential (i.e., Green Street Park and parts of Farmington Park). Like any other City asset, parks perform best when they are well-planned, and maintained and measured against a given standard. Consistent measurement will allow parks workers to maintain a consistent level of quality, both of maintenance and amenities, among all City parks.
Amenities: Parks & Recreation Parks & Recreation Goal
Performance Measures
G.3.1.a: Hutchinson Parks are accessible, safe and attractive for all residents.
- Increase in percentage of residents who live within walking distance of a Park or School
Strategies S.3.1.a.1.
Develop a parks master plan to: 1) ensure adequate parkland is set aside in new subdivisions; 2) develop a strategy for parks and open space acquisition for infill areas; 3) consider the option of dual-use parks/storm drainage facilities; 4) include park safety design standards for existing and future parks; 5) establish aesthetic standards for parks; and 6) consider surrounding land uses when acquiring future park space
S.3.1.a.2.
Prioritize parks and open space acquisition as part of the Cityâ&#x20AC;&#x2122;s Capital Improvement Program (CIP).
S.3.1.a.3.
Work with school districts to enhance public use of playgrounds.
169
M.3.1.a. City Parks
Mini Parks Neighborhood Parks Community Parks Regional Parks Special Use Parks Limited-use Greenspace Hutchinson City Limits South Hutchinson 0
0.5
1
2 Miles 171
M.3.1.b. City Parks with Âź Mile Walking-distance Buffer
Mini Parks Neighborhood Parks Community Parks Regional Parks Special Use Parks Limited-use Greenspace Âź Mile Walkable Buffer ! School Buildings Hutchinson City Limits South Hutchinson 0
0.5
1
2 Miles 173
3.2 Amenities: Trails, Bikeways & Pedestrian Facilities Vision: Hutchinson is well-connected with bike and pedestrian facilities that provide ample active transportation and recreation options. Effective bike and pedestrian facilities provide more than options for recreation. Trails, sidewalks, bike lanes and other such facilities can make biking and walking around town as convenient as driving. Financial and physical realities prevent many residents from using a motorized vehicle. Bike and pedestrian facilities that connect all parts of the community are needed to allow all of Hutchinson’s residents to move freely about the City.
Bicycle and Pedestrian Master Plan
Project No. 13-08
In 2014, the City approved a Bicycle and Pedestrian Master Plan (Bike & Ped Plan), which was developed by Wilson & Company. The purpose of this discussion is not to replace that plan, but to assist in plan implementation.
Background
Hutchinson’s transportation infrastructure history follows a similar pattern to most American cities. The City’s very first public improvement was installation of a sidewalk on the west side of Main Street in 1873 (Welsh, 92). Before the second World War, when car use had not yet become as widespread, Hutchinson was compact, sidewalks were a standard part of the City’s transportation system and streets were shared by many types of transportation. However, in the 50’s and 60s, support for motorized vehicles increased as residents moved into larger homes in spread-out subdivisions. Because people could drive longer distances for shopping and amenities, stores and retailers became larger and more widely spaced. Despite their convenience for many, cars have proven to be unobtainable—and even dangerous—for others. People with disabilities, the elderly and those without financial
175
Designing our Future: Imagine Hutch 2037 means to afford one were left in the dust by cars traveling on streets that were first dirt, then brick and then paved. In subdivisions built in the 1970s and 1980s, the car was king, as no provision was made for pedestrian travel. Entire neighborhoods positioned in the northern portion of the City were built without sidewalks at all. Children traveling to schools were forced to either walk in the street or be driven by vehicle, adding to congestion and childhood obesity. Against this backdrop, the Bike & Ped Plan was commissioned. The plan synthesizes trail plans with an analysis of existing bicycle and pedestrian facilities to assess the Cityâ&#x20AC;&#x2122;s needs. Map M.3.2.a illustrates a number of potential projects to accommodate both pedestrians and cyclists. Some of the top priority projects include: 1) a trail that parallels 30th Avenue; 2) a bicycle boulevard on Washington Street; and 3) improving sidewalk infrastructure around schools. Hutchinson already has 12 miles of dedicated bike and pedestrian trails; see Map M.3.2.b. If projects in the Bike and Ped Plan are implemented, the City has the potential to become a place where all residents can travel around town, as well as recreate, with relative ease.
Goals, Performance Measures, Issues and Strategies Issues Active Transportation
176
1.
Limited Public Feedback. Residents are generally resistant to change; especially when that change is perceived to be an inconvenience or to reduce their ability to quickly travel to work, school or church. The East Avenue A road diet is a good example. The project was implemented with limited feedback from residents and there have been comments made by the public that no one uses the bike lanes and it takes too much time to get across town now. While these may be matters of perception, citizen complaints may be an indicator of limited public engagement during the design portion of the project.
2.
Low Funding Priority. Funding is an obstacle for increasing the number of bike and pedestrian facilities in the City, as these facilities must compete with streets and other infrastructure for Capital Improvement Program funding. Bike and pedestrian facilities are often the first ones to be cut as part of the budgeting process, making it difficult to build connections and complete the system. Designers would not dream of ending a road mid-route, but this is perfectly acceptable when it comes to trails and bikeways. Until bike and pedestrian infrastructure is perceived to be as vital as streets, funding will need to come from creative and alternative sources.
Amenities: Trails, Bikeways & Pedestrian Facilities Trails, Bikeways, & Pedestrian Facilities Goal
Performance Measures
G.3.2.a. Hutchinson’s trails, bikeways and pedestrian facilities provide an active transportation alternative to vehicle travel.
- Increase in number of network connections to activity generators - Decrease in bike and pedestrian related accidents - Increase in linear miles of trails and pedestrian infrastructure - Increase in bike lane miles on major roadways
Strategies S.3.2.a.1.
Develop a public involvement process for bicycle and pedestrian facility improvements to educate the public and bolster support.
S.3.2.a.2.
Consider a dedicated bike and pedestrian improvement funding source that is proportional to street improvement funding.
Pedestrian Facilities 1.
Lack of Sidewalks. For decades, cars have been seen as the primary mode of transportation and, since the 1970s, the City’s subdivision regulations only recommended sidewalks, but did not require them. As a result, new subdivisions were constructed without any sidewalks for a period of several decades. This left large gaps in the City’s pedestrian network. Most of the northwest portion of the City lacks sidewalks; see Map M.3.2.c. Recently, the City adopted new subdivision regulations that require installation of sidewalks, but these new regulations do nothing to address the existing gaps. Many neighborhoods lack adequate sidewalks to allow for safe routes for children to walk to school, parks or even to visit neighbors.
2.
Cost of Retrofitting Sidewalks. Some of Hutchinson’s streets without sidewalks may be wide enough to facilitate alternative approaches to pedestrian infrastructure. One alternative, painted pedestrian lanes, borrows strategies from bike lane installation. Painted pedestrian lanes are relatively inexpensive to install compared to concrete or asphalt sidewalks and, when buffered by bike lanes or parking, may be as safe. Of course, this reduces the available parking, so this alternative could only be explored with neighborhood support.
Courtesy Patrick Milner
177
Designing our Future: Imagine Hutch 2037 3.
Sidewalk Repairs. One final issue is the lack of funding for repairing sidewalks as they deteriorate. In Hutchinson, this responsibility lies with the adjacent property owner. For struggling neighborhoods with few resources, sidewalk repair is not a high priority for residents. This contributes to further sidewalk deterioration.
Trails, Bikeways, & Pedestrian Facilities Goal
Performance Measures
G.3.2.b: City sidewalks provide safe and complete routes for students walking to and from school, parks, shopping and other destinations.
- Increase in the number of elementary schools with a complete sidewalk network within 1/2 mile of all boundaries - Increase in middle schools with a complete sidewalk network within 1 mile of all boundaries
Strategies
178
S.3.2.b.1.
Explore alternative design solutions for pedestrian facilities.
S.3.2.b.2.
Explore creation of a sidewalk repair fund/program for low-income residents.
S.3.2.b.3.
Develop a sidewalk connection incentive plan for new development, allowing for reductions in parking requirements or other incentives where sidewalks are constructed beyond the frontage of the development property.
M.3.2.a. Proposed Trails
Future Trail Facilities Future Outer Ring Trail Existing Trail Hutchinson City Limits South Hutchinson 0
1
2 Miles
(Bicycle and Pedestrian Master Plan) 179
M.3.2.b. Existing Trails and Bicycle Facilities
NE GVI Trail Connection
Old K61 Trail Northeast GVI Trail
Countryside Park
Rice Park Trails
Dillon Nature Center Trails
North Lorraine Trail
Downtown Ave A Park Trail
Carey Park - George Pyle Park Link
Trail Facility Bicycle Lanes Bicycle Routes Hutchinson City Limits Martinez Trail
South Hutchinson 0
1
2 Miles
181
M.3.2.c. City Sidewalks
n
n n
n
n n
n n
n
n
n
n
n
n
n
n
n n Sidewalks No Sidewalk
n
School Buildings Hutchinson City Limits South Hutchinson
0
0.5
1
2 Miles 183
3.3 Amenities: Community Assets Vision: Hutchinson’s community assets attract visitors from around the nation and provide recreational and educational opportunities for residents of all ages. Hutchinson hosts an assortment of unique attractions that reflect the community’s eclectic history and interests. Museums take visitors from the past, to 650 feet underground, and all the way to the stars! Hutchinson’s strong sporting tradition is exemplified by the historic Hobart-Detter Field and the nearly renovated Hutchinson Sports Arena, which has hosted the National Junior College Athletic Association’s basketball tournament since 1949. These unique community assets contribute to Hutchinson’s identity as a “jewel of the plains.”
Background
Hutchinson’s community assets are valuable spaces that provide the City with regional, state and national attention, attracting a variety of visitors. A detailed list of these assets can be found in F.3.3.a. The City of Hutchinson’s taxpayers have either fully or partially funded many of these unique assets via the City’s revenues; others are supported through direct disbursement of property tax levies. Community survey results show strong local support for many of the community’s assets, with 83% of community survey respondents supporting City funding for the Hutchinson Zoo, 80% for the Dillon Nature Center, 60% for the Sports Arena and 59% for the Cosmosphere. (See F.3.3.b.) Map M.3.3.a shows the location of all of the community’s assets. These community assets are a benefit to Hutchinson’s social fabric and local identity; however, without proper planning or measurement of success, they have the potential to become a burden to the taxpayers. With good management, planning and reporting, these assets will continue to help Hutchinson reach for the stars as it takes off into the future.
185
Designing our Future: Imagine Hutch 2037 Map No. Name
1
Carey Park Golf Course
Description Carey Park Golf Course is an 18-hole course with more than 6500 yards of grounds. The course is open to the public and does not require a membership. City Funding Source: General Fund
2
Cosmosphere
A Smithsonian affiliate museum established in 1962 that holds the largest collection of space exploration artifacts west of the Mississippi River and an IMAX theater. City Funding Source: 33% of ¼% Sales Tax Referendum
3
Dillon Nature Center
This facility includes a garden and nature center featuring prairie flora, flower gardens, a Little Forest, a fishing pond and a children’s playscape. City Funding Source: General Fund
4
Fun Valley Sports Complex
This multi-use sports facility features high quality fields and hosts local baseball teams. Fun Valley also manages Hobart-Detter Field, a semi-pro baseball field rooted in Hutchinson’s rich baseball history. City Funding Source: Special Revenue Fund
5
Fox Theater
Historic art deco theater located in the Downtown district featuring movies and concerts. City Funding Source: None
6
Hutchinson Arts Center
Maintained by the Hutchinson Art Association, the Hutchinson Art Center features seasonal camps for student artists, new educational programs for all ages, and free docent-led tours for area students. The center also contains gallery space City Funding Source: Growth Fund, Arts and Humanities Council
7
Hutchinson Library
Established in 1901, the Hutchinson Public Library serves Hutchinson and surrounding communities in Reno County. The library offers several specialized services, including children and home-bound outreach, adult literacy tutoring, one-on-one technology training, and English as a Second Language assistance. City Funding Source: None. Direct Tax Levy
8
Hutchinson Zoo
This AZA (Association of Zoos and Aquariums)-accredited zoo features 160 local and exotic animals. The zoo participates in animal rehabilitation efforts. City Funding Source: General Fund
9
Kansas State Fairgrounds
Hutchinson is host to the Kansas State Fair, the largest single event in the State. Each year, the fair attracts more than 300,000 visitors from Kansas and surrounding states. Stretching from Main Street to Plum Street, the fairgrounds contain 280 acres of land and over 70 buildings. The fairgrounds also host other events and activities throughout the year. City Funding Source: Facility Improvements in general vicinity
10
Memorial Hall
Originally built in 1911, Memorial Hall houses a stage, open floor and fixed seating balconies. The concert hall can provide seating for more than 2,000 people. City Funding Source: General Fund
11
Reno County Museum
This museum shares the history of Reno County with rotating exhibits. The museum also features children’s exhibits. City Funding Source: Supported by Strataca Salt Mine Museum
186
Amenities: Community Assets Map No.
Name
Description
12
Sports Arena
A 7500-seat arena currently under renovation that has hosted the NJCAA tournament since 1949. Recently, the NJCAA signed a 25-year contract with the Arena—securing tournaments until 2041. City Funding Source: General fund; Bond for Renovation
13
Strataca Salt Mine Museum
The Strataca is an underground salt mine museum with access to some 300,000 square feet of mined-out area. It features information about the history of Hutchinson’s salt mining industry, as well as an underground vault where old Hollywood movies and other artifacts and items are stored. City Funding Source: 5% of ¼% Sales Tax Referendum
14
Salt City Splash
The first of its kind in the region, Salt City Splash is located in Carey Park and features a variety of water activities including a shallow water play area, tiny tot pool and playground area; 1- and 3-meter springboard diving, flume and tube slides; 50-meter pool. City Funding Source: Special Revenue Fund
F.3.3.a. Publicly Funded Community Assets
The following community assets should be supported, at least in part, through taxpayer funding: 100% 80% 60% 40%
83.3% 70.7% 59.6%
59.4%
59.1%
56.2%
49.4%
47.2%
42.3%
40.6%
37.1%
20% 0%
F.3.3.b. 2016 Community Survey: Prioritized Community Asset Funding
187
Designing our Future: Imagine Hutch 2037
Goals, Performance Measures, Issues and Strategies Issues 1.
Limited Accountability. Public investments in operational and maintenance costs of community assets are not presently tied to any type of performance measure. Since the primary reasons for having community assets are to attract visitors to the City, and to provide quality recreational and educational opportunities for Hutchinson residents, how do we know if these assets are succeeding in doing that without some sort of reporting mechanism? When performance is measured, performance improves; when performance is measured, and reported, the rate of improvement accelerates. Hutchinsonâ&#x20AC;&#x2122;s assets have the potential to provide extensive contributions to Hutchinsonâ&#x20AC;&#x2122;s economy and brand, but until a system of reporting is established, it is difficult to know where we are and make improvements.
F.3.3.c. contains a listing of City-funded assets and an estimated return on investment (ROI) for each asset type. The ROI is calculated by dividing the annual number of visitors by the Cityâ&#x20AC;&#x2122;s level of investment, showing how much is spent for each visitor to a Community Asset. Annual Visitors
Asset Carey Park Golf Course
2015 City Investment
ROI Index1
23,989
$190,511
$7.94
Cosmosphere
170,000
$702,602
$4.13
Dillon Nature Center
100,000
$11,000
$0.11
37,416
$324,726
$26.59
Hutchinson Arts Center3
16,000
$39,600
$2.48
Hutchinson Zoo
50,000
$581,621
$11.63
Memorial Hall
27,000
$83,564
$3.09
31,153
$112,654
$3.62
150,000
$128,424
$0.86
59,737
$106,455
$1.78
665,295
$2,281,157
66,530
$228,115.70
Fun Valley Sports Complex2 3
4
Salt City Splash Sports Arena3 Strataca & Reno County Museum Total Average
City investment per visitor Includes funding for Hobart-Detter Field 3 Attendance is an estimate 4 Estimate based on 27 events @ 1,000 guests per event 1
2
F.3.3.c. 2015 return on investment for selected Community Assets
188
$3.43
Amenities: Community Assets
As can be seen, financial support from the City is not consistent across the various types of community assets. Annual funding, however, exceeds $2 million. The City’s role with respect to these assets has been as funder, not marketer. But, how do we know if the City is overfunding some assets that might be under-performing, or underfunding some assets that are truly impacting the local economy? To more effectively fund assets, the City needs to establish standards for distribution of public funds. These standards should be tied to performance measures with mandatory annual reporting requirements.
2.
Overburdened City Budget. Hutchinson’s Community Assets contribute to the overall character of the community. However, compared to other cities in Kansas, Hutchinson finances a larger proportion of these Assets. F.3.3.d. contrasts Hutchinson’s asset density—how many assets the City funds compared to its population—with other municipalities. Measuring this density provides insight on how many Community Assets the City should be funding.
Population
Number of Assets
Asset Ratio1
Hays
21,038
5
2.38
Salina
47,486
10
2.11
Lawrence
90,811
5
0.55
Manhattan
56,143
6
1.07
127,679
11
0.86
McPherson
31,322
4
3.00
El Dorado
12,852
4
3.11
Hutchinson
41,889
15
3.58
Topeka
Number of assets per 10,000 population
1
F.3.3.d. Asset Ratios of Comparable Cities
Based on the numbers in F.3.3.d., Hutchinson is asset rich. Supporting this number of assets is justified if other goals of the community are met. However, as competition for limited resources continues, the community may wish to consider reducing the asset ratio.
Community Assets Goal
G.3.3.a: Community assets attract visitors to Hutchinson and contribute to its economy and quality of life.
Performance Measures
- Increase in the average number of visitors to each community asset - Decrease in ROI index for each community asset - Decrease in community asset density (assets per 1,000 population)
189
Designing our Future: Imagine Hutch 2037 Strategies
190
S.3.3.a.1.
Establish a performance reporting program, measuring return on investment for all Hutchinson community assets receiving City funding.
S.3.3.a.2
Review the return on investment for City assets (Memorial Hall, Salt City Splash, Hutchinson Zoo, Etc.), as well as the desires of the public, when making decisions about retention and renovation of these facilities.
M.3.3.a. Community Assets
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3.4 Amenities: Trees & Open Space Vision: Hutchinson’s trees and open space are appealing and attractive and serve as assets for the community. Trees and open space are featured as a separate chapter of this Plan because they: 1) serve as passive-use natural spaces; 2) contribute (along with parks) to the landscape ecology needed to maintain wildlife populations; and 3) contribute to the quality of life of City residents. Trees contribute aesthetic, economic and ecological value to Hutchinson’s residents. Their benefits range from improved air and water quality to reduced summertime temperatures. Trees also reduce storm water runoff and increase property values (Burden, 3). Open spaces—which typically include green spaces that appear natural or lack a designated use like a park—have similar benefits as trees, but usually at a larger scale. These spaces may also provide animal habitat, storm water Courtesy Dan McCarron retention and spaces for residents to interact with nature. Trees and open space can facilitate community pride and improve the appearance of a community.
Background
Though situated on the Great Plains, Hutchinson has no shortage of trees and open space. Civic leaders in the past demonstrated foresight when they set aside places like Carey Park and the Dillon Nature Center; both now provide valuable passive open space with large populations of mature trees and other plants. In most of the City’s older neighborhoods, trees were planted along roadways. These tree plantings are known as street trees, due to their proximity to the public right-of-way. Many of these trees © Kim Fritzemeier have grown to include majestic tree canopies that offer shade and other benefits. The City’s new subdivision regulations require street trees to be planted in new residential subdivisions.
193
Designing our Future: Imagine Hutch 2037 The City also has a Tree Board, which was established by City Council in 1994. The Tree Board directs City and private investments in trees and landscapes throughout the community. A “Trees for Tomorrow” fund is used at the Board’s discretion to finance tree planting and beautification projects. Recent projects include: replacing street trees along Plum Street between 4th and 11th Avenues, planting new trees along K-61 between 4th Avenue and Lorraine, and establishing a “pocket park” trailhead for the NE GVI Trail on 30th Avenue. Because of projects like these, the City has been designated as a Tree City USA for 22 straight years by the National Arbor Day Foundation.
