avon comprehensive plan 2005-2025 -...

AVON COMPREHENSIVE PLAN 2005-2025

Introduction • 1

Adopted on ____________________, 2005 by the Town of Avon Plan Commission

Mike Derby, president Scott Miller, vice president Sarah Blatnik, secretary John Batic Matt Hankins Rita Taylor David Watson

Adopted on __________________, 2005 by the Town Council of the Town of Avon, Resolution # _________________

Eva Yackey, president Dave Jackson, vice president David Cox Kathryn Miller Mike Rogers

Prepared by the Avon Comprehensive Plan Steering Committee:

Sara Davis, Avon Citizen Mike Derby, Avon Plan Commission Tom Downard, Avon Chamber of Commerce Matt Hankins, Avon Plan Commission Jack Lashenik, Parks Advisory Council John Lazaro, JR Lazaro Builders Mark McCrocklin, Harvest Ridge HOA Jeff Ritorto, Avon Police Department Tim Shrout, Cedar Run Dan Smith, Washington Township/Avon Fire Department Cathy Sturm, Cass & Co. Salon, Unincorporated Washington Township Kathy Thompson, Unincorporated Washington Township Jerry Vornholt, Vornholt & Assoc. Kim Woodward, Avon Community School Corporation Kathryn Miller, Project Coordinator Annemarie Varga, Planning Director, 4/2004 to 7/2005 Christine Owens, Planning Director, 9/2005 to present Tom Klein, Town Manager Planning Consultant:

K.K. Gerhart-Fritz, AICP The Planning Workshop

Communication + Education = Effective Planning

TOWN OF AVON

DRAFT Comprehensive Plan 11/18/05

2 • Introduction

There were many other individuals who devoted considerable time and effort toward the creation of this Plan. The Town of Avon is sincerely grateful to all who contributed in the Comprehensive Planning process. Town Staff Ryan Cannon, Director of Public Works Ashleigh Chappell, Town Administrator Sharon Howell, Clerk-Treasurer Monica Marks, Planning Assistant Erin Mulryan, Inspector Sam Paledino, Public Works Assistant Andrea Steuer, Code Enforcement Mike Tulli, Building Commissioner Focus Group Participants Jeff Banning, Banning Engineering Darrell Brosius, First Estate Colleen Carter, The Sketch Pad Brian Hand, American Fasteners Greg Jansen, AJAA Dale Koons, Cedar Run Mike Lieske, Augusta Homes Roy Polhill, Avon Soccer Mike Sells, Benchmark Engineering Libby Whipple Key Stakeholder Interviewees Dennis Dawes, CEO, Hendricks Regional Health Al Gatmaitan, CEO, Clarian West Medical Center Harold Gutzwiller, Executive Director, Hendricks County Economic Development Partnership Don Line, CEO, Aquasystems Dr. Timothy Ogle, Superintendent, Avon Community Schools Bret Petty, former CEO, Aquasystems Cathy Stool, Marketing Manager, Clarian West Medical Center

“Dream lofty dreams, and as you dream, so shall you become.

Your Vision is the promise of what you shall one day be. Your

ideal is the prophecy of what you shall at last unveil.

- James Allen

- 19th century English writer


Introduction • 3

TOWN OF AVON


4 • Introduction

Table of Contents:

Part I: Planning Studies & Goal Setting …………………………………….6

Purpose …………………………………………………………………….8

The Planning Process …………………………………………………….8

How to Use this Plan …………………………………………………….10

History ……………………………………………………………………..13

Population Characteristics ………………………………………………13

Population Projections …………………………………………………..16

Community Vision ………………………………………………………..20

Goals and Objectives ……………………………………………………21

Part II: Land Use & Growth Management Planning ………………………29

Existing Land Use ………………………………………………………..31

Existing Land Use Map ………………………………………………….32

Existing Zoning …………………………………………………………...33

Future Land Use …………………………………………………………34

Future Land Use Projections ……………………………………………35

Interpreting the Future Land Use Map …………………………………37

Proposed Future Land Uses…………………………………………….38

Future Land Use Map ……………………………………………………42

Growth Management Policies …………………………………………..44

Location of Growth ……………………………………………………….45

Type of Growth …………………………………………………………...47

Amount of Growth ………………………………………………………..48

Quality of Growth ………………………………………………………...48

Growth Management Procedures ……………………………………...52

Implementation …………………………………………………………...54

Action Plan………………………………………………………………...63

Appendix A: Public Survey Results ………………………………………...68

Appendix B: Public Input Open House Results …………………………...70

Appendix C: Letters from Students …………………………………………73

Appendix D: Population Characteristics ………………………………….102


Introduction • 5

TOWN OF AVON


6 • Introduction

Part I: Planning Studies & Goal Setting

Introduction

TOWN OF AVON


8 • Introduction

Purpose

What is a Comprehensive Plan? It is the adopted official statement of a local government that sets forth (in words, maps, illustrations, and/or tables) goals, policies, and guidelines intended to direct the present and future development that occurs within its jurisdiction.

Scope

At the time this Plan was written, Avon’s incorporated area comprised 11.77 square miles, the equivalent to approximately 30% of the land area of Washington Township. The comprehensive plan covers all of Washington Township, with the exception of land that has been annexed by the Town of Plainfield in the southwest quadrant of the township.

The Planning Process

STEERING COMMITTEE PROCESS: Under Indiana law, the plan commission is in charge of overseeing updates to a community's comprehensive plan. Avon's Plan Commission decided to use a special sub-committee to guide the planning process, comprised of plan commission members and other citizens representing the community. The steering committee met monthly to guide the preparation of the plan, including participating in a workshop with the consultant to develop the future land use plan.

Comprehensive Planning vs. Zoning

A comprehensive plan is a policy document, not a zoning ordinance or

regulatory document. Alone, the Comprehensive Plan has no power to

govern land development or the provision of community services. However, it becomes a valuable tool when it is used in setting policy and in making decisions.


PUBLIC SURVEY: 1769 people completed and returned a public opinion survey (including both Avon and unincorporated Washington Township residents) resulting in an almost 20% response rate, which is extremely high. See Appendix A for a summary of the responses.

PUBLIC INPUT OPEN HOUSE: On May 10, 2005, the Steering Committee hosted the first public input meeting, in the form of an open house at Avon Middle School. More than 40 residents participated by visiting different stations, staffed by steering committee members, where they were asked to fill out worksheets, each focusing on a different area of concern for the plan: Parks and Recreation, Housing, Growth, Taxes, Infrastructure, Jobs, Branding the Community and Future Land Use. The worksheets were also posted on the Town's website for those unable to attend the workshop. See Appendix B for a summary of the responses.

FOCUS GROUPS: In June, 2005, Town representatives facilitated two focus groups. Each focus group participated in a traditional SWOT (Strengths, Weaknesses, Opportunities, and Threats) exercise. The focus groups were for Quality of Life and for Builders, Developers & Local Industry.

KEY STAKEHOLDER INTERVIEWS: In August of 2005, the planning consultant and Town representatives met with key local leaders to discuss the comprehensive plan update.

LETTERS FROM CHILDREN: Public input was taken in all forms and from all types of residents. Mr. Russell’s third grade elementary school class from Maple Elementary added their input to the planning process in the form of business letters written to the Avon Town Council. See Appendix C for copies of the letters.