Goals, Performance Measures, Issues and Strategies Issues Open Space
194
1.
Lack of Natural Open Space. Historically, this portion of South Central Kansas was covered with tall-grass prairie vegetation. Few trees interrupted the landscape and those that did were typically located in riparian areas. Wood, which was scarce, had to be imported and was too precious to be used for fencing. Even today, rock and stone fence posts can be seen in and around the City.
As the region developed, the prairies were converted to agriculture. Towns were established largely to support the agricultural industry and Hutchinson is no exception. Because of this, there is a dearth of natural open space in South Central Kansas. While there are some exceptions, such as Sand Hills State Park, Quivira Wildlife Refuge and the Arkansas River corridor, natural open space in the region is generally lacking. The area surrounding Hutchinson is primarily agricultural.
While Hutchinson does not have natural open space, per se, the City does have more than 1,500 acres of green space that could be counted toward open space. M.3.4.a. provides an inventory of the City’s green space and shows the underlying uses of these areas.
2.
Expensive, Single-Use Open Space. As can be seen, a large portion of the City’s open space is comprised of stormwater canals and flood detention basins. These basins and canals often contain little, if any, water and require a considerable amount of public funds to maintain. These flood management areas are primarily landscaped with grass, presumably for ease of maintenance. However, studies show that tree roots
Amenities: Trees & Open Space improve soil infiltration more effectively than grass (Bartens et al. 2055) and they absorb a considerable amount of rainwater before it reaches the ground (Burden 3). Alternatives to traditional storm water management, such as bioswales and rain gardens, not only manage higher volumes of water than an expansive grass field, but also absorb more runoff contaminants. Maintenance is cheaper in the longrun, as trees and shrubs only require periodic maintenance instead of bi-weekly mowing. Landscaping of the City’s flood management areas would not only provide enhanced storm water retention; it would also provide visual appeal, food and shelter for wildlife, increased value for nearby properties and natural interactive space for residents. By allowing multiple uses, the City’s properties can serve its residents more effectively. 3.
Communities Divided by Stormwater Facilities. When properly designed (by considering the surrounding social context along with flood management), storm water management areas have the potential to connect communities, provide recreation opportunities and add cultural and economic value to surrounding neighborhoods. A good example is Avenue A Park, which includes a bridge to allow access on both sides of this natural drainage corridor. Retrofitting existing storm water and flood infrastructure to make it more useable will require additional funding. However, this could be included in the City’s Stormwater Master Plan, presently being developed.
Trees & Open Space Goal
Performance Measures
G.3.4.a: Hutchinson’s open spaces serve the ecological, economic and aesthetic needs of the City.
- See Performance Measure for Goal 1.4.b.
Strategies S.3.4.a.1.
As part of the Stormwater Master Plan: 1) establish regulations that encourage multi-use stormwater management areas which utilize alternative practices such as bioswales and rain gardens and 2) allow dual-use parks/storm drainage facilities (see strategy S.3.1.a.1).
Street Trees 1.
Sporadic Street Tree Maintenance. Despite Hutchinson’s large number of street trees, the City does not have a formal urban forestry program for tree maintenance. Rather, residents are expected to maintain both the lawn and trees located in the adjacent public right-of-way. This practice has led to some variable outcomes. In neighborhoods where residents have more resources, the trees tend to be better maintained, being regularly trimmed and replaced without the need for City intervention. In neighborhoods with fewer resources, street tree maintenance is sporadic and property owners are frequently placed in an enforcement situation.
195
Designing our Future: Imagine Hutch 2037 Many residents may not understand that it is their responsibility to maintain street trees. This issue can be addressed in a variety of ways with a range of associated costs. Perhaps the most expensive solution is to establish a formal urban forestry program with full-time and seasonal staff to work on trees. This strategy would likely require significant funding from the General Fund. A less expensive strategy would be development of a program similar to the Brush Up Hutch! Paint Program that would provide reimbursement funding for tree maintenance. The program could be income restricted. 2.
Infrastructure Damage from Street Trees. Despite their many benefits, street trees can potentially damage City infrastructure when planted incorrectly or in the wrong context. Some trees, like cottonwoods, maples and ashes, can damage sidewalks and building foundations because they have shallow roots that extend outwards. Trees also have the potential to damage underground water, sewer and storm water infrastructure. Recognizing context when planting trees and other plants will save money in future maintenance costs and improve the health, safety and welfare of residents.
3.
Disease and Pest Damage. In many older Hutchinson neighborhoods, ash trees are the most common street tree species. While this leads to a uniform appearance and canopy, allowing a single species to become dominant in an urban landscape may lead to disease and pest susceptibility. Cities around the country are dealing with the emerald ash borer annihilating urban forests. To preserve Hutchinsonâ&#x20AC;&#x2122;s trees for future generations and prepare for potential pest and disease threats, the City will need to require a greater diversity of tree species, both as street trees and for private commercial/industrial landscaping. A more diverse population of trees will not only be more resilient to future pests and diseases, they will also create visual interest and help maintain Hutchinsonâ&#x20AC;&#x2122;s status as a Tree City USA.
Trees & Open Space Goal
Performance Measures
G.3.4.b: Hutchinson has a diverse, resilient and beautiful urban forest that adds to the aesthetic, economic and ecological character of the city.
- Increase in number of neighborhoods with new street trees
Strategies S.3.4.b.1
196
Develop a Tree Master Plan that establishes a standard focusing on diversity, context and maintenance needs and includes a tree inventory.
Amenities: Trees & Open Space S.3.4.b.2
Require all new subdivisions and developments to adhere to the Tree Master Plan.
S.3.4.b.3
Explore options for assisting lower-income residents with street tree maintenance.
S.3.4.b.4
Develop and distribute educational materials pertaining to street trees.
S.3.4.b.5
Raise awareness of Hutchinsonâ&#x20AC;&#x2122;s tradition as a designated Tree City USA.
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M.3.4.a. City Open Space Facilities
Natural Open Space Flood and Stormwater Areas Parks Hutchinson City Limits South Hutchinson 0
1
2 Miles 199
APPENDIX A Works Cited
A1
Appendix A: Works Cited Works Cited “1981-2010 Climate Normals.” National Oceanic and Atmospheric Administration. ncdc. noaa.gov. Accessed 25 August 2016. “2001 National Travel Survey.” Travel Industry Association of America, 2001. nhts.ornl.gov. Accessed 5 December 2016. “2008 Physical Activity Guidelines for Americans.” Office of Disease Prevention and Health Promotion. health.gov, 2008. Accessed 24 October 2016. “2015 Hutchinson Housing Needs Analysis.” City of Hutchinson: Department of Planning & Development, 2015. “2015 Kansas Crime Index.” Kansas Bureau of Investigation, Incident Based Reporting Unit. 2016.
“Airport IQ 5010,” GCR Inc., www.gcr1.com, Accessed 6 February 2017. American Community Survey. United State Census Bureau, 2015, census.gov. Accessed 28 January 2017. Baker, Mary Lynn and Jay Smith. The Hutchinson Spirit. Hutchinson: Reno County Historical Society, 2004. Bartens, Julia et al. “Can Urban Tree Roots Improve Infiltration through Compacted Subsoils for Stormwater Management?” Journal of Environmental Quality 37 (6). 2008, pp 2048-2057. Burden, Dan. “Urban Street Trees: 22 Benefits Specific Applications.” Walkable Communities, Inc. 2006. “Cost & Aid.” Snapshot of Cost. Hutchinson Community College, 2016. hutchcc.edu. Accessed 24 November 2016. “Education Foundation”. Unified School District 313, 2016. buhlerschools.org. Accessed 28 January 2017. Fritzemeier, Kim. Dillon Nature Center. 2014. Photograph. kimscountyline.blogspot.com. “Frost Dates Calculator.” The Old Farmer’s Almanac. Yankee Publishing. 2016. Web. 30 December 2016. “Generalized Physiographic Map of Kansas.” Kansas Geological Survey. kgs.ku.edu. Accessed 20 January 2017. Goodin, Douglas G. et al. Climate and Weather Atlas of Kansas. 1995, reprinted 2004. Harnik, P. and Jeff Simms, “Parks: How Far Is Too Far?” Planning. American Planning Association. December 2004. “How Art Economically Benefits Cities.” Project For Public Spaces. pps.org, 2009. Accessed 30 January 2017.
A3
Designing Our Future: Imagine Hutch 2037 Holmes, Greg. Ice Storm in Hutchinson, Kansas. 2007. Photograph. thelope.com. Used by the owner’s permission. “Hours & Rates.” Abundant Life Child Care, 2016. abundantlifechildcare.com. Accessed 21 October 2016. “Hutch Rising; Draft Prospectus.” Hutchinson/Reno County Chamber of Commerce. 2016. “Hutchinson Correctional Facility, FY 2016 Budget Analysis: 2016.”. Kansas Legal Research, 2016. kslegalresearch.org, Accessed 4 October 2016. “Hutchinson, Kansas Community Profile.” Hutchinson/Reno County Chamber of Commerce. 2015. “Hutchinson Public Schools.” Niche, 2016. niche.com. Accessed 5 December 2016. “Kansas.” Corporation for National and Community Service, 2016. nationalservice.gov. Accessed 30 January 2017. “Kansas Earthquake Database, Updated May 6, 2016.” Kansas Geological Survey. kgs. ku.edu/Geophysics/Earthquakes/historic.html. Accessed 30 January 2017. “Kansas Health Matters.” Kansas Department of Health and Environment. Kansashealthmatters.org, 2016. Accessed 24 October 2016. “KSU Tuition & Fee Schedule.” Kansas State University. 2016. Kazmierczak, Aleksandra. “The Contribution of Local Parks to Neighborhood Social Ties.” Landscape and Urban Planning, 109 (1), 2013, pp 31-44. McCarron, Dan. Abandoned Business. 2016. Photograph. McCarron private collection.
---. Chamber of Commerce. 2016. Photograph. McCarron private collection.
---. Church in Autumn. 2016. Photograph. McCarron private collection.
---. Drainage Ditch. 2016. Photograph. McCarron private collection.
---. Dump Truck and Cat. 2016. Photograph. McCarron private collection.
---. Fire Education Building. 2016. Photograph. McCarron private collection.
---. Science Students. 2016. Photograph. McCarron private collection.
---. Tree-lined Street. 2016. Photograph. McCarron private collection.
---. Trees. 2016. Photograph. McCarron private collection.
---. Welder 1. 2016. Photograph. McCarron private collection.
---. Welder 2. 2016. Photograph. McCarron private collection.
Milner, Patrick. Painted Pedestrian Lane in Pittsburgh, Pennsylvania. 2015 “Outdoor Gym and Fitness Equipment.” Scotgym, 2016. Scotgym.co.uk. Accessed 28 January 2017. Sisk, E.J. “First Impressions of Hutchinson.” City of Hutchinson. 2009.
A4
Appendix A: Works Cited “State of Kansas: 5-Year Ambient Air Monitoring Network Assessment, October 16, 2015.” Kansas Department of Health and Environment, Division of Environment. 2015. “Understanding Community Policing: A Framework for Action.” US Department of Justice. Bureau of Justice Assistance. Washington, D.C.: The Bureau, August 1994. United States Decennial Census Data. United State Census Bureau, 2010, census.gov. Accessed 30 January 2017. Welsh, Willard. Hutchinson: A Prairie City in Kansas. McCormick-Armstrong Co. 1946. Wilson & Company. Hutchinson Bicycle and Pedestrian Master Plan. 2014. Approved 10/7/2014 by the Hutchinson City Council. “Youth Voting.” The 2016 Youth Vote. The Center for Information & Research on Civic Leaning and Engagement, 2016, civicyouth.org. Accessed 24 November 2016.
A5
APPENDIX B
Public Engagement Exhibit A: Public Engagement Summary Exhibit B: Community Survey Exhibit C: Story Boards
B1
B2
Designing Our Future: Imagine Hutch 2037
Public Engagement The 2017-2037 Comprehensive Plan was developed with input from a wide variety of residents of all ages. The following engagement methods were used:
•
Department Director Analysis An analysis conducted with the City’s executive management team to identify Hutchinson’s Strengths, Weaknesses and Visions in various topical areas.
•
Stakeholder Interviews Five interview sessions held with 30 representatives of a wide variety of business, industry and non-profit interests.
•
Public Kick-Off Meeting Held at the Atrium Hotel & Convention Center on July 28, 2016, and attended by some 150 residents.
•
Meetings in a Box Eleven meetings conducted with various local groups. See Exhibit A for a full listing of meeting in a box groups.
•
Open House Held December 12, 2016, and provided a venue for residents to comment on Storyboards prepared for each Plan section. The Storyboards can be found at Exhibit C.
•
Planning Commission Draft Chapter Reviews Reviewed by the Planning Commission in September, October & November 2016.
•
Community Survey Sent as a utility bill insert and also available electronically; more than 1,300 respondents.
•
Planning Commission Public Hearing (March 7, 2017)
•
City Council Consideration (March 21, 2017)
A summary of the public engagement process is included in Exhibit A, which follows. The community survey can be found at Exhibit B. See Exhibit C for the Open House Storyboards.
B3
B4
Exhibit A:
2017-2037 Comprehensive Plan Public Engagment Summary
B5
B6
2017-2037 Comprehensive Plan Public Engagement Summary
Executive Team Summary
B7
B8
Executive Team Summary
Executive Team Comments Framework Weaknesses • Regional setting & historic preservation • Downtown • Demographics • Environment • Economy • Infrastructure • Land Use
B9
B10
Executive Team Comments Framework Strengths • Regional setting & historic preservation • Downtown • Demographics • Environment • Economy • Infrastructure • Land Use
Executive Team Comments Framework Vision • Regional setting & historic preservation • Downtown • Demographics • Environment • Economy • Infrastructure • Land Use
B11
B12
Executive Team Comments Livability Strengths • Housing & neighborhoods • Public safety • Sense of place • Community health • Education & youth
Executive Team Comments Livability Weaknesses • Housing & neighborhoods • Public safety • Sense of place • Community health • Education & youth
B13
B14
Executive Team Comments Livability Vision • Housing & neighborhoods • Public safety • Sense of place • Community health • Education & youth
Executive Team Comments Amenities Strengths • Parks & recreational facilities • Trails, bikeways & pedestrian facilities • Community assets • Trees & open space
B15
B16
Executive Team Comments Amenities Weaknesses • Parks & recreational facilities • Trails, bikeways & pedestrian facilities • Community assets • Trees & open space
Executive Team Comments Amenities Vision • Parks & recreational facilities • Trails, bikeways & pedestrian facilities • Community assets • Trees & open space
B17
B18
Stakeholder Interviews Summary
Stakeholder Interviews - June 23 & 24, 2016 â&#x20AC;˘ Approximately 30 attendees
Stakeholder Interviews: Strengths
B19
B20
Stakeholder Interviews - June 23 & 24, 2016
Stakeholder Interviews: Weaknesses
Stakeholder Interviews - June 23 & 24, 2016
Stakeholder Interviews: Identity
B21
B22
Kick-Off Meeting Summary
Kick-Off meeting held July 28, 2016: â&#x20AC;˘ Approximately 150 attendees
Kick-Off Meeting
B23
B24
Kick-Off Meeting: Results
Meetings in a Box Summary
B25
B26
11 Meetings in a Box were held throughout the community, as follows: • • • • • • • • • • •
Healthy Eating Active Living – July 6, 2016 NAACP – July 7, 2016 Ambucs – July 15, 2016 Rotary Club – July 18, 2016 Convention & Visitors Bureau – August 4, 2016 Chamber of Commerce – August 18, 2016 Hutchinson Community College – August 25, 2016 Young Professionals – August 29, 2016 Lincoln School – August 30, 2016 Wesley Towers – September 6, 2016 Board of Realtors – October 13, 2016
Meetings in a Box
Meeting in a Box: Lincoln School
B27
B28
Meeting in a Box: Young Professionals
Meeting in a Box: Results
B29
B30
Community Survey Results
1344 Responses 551 online 793 mailed in or returned by hand
Community Survey
B31
B32
Through the year 2037, how quickly would you like to see Hutchinson grow? No growth, 1.5% Slow growth, 18.1%
High growth, 16.9%
Moderate growth, 63.4%
Community Survey: Results
Hutchinson needs more: Industry (manufacturing, trucking, factories)
4.57
Infill/rehabilitation (fill in vacant lots/repair existing buildings)
4.33
Housing
3.74
Business (restaurants, stores, services, "hang outs")
3.72
Parks, trails, and open space
3.48
1
2
3
4
5
Community Survey: Results
B33
B34
Downtown should: Extend shopping opportunities into the evening hours after 5 PM
3.87
Focus on specialty retail, antiques, offices, and novelty stores
3.70
Promote changing commercial buildings to apartments/lofts
3.56
Continue with streetscape improvements (planters, decorative paving etc.) on Main Street
3.56 1
2
3
4
5
Community Survey: Results
Preserving the City's historic commercial buildings is very important. Disagree 6%
Strongly Disagree 4%
Strongly Agree 31%
Neutral 21%
Agree 38%
Community Survey: Results
B35
B36
Preserving the City's historic houses is very important. Strongly Disagree 5%
Disagree 8%
Strongly Agree 27% Neutral 26% Agree 34%
Community Survey: Results
Hutchinsonâ&#x20AC;&#x2122;s economy could be improved by: Attracting quality jobs and businesses to our region
4.46
Promoting and supporting our small, local businesses
3.89
Fixing up our housing / marketing our housing
3.07
Establishing a local partnership with a 4-year college/university
3.03 1
2
3
4
5
Community Survey: Results
B37
B38
Hutchinson needs to spend more money on: Fixing roads, alleys, and potholes
4.15
Marketing the City's tourist attractions and events
3.88
Fixing flooding problems
3.88
Attracting high-speed internet
3.69
Adding/fixing sidewalks and trails
3.68
Ice and snow removal
3.67
Public transportation (local bus, Main St. trolley, service to Wichita etc.)
3.23
Airport marketing and maintenance
3.19
1
2
3
4
5
Community Survey: Results
Hutchinson's housing condition is improving. Strongly Agree 2%
Strongly Disagree 6%
Disagree 23%
Agree 33%
Neutral 36%
Community Survey: Results
B39
B40
Hutchinson should explore the following options for housing: Tear down and replace run-down houses
4.00
Housing education
3.83
Require homes to be maintained and offer funding to assist with repairs
3.77
Focus funding in specific neighborhoods to increase impact
3.56
Market housing and neighborhoods
3.50
Find more incentives for building new houses
3.49
Research and fund pilot innovative housing solutions
3.47
Allow for second houses (accessory dwelling units)
2.91
1
2
3
4
5
Community Survey: Results
I feel safe: In my neighborhood
4.25
Where I work
4.01
Downtown
4.01
At the mall
3.82
In City parks and on City trails
3.60
In parking lots
3.51
Anywhere in town
3.40
1
2
3
4
5
Community Survey: Results
B41
B42
I would support spending tax dollars on: Moving unsightly businesses from our main corridors
3.66
Updated directional signs for attractions (wayfinding signs)
3.22
Streetscape improvements (flowers at major intersections, patterned pavement, enhanced lighting)
3.07
City entrance signs
2.93
More public art and sculptures
2.74 1
2
3
4
5
Community Survey: Results
Hutchinson could improve schools by: Increasing Vocational Technical programs
4.15
Increasing early childhood literacy / readiness / preschool programs
4.13
Increasing after school youth programming
4.09
Having more police presence in schools
3.48
Making school district boundaries match city boundaries
Photo by: Dan McCarron, 2016
3.35
1
2
3
4
5
Community Survey: Results
B43
B44
I would support spending more tax dollars on the following in order to improve community health: 3.87
Mental health services and education
3.71
More drug & alcohol rehab/prevention programs Increasing the number and location of Farmer's Markets
3.47
Attracting grocery stores, even if they are small, to all neighborhoods
3.44 3.38
Educational programs on healthy eating/active living Actively recruiting healthy restaurants
3.30
Trails and sidewalk connections
3.30
Community gardens
3.20
Building and expanding parks
3.20 1
2
3
Community Survey: Results 4
5
I live within walking distance of a park or trail. Strongly Disagree 10% Disagree 20%
Neutral 10%
Strongly Agree 29%
Agree 31%
Community Survey: Results
B45
B46
Within the past year, I have visited a Hutchinson park:
Not at all 15%
1-4 times 36%
More than 10 times 28%
5-10 times 21%
Community Survey: Results
Within the past year, I have used a Hutchinson trail or bike lane:
No 54%
Yes 46%
Community Survey: Results
B47
B48
I would use the community's parks and trails more if: They were closer to me
3.21
They had more restrooms
3.12
They were better maintained
3.04
I felt safer
3.00
They had more playgrounds, splash pads, or other amenities
2.94
They had more people
2.93
I was in better health
2.81
They were bigger
2.80
1
2
Community Survey: Results 3
4
5
The following community assets should be supported, at least in part, through taxpayer funding: 100% 80% 60% 40%
83.3% 70.7% 59.6% 59.4% 59.1% 56.2%
49.4% 47.2%
42.3% 40.6% 37.1%
20% 0%
Community Survey: Results
B49
B50
Funding Priorities ($20 to spend) $4.00 $3.50 $3.00 $2.50 $2.00 $1.50 $1.00 $0.50 $-
$3.61 $3.09 $2.96
$1.76 $1.75 $1.75 $1.02
$0.85
$0.66 $0.66 $0.54 $0.33 $0.07
Community Survey: Results
Open House Story Boards
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Open House held December 12, 2016: â&#x20AC;˘ Approximately 50 attendees
Open House
Exhibit B: 2017-2037 Comprehensive Plan Community Survey
B55
2017-2037 HUTCHINSON COMPREHENSIVE PLAN COMMUNITY SURVEY Hutchinson is developing a new Comprehensive Plan to serve as a guide for the future of our community. This survey will assist us in understanding community desires and priorities. Please complete the survey placing an “X” beside each statement to indicate your level of agreement. Thank you for helping us plan for Hutchinson’s future! Framework: Land Use/Growth
1. Through the year 2037, how quickly would you like to see Hutchinson grow? (check one only): High growth
Moderate growth
Slow growth
Statement
2. Hutchinson needs more: a.
Business (restaurants, stores, services, “hang outs”)
b.
Industry (manufacturing, trucking, factories)
c.
Infill/rehabilitation (fill in vacant lots/repair existing buildings)
d.
Housing
e.
Parks, trails and open space
Framework: Downtown & Preservation
3. Downtown should: a.
Focus on specialty retail, antiques, offices and novelty stores
b.
Extend shopping opportunities into the evening hours after 5 PM
c.
Continue with streetscape improvements (planters, decorative paving, etc.) on Main Street
d.
Promote changing commercial buildings to apartments/lofts
4. Preserving the City’s historic commercial buildings is very important. 5. Preserving the City’s historic houses is very important. Framework: Economy/Infrastructure
6. Hutchinson’s economy could be improved by: a.
Establishing a local partnership with a 4-year college/university
b.
Fixing up our housing / marketing our housing
c.
Attracting quality jobs and businesses to our region
d.
Promoting and supporting our small, local businesses
7. Hutchinson needs to spend more money on:
B56
a.
Fixing roads, alleys and potholes
b.
Fixing flooding problems
c.
Public transportation (Local bus, Main St trolley, service to Wichita, etc.)
d.
Airport marketing and maintenance
e.
Adding/fixing sidewalks and trails
f.
Attracting high-speed internet
g.
Marketing the City’s tourist attractions and events
h.
Ice and snow removal
Strongly Agree
No growth Agree
Neutral
Disagree
Strongly Disagree
2017-2037 Hutchinson Comprehensive Plan Community Survey
Strongly Agree
Statement
Agree
Neutral
Disagree
Strongly Disagree
Livability: Housing & Neighborhoods
8. Hutchinsonâ&#x20AC;&#x2122;s housing condition is improving. 9. Hutchinson should explore the following options for Housing: a. Tear down run-down housing and replace it with parks, gardens and other uses, including new housing b. Focus funding in specific neighborhoods to increase impact c. Allow for second houses (accessory dwelling units) to be built on single family lots d. Research and fund pilot innovative housing solutions (e.g. tiny houses, low energy design, alternative developments) e. Find more incentives for building new houses f. Require homes to be maintained and offer funding to assist with repairs g. Housing education (home repair, home finance, tenant / landlord rights) h. Market housing and neighborhoods Livability: Safety & Aesthetics
10. I feel safe: a. In my neighborhood b. Downtown c. At the Mall d. In City parks and on City trails e. In parking lots f. Where I work g. Anywhere in town 11. I would support spending more tax dollars on: a. Streetscape improvements (flowers at major intersections, patterned pavement, enhanced lighting) b. City entrance signs c. Updated direction signs for attractions (wayfinding signs) d. More public art and sculptures e. Moving unsightly businesses from our main corridors Livability: Education & Health Care
12. Hutchinson could improve schools by: a. Making school district boundaries match City boundaries b. Having more police presence in the schools c. Increasing Vocational Technical programs d. Increasing early childhood literacy / readiness / preschool programs e. Increasing after school youth programming 2
B57
2017-2037 Hutchinson Comprehensive Plan Community Survey Strongly Agree
Statement
Agree
Neutral
Disagree
Strongly Disagree
13. Most Hutchinson residents have access to: a. Medical care b. Dental care c. Vision care d. Child care e. Adult day care 14. I would support spending more tax dollars on the following in order to improve community health: a. Trail and sidewalk connections b. Building and expanding parks c. Community gardens d. Actively recruiting healthy restaurants e. Attracting grocery stores, even if they are small, to all neighborhoods f. Increasing the number and location of Farmerâ&#x20AC;&#x2122;s Markets g. Educational programs on healthy eating/active living h. More drug & alcohol rehab/prevention programs i. Mental health services and education Amenities: Parks, Trails & Bikeways
15. I live within walking distance of a park or trail 16. Within the past year, I have visited a Hutchinson park: More than 10 times 5-10 times
1-4 times
17. Within the past year, I have used a Hutchinson trail or bike lane:
Not at all
Yes Strongly Agree
Statement
No Agree
Neutral
Disagree
18. I would use the communityâ&#x20AC;&#x2122;s parks and trails more if: a. I felt safer b. They were better maintained c. They had more restrooms d. They had more people e. I was in better health f. They had more playgrounds, splash pads or other amenities g. They were closer to me / I could walk there h. They were bigger Amenities: Assets
19. The following community assets should be supported, at least in part, through taxpayer funding: a.
Zoo
b. Fun Valley
c.
Carey Park Golf Course
d. Memorial Hall
e.
Cosmosphere
f. Salt City Splash
g.
Strataca (Salt Mine Museum)
h. Sports Arena
i.
Dillon Nature Center
j. Events (Third Thursday, Art Walk, Hutchfest)
k.
Hutchinson Art Center 3
B58
Strongly Disagree
2017-2037 Hutchinson Comprehensive Plan Community Survey Community Priorities
20. You have up to $20 to spend on the following community needs typically funded by the City. Please indicate how much of the $20 you would spend in each area, with your top priorities receiving the most funding: $$$’s
$$$’s
a. Roads
b.
Fixing Flooding (Storm Drainage)
c. Downtown Beautification
d.
Historic Preservation
e. Trails and Bike Facilities
f.
Public Buildings
g. Police Officers
h.
Parks
i.
j.
Public Art
l.
Beautification along Main Roadways
Firefighters
k. Housing & Neighborhoods m. Water & Sewer System Maintenance Other
21. I live / work in Hutchinson:
Yes
22. If you live in Hutchinson, how long have you lived here?
No Years
23. In 20 years, I would like Hutchinson to be:
24. I am in the following age group (check only one): 0-17
18-24
25-39
40-59
60-74
75+
25. Do you have any other comments or suggestions for Hutchinson’s future?
Provide your name and email below to enter a drawing for a
Visa gift card.
Name: Email: Thank you for completing this community survey. Your thoughts and ideas are greatly appreciated. Please return this completed survey to one of the following locations by September 30: Drop Box:
1. City Hall, Planning Department, 125 E Avenue B (Planning Department) 2. Hutchinson Public Library, 901 N Main St (Circulation Desk)
Mail:
City of Hutchinson, Planning & Development Department PO Box 1567 Hutchinson KS 67504-1567
Email:
Charlene@Hutchgov.com
Online:
If you would prefer to take this survey online, please visit the Comprehensive Plan website at: https://hutchplan.com/
4
B59
Exhibit C: 2017-2037 Comprehensive Plan Story Boards
B61
B62
Framework: Regional Setting & History Vision
Hutchinson takes pride in its history and culture, with attractive historic buildings that showcase and bring economic value to the community, and which are preserved for future generations.
Where we areâ&#x20AC;Ś
Declining historic structures
Where we want to beâ&#x20AC;Ś Comprehensive Plan Goals
Goal 1
Conversion from historic to modern materials
Historic buildings and properties are maintained, rehabilitated and protected from deterioration and loss.
Goal 2
Renovation projects are completed according to the Secretary of the Interiorâ&#x20AC;&#x2122;s Standards for Rehabilitation.
Framework: Regional Setting & History How do we get there…
What’s in it for me?
2017-2037 Featured Strategies Strategy: S.1.1.a.1.
Unique heritage preserved
Vibrant historic districts
Community beautification
Active historic Downtown
Implement and make periodic updates to the City of Hutchinson Historic Preservation Action Plan. 3/1/2017
12/31/2037
Strategy: S.1.1.a.2. Explore providing funding in the City’s budget for preservation consultation services. 1/1/2018
8/1/2018
Strategy: S.1.1.a.3. Explore updating the Downtown Historic Design Guidelines 1/1/2019
12/31/2019
B63
B64
Framework: Downtown Vision
Downtown Hutchinson is vibrant and active at all times of day and is the entertainment and specialty retail focus for the City.
Where we are…
More residential units Downtown
Fewer vacant storefronts Downtown
Where we want to be… Comprehensive Plan Goals
Goal 1
Goal 2
Downtown Hutchinson has high-quality, market rate residential development, is walkable and appealing, and has a mixture of uses.
Downtown Hutchinson is the City’s entertainment core and offers events, plays, movies, festivals and other activities yearround.
Framework: Downtown How do we get there… 2017-2037 Featured Strategies Strategy: S.1.2.a.1.
What’s in it for me? Active Downtown
Thriving local economy
Encourage more residential living spaces Downtown. 3/1/2017
12/31/2037
Strategy: S.1.2.b.2. Shift Downtown operating hours to 7:00 p.m. to expand shopping opportunities. 3/1/2019
12/31/2037
Strategy: S.1.2.b.3. Establish a community “green” for outdoor concerts, events and gatherings. 1/1/2018
12/31/2018
Events that draw people
Extended hours
B65
B66
Framework: Demographics Vision
Hutchinson is a self-sustaining and moderately growing city that is home to people of all ages, backgrounds and abilities.
Where we areâ&#x20AC;Ś
Where we want to beâ&#x20AC;Ś Comprehensive Plan Goals
Low ethnic diversity
Black or African American 4.3% American Indian & Alaska Native Asian 0.7% 0.6% Some Other Race Two or 3.4% More Races 3.2%
White 87.8%
Sluggish growth Population 1880-2015 23,298
41,569
40,284
33,575
2010
Est. 2015
2000
1990
1980
1970
1960
1950
1940
1930
1920
1910
1900
1890
8,682 1880
50,000 40,000 30,000 20,000 10,000 0
Goal 1 Hutchinson maintains a moderate but steady population growth rate.
Goal 2 Hutchinson becomes a more diverse community that represents people of various backgrounds and is welcoming to all cultural groups as a place to live and work.
Framework: Demographics How do we get there… 2017-2037 Featured Strategies Strategy: S.1.3.a.1.
What’s in it for me? Healthy growth Hutchinson Population Projections
55,000
Reduce barriers to population growth. 1/1/2018
12/31/2018
51,742
50,000 45,000
46,841
41,569
41,590 41,580 40,374
Hola – Hello Por Favor – Please Gracias – Thanks Bienvenidos – Welcome Amigo – Friend Español – Spanish
39,404
35,000 2015
Provide Spanish language brochures for the City’s major programs. 1/1/2018
46,390 44,133
40,000
Strategy: S.1.3.b.1.
Equal access
2020
2025
2030
5-Year Trend Forecast
25-Year Trend Forecast
Modest Growth (1/2% per Yr)
Target Growth (1% per Yr)
2035
7/5/2019
Strategy: S.1.3.b.2. Offer bilingual pay for City employees qualified to serve as interpreters & translators. 1/1/2018
12/31/2018
Diverse communities
Celebrated heritage
B67
B68
Framework: Environment Vision
Hutchinson values the environment and its natural resources and protects its citizens from the adverse impacts of natural and manmade hazards.
Where we areâ&#x20AC;Ś
Frequent flooding and drainage problems
Where we want to beâ&#x20AC;Ś Comprehensive Plan Goals
Goal 1
Residents unprepared for natural disasters
Photo by: Greg Holmes, 2007
Hutchinson residents and businesses are protected from the negative impacts of flood events.
Goal 2 Hutchinson residents are prepared for natural hazards and are protected from hazard events.
Framework: Environment How do we get thereâ&#x20AC;Ś 2017-2037 Featured Strategies Strategy: S.1.4.a.1.
Whatâ&#x20AC;&#x2122;s in it for me? Fewer flooding issues
A more resilient community
Develop a Storm Water Management Master Plan that includes green spaces. 3/1/2017
12/31/2037
Strategy: S.1.4.c.1. Conduct a fire hazard education program. 3/1/2019
12/31/2037
RATES
Strategy: S.1.4.c.4. Encourage drought tolerant, low water use plantings. 1/1/2018
12/31/2018
Attractive community
Reduced insurance costs
B69
B70
Framework: Economy Vision
Hutchinson has a robust, resilient and diversified economy that offers quality jobs with living wages.
Where we are… Slow growth in living wage jobs
Where we want to be… Comprehensive Plan Goals
Goal 1
Disconnected tourist attractions
Hutchinson’s workforce is welleducated, highly skilled and prepared to work in local businesses and industries.
Photo by: Dan McCarron, 2016
Goal 2 Seek out a wide variety of employers, especially those primary employers that cultivate sector clusters or generate secondary jobs.
Framework: Economy How do we get thereâ&#x20AC;Ś
Whatâ&#x20AC;&#x2122;s in it for me?
2017-2037 Featured Strategies
Motivated workforce
More job opportunities
Strategy: S.1.5.b.2. Partner with local educational organizations to improve educational attainment in Hutchinson. 1/1/2018
12/31/2037 Photo by: Dan McCarron, 2016
Strategy: S.1.5.c.1. Diversify the economy by developing shovelready properties across a variety of sectors. 3/1/2017
12/31/2021
Strategy: S.1.5.c.1. Increase the transient guest tax to raise funds to market tourism and give attractions a facelift. 1/1/2018
12/31/2020
Amenities funded by tourists
Greater diversity of jobs
B71
B72
Framework: Infrastructure Vision
Hutchinson’s infrastructure is attractive, well-maintained, serves multiple purposes and supports a growing population.
Where we are…
Expensive street maintenance costs
Where we want to be… Comprehensive Plan Goals Goal 1 Hutchinson’s extensive rail network serves as an economic driver for the community.
Aging infrastructure needing replacement
Goal 2
The City’s street network is efficient, well-maintained and accommodates a variety of users (e.g., vehicles, cyclists, pedestrians, public transit).
Goal 3
Goal 4
Goal 5
Goal 6
Hutchinson has an ample supply of safe, affordable water.
The City’s public transit system is affordable, safe and easy to use for a wide variety of riders.
The sanitary sewer system efficiently conducts flows and has capacity for the future.
The airport is competitive and well-used, requiring minimal subsidies by the City.
Framework: Infrastructure How do we get thereâ&#x20AC;Ś 2017-2037 Featured Strategies Strategy: S.1.6.b.7.
Whatâ&#x20AC;&#x2122;s in it for me? Healthy water
Safe streets
Integrated rail
Thriving economy
Implement a more proactive approach to address potholes and drainage problems. 1/1/2019
12/31/2037
Strategy: S.1.6.d.3. Replace problem area water mains with the goal of replacing 3 miles / year by 2025. 3/1/2017
12/31/2037
Strategy: S.1.6.g.1. Develop an Airport Business Plan. 1/1/2018
12/31/2018
B73
B74
Framework: Land Use Vision
Hutchinson is an active and vibrant City with compatible land use patterns that support a safe, growing and welcoming community.
Where we areâ&#x20AC;Ś
Limited commercial & industrial land Land Use Mix Commercial
11%
Industrial
12%
Residential
45%
Public/Institutional
24%
Other-Unspecified
8%
Slow development
Where we want to beâ&#x20AC;Ś Comprehensive Plan Goals
Goal 1
Goal 2
Hutchinson has a friendly and predictable development process that generates attractive developments.
Hutchinson has plenty of land available to grow into the future.
Goal 3 Hutchinson has a logical development pattern that reduces the impacts of undesirable land uses.
Framework: Land Use How do we get there… 2017-2037 Featured Strategies Strategy: S.1.7.a.2.
What’s in it for me? Growing economy
Attractive development
Reduce the number of uses that require conditional and special use permits. 7/1/2017
12/31/2017
Strategy: S.1.7.a.4. Simplify the City’s landscape regulations.
1/1/2019
12/1/2019
Strategy: S.1.7.b.2. Develop a utility extension and annexation policy. 1/1/2018
12/31/2018
Efficient development process
Planned growth
B75
B76
Livability: Housing & Neighborhoods Vision
Hutchinson’s neighborhoods are unique and diverse and compete well in the regional housing market; they include distinctive and safe housing options.
Where we are…
Where we want to be… Comprehensive Plan Goals
Poor Housing Quality
6% 0% 1%
0% 3%
2%
Excellent Good
21%
Average 65%
2%
Average Minus Fair
Goal 1 Hutchinson has a variety of quality housing.
Goal 2 Hutchinson is a desirable community for residential development.
Sluggish Single-Family Growth 90 80 70 60 50 40 30 20 10 0
Goal 3
2009
2010
2011
2012
Single Family & Duplex
2013
2014
2015
Apartments
Hutchinson residents take pride in their neighborhoods and feel confident about the housing market.
Livability: Housing & Neighborhoods How do we get thereâ&#x20AC;Ś 2017-2037 Featured Strategies Strategy: S.2.1.a.1.
6/30/2018
Strategy: S.1.7.a.4. Review current regulations for barriers to infill development. 5/1/2019
Improved housing values
Neighborhood pride
Median Housing Value
Develop a targeted demolition plan that maximizes reuse of properties. 1/1/2018
Whatâ&#x20AC;&#x2122;s in it for me?
2017
2037 Projection
Hutchinson
$91,000
$179,866
McPherson
$125,900 $176,366
Maize
$133,700 $184,166
Newton
$95,500
Kansas
$129,400 $176,000
$145,966
5/31/2020
Strategy: S.1.7.b.3. Create a Neighborhood Development toolbox for neighborhood revitalization. 1/1/2018
7/1/2018
Housing Condition
Innovative solutions
Reduced blight
B77
B78
Livability: Public Safety Vision
Hutchinson provides a safe environment for people of all ages and backgrounds.