Avon branding suggestions: "Home, yet so much more…The Town without a Downtown… A Bedroom Community that Went Crazy… Land of 1,000 Lights and Not a Tree in Sight… AVON: Attractive, Values, Optimistic, New… Good, Clean Family Living Close to Downtown…"

TOWN OF AVON


10 • Introduction

Content

In Indiana, comprehensive planning is permitted by the 500 Series of Title 36-7-4 of the Indiana Code. This law empowers cities, towns, and counties to adopt plans. Any plan adopted in Indiana must contain at least the following three elements:

1. A statement of objectives for the future development of the jurisdiction.

2. A statement of policy for the land use development of the jurisdiction.

3. A statement of policy for the development of public ways, public places, public lands, public structures, and public utilities.

In addition, the law provides for a number of optional elements, including parks and recreation, flood control, transit, natural resource protection, conservation, flood control, farmland protection, education, and redevelopment of blighted areas. Most comprehensive plans in Indiana have some of these optional elements.

Avon's plan includes the required plan components. Essential background research is also included in this plan document, including an inventory and analysis of population and demographics and an existing land use survey. Also included is a section on implementation of the plan.

How to use this Plan

This document is intended for consultation by citizens as a way to give them reasonable reassurance about the future direction of their community. This document is also designed for use on a regular basis by community officials, including plan commission and town council members, as a tool to guide development. The following components of the plan are intended to give direction to town officials:

� Goals and Objectives -- The goals and objectives set forth the residents’ vision for Avon’s future. The goals set direction, while the objectives define ways in which the goals can be achieved.

� Future Land Use Map -- The future land use map serves as a general guide for future development and represents generalized future land uses proposed for the Town of Avon. Since these land uses are "generalized", they are not intended to reflect precise boundaries, dimensions, allowable uses, or density of individual property parcels. Note that areas that are not called out on the future land use map for a new use are governed by the existing land use map -- in other words, the future land use of these parcels is considered to continue to be whatever the existing land use is.

� Growth Management Policies -- Growth management policies are a series of written criteria that direct where growth should occur.


Several other planning efforts are equally important in planning for future growth and development. These efforts are being accomplished by the Town of Avon as companion documents to the Comprehensive Plan, and therefore will not be duplicated in this plan. However, the following documents are hereby incorporated by reference into the Comprehensive Plan and should be given ample consideration in all Town land use decisions:

� Avon Thoroughfare Plan

� Avon Five Year Parks and Recreation Master Plan

� Avon Trails and Sidewalks Master Plan

� Ronald Reagan Corridor Master Plan

Demographics/Population


Demographics/Population • 13

History1

The Town of Avon was not incorporated until 1995. However, it was settled as early as 1830. This small crossroads underwent several name changes as one man after another took up the position of postmaster and provided the post office with his own preferred name. First was “Hampton”, named in 1833. The Hampton post office was short lived and was not replaced until 1852 when the new postmaster named the village “White Lick”. White Lick post office lasted only three months. In 1867, local proprietor John Smoot opened a new post office and named the town “Smootsdell”. The name “Avon” did not come into being until the completion of the Indianapolis & St. Louis Railroad. When the railroad was complete, the company with the name "Avon" drove a stake into the ground, even though an early surveyor for the railroad first named the town “New Philadelphia”.

The Avon Community School Corporation was officially named as such on July 1, 1962. However, its former identity (Washington Township Schools) consolidated at Avon much earlier. The Township schools started, as early as 1826, and by 1878, there were already ten schools across the Township.

Population Characteristics

It is important to review demographic and economic characteristics of a community in order to better understand whom you are planning for. See Appendix D for a detailed analysis of population characteristics. Following are some highlights from the 2000 Census of Population and Housing, which is now over five years old, for Washington Township:

AGE

� The median age was 34.5 (almost identical for male and female)

� 12.6% of all households had someone over the age of 65. 28.8% (339) of them lived alone. Of those living alone, 76% were women.

� The number of married couple families with children and without was relatively equal (51% and 49% respectively)

� 45.5% of all households had at least one child under the age of 18

HOUSEHOLDS

� 15.24% of households in Washington Township had only one person

� 92.8% of all housing units were occupied, leaving a vacancy rate of 7.25%.

1 John R. McDowel, ed., The History of Hendricks County (Danville: The Hendricks County Historical Society,

1976), 39.

TOWN OF AVON


14 • Demographics/Population

HOUSING

� Only 11.1% of all occupied housing units were rental units.

� In 2000, only 48.6% of the population in Washington Township lived in the same house that they did just five years earlier in 1995. 12.9% of the population lived somewhere else in Hendricks County in 1995. 22.7% of the population moved to Washington Township from somewhere else in the eight county Indianapolis region (excluding Hendricks County).

� 52% of rental housing in Washington Township was single family detached or attached housing, two family housing, or mobile homes. Only 48% was traditional multi-family housing, most in buildings with fewer than 20 units.

� Only 8.5% of the Township’s housing units were built prior to 1960. Over half have been built since 1990.

� The median gross rent for rental units in Washington Township was $804, with nearly half of all renters paying between $700 and $999 per month.

� 31.1% of households that rented paid more than 30% of their income for housing expenses. For 14.7% of renters, housing costs equaled more than 50% of their income.

� The median value of owner occupied homes in Washington Township was $138,800. Nearly 75% of the homes on the market in 2000 were listed between $100,000 and $175,000.

EMPLOYMENT & COMMUTING

� 69.1% of Washington Township’s workforce worked outside of Hendricks County. 57.9% worked in Indianapolis.

� 96.9% of Washington Township’s workforce drove to work, and only 6.6% of those who drove car-pooled. 62.3% drove more than 20 minutes one way.



INCOME:

� The median household income in Washington Township in 1999 (most recent Census data available) was $60,308. This was higher than the average across Hendricks County ($55,208), the Indianapolis MSA ($45,548), and was significantly higher than the average for the State of Indiana ($41,567) for that same year.

� According to the 2000 Census, 12.2% of Washington Township households had no wage or salary income. These persons could have been self-employed, unemployed, or living on some form of social security, pension, etc.

Population Growth

Since its incorporation in 1995, the Town of Avon has experienced accelerating growth. The Town’s population in its December 10, 1996 special census was 4,007 people. As of July 1, 2004, the Town was estimated to have a population of 8,220 people, more than doubling in size in only eight years. There was an increase in the Town's population of almost 10% since the 2000 census. The population boom in Washington Township as a whole was almost the same, with more than a 10% increase in population between 2000 and 2004.2

NAME 2000 2001 2002 2003 2004 Brownsburg 14520 15749 16377 16956 17622

Danville 6418 6790 6957 6941 7091 Pittsboro 1588 1804 2010 2123 2180

Plainfield 18396 19893 20788 21386 22564

Washington township 26319 27281 28174 28730 29300 Avon 6248 6617 6929 7017 8220

Plainfield (Washington Townshp) 854 1064 1136 1191 Balance of Washington township 19217 19600 20109 20522

Hendricks County 104093 109831 114694 118850 123,476 U.S. Bureau of the Census: Year 2000 data are actual counts, 2001 – 2004 numbers are estimates

2 2000 Census, 2004 Population Estimate prepared by Indiana Business Research Center

TOWN OF AVON


16 • Demographics/Population

Population Projections

Since this comprehensive plan update covers development of Avon and Washington Township through 2025, an important step was to develop a population projection for that time period. The steering committee looked at several different population projections as a starting point.

The Hendricks County Economic development Partnership uses the straight-line population projection for Avon, predicting 10,750 people in 2010.