Where we areâ&#x20AC;Ś
Where we want to beâ&#x20AC;Ś Comprehensive Plan Goals
Increase in Brush/Grass Fires Fire Type
2014
2015
Change
Structure Fire (Residential)
72
55
-17
Structure Fire (Commercial)
18
18
0
Outbuilding Fire with Value
18
15
-3
Outbuilding/Bridge Fire
12
4
-8
Vehicle Fire
36
32
-4
Grass, Tree, Brush, Crop Fire
84
105
+21
Rubbish Fire
40
25
-15
Goal 1 Residents of Hutchinson have adequate public safety coverage and access to public safety personnel.
Crime Rate Higher than the State Average 80 70 60 50 40 30 20 10 0
2011
2012
2013
2014
Property Crime: Rate/1,000 Violent Crime: Rate/1,000 State Total: Rate/1,000
2015
Goal 2 Residents are safe in their home, place of work and the community.
Livability: Public Safety How do we get thereâ&#x20AC;Ś 2017-2037 Featured Strategies Strategy: S.2.2.a.2.
Whatâ&#x20AC;&#x2122;s in it for me? Investment in safety
Maintained structures
Explore patrol strategies based upon analytical data. 1/1/2019
3/31/2019
Strategy: S.2.2.a.5. Develop a wildland/urban interface fire mitigation plan. 1/1/2021
12/31/2021
Strategy: S.2.2.b.1. Remove complaint-only enforcement of key property maintenance and zoning codes. 10/1/2019
12/31/2037
Planned disaster response
Community policing
B79
B80
Livability: Sense of Place Vision
Hutchinson is an inviting community with residents who value and support our unique identity.
Where we areâ&#x20AC;Ś
Successful Downtown beautification & public art efforts
Corridors and entrances need assistance
Photo by: Dan McCarron, 2016
Where we want to beâ&#x20AC;Ś Comprehensive Plan Goals
Goal 1 Key City entrances and corridors are attractive and inviting.
Goal 2 Hutchinson has a unique, attractive character that makes our community marketable.
Livability: Sense of Place How do we get thereâ&#x20AC;Ś 2017-2037 Featured Strategies Strategy: S.2.3.a.1.
Whatâ&#x20AC;&#x2122;s in it for me? Identity
Sense of community
Conduct periodic first impression surveys.
1/1/2019
12/31/2037
Strategy: S.2.3.a.3. Develop and implement a cohesive streetscape plan. 6/1/2020
12/31/2022
Strategy: S.2.3.b.1. Develop a community brand.
10/1/2017
10/1/2018
Photo by: Dan McCarron, 2016
Positive reputation
Community pride
B81
B82
Livability: Community Health Vision
Hutchinson is the healthiest community in Kansas, a mecca for active, thriving people.
Where we are…
Residents not meeting recommended exercise Reno Prior Value United County for Reno Kansas States (2013) County (2012)
Kansas Health Statistics – Exercise, Nutrition & Weight Adults Meeting Daily Exercise Recommendations
13.3%
17.2%
17.9%
20.4%
Adult: Obesity Adult: Overweight Adult: Fruit consumption less than 1 per day
30.2% 36.1% 47.9%
27.7% 36.5% 43.8%
30% 35.3% 41.7%
28.9% 35.4% 39.2%
Adults: Vegetable consumption less than 1 per day
22.5%
28.5%
22.9%
23.1%
Higher mental health and drug admissions Mental Health & Drug Admissions Rate per 1,000 population over age 18
25 20 15 10 5 0
Photo by: Dan McCarron, 2016
Reno County
State
Where we want to be… Comprehensive Plan Goals
Goal 1 Residents have access to quality medical services, food options, and exercise opportunities.
Goal 2 Residents are strong and hardy, reflecting our prairie heritage.
Livability: Community Health How do we get thereâ&#x20AC;Ś 2017-2037 Featured Strategies Strategy: S.2.4.a.2.
Whatâ&#x20AC;&#x2122;s in it for me? More treatment options
New exercise opportunities
Test pilot use of outdoor exercise equipment and exercise classes in City Parks. 7/1/2019
7/31/2020
Strategy: S.2.4.b.1. Continue to educate Law Enforcement in Crisis Intervention skills. 6/30/2017
12/31/2037
Strategy: S.2.4.b.2. Remove regulatory barriers for healthcare, treatment and recovery facilities. 6/1/2019
6/1/2020
Photo by: Dan McCarron, 2016
Excellent medical care
Healthier options
B83
B84
Livability: Education and Youth Vision
Hutchinson is home to one of the best education systems in the State and amply prepares youth for the future.
Where we are…
Where we want to be… Comprehensive Plan Goals
Educational disparity School District
USD 308 USD 318 Kansas Hutchinson Buhler
Graduation Rate (2014‐2015 4‐year cohort) Dropout Rate (2014‐2015)
83.7%
93.3%
85.7%
3%
0.7%
1.6%
Goal 1
Quality, affordable childcare needed
Childcare Capacity in Hutchinson, KS
10000 5000 0 Photo by: Dan McCarron, 2016
Total Licensed Childcare Capacity
Total Hutchinson Population Age 0‐14
All residents have access to quality, affordable education and childcare options.
Goal 2 Hutchinson provides opportunities to support future leaders.
Livability: Education and Youth How do we get thereâ&#x20AC;Ś 2017-2037 Featured Strategies Strategy: S.2.5.a.1.
Whatâ&#x20AC;&#x2122;s in it for me? Affordable childcare
Youth community involvement
Remove extraneous regulatory barriers for establishing childcare facilities. 7/1/2020
7/1/2021
Strategy: S.2.5.b.1. Partner with youth organizations for community build projects. 7/1/2020
12/31/2037
Strategy: S.2.5.b.2. Partner with local schools to promote civic engagement and local public sector recruitment. 1/1/2019
12/31/2037
Photo by: Dan McCarron, 2016
Youth inspired development
Quality education
B85
B86
Amenities: Parks and Recreation Vision
Hutchinson residents have a variety of safe, affordable, accessible and attractive parks and recreation opportunities.
Where we are…
Under-programmed City parks
Where we want to be… Comprehensive Plan Goals
Goal Hutchinson’s parks are accessible, affordable, safe and attractive for all residents. Photo by: Dan McCarron, 2016
Perceived lack of safety in some parks
Photo by: Dan McCarron, 2016
Amenities: Parks and Recreation How do we get there… 2017-2037 Featured Strategies Strategy: S.3.1.a.1.
What’s in it for me? Connected communities
Safer parks
Develop a parks master plan that does the following:
• • • •
Establishes parks in new subdivisions Develops an acquisition strategy Establishes park safety design standards Considers land uses surrounding future parks
1/1/2018
7/1/2019
Strategy: S.3.1.a.3. Work with school districts to enhance public use of school playgrounds. 7/1/2018
7/1/2019
Healthy children
Neighborhood parks
B87
B88
Amenities: Trails, Bikeways & Pedestrian Facilities Vision
Hutchinson is well-connected with bike and pedestrian facilities that provide ample active transportation and recreation options.
Where we are…
Neighborhoods Without Sidewalks
Where we want to be… Comprehensive Plan Goals
Goal 1
Underused Trail System No: 54%
Yes: 46%
% of residents who use city trails
J. P. Martinez Sunflower Trail (Greg Holmes, 2008)
Hutchinson’s trails, bikeways and pedestrian facilities provide convenient alternatives to driving.
Goal 2 City sidewalks provide safe and complete routes for walking around town.
Amenities: Trails, Bikeways & Pedestrian Facilities How do we get thereâ&#x20AC;Ś 2017-2037 Featured Strategies Strategy: S.3.2.a.1.
Whatâ&#x20AC;&#x2122;s in it for me? Walkable neighborhoods
Access for everyone
Include local residents in the design of new trails and bike lanes. 1/1/2021
12/31/2037
Strategy: S.3.2.b.1. Explore alternative design solutions for pedestrian uses. 1/1/2020
12/31/2020
Strategy: S.3.2.b.2. Explore creation of a sidewalk repair program for low-income residents. 3/1/2020
12/31/2020
Safe walks to school
Healthy families
B89
B90
Amenities: Community Assets Vision
Hutchinson’s community assets attract visitors from around the nation and provide recreational and educational opportunities for residents of all ages.
Where we are…
Where we want to be… Comprehensive Plan Goals
Abundant community attractions Asset Ratio - Comparison Cities Hays Population Number of Assets Asset Ratio1 1
Salina
Goal
Lawrence Manhattan Topeka McPherson El Dorado Hutchinson
21,038 47,486
90,811
56,143 127,679
13,322
12,852
41,889
4
7
10
10
8
3
3
15
1.90
1.47
1.10
1.78
0.63
2.25
2.33
3.58
Number of assets per 10,000 population
Incohesive public funding system
Hutchinson’s community assets attract visitors and contribute to the City’s economy and quality of life.
Amenities: Community Assets How do we get thereâ&#x20AC;Ś 2017-2037 Featured Strategies Strategy: S.3.3.a.1.
Whatâ&#x20AC;&#x2122;s in it for me? High-quality attractions
Satisfied tourists
Better business
Community pride
Measure return on investment for all Community Assets receiving city funding. 3/1/2017
7/1/2017
Strategy: S.3.4.b.1. Review return on investment when making decisions concerning Community Assets. 1/1/2022
12/31/2022
B91
B92
Amenities: Trees and Open Space Vision
Hutchinson’s trees and open space are appealing and attractive and serve as assets for the community.
Where we are…
Where we want to be… Comprehensive Plan Goals
Single-use open space
Photo by: Dan McCarron, 2016
Photo by: Dan McCarron, 2016
Sporadic street tree maintenance
Goal 1
Goal 2
Hutchinson’s open spaces serve the ecological, economic and aesthetic needs of the city.
Hutchinson has a diverse, resilient and beautiful urban forest that adds to the aesthetic, economic and ecological character of the city.
Amenities: Trees and Open Space How do we get thereâ&#x20AC;Ś 2017-2037 Featured Strategies Strategy: S.3.4.a.1.
Whatâ&#x20AC;&#x2122;s in it for me? Useable open space
Natural spaces
Develop a plan to allow stormwater areas to function as parks and other uses. 3/1/2017
7/1/2017
Strategy: S.3.4.b.1. Develop a plan for street trees focused on diversity, context, and maintenance needs. 1/1/2022
12/31/2022
Strategy: S.3.4.b.3. Explore options for assisting lower-income residents with street tree maintenance. Photo by: Dan McCarron, 2016
7/1/2022
12/31/2022
Better business
Green neighborhoods
B93
APPENDIX C
Strategic Plan
The 2017-2037 Comprehensive Plan contains 16 visions, 40 goals and 126 strategies that form the 2017-2022 Strategic Plan. The Strategic Plan is intended to be the primary implementation tool for this Plan. It contains concrete strategies identified with the assistance of the public, department directors, the Planning Commission, the Steering Committee and other interested parties. The Strategic Plan encompasses the first five years of Plan implementation.
Annual Review The Strategic Plan strategies should be reviewed annually to evaluate progress toward meeting Plan goals.
Funding The Strategic Plan includes estimated funding in the form of a monetary range. Actual funding may be higher or lower. It is not the intent of this Plan to commit the current or future City Councils to funding the strategies herein; however, the strategies in this Plan should be given preference where possible.
Lead Party The Strategic Plan identifies a lead City Department responsible for implementation of each identified strategy.
Partner Entities The Strategic Plan includes partner departments and organizations associated with implementation of Plan strategies.
Timelines The Strategic Plan contains estimated timing for start and completion of Plan strategies. Strategies may be deferred or implemented earlier without formally amending the Plan.
5-Year Update Strategic Plan strategies include those strategies anticipated for completion in the first five years following Plan adoption (2017-2022). A new Strategic Plan is intended to be developed in 2022.
C1
1.1. Framework: Regional Setting & Historic Preservation
Vision: Hutchinson takes pride in its history and culture, which contribute to the economic success and unique identity of the City. G.1.1.a. Historic buildings and properties are maintained, rehabilitated and protected from deterioration and loss.
Strategy
Lead Party
Partners
Start Date
End Date
Budget
LM; CC
3/1/2017
12/31/2037
$$
S.1.1.a.1.
Implement and make periodic updates to the City of Hutchinson 2016 Historic Preservation Action Plan and preservation ordinance.
PLAN
S.1.1.a.2.
Explore providing funding in the Cityâ&#x20AC;&#x2122;s budget for ongoing preservation consultation services to assist property owners with compliance with historic standards.
PLAN
FIN; LM; CC
1/1/2018
8/1/2018
$
S.1.1.a.3.
Explore updating the Downtown Design Guidelines.
DM
LM; PLAN
1/1/2019
12/31/2019
$$
S.1.1.a.4.
Establish a catalytic investment entity (holding company) to control key Downtown properties until a qualified developer is found.
DM
CC; CM; DHRP
1/1/2021
12/1/2037
$$$$+
S.1.1.a.5.
Consider establishing a permanent incentive fund to offset the cost of façade improvements, architectural services and code footprints (building code analyses).
DM
LM; INS; PLAN
1/1/2020
12/31/2037
$$$
$=<$10,000; $$=$10,000-$49,999; $$$=$50,000-$99,999; $$$$=$100,000-$149,999; $$$$+=150,000+ 308-Hutchinson Schools; 309-Nickerson-South Hutchinson Schools; 312-Haven Schools; 313-Buhler Schools; ATT-City Attorney; CC-City Council; CHAM-Chamber of Commerce; County-Reno County; CM-City Manager; CVB-Convention and Visitors Bureau; DHRP-Downtown Revitalization Partnership; DM-Downtown Manager; ENG-Engineering Dept; FIN-Finance Dept; HC-Housing Commission; HCC-Hutchinson Community College; HEAL-Healthy Eating Active Living Coalition; HEALTH-Reno County Health Dept; HHNI-Hutchinson Healthy Neighborhoods Initiative; INS-Inspections Dept; IT-Information Technologies Dept; KSC-Kansas Department of Corrections; LB-Land Bank Board of Trustees; LM-Landmarks Commission; PARKS-Parks, Recreation Facilities Dept; PCPlanning Commission; PLAN-Planning Development Dept; POL-Police Dept; PW-Public Works Dept; RCAT-Reno County Area Transit; YP-Young Professionals
Designing our Future: Imagine Hutch 2037
C2
Strategic Plan: Framework
Strategic Plan: Framework 1.2. Framework: Downtown
Vision: Downtown Hutchinson is vibrant and active during the day and evening and serves as the entertainment and specialty retail focus for the City. G.1.2.a. Downtown Hutchinson has high-quality, market rate, residential development, is walkable and appealing and has mixed uses.
Strategy
Lead Party
Partners
Start Date
End Date
Budget
DM
HC; PLAN
7/31/2018
12/31/2020
$$$
Explore options to streamline the development review process for Downtown property owners.
PLAN
INS; DM
7/1/2017
12/31/2018
$
S.1.2.a.3.
Conduct educational seminars for Downtown property owners on tax credits, building codes and other issues of interest and actively lobby for retaining tax credits at the state level.
PLAN
DM; CM
1/1/2018
12/31/2022
$$
S.1.2.a.4.
Examine the Cityâ&#x20AC;&#x2122;s Zoning Regulations to determine if changes need to be made to facilitate mixed uses Downtown.
PLAN
DM; INS
7/1/2017
6/30/2018
$
S.1.2.a.1.
Promote more residential living spaces and live/work units Downtown.
S.1.2.a.2.
Strategy
Lead Party
S.1.2.b.1.
Improve marketing for Downtown events, activities and businesses.
DM
S.1.2.b.2.
Encourage Downtown shops to shift operating hours to extend to 7 PM to allow for shopping past the normal office business day.
DM
Partners
Start Date
End Date
Budget
CVB
1/1/2021
12/31/2022
$$
CC; CHAM; DHRP
7/1/2017
12/31/2037
$
$=<$10,000; $$=$10,000-$49,999; $$$=$50,000-$99,999; $$$$=$100,000-$149,999; $$$$+=150,000+ 308-Hutchinson Schools; 309-Nickerson-South Hutchinson Schools; 312-Haven Schools; 313-Buhler Schools; ATT-City Attorney; CC-City Council; CHAM-Chamber of Commerce; County-Reno County; CM-City Manager; CVB-Convention and Visitors Bureau; DHRP-Downtown Revitalization Partnership; DM-Downtown Manager; ENG-Engineering Dept; FIN-Finance Dept; HC-Housing Commission; HCC-Hutchinson Community College; HEAL-Healthy Eating Active Living Coalition; HEALTH-Reno County Health Dept; HHNI-Hutchinson Healthy Neighborhoods Initiative; INS-Inspections Dept; IT-Information Technologies Dept; KSC-Kansas Department of Corrections; LB-Land Bank Board of Trustees; LM-Landmarks Commission; PARKS-Parks, Recreation Facilities Dept; PCPlanning Commission; PLAN-Planning Development Dept; POL-Police Dept; PW-Public Works Dept; RCAT-Reno County Area Transit; YP-Young Professionals
C3
Appendix C: Strategic Plan
G.1.2.b. Downtown is the Cityâ&#x20AC;&#x2122;s entertainment core and offers events, plays, movies, festivals and other activities year-round.
S.1.2.b.3.
Explore opportunities to establish a community “green” for outdoor concerts, events and gatherings.
S.1.2.b.4
Develop a cohesive Downtown Plan that establishes a distinctive and unifying theme to connect the City’s Downtown assets.
DM
PLAN
1/1/2021
12/31/2021
PLAN
DM; DHRP; CC; CHAM; CVB
1/1/2022
12/31/2023
$$$$+
$=<$10,000; $$=$10,000-$49,999; $$$=$50,000-$99,999; $$$$=$100,000-$149,999; $$$$+=150,000+ 308-Hutchinson Schools; 309-Nickerson-South Hutchinson Schools; 312-Haven Schools; 313-Buhler Schools; ATT-City Attorney; CC-City Council; CHAM-Chamber of Commerce; County-Reno County; CM-City Manager; CVB-Convention and Visitors Bureau; DHRP-Downtown Revitalization Partnership; DM-Downtown Manager; ENG-Engineering Dept; FIN-Finance Dept; HC-Housing Commission; HCC-Hutchinson Community College; HEAL-Healthy Eating Active Living Coalition; HEALTH-Reno County Health Dept; HHNI-Hutchinson Healthy Neighborhoods Initiative; INS-Inspections Dept; IT-Information Technologies Dept; KSC-Kansas Department of Corrections; LB-Land Bank Board of Trustees; LM-Landmarks Commission; PARKS-Parks, Recreation Facilities Dept; PCPlanning Commission; PLAN-Planning Development Dept; POL-Police Dept; PW-Public Works Dept; RCAT-Reno County Area Transit; YP-Young Professionals
Designing our Future: Imagine Hutch 2037
C4
Strategic Plan: Framework
Strategic Plan: Framework 1.3. Framework: Demographics
Vision: Hutchinson is a self-sustaining and moderately growing city that is home to people of all ages, backgrounds and abilities. G.1.3.a. Hutchinson has a moderate but steady population growth rate.
Strategy
S.1.3.a.1.
Lead Party
Reduce barriers to economic development, including building and fire code barriers.
INS
Partners
Start Date
End Date
Budget
ENG; FIRE; INS; PLAN
1/1/2018
12/31/2018
$
G.1.3.b. Hutchinson is a diverse community that represents people of various backgrounds and is welcoming to all cultural groups. Strategy
Lead Party
Provide Spanish language brochures and/or website information for the Cityâ&#x20AC;&#x2122;s major programs.
S.1.3.b.2.
Offer incentive pay for City employees qualified to serve as interpreters and translators.
Partners
Start Date
End Date
Budget
CM
All City Departments
1/1/2018
7/15/2019
$$
HUM
CC; CM
1/1/2018
12/31/2018
$$
$=<$10,000; $$=$10,000-$49,999; $$$=$50,000-$99,999; $$$$=$100,000-$149,999; $$$$+=150,000+ 308-Hutchinson Schools; 309-Nickerson-South Hutchinson Schools; 312-Haven Schools; 313-Buhler Schools; ATT-City Attorney; CC-City Council; CHAM-Chamber of Commerce; County-Reno County; CM-City Manager; CVB-Convention and Visitors Bureau; DHRP-Downtown Revitalization Partnership; DM-Downtown Manager; ENG-Engineering Dept; FIN-Finance Dept; HC-Housing Commission; HCC-Hutchinson Community College; HEAL-Healthy Eating Active Living Coalition; HEALTH-Reno County Health Dept; HHNI-Hutchinson Healthy Neighborhoods Initiative; INS-Inspections Dept; IT-Information Technologies Dept; KSC-Kansas Department of Corrections; LB-Land Bank Board of Trustees; LM-Landmarks Commission; PARKS-Parks, Recreation Facilities Dept; PCPlanning Commission; PLAN-Planning Development Dept; POL-Police Dept; PW-Public Works Dept; RCAT-Reno County Area Transit; YP-Young Professionals
C5
Appendix C: Strategic Plan
S.1.3.b.1.
1.4. Framework: Environment
Vision: Hutchinson values the environment and its natural resources and protects its citizens from adverse impacts of natural and manmade hazards. G.1.4.a. Hutchinson residents and businesses are protected from the negative impacts of flood events.
Strategy
Partners
Start Date
End Date
Budget
S.1.4.a.1.
Develop and implement a new Storm Water Management Master Plan, annual Capital Improvement Program and Green Space Plan.
Lead Party ENG
PW
3/1/2017
12/31/2017
$$$
S.1.4.a.2.
Continue to collect storm water fees to finance storm water system improvements identified in the Storm Water Management Master Plan.
FIN
ENG; PW
3/1/2017
12/31/2037
$$$$
G.1.4.b. The Cityâ&#x20AC;&#x2122;s flood prone areas are community assets that are protected from the adverse impacts of development. Strategy
Partners
Start Date
End Date
Budget
S.1.4.b.1.
Require flood prone areas to be dedicated as easements as part of new development.
Lead Party PLAN
ENG; PW
7/1/2017
12/31/2017
$
S.1.4.b.2.
Conduct a study to determine the feasibility of conversion of existing storm water system components (i.e., drainage canals, storm drain basins) into dual use facilities to enhance the Cityâ&#x20AC;&#x2122;s recreation network.
ENG
PARKS; PLAN; PW
1/1/2018
12/31/2018
$$
$=<$10,000; $$=$10,000-$49,999; $$$=$50,000-$99,999; $$$$=$100,000-$149,999; $$$$+=150,000+ 308-Hutchinson Schools; 309-Nickerson-South Hutchinson Schools; 312-Haven Schools; 313-Buhler Schools; ATT-City Attorney; CC-City Council; CHAM-Chamber of Commerce; County-Reno County; CM-City Manager; CVB-Convention and Visitors Bureau; DHRP-Downtown Revitalization Partnership; DM-Downtown Manager; ENG-Engineering Dept; FIN-Finance Dept; HC-Housing Commission; HCC-Hutchinson Community College; HEAL-Healthy Eating Active Living Coalition; HEALTH-Reno County Health Dept; HHNI-Hutchinson Healthy Neighborhoods Initiative; INS-Inspections Dept; IT-Information Technologies Dept; KSC-Kansas Department of Corrections; LB-Land Bank Board of Trustees; LM-Landmarks Commission; PARKS-Parks, Recreation Facilities Dept; PCPlanning Commission; PLAN-Planning Development Dept; POL-Police Dept; PW-Public Works Dept; RCAT-Reno County Area Transit; YP-Young Professionals
Designing our Future: Imagine Hutch 2037
C6
Strategic Plan: Framework
Strategic Plan: Framework G.1.4.c. Hutchinson residents are adequately prepared for natural hazards and are protected from the negative impacts of hazard events. Strategy
Start Date
End Date
Budget
Conduct a fire hazard education program to inform residents and businesses about prairie fire risks and prevention measures.
Lead Party FIRE
CC
3/1/2019
12/31/2037
$
S.1.4.c.2.
Consider revising city codes to require new developments to provide storm shelters.
INS
ENG; PLAN
1/1/2020
1/1/2021
$
S.1.4.c.3.
Revise City Regulations to ensure that drilling of oil wells and fracking are not allowed within the city limits.
PLAN
ATT; ENG
1/1/2018
12/1/2018
$
S.1.4.c.4.
Modify landscaping regulations to encourage xeriscaping and drought tolerant, low water use plantings in public and private landscaping projects to conserve water and mitigate the impact of droughts.
PLAN
PARKS
1/1/2018
12/31/2018
$
S.1.4.c.5.
Establish guidelines which outline the Cityâ&#x20AC;&#x2122;s and residentsâ&#x20AC;&#x2122; responsibilities following an ice storm or wind storm event.
PW
CM; PARKS
1/31/2017
7/31/2018
$
S.1.4.c.6.
Establish a City-wide water conservation policy including the option for mandatory water use restrictions during summer months and during droughts.
PW
ENG; PARKS
1/1/2019
12/31/2019
$
$=<$10,000; $$=$10,000-$49,999; $$$=$50,000-$99,999; $$$$=$100,000-$149,999; $$$$+=150,000+ 308-Hutchinson Schools; 309-Nickerson-South Hutchinson Schools; 312-Haven Schools; 313-Buhler Schools; ATT-City Attorney; CC-City Council; CHAM-Chamber of Commerce; County-Reno County; CM-City Manager; CVB-Convention and Visitors Bureau; DHRP-Downtown Revitalization Partnership; DM-Downtown Manager; ENG-Engineering Dept; FIN-Finance Dept; HC-Housing Commission; HCC-Hutchinson Community College; HEAL-Healthy Eating Active Living Coalition; HEALTH-Reno County Health Dept; HHNI-Hutchinson Healthy Neighborhoods Initiative; INS-Inspections Dept; IT-Information Technologies Dept; KSC-Kansas Department of Corrections; LB-Land Bank Board of Trustees; LM-Landmarks Commission; PARKS-Parks, Recreation Facilities Dept; PCPlanning Commission; PLAN-Planning Development Dept; POL-Police Dept; PW-Public Works Dept; RCAT-Reno County Area Transit; YP-Young Professionals
C7
Appendix C: Strategic Plan
Partners
S.1.4.c.1.
1.5. Framework: Economy
Vision: Hutchinson has a robust, resilient, and diversified economy that offers quality jobs with living wages to support families, a high standard of living, competitive tax rates and a strong draw for tourism. G.1.5.a. Hutchinsonâ&#x20AC;&#x2122;s workforce is well-educated, highly skilled and prepared to work in local businesses and industries.
Strategy
Lead Party
S.1.5.a.1.
Improve marketing strategies to promote Hutchinson as a desirable community with a low cost of living.
S.1.5.a.2.
Partner with local school districts and private schools, as well as Hutchinson Community College, to improve educational attainment in Hutchinson.
Partners
Start Date
End Date
Budget
IT
CHAM; CM; CVB; DM
7/31/2017
12/31/2037
$$$
CM
308; 309; 312; 313; HCC
1/1/2018
12/31/2037
$$
G.1.5.b. Attract and grow a wide variety of employers, especially those primary employers that attract sector clusters or generate secondary jobs. Strategy
S.1.5.b.1.
Lead Party
Seek to diversify the economy by developing shovel-ready properties across a wide variety of sectors.
CM
Partners
Start Date
End Date
Budget
CHAM; ENG; PLAN; PW
3/1/2017
12/31/2021
$$$$
$=<$10,000; $$=$10,000-$49,999; $$$=$50,000-$99,999; $$$$=$100,000-$149,999; $$$$+=150,000+ 308-Hutchinson Schools; 309-Nickerson-South Hutchinson Schools; 312-Haven Schools; 313-Buhler Schools; ATT-City Attorney; CC-City Council; CHAM-Chamber of Commerce; County-Reno County; CM-City Manager; CVB-Convention and Visitors Bureau; DHRP-Downtown Revitalization Partnership; DM-Downtown Manager; ENG-Engineering Dept; FIN-Finance Dept; HC-Housing Commission; HCC-Hutchinson Community College; HEAL-Healthy Eating Active Living Coalition; HEALTH-Reno County Health Dept; HHNI-Hutchinson Healthy Neighborhoods Initiative; INS-Inspections Dept; IT-Information Technologies Dept; KSC-Kansas Department of Corrections; LB-Land Bank Board of Trustees; LM-Landmarks Commission; PARKS-Parks, Recreation Facilities Dept; PCPlanning Commission; PLAN-Planning Development Dept; POL-Police Dept; PW-Public Works Dept; RCAT-Reno County Area Transit; YP-Young Professionals
Designing our Future: Imagine Hutch 2037
C8
Strategic Plan: Framework
Strategic Plan: Framework G.1.5.c. Tourism is a strong economic driver and reflects the unique attractions and amenity mix of Hutchinson. Strategy
Partners
Start Date
End Date
Budget
S.1.5.c.1.
Explore increasing the transient guest tax to raise revenues for marketing tourism, reduce expenditures from the General Fund and give attractions a facelift.
Lead Party FIN
CC; CHAM; CM; CVB
1/1/2018
12/31/2020
$
S.1.5.c.2.
Examine arrangement and timeline for upgrading the Atrium and ensure targets are being met.
FIN
CM
4/1/2017
12/31/2018
$
S.1.5.c.3.
Improve pedestrian access and connectivity in areas near hotels and tourist attractions by including such improvements in the CIP.
ENG
CC; CM; PARKS; RCAT
1/1/2018
12/31/2037
$$$$+
S.1.5.c.4.
Explore options for running a visitor shuttle on a pilot basis to assist with conveying travelers between attractions.
DM
CC; CVB; HEAL; HRC; PARKS; RCAT
1/1/2021
12/31/2021
$$$$
308-Hutchinson Schools; 309-Nickerson-South Hutchinson Schools; 312-Haven Schools; 313-Buhler Schools; ATT-City Attorney; CC-City Council; CHAM-Chamber of Commerce; County-Reno County; CM-City Manager; CVB-Convention and Visitors Bureau; DHRP-Downtown Revitalization Partnership; DM-Downtown Manager; ENG-Engineering Dept; FIN-Finance Dept; HC-Housing Commission; HCC-Hutchinson Community College; HEAL-Healthy Eating Active Living Coalition; HEALTH-Reno County Health Dept; HHNI-Hutchinson Healthy Neighborhoods Initiative; INS-Inspections Dept; IT-Information Technologies Dept; KSC-Kansas Department of Corrections; LB-Land Bank Board of Trustees; LM-Landmarks Commission; PARKS-Parks, Recreation Facilities Dept; PCPlanning Commission; PLAN-Planning Development Dept; POL-Police Dept; PW-Public Works Dept; RCAT-Reno County Area Transit; YP-Young Professionals
C9
Appendix C: Strategic Plan
$=<$10,000; $$=$10,000-$49,999; $$$=$50,000-$99,999; $$$$=$100,000-$149,999; $$$$+=150,000+
1.6. Framework: Infrastructure
Vision: Hutchinson’s infrastructure is attractive, well-maintained, serves multiple purposes and supports a growing population. G.1.6.a. Hutchinson takes advantage of its extensive rail network to serve as an economic driver for the community.
Strategy
Partners
Start Date
End Date
Budget
S.1.6.a.1.
In partnership with the railroads, develop a master plan to reduce the number of at-grade crossings over time. This may involve acquisition of alternative rights-of-way and closure of some at-grade crossings. Abandoned railway corridors could be repurposed as part of the City’s trail system as railto-trail amenities.
Lead Party PW
ENG
3/1/2020
12/31/2037
$$$$
S.1.6.a.2.
Explore options and financing sources for improving the safety of railroad crossings with upgrades to signage, signals, gates, pavement design, pavement markings and geometric design.
ENG
PLAN; PW
1/1/2019
12/31/2037
$$$$+
S.1.6.a.3.
Explore the feasibility of establishing quiet zones and installing wayside horns at railroad crossings to reduce noise pollution associated with locomotive horns.
PW
CC; CHAM; CM; ENG
1/1/2021
12/31/2022
$-$$$$
Partners
Start Date
End Date
Budget
CM; ENG; FIN; PW
1/1/2019
12/31/2022
$
G.1.6.b. The City’s street network is efficient and well-maintained. Strategy
S.1.6.b.1.
Lead Party
To reduce infrastructure costs per development, explore amendments to the zoning and subdivision regulations to encourage more compact development patterns.
PLAN
$=<$10,000; $$=$10,000-$49,999; $$$=$50,000-$99,999; $$$$=$100,000-$149,999; $$$$+=150,000+ 308-Hutchinson Schools; 309-Nickerson-South Hutchinson Schools; 312-Haven Schools; 313-Buhler Schools; ATT-City Attorney; CC-City Council; CHAM-Chamber of Commerce; County-Reno County; CM-City Manager; CVB-Convention and Visitors Bureau; DHRP-Downtown Revitalization Partnership; DM-Downtown Manager; ENG-Engineering Dept; FIN-Finance Dept; HC-Housing Commission; HCC-Hutchinson Community College; HEAL-Healthy Eating Active Living Coalition; HEALTH-Reno County Health Dept; HHNI-Hutchinson Healthy Neighborhoods Initiative; INS-Inspections Dept; IT-Information Technologies Dept; KSC-Kansas Department of Corrections; LB-Land Bank Board of Trustees; LM-Landmarks Commission; PARKS-Parks, Recreation Facilities Dept; PCPlanning Commission; PLAN-Planning Development Dept; POL-Police Dept; PW-Public Works Dept; RCAT-Reno County Area Transit; YP-Young Professionals
Designing our Future: Imagine Hutch 2037
C10
Strategic Plan: Framework
Strategic Plan: Framework S.1.6.b.10 Draft a policy to address the timing requirements and payment responsibilities for new street infrastructure.
ENG
12/31/2018
$
S.1.6.b.2.
Evaluate traffic signal timing and warrants to keep up with changing traffic patterns.
ENG
1/1/2018
12/31/2037
$$
S.1.6.b.3.
Continue to work on implementing a comprehensive pavement management system to help the City choose cost effective strategies for maintaining the Cityâ&#x20AC;&#x2122;s streets.
ENG
PW
3/1/2017
12/31/2037
$$
S.1.6.b.4.
Implement preventive street maintenance methods to prolong the life of the Cityâ&#x20AC;&#x2122;s streets.
PW
ENG
1/1/2020
12/31/2037
$$$$
S.1.6.b.5
Maintain or increase CIP funding levels for streets.
ENG
CC; CM; ENG; FIN; PW
1/1/2018
12/31/2037
$$$$+
S.1.6.b.6.
Implement a proactive approach to addressing potholes and drainage problems to include status updates to citizens.
PW
ENG
1/1/2021
12/31/2037
$$$
S.1.6.b.7.
Consider using special inspectors for oversight of street projects constructed by private contractors to ensure work is held to a high standard.
ENG
1/1/2019
12/31/2037
$$
S.1.6.b.8.
To improve output and save costs, consider employing the use of City personnel and City equipment on street projects, including reconstructions, mill and overlays and alley maintenance.
PW
ENG; FIN; HUM
1/1/2019
12/31/2037
$$
S.1.6.b.9.
Explore winter projects to maximize the use of available City personnel.
PW
ENG; PARKS
1/1/2018
12/31/2037
$
$=<$10,000; $$=$10,000-$49,999; $$$=$50,000-$99,999; $$$$=$100,000-$149,999; $$$$+=150,000+ 308-Hutchinson Schools; 309-Nickerson-South Hutchinson Schools; 312-Haven Schools; 313-Buhler Schools; ATT-City Attorney; CC-City Council; CHAM-Chamber of Commerce; County-Reno County; CM-City Manager; CVB-Convention and Visitors Bureau; DHRP-Downtown Revitalization Partnership; DM-Downtown Manager; ENG-Engineering Dept; FIN-Finance Dept; HC-Housing Commission; HCC-Hutchinson Community College; HEAL-Healthy Eating Active Living Coalition; HEALTH-Reno County Health Dept; HHNI-Hutchinson Healthy Neighborhoods Initiative; INS-Inspections Dept; IT-Information Technologies Dept; KSC-Kansas Department of Corrections; LB-Land Bank Board of Trustees; LM-Landmarks Commission; PARKS-Parks, Recreation Facilities Dept; PCPlanning Commission; PLAN-Planning Development Dept; POL-Police Dept; PW-Public Works Dept; RCAT-Reno County Area Transit; YP-Young Professionals
C11
Appendix C: Strategic Plan
1/1/2018
PLAN; PW; FIN; CC
G.1.6.c. The Cityâ&#x20AC;&#x2122;s street network accommodates a variety of users (vehicles, cyclists, pedestrians, public transit). Strategy
Lead Party
Partners
Start Date
End Date
Budget
PARKS; PLAN
1/1/2018
12/31/2037
$
S.1.6.c.1.
Continue to evaluate the need and feasibility for incorporating bicycle and pedestrian facilities in all street construction, reconstruction and redesign projects.
ENG
S.1.6.c.2.
Improve truck route and engine brake ordinance signage.
ENG
PW
1/1/2019
12/31/2020
$
S.1.6.c.3.
Conduct educational seminars for bicycle and pedestrian safety.
POL
HRC; HEAL; PLAN
4/1/2017
12/31/2022
$$
G.1.6.d. The City has an ample supply of safe water to support residents and industry and can deliver it at a reasonable price. Strategy
Lead Party
Partners
Start Date
End Date
Budget
PW
1/1/2018
12/31/2037
$
S.1.6.d.1.
To protect water quality, explore changes to the city code to: 1) reduce the amount of impervious pavement required for new development, and 2) reduce the amount of storm water runoff onto into City streets and storm drains.
FIN
S.1.6.d.2.
To improve water infrastructure condition, plan for gradual, moderate annual increases in user rates to keep up with maintenance costs and major capital improvements.
PW
FIN
1/1/2018
12/31/2037
$
S.1.6.d.3.
Prioritize the replacement and upgrade of critical water infrastructure to reduce service interruptions and to increase fire protection.
PW
ENG; FIRE
1/1/2019
12/31/2037
$
$=<$10,000; $$=$10,000-$49,999; $$$=$50,000-$99,999; $$$$=$100,000-$149,999; $$$$+=150,000+ 308-Hutchinson Schools; 309-Nickerson-South Hutchinson Schools; 312-Haven Schools; 313-Buhler Schools; ATT-City Attorney; CC-City Council; CHAM-Chamber of Commerce; County-Reno County; CM-City Manager; CVB-Convention and Visitors Bureau; DHRP-Downtown Revitalization Partnership; DM-Downtown Manager; ENG-Engineering Dept; FIN-Finance Dept; HC-Housing Commission; HCC-Hutchinson Community College; HEAL-Healthy Eating Active Living Coalition; HEALTH-Reno County Health Dept; HHNI-Hutchinson Healthy Neighborhoods Initiative; INS-Inspections Dept; IT-Information Technologies Dept; KSC-Kansas Department of Corrections; LB-Land Bank Board of Trustees; LM-Landmarks Commission; PARKS-Parks, Recreation Facilities Dept; PCPlanning Commission; PLAN-Planning Development Dept; POL-Police Dept; PW-Public Works Dept; RCAT-Reno County Area Transit; YP-Young Professionals
Designing our Future: Imagine Hutch 2037
C12
Strategic Plan: Framework
Strategic Plan: Framework S.1.6.d.4.
Replace problem area water mains with new and larger pipes as funds are available, with a goal of replacing three miles per year by 2025.
PW
CC
3/1/2017
12/31/2037
$$$$+
S.1.6.d.5.
Identify and inventory galvanized and lead water service lines and develop a plan to replace them.
PW
FIN
3/1/2017
3/1/2019
$$
S.1.6.d.6.
Develop a campaign to educate the public about methods to conserve water as well as the environmental and economic benefits of doing so.