The Indianapolis Metropolitan Planning Agency is responsible for conducting a comprehensive transportation planning process. The present MPA includes all of Marion County and portions of the surrounding counties of Boone, Hamilton, Hancock, Shelby, Morgan, Johnson and Hendricks, including Avon. In December 2000, the MPA prepared a set of population projections for the county. The Steering Committee applied the county's projected growth rate to Avon's population, with a resulting projected population of almost 10,000 in 2025.

The Indiana Business Research Center (IBRC) is part of the Kelley School of Business at Indiana University. The IBRC provides and interprets the economic and demographic information needed by the state’s business, government and nonprofit organizations, and is considered the official source of population projections by most Indiana communities. The IBRC prepared a set of population projections for the county, and the steering committee applied the county's projected growth rates to Avon's population, with a resulting projected population of almost 11,000 in 2025.

0

2000

4000

6000

8000

10000

12000

14000

16000

18000

1996

Special

Census

2004

Census

Estimate

2012

Pro

jection

2020

Pro

jection

Avon Straight-Line Population Projection



These traditional population projections (done at the county level) are based on birth, death and migration. Because Avon's population growth has been due largely to annexation of new Washington Township residential subdivisions, expanding corporate boundaries need to be considered in the town's population projections.

In fact, Avon has already annexed enough new subdivisions, which are not yet built-out, to house almost 14,000 additional people within the existing corporate limits, meaning at build-out, the total population within the existing corporate limits would be at least 22,000. With some minor annexations, the steering committee considered the lowest possible population projection for 2025 to be 25,000.

After considerable discussion, the committee agreed that it was more likely that the 2025 population would be much higher, and that it is better to "over plan" for a population. The agreed population projection for Avon for 2025 is 35,000, encompassing most of Washington Township (except those areas already annexed by Plainfield).

Goals and Objectives

TOWN OF AVON


20 • Goals & Objectives

Community Vision

Avon as a Town is young. Incorporated in 1995, Avon was at that time already a popular crossroads-turned-suburb; and it has been growing steadily ever since. As a purely suburban community, Avon lacks centrality and every thing is new, from the neighborhoods, to the majority of its residents. Only a few remember a very different pre-growth Avon. This fact hurts a sense of identity by outsiders who can’t “see” a Town, and by the residents who lack forefathers.

Yet despite the lack of a solid identity, Avon residents enjoy being their own community. They are close to the amenities of a metropolitan area such as jobs, the interstate, sports, arts, and more. Yet they are far enough away to create their own sense of place based on a low crime rate, excellent education system, and proximity to suburban amenities like shopping. Avon’s strengths have increased its popularity for those seeking a suburban lifestyle convenient to downtown Indianapolis. And while Avon’s growth has brought increased advantages such as convenient retail establishments, a wide variety of restaurants, revenue for parks, and even a new hospital, the growth has also brought its own set of challenges.

Originally a rural community, Avon is meeting the challenge to upgrade its roads, services and schools to accommodate its growth. But often these improvements cannot keep up with the rate of population increase. Today Avon’s evolution from a rural community in Hendricks County to a bedroom community for Indianapolis is complete. As Avon continues to grow, its desire is to be able to stand on its own. Among other things, that means economic development – jobs for its residents and increased tax base to support its growing demand for services.

Thus the three challenges presented above set the theme for the Town’s Comprehensive Plan: community building, responsible growth, and economic development. Throughout the plan, these three central topics will be used to present the Town’s future goals and policy guidelines for the 20 year time frame of the plan. By doing so, these three phrases embody the vision for the Town of Avon:

Community Building: Avon wishes to be a community with its own identity, set apart from the rest of Hendricks County and the greater Indianapolis area.

Responsible Growth: Avon wishes to be a community that grows responsibly, using its resources to provide a high level of service to its residents and growing at a pace that allows infrastructure to keep up with development.

Economic Development: Avon wishes to be a community that provides a high quality economic environment, providing jobs for its residents and a balanced tax base for the provision of services.


Goals & Objectives • 21

Goals & Objectives

The Goals and Objectives that follow were adopted by the Town in July, 2005. They set forth local residents’ vision for the Town of Avon’s future. The goals set direction, while the objectives define ways in which the goals can be achieved. Throughout Part II of this document, the implementation of these goals and objectives is discussed through the introduction of public policy recommendations.

Community Building

I. Planning Principle: While Avon is relatively young, and it takes time for the identity of a community to emerge, that process can be speeded up. The first step in community building is to establish an identity for Avon. It is also important that Avon strengthen the community commitment of current citizens by improving the already high quality of life.

A. Goal: Make it visually apparent that Avon is an individual community.

1. Objective: Establish gateways at major entry points so people know when they are entering Avon.

2. Objective: Develop community gathering spaces such as parks and community buildings that serve as “everybody’s neighborhood” in the absence of a traditional downtown setting.

3. Objective: Implement urban design standards for public improvements to establish a thematic, unified look for Avon.

4. Objective: Establish a solid reputation for Avon through marketing the community’s assets: low crime, proximity to Indianapolis, and a family-friendly atmosphere.

5. Objective: Promote Avon attractions through the installation of wayfinding signage and enhancement of the Town website.

6. Objective: Develop a marketable identity or "brand" for Avon.

B. Goal: Enhance Avon’s identity through the promotion of cultural elements such as fine arts and performing arts.

1. Objective: Promote the arts in Avon as a key component to enhance the quality of life and create a unique identity for the Town.

2. Objective: Create a grant program for arts programs and promotions which enable residents to explore artistic opportunities.

An example of a gateway marking the entrance to the Town of Avon. Gateways can be designed

to match an overall public improvement theme which identifies Town thoroughfares.

TOWN OF AVON



3. Objective: Explore the development of a Hendricks County Arts Center located in Avon to house local art studios and businesses and to serve as a gathering place for the local art community and art enthusiasts.

4. Objective: Promote art in both indoor and outdoor public places. C. Goal: Become a partner to the school corporation in their efforts to provide a quality educational experience.

1. Objective: Coordinate with the school corporation on all planning efforts for both the Town and the School Corporation.

2. Objective: Communicate with the school corporation on large development projects.

3. Objective: Formally consider the impact of all rezoning requests on the school corporation.

4. Objective: Work out an agreement with the school corporation to provide community recreation areas (e.g., ball fields).

D. Goal: Provide a high-quality park and recreation experience to Avon's citizens.

1. Objective: Implement the Town Park Master Plan.

2. Objective: Work with the Avon Parks, Recreation and Beautification Council (PRBC) to offer more park programs, including town-coordinated activities and special events such as art shows.

3. Objective: Create a strategy to implement the town's trail plan, periodically reexamining the plan for new trail locations and changes to trail locations which provide connections to key destinations.

4. Objective: Cooperate with the Avon PRBC to update the Park Master Plan.

5. Objective: Make it easier for the private sector and not-for-profits to provide recreation, including golf courses and athletic fields, by simplifying the development approval process.

6. Objective: Explore the development of a large (50 to 100 acre) recreation complex to attract regional and national sporting events, as well as to provide much needed facilities for local athletics.

7. Objective: Partner with the YMCA and other local organizations to establish a senior citizen center.



E. Goal: Enhance youth recreation and social activities and opportunities.

1. Objective: Partner with local not-for-profit recreation programs to provide park facilities for athletic practices and events.

2. Objective: Work with local not-for-profit recreation programs to establish a grant program to fund expansion and development of recreation facilities.