PW
ENG; PARKS
1/1/2021
12/31/2037
$$
S.1.6.d.7.
Develop a water utility pro forma that can be updated by staff that includes capital improvement projects, revenues, reserve funding, bonds and salaries to estimate rates and spread out increases over time. (This could be done in conjunction with Strategy S.1.6.e.7.)
ENG
1/1/2018
12/31/2018
$$
G.1.6.e. The Cityâ&#x20AC;&#x2122;s sanitary sewer system is in good condition and efficiently conducts and treats waste flows, with the capacity for future growth. Strategy
Lead Party
Partners
End Date
Budget
3/1/2017
12/31/2037
$$$
3/1/2017
12/31/2017
$$
S.1.6.e.1.
Focus on preventive maintenance and extending the useful life of existing infrastructure.
S.1.6.e.2.
Conduct sewer line inspections to identify root intrusion problems. Continue using chemical root control and preventive maintenance measures.
PW
S.1.6.e.3.
Develop a Fats, Oil and Grease (FOG) program.
PW
INS
1/1/2019
12/31/2019
$$
S.1.6.e.4.
Conduct an infiltration and inflow (I & I) study to identify areas with excessive I & I problems.
PW
ENG
1/1/2019
12/31/2019
$$$
S.1.6.e.5.
Make upgrades to the wastewater treatment plant.
PW
ENG
1/1/2021
12/31/2022
$$$$+
$=<$10,000; $$=$10,000-$49,999; $$$=$50,000-$99,999; $$$$=$100,000-$149,999; $$$$+=150,000+ 308-Hutchinson Schools; 309-Nickerson-South Hutchinson Schools; 312-Haven Schools; 313-Buhler Schools; ATT-City Attorney; CC-City Council; CHAM-Chamber of Commerce; County-Reno County; CM-City Manager; CVB-Convention and Visitors Bureau; DHRP-Downtown Revitalization Partnership; DM-Downtown Manager; ENG-Engineering Dept; FIN-Finance Dept; HC-Housing Commission; HCC-Hutchinson Community College; HEAL-Healthy Eating Active Living Coalition; HEALTH-Reno County Health Dept; HHNI-Hutchinson Healthy Neighborhoods Initiative; INS-Inspections Dept; IT-Information Technologies Dept; KSC-Kansas Department of Corrections; LB-Land Bank Board of Trustees; LM-Landmarks Commission; PARKS-Parks, Recreation Facilities Dept; PCPlanning Commission; PLAN-Planning Development Dept; POL-Police Dept; PW-Public Works Dept; RCAT-Reno County Area Transit; YP-Young Professionals
C13
Appendix C: Strategic Plan
Start Date
PW
S.1.6.e.6.
Explore diversification of biosolids disposal to ensure long-term viability.
PW
S.1.6.e.7.
Develop a sanitary sewer pro forma that can be updated by staff that includes capital improvement projects, revenues, reserve funding, bonds and salaries to estimate rates and spread out increases over time. (This could be done in conjunction with Strategy S.1.6.d.7.)
ENG
ENG; PLAN
1/1/2021
12/31/2022
$$$
1/1/2018
12/31/2018
$$
G.1.6.f. Hutchinsonâ&#x20AC;&#x2122;s public transportation system succeeds in providing an affordable, safe and easy-to-use means of transportation to all residents, especially to the elderly and to those of low-income, and has ever-increasing ridership. Strategy
S.1.6.f.1.
Lead Party
Coordinate with RCAT to identify locations for fixed-route bus stops, pullouts, sidewalks and shelters and plan for their installation in conjunction with City street projects and new development proposals.
ENG
Partners
Start Date
End Date
Budget
PLAN; RCAT
3/1/2017
12/31/2037
$$
G.1.6.g. Hutchinsonâ&#x20AC;&#x2122;s airport facilities are highly desirable and competitive with airports in the region and are fully utilized (by aircraft management companies and aircraft owners), requiring little reliance on City funding to support their operations and maintenance. Strategy
Partners
Start Date
End Date
Budget
S.1.6.g.1.
Develop an Airport Business Plan to include: 1) Marketing and outreach; 2) Identification of the Airport as a key Gateway for the City; 3) Establishment of fees for heavy aircraft; and 4) A long-term strategy for Airport sustainability.
Lead Party PARKS
CHAM; CVB; PLAN
1/1/2018
12/31/2019
$$
S.1.6.g.2.
Establish a pavement maintenance plan for the airport.
PARKS
ENG; PW
1/1/2020
12/31/2020
$$$
$=<$10,000; $$=$10,000-$49,999; $$$=$50,000-$99,999; $$$$=$100,000-$149,999; $$$$+=150,000+ 308-Hutchinson Schools; 309-Nickerson-South Hutchinson Schools; 312-Haven Schools; 313-Buhler Schools; ATT-City Attorney; CC-City Council; CHAM-Chamber of Commerce; County-Reno County; CM-City Manager; CVB-Convention and Visitors Bureau; DHRP-Downtown Revitalization Partnership; DM-Downtown Manager; ENG-Engineering Dept; FIN-Finance Dept; HC-Housing Commission; HCC-Hutchinson Community College; HEAL-Healthy Eating Active Living Coalition; HEALTH-Reno County Health Dept; HHNI-Hutchinson Healthy Neighborhoods Initiative; INS-Inspections Dept; IT-Information Technologies Dept; KSC-Kansas Department of Corrections; LB-Land Bank Board of Trustees; LM-Landmarks Commission; PARKS-Parks, Recreation Facilities Dept; PCPlanning Commission; PLAN-Planning Development Dept; POL-Police Dept; PW-Public Works Dept; RCAT-Reno County Area Transit; YP-Young Professionals
Designing our Future: Imagine Hutch 2037
C14
Strategic Plan: Framework
Strategic Plan: Framework 1.7. Framework: Land Use
Vision: Hutchinson is an active and vibrant City with compatible land use patterns that support a safe, growing and welcoming community. G.1.7.a. Hutchinson has a friendly and predictable development process that generates attractive developments.
Strategy
Start Date
End Date
Budget
Revise the City’s zoning ordinance to reduce the number of uses to broad use categories.
Lead Party PLAN
PC
7/1/2017
12/1/2017
$
S.1.7.a.2.
Revise the City’s zoning ordinance to reduce the number of uses requiring special permitting and to include mitigation measures for as many uses as possible as part of the regulations.
PLAN
PC
7/1/2017
12/1/2017
$
S.1.7.a.3.
Eliminate ambiguous zoning districts – EN, CR, C-3 & I-2 – in order to reduce the number of nonconforming uses and clarify the status of these properties.
PLAN
PC
1/1/2018
12/1/2018
$
S.1.7.a.4.
Simplify the City’s landscape regulations.
PLAN
ENG; PARKS; PC
1/1/2019
12/1/2019
$
S.1.7.a.5.
Revise existing parking standards to meet both the needs of vehicles and pedestrians.
PLAN
PARKS; ENG
1/1/2019
7/31/2019
$
S.1.7.a.6.
Develop a zoning district to support the Airport and compatible uses.
PLAN
PARKS, PC
3/1/2017
7/1/2017
$
$=<$10,000; $$=$10,000-$49,999; $$$=$50,000-$99,999; $$$$=$100,000-$149,999; $$$$+=150,000+ 308-Hutchinson Schools; 309-Nickerson-South Hutchinson Schools; 312-Haven Schools; 313-Buhler Schools; ATT-City Attorney; CC-City Council; CHAM-Chamber of Commerce; County-Reno County; CM-City Manager; CVB-Convention and Visitors Bureau; DHRP-Downtown Revitalization Partnership; DM-Downtown Manager; ENG-Engineering Dept; FIN-Finance Dept; HC-Housing Commission; HCC-Hutchinson Community College; HEAL-Healthy Eating Active Living Coalition; HEALTH-Reno County Health Dept; HHNI-Hutchinson Healthy Neighborhoods Initiative; INS-Inspections Dept; IT-Information Technologies Dept; KSC-Kansas Department of Corrections; LB-Land Bank Board of Trustees; LM-Landmarks Commission; PARKS-Parks, Recreation Facilities Dept; PCPlanning Commission; PLAN-Planning Development Dept; POL-Police Dept; PW-Public Works Dept; RCAT-Reno County Area Transit; YP-Young Professionals
C15
Appendix C: Strategic Plan
Partners
S.1.7.a.1.
G.1.7.b. Hutchinson has plenty of land available to grow into the future. Strategy
Lead Party
S.1.7.b.1.
Work with Reno County to establish extraterritorial jurisdiction, shared jurisdiction, a mandatory annexation zone or some other option that protects the Cityâ&#x20AC;&#x2122;s borders and allows for expansion to 2037 and beyond.
PLAN
S.1.7.b.2.
Develop a utility extension and annexation policy.
PLAN
Partners
Start Date
End Date
Budget
CC: CM; COUNTY
7/1/2017
12/1/2018
$
CC; CM; ENG; PW
1/1/2019
12/31/2019
$
G.1.7.c. Hutchinson has a logical development pattern that mitigates the impacts of undesirable land uses. Strategy
Lead Party
S.1.7.c.1.
Conduct an incompatible use study and develop a plan for mitigating/removing conflicts.
S.1.7.c.2.
Fund a brine well study that identifies locations of abandoned wells and contains a mitigation plan and proposed funding sources in order to foster redevelopment in these areas.
Partners
Start Date
End Date
Budget
PLAN
PC
1/1/2020
12/1/2020
$$$
PW
ENG; PLAN
1/1/2019
12/31/2020
$$$
$=<$10,000; $$=$10,000-$49,999; $$$=$50,000-$99,999; $$$$=$100,000-$149,999; $$$$+=150,000+ 308-Hutchinson Schools; 309-Nickerson-South Hutchinson Schools; 312-Haven Schools; 313-Buhler Schools; ATT-City Attorney; CC-City Council; CHAM-Chamber of Commerce; County-Reno County; CM-City Manager; CVB-Convention and Visitors Bureau; DHRP-Downtown Revitalization Partnership; DM-Downtown Manager; ENG-Engineering Dept; FIN-Finance Dept; HC-Housing Commission; HCC-Hutchinson Community College; HEAL-Healthy Eating Active Living Coalition; HEALTH-Reno County Health Dept; HHNI-Hutchinson Healthy Neighborhoods Initiative; INS-Inspections Dept; IT-Information Technologies Dept; KSC-Kansas Department of Corrections; LB-Land Bank Board of Trustees; LM-Landmarks Commission; PARKS-Parks, Recreation Facilities Dept; PCPlanning Commission; PLAN-Planning Development Dept; POL-Police Dept; PW-Public Works Dept; RCAT-Reno County Area Transit; YP-Young Professionals
Designing our Future: Imagine Hutch 2037
C16
Strategic Plan: Framework
Strategic Plan: Livability 2.1. Livability: Housing & Neighborhoods
Vision: Hutchinson’s neighborhoods are unique, diverse and compete well in the regional housing market; they include distinctive housing options that are safe and meet the needs of all residents. G.2.1.a. Hutchinson has a variety of quality housing across the entire city.
Strategy
Lead Party
Partners
Start Date
End Date
Budget
INS
PLAN
1/1/2018
6/30/2018
$
Develop a targeted demolition plan that maximizes reuse of properties.
S.2.1.a.2.
Support pilot projects for housing to determine the viability of innovative solutions.
PLAN
HC; INS; LB
1/1/2020
12/31/2037
$$$
S.2.1.a.3.
Focus efforts in feature neighborhoods to maximize impact and improve valuation.
PLAN
HC; HHNI
1/1/2017
12/31/2037
$
S.2.1.a.4.
Change the replacement/new home mobile home standard to “no more than 20 years.”
PLAN
PC
7/1/2017
12/1/2017
$
Partners
Start Date
End Date
Budget
G.2.1.b. Hutchinson is a desirable community for residential development, including the area south of 11th Avenue. Strategy
Lead Party
S.2.1.b.1.
Implement the recommendations of the Infill Development Study.
PLAN
PLAN; INS; ENG; HC; LB
1/1/2018
1/1/2019
$$$
S.2.1.b.2.
Review current regulations for barriers to infill development and discretionary items that increase development costs.
PLAN
INS; DM; CC
7/1/2017
12/31/2018
$
$=<$10,000; $$=$10,000-$49,999; $$$=$50,000-$99,999; $$$$=$100,000-$149,999; $$$$+=150,000+ 308-Hutchinson Schools; 309-Nickerson-South Hutchinson Schools; 312-Haven Schools; 313-Buhler Schools; ATT-City Attorney; CC-City Council; CHAM-Chamber of Commerce; County-Reno County; CM-City Manager; CVB-Convention and Visitors Bureau; DHRPDowntown Revitalization Partnership; DM-Downtown Manager; ENG-Engineering Dept; FIN-Finance Dept; HC-Housing Commission; HCC-Hutchinson Community College; HEAL-Healthy Eating Active Living Coalition; HEALTH-Reno County Health Dept; HHNIHutchinson Healthy Neighborhoods Initiative; INS-Inspections Dept; IT-Information Technologies Dept; KSC-Kansas Department of Corrections; LB-Land Bank Board of Trustees; LM-Landmarks Commission; PARKS-Parks, Recreation Facilities Dept; PC-Planning Commission; PLAN-Planning Development Dept; POL-Police Dept; PW-Public Works Dept; RCAT-Reno County Area Transit; YP-Young Professionals
C17
Appendix C: Strategic Plan
S.2.1.a.1.
S.2.1.b.3.
Evaluate the effectiveness of the Rural Housing Incentive Districts in increasing new home construction.
PLAN
7/1/2022
12/31/2022
$
Partners
Start Date
End Date
Budget
HC
G.2.1.c. Hutchinson residents take pride in their neighborhoods and feel confident about the housing market. Strategy
Lead Party
S.2.1.c.1.
Map all neighborhood boundaries within the City.
PLAN
HHNI; HRC; UNIVERSITY
1/1/2018
6/1/2018
$
S.2.1.c.2.
Create a Neighborhood Development Plan that provides an outline for neighborhood revitalization and includes tools for healthier neighborhoods to use to remain healthy.
PLAN
HHNI; HRC
1/1/2018
7/1/2018
$
S.2.1.c.3.
Provide ongoing housing and neighborhood education, offering residents opportunities to learn about a variety of housing topics.
PLAN
HRC; HHNI; HC
1/1/2017
12/31/2037
$
$=<$10,000; $$=$10,000-$49,999; $$$=$50,000-$99,999; $$$$=$100,000-$149,999; $$$$+=150,000+ 308-Hutchinson Schools; 309-Nickerson-South Hutchinson Schools; 312-Haven Schools; 313-Buhler Schools; ATT-City Attorney; CC-City Council; CHAM-Chamber of Commerce; County-Reno County; CM-City Manager; CVB-Convention and Visitors Bureau; DHRPDowntown Revitalization Partnership; DM-Downtown Manager; ENG-Engineering Dept; FIN-Finance Dept; HC-Housing Commission; HCC-Hutchinson Community College; HEAL-Healthy Eating Active Living Coalition; HEALTH-Reno County Health Dept; HHNIHutchinson Healthy Neighborhoods Initiative; INS-Inspections Dept; IT-Information Technologies Dept; KSC-Kansas Department of Corrections; LB-Land Bank Board of Trustees; LM-Landmarks Commission; PARKS-Parks, Recreation Facilities Dept; PC-Planning Commission; PLAN-Planning Development Dept; POL-Police Dept; PW-Public Works Dept; RCAT-Reno County Area Transit; YP-Young Professionals
Designing our Future: Imagine Hutch 2037
C18
Strategic Plan: Livability
Strategic Plan: Livability 2.2. Livability: Public Safety
Vision: Hutchinson provides a safe environment for people of all ages and backgrounds. G.2.2.a. All residents of Hutchinson have adequate public safety coverage and access to public safety personnel.
Strategy
Lead Party
Partners
Start Date
End Date
Budget
Conduct a community risk and hazard analysis.
FIRE
CC
1/1/2019
12/31/2019
$
S.2.2.a.2.
Explore a variety of patrol development strategies based upon analytical data in an effort to reduce and prevent crime.
POL
CC; PLAN
1/1/2019
3/31/2019
$-$$$
S.2.2.a.3
Provide a 3 to 5 year strategic plan focused on specific Fire Department goals and objectives that communicate the manpower and resources required to protect the community. This should include budget and funding considerations.
FIRE
CC
1/1/2019
12/31/2019
$$
S.2.2.a.4
Develop a standard of cover that identifies the number of firefighters, fire apparatus, and fire stations required to protect the community, based on the hazard and risk analysis.
FIRE
CC
1/1/2020
12/31/2020
$$
S.2.2.a.5.
Develop a wildland/urban interface fire mitigation plan.
FIRE
PLAN; INS; ENG
1/1/2021
12/31/2021
$
$=<$10,000; $$=$10,000-$49,999; $$$=$50,000-$99,999; $$$$=$100,000-$149,999; $$$$+=150,000+ 308-Hutchinson Schools; 309-Nickerson-South Hutchinson Schools; 312-Haven Schools; 313-Buhler Schools; ATT-City Attorney; CC-City Council; CHAM-Chamber of Commerce; County-Reno County; CM-City Manager; CVB-Convention and Visitors Bureau; DHRPDowntown Revitalization Partnership; DM-Downtown Manager; ENG-Engineering Dept; FIN-Finance Dept; HC-Housing Commission; HCC-Hutchinson Community College; HEAL-Healthy Eating Active Living Coalition; HEALTH-Reno County Health Dept; HHNIHutchinson Healthy Neighborhoods Initiative; INS-Inspections Dept; IT-Information Technologies Dept; KSC-Kansas Department of Corrections; LB-Land Bank Board of Trustees; LM-Landmarks Commission; PARKS-Parks, Recreation Facilities Dept; PC-Planning Commission; PLAN-Planning Development Dept; POL-Police Dept; PW-Public Works Dept; RCAT-Reno County Area Transit; YP-Young Professionals
C19
Appendix C: Strategic Plan
S.2.2.a.1.
G.2.2.b. All residents are safe in their homes, place of work and the community. Strategy
Lead Party
Partners
Start Date
End Date
Budget
INS
PLAN
10/1/2019
12/31/2037
$
S.2.2.b.1.
Remove complaint only enforcement of key property maintenance and zoning codes. Require all properties to maintain a minimum standard of safety.
S.2.2.b.2.
Review proposed developments based on potential safety risks and revise codes to be more safety-oriented.
PLAN
INS; POL; FIRE
1/1/2020
5/31/2037
$
S.2.2.b.3.
Partner with the State to conduct a study on the impacts of the Hutchinson Correctional Facility on the City and develop strategies to reduce those impacts.
POL
PLAN; CM; KSC
1/1/2021
12/31/2021
$$-$$$
$=<$10,000; $$=$10,000-$49,999; $$$=$50,000-$99,999; $$$$=$100,000-$149,999; $$$$+=150,000+ 308-Hutchinson Schools; 309-Nickerson-South Hutchinson Schools; 312-Haven Schools; 313-Buhler Schools; ATT-City Attorney; CC-City Council; CHAM-Chamber of Commerce; County-Reno County; CM-City Manager; CVB-Convention and Visitors Bureau; DHRPDowntown Revitalization Partnership; DM-Downtown Manager; ENG-Engineering Dept; FIN-Finance Dept; HC-Housing Commission; HCC-Hutchinson Community College; HEAL-Healthy Eating Active Living Coalition; HEALTH-Reno County Health Dept; HHNIHutchinson Healthy Neighborhoods Initiative; INS-Inspections Dept; IT-Information Technologies Dept; KSC-Kansas Department of Corrections; LB-Land Bank Board of Trustees; LM-Landmarks Commission; PARKS-Parks, Recreation Facilities Dept; PC-Planning Commission; PLAN-Planning Development Dept; POL-Police Dept; PW-Public Works Dept; RCAT-Reno County Area Transit; YP-Young Professionals
Designing our Future: Imagine Hutch 2037
C20
Strategic Plan: Livability
Strategic Plan: Livability 2.3. Livability: Sense of Place
Vision: Hutchinson is an inviting community with residents who value and support our unique identity. G.2.3.a. Key City entrances and corridors are attractive and inviting.
Strategy
Lead Party
Partners
Start Date
End Date
Budget
PLAN
CC; CM; HRC: YP
5/1/2017
12/31/2037
$
S.2.3.a.1.
Conduct periodic First Impression Surveys to monitor progress toward meeting aesthetic goals.
S.2.3.a.2.
Improve and maintain all entrances and wayfinding signage in Hutchinson.
CM
PARKS; PLAN; PW; YP
1/1/2020
12/31/2037
$$$$+
S.2.3.a.3.
Develop and implement a cohesive Streetscape Plan for major corridors and work with businesses for faรงade and landscaping improvements and placemaking.
ENG
HRC; PLAN; PARKS; PW
6/1/2020
12/31/2022
$$$
Partners
Start Date
End Date
Budget
G.2.3.b. Hutchinson has a unique, attractive character that makes our community marketable. Lead Party
S.2.3.b.1
Develop a community brand.
CM
CHAM; CVB; HRC; PLAN; YP
10/1/2019
10/1/2020
$$
S.2.3.b.2.
Create a Contextual Plan that would utilize public art as a tool for reinforcing community identity.
CM
ART; PLAN; YP
1/1/2018
6/1/2019
$
$=<$10,000; $$=$10,000-$49,999; $$$=$50,000-$99,999; $$$$=$100,000-$149,999; $$$$+=150,000+ 308-Hutchinson Schools; 309-Nickerson-South Hutchinson Schools; 312-Haven Schools; 313-Buhler Schools; ATT-City Attorney; CC-City Council; CHAM-Chamber of Commerce; County-Reno County; CM-City Manager; CVB-Convention and Visitors Bureau; DHRPDowntown Revitalization Partnership; DM-Downtown Manager; ENG-Engineering Dept; FIN-Finance Dept; HC-Housing Commission; HCC-Hutchinson Community College; HEAL-Healthy Eating Active Living Coalition; HEALTH-Reno County Health Dept; HHNIHutchinson Healthy Neighborhoods Initiative; INS-Inspections Dept; IT-Information Technologies Dept; KSC-Kansas Department of Corrections; LB-Land Bank Board of Trustees; LM-Landmarks Commission; PARKS-Parks, Recreation Facilities Dept; PC-Planning Commission; PLAN-Planning Development Dept; POL-Police Dept; PW-Public Works Dept; RCAT-Reno County Area Transit; YP-Young Professionals
C21
Appendix C: Strategic Plan
Strategy
2.4. Livability: Community Health
Vision: Hutchinson is the healthiest community in Kansas, a mecca for active, thriving people. G.2.4.a. Hutchinson residents have access to quality medical services, healthy food options and exercise opportunities.
Strategy
Lead Party
Partners
Start Date
End Date
Budget
S.2.4.a.1.
Invite medical professionals to join or participate in City commissions and initiatives.
PLAN
CM
7/1/2018
12/31/2037
$
S.2.4.a.2.
Test pilot the use of outdoor exercise equipment in City parks. If successful, promote inclusion of exercise equipment and classes in parks & trails programming.
PARKS
HEAL; HRC
7/1/2019
7/31/2020
$$$
S.2.4.a.3.
Facilitate active living through development design requirements.
PLAN
PARKS; INS; HRC; HEAL
7/1/2018
12/31/2019
$
Partners
Start Date
End Date
Budget
G.2.4.b. Hutchinson residents are strong and hardy, reflecting our prairie heritage. Strategy
Lead Party
S.2.4.b.1.
Conduct ongoing education efforts with Law Enforcement and Fire personnel in Crisis Intervention skills when dealing with Mental Health Consumers, Drug Offenders and the Homeless.
POL
FIRE
6/30/2017
12/31/2037
$
S.2.4.b.2.
Remove regulatory barriers for placement of adult day care, treatment facilities and recovery homes in the community.
PLAN
ATT; CC; INS; POL
6/1/2019
6/1/2020
$
$=<$10,000; $$=$10,000-$49,999; $$$=$50,000-$99,999; $$$$=$100,000-$149,999; $$$$+=150,000+ 308-Hutchinson Schools; 309-Nickerson-South Hutchinson Schools; 312-Haven Schools; 313-Buhler Schools; ATT-City Attorney; CC-City Council; CHAM-Chamber of Commerce; County-Reno County; CM-City Manager; CVB-Convention and Visitors Bureau; DHRPDowntown Revitalization Partnership; DM-Downtown Manager; ENG-Engineering Dept; FIN-Finance Dept; HC-Housing Commission; HCC-Hutchinson Community College; HEAL-Healthy Eating Active Living Coalition; HEALTH-Reno County Health Dept; HHNIHutchinson Healthy Neighborhoods Initiative; INS-Inspections Dept; IT-Information Technologies Dept; KSC-Kansas Department of Corrections; LB-Land Bank Board of Trustees; LM-Landmarks Commission; PARKS-Parks, Recreation Facilities Dept; PC-Planning Commission; PLAN-Planning Development Dept; POL-Police Dept; PW-Public Works Dept; RCAT-Reno County Area Transit; YP-Young Professionals
Designing our Future: Imagine Hutch 2037
C22
Strategic Plan: Livability
Strategic Plan: Livability 2.5. Livability: Education & Youth
Vision: Hutchinson is home to one of the best education systems in the State and amply prepares youth for the future. G.2.5.a. All children and adults have access to quality, affordable education and childcare options.
Strategy
Lead Party
S.2.5.a.1.
Remove local regulatory barriers for establishing new childcare facilities.
S.2.5.a.2.
Establish the City as a test case for workplace childcare.
Partners
Start Date
End Date
Budget
PLAN
INS; FIRE; ENG
7/1/2020
7/1/2021
$
CC
PLAN; INS; FIRE; PARKS
1/1/2021
12/31/2022
$$$
Partners
Start Date
End Date
Budget
G.2.5.b. Hutchinson provides opportunities to support and enhance skills of future leaders. Strategy
Lead Party
Partner with youth organizations for community-build projects (playgrounds, neighborhood cleanup events, Zoo volunteering, etc.)
PARKS
ENG; PW
7/1/2020
12/31/2037
$$
S.2.5.b.3.
Partner with local school districts and HCC to promote civic engagement and recruit the public employee workforce for tomorrow.
CC
All Departments
1/1/2019
12/31/2037
$$
$=<$10,000; $$=$10,000-$49,999; $$$=$50,000-$99,999; $$$$=$100,000-$149,999; $$$$+=150,000+ 308-Hutchinson Schools; 309-Nickerson-South Hutchinson Schools; 312-Haven Schools; 313-Buhler Schools; ATT-City Attorney; CC-City Council; CHAM-Chamber of Commerce; County-Reno County; CM-City Manager; CVB-Convention and Visitors Bureau; DHRPDowntown Revitalization Partnership; DM-Downtown Manager; ENG-Engineering Dept; FIN-Finance Dept; HC-Housing Commission; HCC-Hutchinson Community College; HEAL-Healthy Eating Active Living Coalition; HEALTH-Reno County Health Dept; HHNIHutchinson Healthy Neighborhoods Initiative; INS-Inspections Dept; IT-Information Technologies Dept; KSC-Kansas Department of Corrections; LB-Land Bank Board of Trustees; LM-Landmarks Commission; PARKS-Parks, Recreation Facilities Dept; PC-Planning Commission; PLAN-Planning Development Dept; POL-Police Dept; PW-Public Works Dept; RCAT-Reno County Area Transit; YP-Young Professionals
C23
Appendix C: Strategic Plan
S.2.5.b.1.
3.1. Amenities: Parks and Recreation
Vision: Hutchinson residents have a variety of safe, affordable, accessible and attractive parks and recreation opportunities. G.3.1.a. Hutchinson Parks are accessible, safe and attractive for all residents.
Strategy
Lead Party
Partners
Start Date
End Date
Budget
PARKS
PLAN; HRC
1/1/2018
7/1/2019
$$
CM
PARKS, PLAN
4/1/2018
12/31/2018
$$$
Work with school districts to enhance public use of playgrounds.
PARKS
PLAN; HRC; 308; 313
7/1/2018
7/1/2019
$
Develop trail connections between City parks.
PARKS
PLAN; ENG; PW
3/1/2017
12/31/2037
$$$
S.3.1.a.1.
Develop a parks master plan to: 1) ensure adequate parkland is set aside in new subdivisions; 2) develop a strategy for parks and open space acquisition for infill areas; 3) consider the option of dual-use parks/storm drainage facilities; 4) include park safety design standards for existing and future parks; 5) establish aesthetic standards for parks; and 6) consider surrounding land uses when acquiring future park space
S.3.1.a.2.
Prioritize parks and open space acquisition as part of the Cityâ&#x20AC;&#x2122;s Capital Improvement Program (CIP).
S.3.1.a.3. S.3.1.a.4.
$=<$10,000; $$=$10,000-$49,999; $$$=$50,000-$99,999; $$$$=$100,000-$149,999; $$$$+=150,000+ 308-Hutchinson Schools; 309-Nickerson-South Hutchinson Schools; 312-Haven Schools; 313-Buhler Schools; ATT-City Attorney; CC-City Council; CHAM-Chamber of Commerce; County-Reno County; CM-City Manager; CVB-Convention and Visitors Bureau; DHRP-Downtown Revitalization Partnership; DM-Downtown Manager; ENG-Engineering Dept; FIN-Finance Dept; HC-Housing Commission; HCC-Hutchinson Community College; HEAL-Healthy Eating Active Living Coalition; HEALTH-Reno County Health Dept; HHNI-Hutchinson Healthy Neighborhoods Initiative; INS-Inspections Dept; IT-Information Technologies Dept; KSC-Kansas Department of Corrections; LB-Land Bank Board of Trustees; LM-Landmarks Commission; PARKS-Parks, Recreation Facilities Dept; PCPlanning Commission; PLAN-Planning Development Dept; POL-Police Dept; PW-Public Works Dept; RCAT-Reno County Area Transit: YP-Young Professionals
Designing our Future: Imagine Hutch 2037
C24
Strategic Plan: Amenities
Strategic Plan: Amenities 3.2. Amenities: Trails, Bikeways and Pedestrian Facilities
Vision: Hutchinson is well-connected with bike and pedestrian facilities that provide ample active transportation and recreation options. G.3.2.a. Hutchinsonâ&#x20AC;&#x2122;s trails, bikeways and pedestrian facilities provide an active transportation alternative to vehicle travel.
Strategy
Lead Party
S.3.2.a.1.
Develop a public involvement process for bicycle and pedestrian facility improvements to educate the public and bolster support.
S.3.2.a.2.
Consider a dedicated bike and pedestrian improvement funding source that is proportional to street improvement funding.
Partners
Start Date
End Date
Budget
PARKS
ENG; PLAN; HRC
1/1/2021
12/31/2037
$$
ENG
PARKS; PLAN; HRC
1/1/2019
8/1/2019
$$$
G.3.2.b. City sidewalks provide safe and complete routes for students walking to and from school, parks, shopping and other destinations. Strategy
Lead Party
Explore alternative design solutions for pedestrian uses.
S.3.2.b.2.
Explore creation of a sidewalk repair fund/program for low-income residents.
PLAN
S.3.2.b.3.
Develop a sidewalk connection incentive plan for new development, allowing for reductions in parking requirements or other incentives where sidewalks are constructed beyond the frontage of the development property.
PLAN
Partners
Start Date
End Date
Budget
PLAN; HRC; PARKS;
1/1/2020
12/31/2020
$$
CC; ENG; HRC; PARKS
3/1/2020
12/2/2020
$$$
7/1/2018
12/31/2018
$
$=<$10,000; $$=$10,000-$49,999; $$$=$50,000-$99,999; $$$$=$100,000-$149,999; $$$$+=150,000+ 308-Hutchinson Schools; 309-Nickerson-South Hutchinson Schools; 312-Haven Schools; 313-Buhler Schools; ATT-City Attorney; CC-City Council; CHAM-Chamber of Commerce; County-Reno County; CM-City Manager; CVB-Convention and Visitors Bureau; DHRP-Downtown Revitalization Partnership; DM-Downtown Manager; ENG-Engineering Dept; FIN-Finance Dept; HC-Housing Commission; HCC-Hutchinson Community College; HEAL-Healthy Eating Active Living Coalition; HEALTH-Reno County Health Dept; HHNI-Hutchinson Healthy Neighborhoods Initiative; INS-Inspections Dept; IT-Information Technologies Dept; KSC-Kansas Department of Corrections; LB-Land Bank Board of Trustees; LM-Landmarks Commission; PARKS-Parks, Recreation Facilities Dept; PCPlanning Commission; PLAN-Planning Development Dept; POL-Police Dept; PW-Public Works Dept; RCAT-Reno County Area Transit: YP-Young Professionals
C25
Appendix C: Strategic Plan
S.3.2.b.1.
ENG
3.3. Amenities: Community Assets
Vision: Hutchinson's community assets attract visitors from around the nation and provide recreational and educational opportunities for residents of all ages. G.3.3.a. Community assets attract visitors to Hutchinson and contribute to its economy and quality of life.
Strategy
Partners
Start Date
End Date
Budget
S.3.3.a.1.
Establish a performance reporting program, measuring return on investment for all Hutchinson community assets receiving City funding.
Lead Party FIN
CM; CC
1/1/2018
12/31/2037
$$
S.3.3.a.2.
Review the return on investment for City assets (Memorial Hall, Salt City Splash, Hutchinson Zoo, Etc.), as well as the desires of the public, when making decisions about retention and renovation of these facilities.
CM
FIN; CC
1/1/2020
12/31/2037
$
$=<$10,000; $$=$10,000-$49,999; $$$=$50,000-$99,999; $$$$=$100,000-$149,999; $$$$+=150,000+ 308-Hutchinson Schools; 309-Nickerson-South Hutchinson Schools; 312-Haven Schools; 313-Buhler Schools; ATT-City Attorney; CC-City Council; CHAM-Chamber of Commerce; County-Reno County; CM-City Manager; CVB-Convention and Visitors Bureau; DHRP-Downtown Revitalization Partnership; DM-Downtown Manager; ENG-Engineering Dept; FIN-Finance Dept; HC-Housing Commission; HCC-Hutchinson Community College; HEAL-Healthy Eating Active Living Coalition; HEALTH-Reno County Health Dept; HHNI-Hutchinson Healthy Neighborhoods Initiative; INS-Inspections Dept; IT-Information Technologies Dept; KSC-Kansas Department of Corrections; LB-Land Bank Board of Trustees; LM-Landmarks Commission; PARKS-Parks, Recreation Facilities Dept; PCPlanning Commission; PLAN-Planning Development Dept; POL-Police Dept; PW-Public Works Dept; RCAT-Reno County Area Transit: YP-Young Professionals
Designing our Future: Imagine Hutch 2037
C26
Strategic Plan: Amenities
Strategic Plan: Amenities 3.4. Amenities: Trees and Open Space
Vision: Hutchinson's trees and open spaces are appealing and attractive and serve as assets for the community. G.3.4.a. Hutchinsonâ&#x20AC;&#x2122;s open spaces serve the ecological, economic and aesthetic needs of the City.
Strategy
S.3.4.a.1.
Lead Party
As part of the Stormwater Master Plan: 1) establish regulations that encourage multi-use stormwater management areas which utilize alternative practices such as bioswales and rain gardens and 2) allow dual-use parks/storm drainage facilities (see strategy S.3.1.a.1).
ENG
Partners
Start Date
End Date
Budget
PLAN; PARKS; PW
3/1/2017
7/1/2017
$$
G.3.4.b. Hutchinson has a diverse, resilient and beautiful urban forest that adds to the aesthetic, economic and ecological character of the city. Strategy
Lead Party
Partners
Start Date
End Date
Budget
PLAN
1/1/2022
12/31/2022
$$$
Develop a Tree Master Plan that establishes a standard focusing on diversity, context and maintenance needs and includes a tree inventory.
S.3.4.b.2.
Require all new subdivisions and developments to adhere to the Tree Master Plan.
PLAN
PARKS
1/1/2022
12/31/2022
$
S.3.4.b.3.
Explore options for assisting lower-income residents with street tree maintenance.
PARKS
HRC; PLAN; HHNI
7/1/2022
12/31/2022
$$
S.3.4.b.4.
Develop and distribute educational materials pertaining to street trees.
PARKS
PLAN; HHNI
1/1/2022
12/31/2037
$
S.3.4.b.5.
Raise awareness of Hutchinsonâ&#x20AC;&#x2122;s tradition as a designated Tree City USA.
PARKS
CVB; CHAM
1/1/2018
12/31/2019
$
$=<$10,000; $$=$10,000-$49,999; $$$=$50,000-$99,999; $$$$=$100,000-$149,999; $$$$+=150,000+ 308-Hutchinson Schools; 309-Nickerson-South Hutchinson Schools; 312-Haven Schools; 313-Buhler Schools; ATT-City Attorney; CC-City Council; CHAM-Chamber of Commerce; County-Reno County; CM-City Manager; CVB-Convention and Visitors Bureau; DHRP-Downtown Revitalization Partnership; DM-Downtown Manager; ENG-Engineering Dept; FIN-Finance Dept; HC-Housing Commission; HCC-Hutchinson Community College; HEAL-Healthy Eating Active Living Coalition; HEALTH-Reno County Health Dept; HHNI-Hutchinson Healthy Neighborhoods Initiative; INS-Inspections Dept; IT-Information Technologies Dept; KSC-Kansas Department of Corrections; LB-Land Bank Board of Trustees; LM-Landmarks Commission; PARKS-Parks, Recreation Facilities Dept; PCPlanning Commission; PLAN-Planning Development Dept; POL-Police Dept; PW-Public Works Dept; RCAT-Reno County Area Transit: YP-Young Professionals
C27
Appendix C: Strategic Plan
S.3.4.b.1.
PARKS
APPENDIX D
Performance Measures
Many have heard the maxim: “Whatever gets measured gets done.” The performance measures contained in the 2017-2037 Comprehensive Plan are intended to be a mechanism for measuring progress toward meeting the Plan’s goals. By monitoring the measures, City Council can determine if the City is moving in the desired direction and can allocate resources accordingly. This Plan contains 75 performance measures intended to provide a barometer of Plan progress.
Annual Report In conjunction with the Strategic Plan, the Plan’s performance measures should be reported upon annually. Planning & Development Staff intends to provide an annual report to the City Council following the end of the first quarter of each year. Other departments and partner entities will be included as part of the annual report, as noted in the Strategic Plan.
2022 Target Each performance measure identified in this Plan includes a target for the year 2022. Targets are intended to reflect a general trend direction more than an absolute number. Targets will be established every five years during the planning period until 2037.
Baseline Data Baseline data established in this Plan include the most recent data available. Some source data is collected bi-annually, tri-annually or even every 10 years. This will impact the ability to report on these measures annually. Those data sets that are not updated annually will be identified in annual reports.