3. Objective: Partner with the YMCA and other local organizations to establish a teen center.

4. Objective: Include non-athletic opportunities in the development of new park land, such as meeting spaces for community groups and class rooms and performance venues for fine arts and performing arts. F. Goal: Preserve and enhance green space in the community.

1. Objective: Identify and acquire strategic land for purchase or donation, concentrating on locations along planned trails and future park sites.

2. Objective: Identify and preserve existing wetlands and floodplains from development through the use of zoning (e.g. overlay district), voluntary easements and land acquisition.

3. Objective: Preserve the White Lick Creek Corridor for greenway development through the preservation of trail easements or public park land along the Creek as adjacent land develops.

4. Objective: Refine the Town's street tree installation policy, so that it is clear and so that there is a plan for retroactive installation.

5. Objective: Update Avon's open space regulations to be clearer and to preserve useable open space areas.

6. Objective: Explore allowing a standardized developer financial donation to the parks program as an alternative to open space reservation within some subdivisions.

7. Objective: Increase the tree canopy in Avon to reduce heat islands and increase oxygen through more stringent street tree requirements and parking lot landscaping requirements.

Wetlands are home to many diverse creatures, including many endangered species; and seasonal wetlands

provide habitats and breeding areas for certain species. Wetlands also greatly influence the flow and quality of

water. Wetlands act like natural sponges, storing water and slowly releasing it. This lowers flood height, reduces

the erosive potential of run-off, and cleans the water before it reaches streams and groundwater.

TOWN OF AVON



F. Goal: Explore long-term financing for strategic parks and recreation expenses.

1. Objective: Consider using bonds for acquisition of parkland for future development or acquisition of floodplains/wetlands for preservation.

2. Objective: Apply for grants to plant additional trees in parks and public areas.

3. Objective: Employ a Town staff member or consultant to seek out and apply for grants for park funding.

4. Objective: Promote the Avon Community Parks Foundation.

5. Objective: Explore the use of impact fees for purchase of future parkland and development of trails.

6. Objective: Make use of the Town Food and Beverage Tax to finance park and recreation expenses.

G. Goal: Provide a wide variety of housing choices so residents do not have to move to another community to find housing

1. Objective: Review the zoning and subdivision ordinance regulations so it is clear what the development process requirements are for all types of housing.

2. Objective: Promote non-traditional housing options such as townhouses, attached single family or duplexes, condominiums and senior living to provide options for busy professionals, singles and empty nesters.

H. Goal: Require developers to design and build better neighborhoods.

1. Objective: Require developers to construct trails through their developments when those trails are shown on an adopted plan; and set up a standard requiring developers to build connections from trails in their subdivisions to all trails shown on an adopted plan.

2. Objective: Require private developers to provide development amenities within all subdivisions, such as neighborhood playgrounds, parks and public art, through the use of development bonuses (e.g., density).

3. Objective: Assure that neighborhoods are attractive to passers-by by adopting frontage road requirements, higher design standards for perimeter lots, etc.

4. Objective: Discourage monotony within housing developments through changes to the subdivision control ordinance and zoning ordinance that include design guidelines and architectural standards.



I. Goal: Encourage walkable communities to reduce obesity and to promote a healthier Avon.

1. Objective: Establish neighborhood street design standards that place emphasis on the pedestrian and bicyclist rather than on the automobile.

2. Objective: Incorporate traffic calming devices into neighborhood designs and retrofit existing neighborhoods with traffic calming devices.

3. Objective: Encourage walking and bicycling through street standards which incorporate bike lanes, requirements for bike racks at local business establishments, identification of streets and bicycle routes through signage, standards for safe walkways through parking lots, and well delineated and protected pedestrian crosswalks.

4. Objective: Require new developments to construct a trail system around the outside of the development. Responsible Growth

II. Planning Principle: The Town of Avon has a responsibility to its existing residents to manage future growth.

A. Goal: Determine which locations are appropriate for growth.

1. Objective: Set criteria for residential rezoning based on availability of public infrastructure.

2. Objective: Set criteria for residential rezoning based on impact to town/township resources.

3. Objective: Require submission of fiscal impact studies and traffic studies with rezoning petitions.

4. Objective: Explore the use of impact fees to offset the impacts of growth on parks and roads.

5. Objective: Obtain local control of sewer and water utilities, allowing the Town to control growth through the controlled extension of utility lines.

6. Objective: Develop a recommended future land use plan as part of the comprehensive plan.

7. Objective: Adopt development ordinances which establish criteria for creating a more walkable community, including sidewalks or multi use paths along all roadways, around new neighborhoods, connecting to public destinations such as parks, schools, and government buildings, and linking nearby residential areas to commercial amenities.

B. Goal: Maintain or improve the Town's services to its residents.

1. Objective: Provide a higher level of service for zoning enforcement, through the use of ticketing.

2. Objective: Maintain service levels for snow removal, stormwater management, planning, town court, building permits and inspections, and police protection.

TOWN OF AVON



3. Objective: Extend technology to Avon’s neighborhoods through the installation of fiber optic conduits in new neighborhoods, the establishment of a fiber optic backbone throughout the Town, and the provision of free “hot spots” throughout the community for high speed internet connection.

C. Goal: Maintain or improve Avon's existing roads.

1. Objective: Establish an actual level of service (LOS) for all of Avon's arterial and collector roads.

2. Objective: Concentrate on improving roads that receive a LOS of D, E or F.

3. Objective: Maintain LOS on roads that receive a rating of A, B or C.

D. Goal: Plan for future transportation needs.

1. Objective: Revise the Town's Thoroughfare Plan, including a bicycle and pedestrian component.

2. Objective: Revise the Subdivision Ordinance to upgrade requirements for intersection design, curb cuts, etc.

3. Objective: Identify appropriate roads for the addition of bike lanes with future improvements.

4. Objective: Make sure that road improvements (including State Highways) include pedestrian accommodations, such as sidewalks.

5. Objective: Maintain a strict sidewalk installation requirement for developers, implementing a cash escrow policy.

6. Objective: Complete a sidewalk installation and maintenance plan for existing development in Avon, that looks at connecting gaps in sidewalks or installing sidewalks in areas where there are none.

7. Objective: In planning for future road improvements, consider potential mass transit locations, setting aside right-of-way for dedicated bus lanes or other high speed transit, and indicating ideal locations for park-and-ride facilities.

E. Goal: Adopt an Infrastructure Cost Policy for the Town

1. Objective: Require developers to pay for all road costs associated with new development. Consider implementation of this objective through the use of impact fees for roads.



Economic Development

III. Planning Principle: Commercial and industrial uses generally demand less service from a community than what they pay for in taxes, thereby relieving the residential tax burden. Thus, economic development is an essential component of a healthy, growing community.

A. Goal: Continue to encourage commercial development.

1. Objective: Attract more entertainment related uses, such as skating, bowling, movies, restaurants, recreation facilities, banquet halls, etc.

2. Objective: Allow currently zoned commercial areas to develop and/or flip to another use before adding more commercially zoned land to Avon.

3. Objective: Encourage redevelopment and infill development instead of green field development, through the use of incentives.

4. Objective: Support small business growth by partnering with the Hendricks County Economic Development Partnership to provide a business incubator.

B. Goal: Work with the Hendricks County Economic Development

Partnership to develop a strategy for growth of the office sector.

1. Objective: Capitalize on the county's two hospitals (Hendricks County Regional Health and Clarian West) by focusing on medical office uses.

2. Objective: Provide high tech infrastructure such as fiber optics, wireless network connections, and internet service to strategic locations in order to spur development. C. Goal: Preserve land along the Ronald Reagan Parkway (RRP) Area

for industrial development.

1. Objective: Annex the area on the south side of the railroad, west of the RRP.

2. Objective: Reserve the RRP area for industrial development by adoption and enforcement of the Ronald Reagan Corridor Master Plan and zoning overlay district.

3. Objective: Develop an industrial park between CR 900 and the RRP, south of the railyards. D. Goal: Identify other large sites, in addition to the land along the RRP,

that are appropriate for commercial or industrial development (including high tech/research and development uses).

1. Objective: Evaluate the potential of economic development west of Avon's current town limits.

2. Objective: When scattered existing residential uses are adjacent to potential commercial and industrial sites, buffer it by the use of parks and natural areas, rather than large mounds and fencing.

TOWN OF AVON



E. Goal: Make Avon more attractive to commercial and industrial developers.

1. Objective: Work with the railroad to allow construction of new rail spurs.

2. Objective: Develop public incentives that are both attractive to developers and acceptable to the town (e.g. TIF, tax abatement, etc.).

3. Objective: Review the zoning ordinance for permitted land uses in each zoning district, making sure that desirable uses are clearly allowed by right, such as flex space and research and development (while also amending the regulations to discourage certain uses, making them special exceptions, or moving them to a different zoning district).

4. Objective: Support existing local industries through public-private partnerships which assist in the provision of necessary infrastructure improvements. F. Goal: Encourage limited neighborhood commercial uses.

1. Objective: Limit where neighborhood commercial can be located, so that the siting benefits more than just the developer's fiscal analysis.

2. Objective: Develop and adopt a set of design standards in the zoning ordinance for neighborhood commercial, addressing such issues as scale, setbacks, signage, buffers, etc.

3. Objective: Allow neighborhood commercial adjacent to residential only as a C-1 (neighborhood commercial) or C-4 (transitional office) zoning districts, reserving the C-2 district for town-wide or regional commercial areas.

Part II: Land Use & Growth Management Planning

Land Use Plan


Land Use Plan • 31

Existing Land Use

It is necessary to have a good understanding of what land is available for development, before drafting a future land use plan. An existing land use study was prepared for all of Washington Township during June of 2005, which revealed that 42% of the land within the township is currently undeveloped, including agricultural land. This undeveloped land may already have been approved for development (i.e., subdivision plat has been completed), but no development is yet underway.

Land use ratios were calculated for various developed land uses: residential, commercial, industrial, public/semi-public and parks.

How do these ratios compare with other communities? Because each community is different, with different factors impacting land use, ratios from other communities should not serve as land use models, but only as rules of thumb. In almost all communities, single-family residential occupies the majority of developed land, which is also true in Washington Township. The township’s ratio of industrial land is almost twice what is typical of small communities (less than 100,000 people), while the ratio of commercial land is also almost 50% higher than generally expected for a small community. These differences can likely be attributed to proximity to the Indianapolis business market. Since commercial and industrial land have a positive impact on taxes; typically consuming fewer services than they pay for, this existing land use mix is positive.

Washington Township

Developed Land

38%

2%

14%

16%

13%

8%

9%

Single-Family

Multi-Family

Commercial

Industrial

Public/semi-public

Parks & Open Space

Right-of-Way

TOWN OF AVON


32 • Land Use Plan

INSERT EXISTING LAND USE MAP



Existing Zoning

Zoning may be a better illustration of what is most likely to happen in the future than existing land use, because undeveloped land, like all land within Avon, has a zoning designation. It is assumed that most land classified as undeveleoped will eventually develop, and the following chart illustrates how that might happen.

Zoning District Developed Acres Undeveloped Acres Total Acres

% of all zoned land

COMMERCIAL 575 132 707 9

C-1 1 0 1

C-2 409 93 502

C-4 13 17 30

SC 152 22 174

INDUSTRIAL 846 375 1221 16

I-2 472 34 506

I-4 374 341 715

PUD 209 404 613 8

SINGLE-FAMILY RESIDENTIAL

1484 881 2365 31

R-1 38 0 38

R-2 1158 863 2021

R-3 288 18 306

MULTI-FAMILY RESIDENTIAL

140 135 275 4

R-4 20 102 122

R-5 120 33 153

Right-of-Way 949 1422 2371 31

TOTAL 4203 3349 7552 100

TOWN OF AVON



Future Land Use

Deciding on the desired future land uses is one of the most important tasks of a comprehensive plan. It is the process of looking at the development pattern of a community and the restraints of the land, then articulating a vision of how future growth can best be accommodated.

A future land use map will allow Avon to grow more predictably. Development will be encouraged where the existing infrastructure and land can best accommodate growth. Rural parts of undeveloped Washington Township will maintain their special character while economic development will be fostered through a predictable pattern of growth.

The Future Land Use Map is an indispensable tool for all sectors of the community. Local government can invest public infrastructure dollars more wisely if the location and magnitude of anticipated growth is identified. Private sector businesses can use the Map to make more accurate growth projections and better position themselves to meet the needs of the future population. The Map will provide developers and landowners with a clear idea of the location and type of development desired by the community, thus saving time and money in assembling development plans. The Future Land Use Map will also enable individual citizens to be more aware of how Avon and their specific neighborhoods will develop, assisting them in making more informed decisions about where to live and work.

Future Land Use Map Symbols

Parks

Multi-Family

Office

Commercial

Hi-Tech

Institutional

Single-Family

Duplex/Townhouse

Industrial

Neighborhood Commercial

Flex

Buffer

Redevelopment Area Transit Station

Town Center

Trail



FUTURE LAND USE PROJECTIONS:

Before preparing the future land use map, the planning consultant prepared estimates of future land use needs in 2025, based on population projections and desired land use mix, which were accepted by the steering committee. The existing developed acres were subtracted from the total acres estimated for 2025, resulting in additional acres needed to be located on the future land use map.

Land Use 2025 2005 Additional Acres Needed

Before 2025 (rounded) Total Acres Needed Developed

Acres

COMMERCIAL 1398 614 800 Acres Total:

� 200 Acres for Commercial

� 25 Acres total for Neighborhood Commercial

� 275 Acres for Office

� 300 Acres for Technology Park

INDUSTRIAL 1598 680 900 Acres Total:

� 900 Acres for Light Industrial

� 225 Acres for Flex Space (actual from Ronald Reagan Corridor Plan)

INSTITUTIONAL 1398 587 800 Acres Total:

� 100 Acres for Higher Education

� 700 Acres for other Institutional

OPEN SPACE/ RECREATION

933 336 600 Acres

SINGLE-FAMILY RESIDENTIAL

For 31,500 people 1657 2100 Acres (2032 additional DUs at an average of 1 du/A)

MULTI-FAMILY RESIDENTIAL

For 3500 people 89 65 Acres (390 additional DU's at 6 du/A)

TOWN OF AVON



DEVELOPING THE FUTURE LAND USE MAP: The planning consultant and Town officials developed the initial draft of the future land use map, incorporating the above acreage totals. Highlights of the initial draft included:

� A trail system that includes Avon's adopted trail plan, Plainfield's planned trail along the south side of Washington Township, and various other state planned trails (i.e., the B & O Trail), in addition to some new trails.

� Land uses along Ronald Reagan that reflect the adopted plan for the area (office and flex space).

� Additional new office areas

� One large light industrial area north of Plainfileld, south of the rail yard

� A village area built around the hi-tech park/higher education facilities, including additional multi-family and single-family housing, a school, a park, and neighborhood commercial

� Several new areas of neighborhood commercial -- meant to be very small scale commercial to serve particular neighborhoods, such as small convenience stores.

� Five new park sites and one large community recreation area

� New single-family sites, including conservation subdivision areas

� New Multi-family, duplex and townhouse sites

� New school sites

� New "empty-nester" housing

� Regional commercial, which could be a mall or an entertainment area (hotel, etc.)

� Redevelopment areas

� New town center area along SR 36 that includes Town Hall, the Library, a redeveloped commercial area and the railroad

That draft was then presented to the plan commission and the steering committee at workshop. They were then instructed to form small groups, with at least one plan commission member and one steering committee member in each group, and review that draft. The groups were then asked to make all changes they felt were necessary and present those changes back to the larger group.

After all small groups made presentations, the large group discussed the merits of the recommended changes, instructing the planning consultant to make changes.



The steering committee had two additional opportunities to refine the future land use map prior to sending it to the plan commission for a public hearing. The final land use plan includes the following components:

� Technology Park, higher education village area

� Lower average single-family density from original proposed 2.4 du/Acres to 1.9 du/Acres

� Less new single-family housing on West Side of township

� More empty-nester and senior citizen housing on East Side of township

� More school sites

� More parks

� Commercial on SR 36, instead of office

� Multi-modal station location for mass transit -- rail or bus

� Trails as a big buffer between uses (e.g., new industrial next to existing single-family)

� No regional commercial site

� Additional neighborhood commercial nodes

� More large lot estate housing

INTERPRETING THE FUTURE LAND USE MAP:

The future land use plan applies only to undeveloped land within Washington Township, with the exception of a few parcels designated as redevelopment areas. Therefore, the existing land use for developed properties is accepted as also being their desired future land use, unless they are designated differently on the future land use map. If the area in question is not depicted on the future land use map, then the existing land use map depicts the desired land use.

Note that the future land use map is general in nature, not parcel specific. For example, unless surrounding land uses or physical features vary greatly, in may not matter whether a commercial node occurs on the northeast corner or the southwest corner of an intersection. This approach allows more development flexibility, but also requires more careful interpretation, therefore it is important to confirm the desired land use with town planning officials.

TOWN OF AVON



PROPOSED FUTURE LAND USES

Residential Land Uses

� Conservation Subdivision: approximately 820 Acres on Future Land Use Plan (note that no specific future land use projection was made for this category). A type of single-family development, conservation subdivisions are characterized by common open space and clustered compact lots. Their purpose is to protect natural resources or agricultural land while allowing residential development.

� Single-Family Estate: approximately 150 Acres on Future Land Use Plan (note that no specific future land use projection was made for this category). A type of single-family development characterized by large lots. Also called "executive housing".

� Single-Family: approximately 1610 Acres on Future Land Use Plan, exceeds the projected single-family need by 480 Acres when combined with conservation subdivision and estate housing. This category includes single-family attached and detached housing.

� Empty Nester/ Senior Citizen Housing: approximately 205 Acres on Future Land Use Plan (note that no specific future land use projection was made for this category). This might include single-family or multi-family housing that is directed to senior citizens and empty-nesters. These developments are often done as condominiums, so that the property maintenance is taken care of. Nursing homes and assisted living facilities would also be in this category. Because HCEDP advised Avon to target more empty nester/senior housing as a market niche, the steering committee and town officials agreed that they wanted more of these units in Avon, which combined with other residential categories, exceeds the minimum projected residential housing need.

� Multi-Family: approximately 75 Acres on Future Land Use Plan, exceeding the projected need by 10 acres. This describes the traditional apartment type housing, often favored by young singles and couples. Multi-family parcels are located near the proposed higher education facility, and the extra 10 acres is not significant.

� Duplex/Townhouse: approximately 380 Acres on Future Land Use Plan (note that no specific future land use projection was made for this multi-family category). These lower density multi-family choices often appeal to empty-nesters and single professionals, and is lacking in Avon. Because the demand for more duplex townhouse dwellings is expected to be strong, due to an aging population and the desire to attract more "20-something" professionals, this amount of acreage is considered adequate.



Commercial Land Uses

� Technology Park: approximately 300 Acres on Future Land Use Plan, meeting the projected need. High technology facilities may concentrate on research and development, while including "clean" manufacturing operations that incorporate computerized, automated, state-of-the-art equipment (e.g., process controls, computer-aided design, and advanced communications and information systems). Often such facilities are in a campus-like setting, located near a higher education facility, as they are in the proposed future land use map.

� Neighborhood Commercial Nodes: approximately 25 Acres on Future Land Use Plan, meeting the projected need. These nodes are intended to provide for everyday, convenience shopping for the immediate residential neighborhood. It is important to set a maximum lot size and a maximum building size to ensure that they remain small in scale.

� Commercial: approximately 250 Acres on Future Land Use Plan, exceeding the projected need by 50 Acres. These commercial parcels include uses serving the community and the region, including retail, restaurants and services. A hotel would also be appropriate on one of the commercial sites. The excess 50 Acres of commercial is not considered significant.

� Office: approximately 530 Acres on Future Land Use Plan, exceeding the projected need by 255 Acres. Medical office uses should be concentrated in the large office parcels along Ronald Reagan Parkway, near Clarian West Hospital. Other office uses should be smaller scale "garden offices", as recommended by HCEDP. These may be slower to attract because the Indianapolis Region's office market is currently weak due to over-building. Because offices may be a “niche” for Avon, the steering committee and town officials agreed that they wanted to “push” more office in Avon, by exceeding the minimum projected need.

TOWN OF AVON



Industrial Land Uses

� Light Industrial: approximately 1000 Acres on Future Land Use Plan, exceeding the projected need by 100 Acres. This should occur wholly within buildings, with no exterior storage, and should not generate significant amounts of truck traffic. Industry should be free of hazardous or objectionable elements such as noise, odor, dust, smoke, glare or other pollutants. The excess of 50 Acres is not considered significant, especially considering that there is a need to buffer the existing adjacent residential areas.

� Flex: approximately 2725 Acres on Future Land Use Plan, as shown on the Ronald Reagan Corridor Master Plan. This use, located along Ronald Reagan Parkway, is for large buildings designed for multiple tenants, where office space is located at the front of the building with warehouse space, typically accessed by delivery doors, at the rear elevation of the building. The proportion of office vs. warehouse space in each tenant space is not determined until the user occupies the space, and the proportions may be changed to accommodate a new occupant or changing occupant needs.

� Industrial: Note that no specific future land use projection was made for this category. Existing industrial uses are located south of the railroad, and it is the intention that any vacant infill parcels be developed as industrial. The major difference between industrial and light industrial is that outside storage is allowed in industrial.



Other Land Uses

� Higher Education: approximately 100 Acres on Future Land Use Plan, meeting the projected need This site is large enough to accommodate a small college or a university extension, and would most likely be a commuter-type facility.

� Institutional: approximately 700 Acres on Future Land Use Plan, meeting the projected need. These parcels are distributed around the township to accommodate primary schools (both public and private), churches and government facilities.

� Parks: approximately 890 Acres on Future Land Use Plan, exceeding the projected need by 290 Acres. These green spaces form a network of public park land throughout the township, which are connected and accessible by an extensive trail system (trails were not included in the acreage total). Because the community demand for more Parks was so strong, the steering committee and town officials agreed that they wanted to target more park space in Avon, by exceeding the minimum projected need.

TOWN OF AVON



INSERT FUTURE LAND USE MAP

44 • DRAFT Comprehensive Plan 11/18/05

Implementation

Growth Management Plan


Implementation• 45

Setting Priority Areas for Growth

No matter where development is located, it will have certain needs such as roads, school bus service, police and fire protection, and the like. The

more spread out these uses are, the more costly the services provided to them become, and the cost of many of those services must be borne by all tax payers.

By concentrating development, impacts to roads can be anticipated and planned for. Scattered development also leads to longer response times for emergency services and both increased costs and riding times for student busing to schools.

Furthermore, concentrating development makes our communities more walkable. As obesity, heart disease, and diabetes continue to rise among Americans, communities need to begin looking at how their growth and development can make it easier to live more healthy lifestyles. According to an article published by the US News and World Report, “many studies [have] clearly shown that walking--the cheapest, easiest, and most common physical activity for most Americans--reduces risk for many of these deadly diseases.”3

GROWTH MANAGEMENT POLICIES

A community can manage its growth in the following ways:

� Location of Growth

� Type of Growth

� Amount of Growth

� Quality of Growth

3 Building Illness by Amanda Spake 6-20-05. US News and World Report www.usnews.com.

Applicable Goals & Objectives

Goal: Determine which locations are appropriate for growth.

� Objective: Set criteria for residential rezoning based on availability of public infrastructure.

� Objective: Set criteria for residential rezoning based on impact to town/township resources.

Goal: Continue to encourage commercial development.

� Objective: Allow currently zoned commercial areas to develop and/or flip to another use before adding more commercially zoned land to Avon.

TOWN OF AVON


Growth Management

The following are growth management policies for the Town of Avon:

Location of Growth

Priority Growth Areas: Infill Development

Infill areas make the most sense for development, because the infrastructure is already in place to support development. These areas are appropriate to consider for rezoning and development, because the cost and the impact to the Town and its citizens is minimal. Infill development areas have not been mapped, so that priority areas can grow outward as development occurs – they are self-expanding, based on the following criteria:

1. Development has already occurred on two or more sides of the parcel. Development is considered to mean that utilities are in place and that there is a primary structure on the parcel.

2. Water and sewer utilities are already on site or across the street. No extension of those utilities, except throughout the parcel, are necessary.

3. Road system with a level of service (LOS) of C or above.

Level of Service is a rating system used by traffic engineers to describe operational conditions along a segment of road. It is generally associated with a road's ability to provide adequate capacity for the number of vehicles using the road. The six levels are:

A- Excellent traffic flow, with free flowing traffic.

B- Very good traffic flow, stable flow; presence of other drivers is noticeable.

C- Traffic flow is still good, stable flow, drivers become significantly affected by other drivers.

D- The influence of congestion becomes noticeable; speed and the ability to maneuver are severely restricted. Drivers experience a generally poor level of comfort.

E- Operating conditions are at or near capacity. Speeds are reduced to a low but uniform volume. Driver frustration is generally high.

F- Traffic volume exceeds existing capacity. Traffic queues form; traffic flow is stop-and-go.

Apply this criterion to perimeter roads and for all intersections within 1 mile. The LOS C or better must be maintained, even after construction. A traffic study would be required to prove this. If the developer improves a street that was classified as LOS of below C before development to a LOS of C or above after development, that would satisfy this criteria.



5. Schools – The following adequacy criteria must be met:

� An elementary school shall be considered adequate if the enrollment, including projected students from the proposed development, is at or less than 105% of rated capacity, not including portable buildings.

� A middle or high school shall be considered adequate if enrollment including projected students from the proposed development, is at or less than 110% of rated capacity, not including portable buildings.

6. Emergency Services -- A proposed development shall not be considered to meet adequacy criteria if it overburdens emergency services, including police and fire protection. Emergency Services will be considered over-burdened if the proposed development:

� adversely impacts the health or safety of persons residing or working in the new development or the rest of the community, i.e., reduced response times, increased citizen to police ratios, etc.; or

� is detrimental to the public welfare or injurious to property or improvements in the new development or the rest of the community, i.e., reduced response times, increased citizen to police ratios, etc.

Second Priority Areas

If a site does not meet the criteria for a priority growth area, it may still be considered for rezoning and development if the applicant can prove that all of the following criteria are met.

1. Road system with a level of service (LOS) of C or above.

2. Water and sewer utilities are within 1 mile(s) of project site and lines of adequate capacity, as determined by the Town, can be extended to the site by the developer.

3. Schools – The following adequacy criteria must be met:

� An elementary school shall be considered adequate if the enrollment, including projected students from the proposed development, is at or less than 105% of rated capacity, not including portable buildings.

� A middle or high school shall be considered adequate if enrollment including projected students from the proposed development, is at or less than 110% of rated capacity, not including portable buildings.

4. Emergency Services -- A proposed development shall not be considered to meet adequacy criteria if it overburdens emergency services, including police and fire protection. Emergency Services will be considered over-burdened if the proposed development:

� adversely impacts the health or safety of persons residing or working in the new development or the rest of the community, i.e., reduced response times, increased citizen to police ratios, etc.; or

TOWN OF AVON


Growth Management

� is detrimental to the public welfare or injurious to property or improvements in the new development or the rest of the community, i.e., reduced response times, increased citizen to police ratios, etc.

Third Priority Areas

Areas with significant wetlands, woodlands and floodplains, or agricultural areas are considered third priority growth areas, meaning that they should experience little or no development during the life of this plan. Clustering through a PUD or conservation subdivision may be permitted that include these areas, so that the Town can preserve important natural features and resources and still allow people to develop their land.

Type of Growth

Residential

� Encourage conservation subdivisions as an alternative to traditional residential subdivision development.

� Promote more senior citizen and "empty nester" housing -- this will not contribute children to schools and probably not as much traffic (automobile trips).

� Promote estate type housing by offering larger residential lots.

Commercial

� Focus on "garden" office development, which will bring more white-collar jobs to Avon.

� Develop a small neighborhood level commercial nodes.

� Include a hotel in community or regional commercial.



Industrial

� Encourage clean, low impact industrial uses, such as research and development and flex space.

Public/Semi-Public

� Encourage the use of public-private partnerships in meeting service needs, including community recreation.

Amount of Growth

� The Town should consider not rezoning property that will exceed the projected desired future land use acreage listed in the comprehensive plan (See Proposed Future Land Uses, page 38).

Quality of Growth

Architectural Standards

Ugly subdivisions can have significant impacts on the surrounding property owners and the Town's image. Specific architectural standards should not be determined as part of the comprehensive plan, however the plan gives some direction for their development. In order for Architectural Standards to be effective, they must be required, not optional. Separate architectural standards should be developed for both residential and non-residential property. Other considerations for development of the architectural standards:

� Focus on the “outside” of the development: perimeter lots (lots that abut a perimeter road or that are visible from the perimeter road in the case that common area is located on the road) and corner lots.

� Require multiple building materials. Using multiple building materials provides additional interest to a building’s façade. This is especially important for highly visible perimeter and corner lots, where first floor brick (masonry) wraps on all four sides might be considered.

� Give choices on other ways to add visual interest, including one or more of the following: shutters on all windows, two or more plan changes (patio, bump out, bay, exterior chimney chase the full height), multiple roof planes, etc.

� Adopt standards for vinyl siding (if allowed) and trim installation (i.e. not extending up to the roof, no visible J molding, etc.).

� Focus on building’s relationship to the street. For residences, look at the garage to house ratio, encourage side and rear loaded garages, restrict how far the garage can bump out (perhaps allowing a reduction in the front yard setback if the garage is recessed). For all primary structures, articulate the entrances with porches, not allowing recessed doorways, requiring that doors must be on the front elevation.

TOWN OF AVON


Growth Management

� Require windows, especially on elevations facing or visible from a street. On perimeter/corner lots, require uniform treatment of windows on all sides: shutters, trim, headers, etc (no exceptions…if the building design doesn’t allow it, move the window location!)

� Two story residential buildings on perimeter/corner lots need to have windows on both floors.

� Set a minimum roof pitch for residential buildings.

� Include an anti-monotony provision, emphasizing style over color. For example, the main color (not including trim or brick) can’t be the same as the house next door or across the street. Prohibit using the same exact elevation within five homes (unless it is the same model with a different front and not next door). This needs a committee or specific staff person to review this with the developer before permits are applied for.

� Set minimum roof overhangs.

Building Better Neighborhoods

The chance to define a larger vision for the growth of Avon is an opportunity that should not be ignored when planning new residential development. Rather than merely constructing vast subdivisions, Avon can require that new residential developments be designed to enhance the character of the community; to improve connections between neighborhoods, public amenities and institutions; and to include a mix of housing types addressing the full range of local housing needs. These things add a true neighborhood feel, which results in a quality subdivision.

� Streets

Close attention to the layout of a neighborhood’s streets enhances the livability of a neighborhood and reduces costs. Streets and associated infrastructure are a major component of the total development cost of a neighborhood. Streets that are excessively wide or inefficiency designed will add unnecessary costs that eventually must be passed onto the homebuyers. Developing a pedestrian-friendly community greatly increases a neighborhood's livability.

Encourage solutions for narrow streets. While emergency services may not like them, the resulting excess pavement can result in excess speed and unnecessary impervious surface. ROW widths could be reduced if utilities are placed in an easement out of the right-of-way.

When designing the street layout, it is also important to consider connections to the larger community. A well-designed system of streets will efficiently connect the neighborhood’s residents to local destinations and amenities.



Street Width - Create streets of appropriate widths to accommodate all anticipated uses and traffic volumes.

Avon needs to revisit its right-of-way widths and street standards as part of the Thoroughfare Plan Update.

Make Neighborhood Connections - Connect new neighborhoods to the surrounding community.

Pedestrian connections are made with trails and sidewalks. Vehicular connections are made with connecting streets and multiple points of access.

Consider Alleys - Consider incorporating alleys to minimize the impact of the garage and utility areas on the front of the house.

Alleys should be an option for subdivisions, when maintenance is accepted as the responsibility of the developer/homeowner’s association. The Town needs to develop standards for alleys.

Provide Street Amenities - Provide safe, attractive pathways for pedestrians, bicycles, and cars by including a variety of street amenities.

Street amenities include such things as lighting, signage, etc.

Trails and Sidewalks - Provide trails and sidewalks around the perimeter of all subdivisions.

Traffic Calming - Utilize traffic calming techniques to slow down traffic and ease neighborhood concerns about connecting streets.

� Homes

Although every individual and family is unique, all seek a home that is safe, livable, and affordable. To accomplish these goals, homes must include sufficient space to meet the families’ needs, be well constructed and built to last, within the buyers’ financial reach, and attractive. Keeping down the cost of a home without sacrificing the quality of the home is possible.

Create Curb Appeal - Encourage home design that enhances the appearance of the home from the street.

This could be done with architectural controls that discourage things like allowing the garage to be the dominant feature of a home.

Enhance Connections to Yard - Encourage homes to maximize the connections between the home and the yard.

Architectural standards could do this by encouraging front porches and accenting front doors.

Integrate Mix of Housing - Include a range of home prices, sizes, styles, and colors to improve the overall appearance of the neighborhood.

Architectural standards could regulate style and color. Size (and price indirectly) can be regulated by zoning district standards.

Attract Experienced Builders - Attract builders who are knowledgeable and use durable, high-quality methods and materials.

TOWN OF AVON


Growth Management

Extra requirements, such as architectural standards, including anti-monotony standards or more restrictive local building code requirements typically discourage tract builders.

Match Home With Lot Size - Select home plans that fit on the lots and can be placed to reduce infrastructure.

Zoning district regulations govern this, through the use of maximum lot coverage and floor area ratios

� Landscape

Most of us have favorite memories from childhood somehow related to our neighborhood’s landscape features; skating on a frozen pond, playing football in a cleared field, building forts in the woods, or learning to ride a bike on a tree lined street. These landscape features from our childhood influence the characteristics that we value in neighborhoods as adults. When planning a new neighborhood, preserve or incorporate landscape features that will mature over time and enhance the neighborhood’s value and livability.

Plan Compact Neighborhoods - Plan compact neighborhoods to preserve open space.

Preserve unique Natural Features - Inventory significant landscape features, incorporating them into plans for the new neighborhood.

Avon would need to determine what "significant landscape features" are – minimum tree size, minimum woods and wetlands acreage.

Expand Access and Views - Allow the whole neighborhood to benefit from nearby landscape amenities.

If a significant natural feature is preserved, all residents should have access to it, through trails and sidewalks and possibly through a vista easement.

Require Landscaping - Require a minimum amount of landscaping per lot in the subdivision ordinance to increase the neighborhood’s curb appeal and to create natural habitat.

Many communities do this, including Greenwood and Hendricks County.

Incorporate Natural Controls - Use landscape elements as alternatives to costly infrastructure.

The new EPA Phase II requirements promote the use of swales and ditches over storm sewers. Avon should consider where this would be appropriate.



GROWTH MANAGEMENT PROCEDURES

The growth management procedures provide the process by which the growth management policies can be implemented.

1. The Plan Commission will annually review the comprehensive plan for necessary amendments, for the Town Council's approval. Every five years the Town will initiate an update of the plan.

2. The building inspector will, each January, provide the Town Council and all department heads a forecast of new housing in the Town for the next fiscal year. Department heads will thereafter, as part of the preparation of their annual proposed budgets, provide an analysis to the Town Council as to how their departments will accommodate the anticipated residential growth and provide and maintain the current level of service to new and existing residents.

3. Annually, in the first quarter of each year:

� The building inspector will review the building code; and

� The Plan Commission will review the Subdivision Ordinance, Zoning Ordinance and Comprehensive Plan; and

� The Town Council will review all fees, charges, donations and exactions required in the developmental process.

Upon receipt of the recommendations of the building inspector, Plan Commission and Board of Zoning Appeals, respectively, the Town Council will enact necessary changes in these ordinances, to further the growth management policies of the Town.

4. The Town Council, Plan Commission, Redevelopment Commission, Board of Zoning Appeals and Building Department will faithfully follow the procedural requirements of the Town's ordinances regarding the approval process for developments.

5. Staff will prepare a Transportation Plan that accommodates the growth projected in the comprehensive plan. The plan will be reviewed annually and amended as necessary to agree with the comprehensive plan.

6. Staff, the Plan Commission and the Parks Council will recommend changes to Town ordinances to promote open space and preserve environmentally and historically sensitive areas.

7. When a proposed zoning or plan action by the Town Council is determined to be inconsistent with the comprehensive plan for the Town, the Town Council will