D1
1.1. Framework: Regional Setting & Historic Preservation Vision: Hutchinson takes pride in its history and culture, which contribute to the economic success and unique identity of the City. G.1.1.a. Historic buildings and properties are maintained, rehabilitated and protected from deterioration and loss. Performance Measure
I.1.1.a.1. ↓ in property maintenance complaints in historic districts I.1.1.a.2. ↑ in number of proper�es listed on the Na�onal, State or Local Historic Register
2016 Baseline
2022 Target
Not tracked
3 or fewer
312
315
Data Source Inspection Department Planning & Development Department
Designing our Future: Imagine Hutch 2037
D2
Strategic Plan: Performance Measures-Framework
Strategic Plan: Performance Measures-Framework 1.2. Framework: Downtown Vision: Downtown Hutchinson is vibrant and active during the day and evening and serves as the entertainment and specialty retail focus for the City. G.1.2.a. Downtown Hutchinson has high-quality, market rate, residential development, is walkable and appealing and has mixed uses. Performance Measure
2016 Baseline
2022 Target
Data Source
I.1.2.a.1. ↑ in market rate residen�al units
156
172
Downtown Development Manager
I.1.2.a.2. ↑ in linear feet of streetscape improvements
3600
4100
ARCGIS
24
29
I.1.2.a.3. ↑ in mixed use structures
Downtown Development Manager
Performance Measure
I.1.2.b.1. ↑ in events and fes�vals
2016 Baseline 18
2022 Target 20
Data Source Downtown Development Manager
D3
Appendix D: Performance Measures
G.1.2.b. Downtown is the City’s entertainment core and offers events, plays, movies, festivals and other activities year-round.
1.3. Framework: Demographics Vision: Hutchinson is a self-sustaining and moderately growing city that is home to people of all ages, backgrounds and abilities. G.1.3.a. Hutchinson has a moderate but steady population growth rate. Performance Measure
I.1.3.a.1. ↑ in popula�on
2016 Baseline 41808
2022 Target 42000
Data Source U.S. Census Bureau | American Community Survey
G.1.3.b. Hutchinson is a diverse community that represents people of various backgrounds and is welcoming to all cultural groups. Performance Measure
2016 Baseline
2022 Target
Data Source
I.1.3.b.1. ↑ in ethnic diversity
11.87% Hispanic/Latino
14% Hispanic/Latino
U.S. Census Bureau | American Community Survey
Designing our Future: Imagine Hutch 2037
D4
Strategic Plan: Performance Measures-Framework
Strategic Plan: Performance Measures-Framework 1.4. Framework: Environment Vision: Hutchinson values the environment and its natural resources and protects its citizens from adverse impacts of natural and manmade hazards. G.1.4.a. Hutchinson residents and businesses are protected from the negative impacts of flood events. Performance Measure
I.1.4.a.1. ↓ in iden�fied flood problem areas
2016 Baseline 100 areas
2022 Target 95 areas
Data Source Engineering Department
G.1.4.b. The City’s flood prone areas are community assets that are protected from the adverse impacts of development. Performance Measure
2
2022 Target 3
Data Source Parks, Recreation & Facilities Department
G.1.4.c. Hutchinson residents are adequately prepared for natural hazards and are protected from the negative impacts of hazard events. Performance Measure
I.1.4.c.1. ↑ in number of proper�es carrying flood insurance policies
2016 Baseline 43
2022 Target 45
Data Source Federal Emergency Management Administration
D5
Appendix D: Performance Measures
I.1.4.b.1. ↑ in # of dual use recrea�onal / stormwater facili�es
2016 Baseline
1.5. Framework: Economy Vision: Hutchinson has a robust, resilient, and diversified economy that offers quality jobs with living wages to support families, a high standard of living, competitive tax rates and a strong draw for tourism. G.1.5.a. Hutchinson’s workforce is well-educated, highly skilled and prepared to work in local businesses and industries. Performance Measure
I.1.5.a.1. ↑ in the percentage of residents with technical and college degrees
2016 Baseline 28.8%
2022 Target 29.8%
Data Source US Census Bureau
G.1.5.b. Attract and grow a wide variety of employers, especially those primary employers that attract sector clusters or generate secondary jobs. Performance Measure
2016 Baseline
2022 Target
Data Source
I.1.5.b.1. ↑ in jobs in diverse fields, primarily in professional and technical services
550 positions county-wide
578 positions county-wide
BLS NAICS Private Sector Quarterly County Level Data (NAICS 54)
G.1.5.c. Tourism is a strong economic driver and reflects the unique attractions and amenity mix of Hutchinson. Performance Measure
I.1.5.b.2. ↓ in unemployment rates
I.1.5.c.1. ↑ in transient guest tax revenues
2016 Baseline
2022 Target
Data Source
4.3%
4.1%
US Census Bureau | Hutchinson/Reno County Chamber of Commerce
$760,173.00
$798,000.00
Hutchinson/Reno County Chamber of Commerce
Designing our Future: Imagine Hutch 2037
D6
Strategic Plan: Performance Measures-Framework
Strategic Plan: Performance Measures-Framework 1.6. Framework: Infrastructure Vision: Hutchinson’s infrastructure is attractive, well-maintained, serves multiple purposes and supports a growing population. G.1.6.a. Hutchinson takes advantage of its extensive rail network to serve as an economic driver for the community. Performance Measure
2016 Baseline
2022 Target
Data Source
I.1.6.a.1. ↓ in # of at-grade rail crossings
75
74
ARCGIS
I.1.6.a.2 ↑ in the number of alterna�ve signals located Downtown and in adjacent neighborhoods
0
1
Field Survey
G.1.6.b. The City’s street network is efficient and well-maintained.
I.1.6.b.1. ↓ in average response �me for filling potholes I.1.6.b.2. ↑ in street mainenance project budget I.1.6.b.3. ↓ in the number of pothole and street maintenance complaints
2016 Baseline
2022 Target
Data Source
24 working hours
16 working hours
Public Works Department
$2.7 million
$3.2 million
Public Works Department
73
69
Public Works Department
G.1.6.c. The City’s street network accommodates a variety of users (vehicles, cyclists, pedestrians, public transit). Performance Measure
I.1.6.c.1. See Performance Measures listed under G.3.2.a.
2016 Baseline
2022 Target
Data Source
D7
Appendix D: Performance Measures
Performance Measure
G.1.6.d. The City has an ample supply of safe water to support residents and industry and can deliver it at a reasonable price. Performance Measure
I.1.6.d.1. ↑ in % of available water rights used I.1.6.d.2. ↓ in the number of lead pipes I.1.6.d.3. Water rates are at or below the average of other Plains cities I.1.6.d.4. ↑ in # of parks and other highly landscaped areas using efficient irriga�on systems
2016 Baseline
2022 Target
Data Source
40%
42%
Public Works Department
* Under Determination
TBD
Engineering Department
Yes
Yes
Phone Survey
1
5
Parks, Recreation & Facilities Department
G.1.6.e. The City’s sanitary sewer system is in good condition and efficiently conducts and treats waste flows, with the capacity for future growth. Performance Measure
2016 Baseline
2022 Target
Data Source
I.1.6.e.1. ↓ in the gallons of effluent generated per capita
123 gallons per capita discharged
122 gallons per capita discharged
Public Works Department
I.1.6.e.2. ↑ in disposal methods and op�ons for biosolids
1
2
Public Works Department
G.1.6.f. Hutchinson’s public transportation system succeeds in providing an affordable, safe and easy-to-use means of transportation to all residents, especially to the elderly and to those of low-income, and has ever-increasing ridership. Performance Measure
2016 Baseline
2022 Target
Data Source
I.1.6.f.1. ↑ in the number of fixed stops with accessible routes
10 benches; 2 shelters w/benches
11 benches; 3 shelters w/benches
RCAT | ARCGIS
I.1.6.f.2. ↑ in RCAT ridership
120,280 rides
126,294 rides
RCAT
Designing our Future: Imagine Hutch 2037
D8
Strategic Plan: Performance Measures-Framework
Strategic Plan: Performance Measures-Framework G.1.6.g. Hutchinson’s airport facilities are highly desirable and competitive with airports in the region and are fully utilized (by aircraft management companies and aircraft owners), requiring little reliance on City funding to support their operations Performance Measure
I.1.6.g.1. ↑ in total opera�ons
2016 Baseline
2022 Target
Data Source
36,397
38,200
Airport Manager
I.1.6.g.2. ↑ in revenue from rents and other private sources
$220,343.00
$231,000.00
Airport Manager
I.1.6.g.3. ↓ in General Fund subsidy
$366,429.00
$200,000.00
Airport Manager
Appendix D: Performance Measures
D9
1.7. Framework: Land Use Vision: Hutchinson is an active and vibrant City with compatible land use patterns that support a safe, growing and welcoming community. G.1.7.a. Hutchinson has a friendly and predictable development process that generates attractive developments. Performance Measure
2016 Baseline
2022 Target
Data Source
I.1.7.a.1. ↓ in the average # of variance requests
7
6
Planning & Development Department
I.1.7.a.2. ↑ in the # of approved infill developments
2
4
Planning & Development Department
100
50
Planning & Development Department
I.1.7.a.3. ↓ in the % of landscape plans that require revisions
G.1.7.b. Hutchinson has plenty of land available to grow into the future. Performance Measure
I.1.7.b.1. ↑ in % of new developments in the City's Area of Influence that are developed to City standards
2016 Baseline None Developed
2022 Target 50%
Data Source Planning & Development Department
G.1.7.c. Hutchinson has a logical development pattern that mitigates the impacts of undesirable land uses. Performance Measure
2016 Baseline
2022 Target
Data Source
I.1.7.c.1. ↓ in # of incompa�ble land uses
9
8
Planning & Development Department
I.1.7.c.2. ↑ in redeveloped industrial sites
0
1
Planning & Development Department
Designing our Future: Imagine Hutch 2037
D10
Strategic Plan: Performance Measures-Framework
Strategic Plan: Performance Measures-Livability 2.1. Livability: Housing & Neighborhoods Vision: Hutchinson’s neighborhoods are unique, diverse and compete well in the regional housing market; they include distinctive housing options that are safe and meet the needs of all residents. G.2.1.a. Hutchinson has a variety of quality housing across the entire city. Performance Measure
I.2.1.a.1. ↑ in the mix of housing types I.2.1.a.2. ↑ in Housing valua�on
2016 Baseline
2022 Target
26%
27%
$290,492,920
$305,017,566
Data Source Planning & Development Department Finance Department
G.2.1.b. Hutchinson is a desirable community for residential development, including the area south of 11th Avenue. 2016 Baseline
2022 Target
Data Source
I.2.1.b.1. ↑ in the # of residen�al building permits
12
16
Inspection Department
I.2.1.b.2. ↓ in the # of vacant residen�al or "paper" lots
292
285
Planning & Development Department
1
2
Planning & Development Department
I.2.1.b.3. ↑ in the number of new residen�al infill development permits
G.2.1.c. Hutchinson residents take pride in their neighborhoods and feel confident about the housing market. Performance Measure
I.2.1.c.1. ↑ in home ownership rates (%) in feature neighborhoods I.2.1.c.2. ↑ in average valua�on in feature neighborhoods
2016 Baseline
2022 Target
61.1%
64.1%
$55,954
$61,549
Data Source Planning & Development Department Reno County Appraiser | ARCGIS
D11
Appendix D: Performance Measures
Performance Measure
2.2. Livability: Public Safety Vision: Hutchinson provides a safe environment for people of all ages and backgrounds. G.2.2.a. All residents of Hutchinson have adequate public safety coverage and access to public safety personnel. Performance Measure
I.2.2.a.1. ↓ in average response �mes I.2.2.a.2. ↓ in reported crimes in community policing areas
2016 Baseline
2022 Target
5 minutes
4.9 minutes
140
133
Data Source Fire Department Police Department
G.2.2.b. All residents are safe in their homes, place of work and the community. Performance Measure
I.2.2.b.1. ↓ in overall crime rate (crimes/1000 popula�on)
2016 Baseline
2022 Target
Data Source
50.2
47
Kansas Bureau of Investigation
I.2.2.b.2. ↓ in # of structure fires
62
59
Fire Department
I.2.2.b.3. ↓ in property maintenance viola�ons and complaints
272
259
Inspection Department
Designing our Future: Imagine Hutch 2037
D12
Strategic Plan: Performance Measures-Livability
Strategic Plan: Performance Measures-Livability 2.3. Livability: Sense of Place Vision: Hutchinson is an inviting community with residents who value and support our unique identity. G.2.3.a. Key City entrances and corridors are attractive and inviting. Performance Measure
2016 Baseline
2022 Target
Data Source
I.2.3.a.1. â&#x2020;&#x2018; First Impression Survey scores
* - Data to be Collected
Baseline + 5%
To Be Determined
G.2.3.b. Hutchinson has a unique, attractive character that makes our community marketable. 2016 Baseline
2022 Target
Data Source
I.2.3.b.1. â&#x2020;&#x2018; First Impression Survey scores
* - Data to be Collected
Baseline + 5%
To Be Determined
D13
Appendix D: Performance Measures
Performance Measure
2.4. Livability: Community Health Vision: Hutchinson is the healthiest community in Kansas, a mecca for active, thriving people. G.2.4.a. Hutchinson residents have access to quality medical services, healthy food options and exercise opportunities. Performance Measure
I.2.4.a.1. ↓ in physician to popula�on ra�o I.2.4.a.2. ↓ Food Environment Index I.2.4.a.3. ↑ percent of residents with access to exercise opportuni�es
2016 Baseline
2022 Target
Data Source
3241
3079
Kansas Health Matters
7
6.7
Kansas Health Matters
60.0
62.5
Kansas Health Matters
G.2.4.b. Hutchinson residents are strong and hardy, reflecting our prairie heritage. Performance Measure
2016 Baseline
2022 Target
Data Source
I.2.4.b.1. ↓ in # of residents diagnosed with depressive disorder
23.34
21.59
Kansas Health Matters
I.2.4.b.2. ↓ in # of substance abusers
22.0
20.9%
Kansas Health Matters
Designing our Future: Imagine Hutch 2037
D14
Strategic Plan: Performance Measures-Livability
Strategic Plan: Performance Measures-Livability 2.5. Livability: Education & Youth Vision: Hutchinson is home to one of the best education systems in the State and amply prepares youth for the future. G.2.5.a. All children and adults have access to quality, affordable education and childcare options. Performance Measure
I.2.5.a.1. ↑ in number of available childcare providers and slots for children I.2.5.a.2. ↑ in number of dual enrollment students
2016 Baseline
2022 Target
91, 2047
95, 2149
253
265
Data Source Kansas Department of Health & Environment USD 308 + USD 313
G.2.5.b. Hutchinson provides opportunities to support and enhance skills of future leaders.
I.2.5.b.1. ↑ in youth-sponsored and youth-partnered projects I.2.5.b.2. ↑ in reten�on of youth in the community (Age 20-24)
2016 Baseline
2022 Target
Data Source
2
3
Parks, Recreation & Facilities Department
3007
3157
US Census Bureau | American Community Survey
D15
Appendix D: Performance Measures
Performance Measure
3.1. Amenities: Parks and Recreation Vision: Hutchinson residents have a variety of safe, affordable, accessible and attractive parks and recreation opportunities. G.3.1.a. Hutchinson Parks are accessible, safe and attractive for all residents. Performance Measure
I.3.1.a.1. â&#x2020;&#x2018; in percentage of residents who live within walking distance of a Park or School
2016 Baseline 57%
2022 Target 62%
Data Source Planning & Development Department | ARCGIS
Designing our Future: Imagine Hutch 2037
D16
Strategic Plan: Performance Measures-Amenities
Strategic Plan: Performance Measures-Amenities 3.2. Amenities: Trails, Bikeways and Pedestrian Facilities Vision: Hutchinson is well-connected with bike and pedestrian facilities that provide ample active transportation and recreation options. G.3.2.a. Hutchinson’s trails, bikeways and pedestrian facilities provide an active transportation alternative to vehicle travel. Performance Measure
2016 Baseline
2022 Target
Data Source
I.3.2.a.1. ↓ in bike and pedestrian related accidents
45 pedestrian; 12 bicycle
40 pedestrian; 10 bicycle
I.3.2.a.2. ↑ in linear miles of trails
12 miles
12.6 miles
2015 Bicycle & Pedestrian Master Plan
I.3.2.a.3. ↑ in bike lane miles on major roadways
12 miles
13 miles
2015 Bicycle & Pedestrian Master Plan
City Engineering
Performance Measure
2016 Baseline
2022 Target
Data Source
I.3.2.b.1. ↑ in # of elementary schools with a complete sidewalk network within ½ mile of all boundaries
3
4
City of Hutchinson ARCGIS
I.3.2.b.2. ↑ in # middle schools with a complete sidewalk network within 1/2 mile of all boundaries
1
2
City of Hutchinson ARCGIS
D17
Appendix D: Performance Measures
G.3.2.b. City sidewalks provide safe and complete routes for students walking to and from school, parks, shopping and other destinations.
3.3. Amenities: Community Assets Vision: Hutchinson's community assets attract visitors from around the nation and provide recreational and educational opportunities for residents of all ages. G.3.3.a. Community assets attract visitors to Hutchinson and contribute to its economy and quality of life. Performance Measure
I.3.3.a.1. ↑ in average number of visitors to each community asset I.3.3.a.2. ↓ in ROI index for each community asset I.3.3.a.3. ↓ in community asset density (assets per 1,000 popula�on)
2016 Baseline
2022 Target
Data Source
66,530
69,850
City of Hutchinson 2017-2037 Comprehensive Plan
$4.44 per visitor
$4.22 per visitor
City of Hutchinson 2017-2037 Comprehensive Plan
3.58
3.40
City of Hutchinson 2017-2037 Comprehensive Plan
Designing our Future: Imagine Hutch 2037
D18
Strategic Plan: Performance Measures-Amenities
Strategic Plan: Performance Measures-Amenities 3.4. Amenities: Trees and Open Space Vision: Hutchinson's trees and open spaces are appealing and attractive and serve as assets for the community. G.3.4.a. Hutchinson’s open spaces serve the ecological, economic and aesthetic needs of the City. Performance Measure
2016 Baseline
2022 Target
Data Source
I.3.4.a.1. See Performance Measure I.1.4.b.1.
G.3.4.b. Hutchinson has a diverse, resilient and beautiful urban forest that adds to the aesthetic, economic and ecological character of the city. 2016 Baseline
I.3.4.b.1. ↓ in percent of street tree projects that require replacement of exis�ng trees rather than establishment of new trees
*15%-estimate
2022 Target 10%
Data Source Hutchinson Tree Board
D19
Appendix D: Performance Measures
Performance Measure
Introduced : March 21, 2017 Passed : March 21 , 20 17 Published : March 24, 2017 ORDINANCE NO. 2017 -
A_
AN ORDINANCE PROVIDING FOR ADOPTION OF THE 2017 - 2037 COMPREHENSIVE PLAN FOR HUTCHINSON, KANSAS.
WHEREAS , the Planning Commission of Hutchinson , Kansas , has prepared surveys of past and present conditions in and around the City in accordance with the provisions of K.S .A. 12-747; and WHEREAS , the Planning Commission has prepared a 2017 - 2037 Comprehensive Plan showing the Commission 's recommendations for future development of the City; and WHEREAS , the Planning Commission has held a public hearing thereon following due notice to the public as required by K.S.A. 12-747; and WHEREAS , the Planning Commission has provided to the Governing Body of Hutchinson , Kansas , a certified copy of the 2017 - 2037 Comprehensive Plan and a written summary of the hearing thereon together with their recommendation for adoption ; and WHEREAS , the Governing Body of Hutchinson , Kansas , finds it advisable to adopt the 2017 - 2037 Comprehensive Plan . NOW, THEREFORE, BE IT ORDAINED BY THE GOVERNING BODY OF THE CITY OF HUTCHINSON, KANSAS: Section 1. The 2017 - 2037 Comprehensive Plan for Hutchinson , Kansas , attached hereto and incorporated herein by reference , meeting the conditions for adoption prescribed in K.S .A. 12-747, is hereby adopted and declared to be the official guide for future development of the City. Section 2. The 2017 - 2037 Comprehensive Plan shall constitute the basis or guide for public action to insure a coordinated and harmonious development or redevelopment wh ich will best promote the health , safety, morals, order, convenience , prosperity and general welfare as well as wise and efficient expenditures of public funds. Section 3. This ordinance shall take effect and be in force from and after its passage and publication once in the official City newspaper. PASSED BY THE GOVERNING BODY this 21 st day of March , for the City of Hutchinson, Kansas .
Jon Daveline, Mayor ATTEST: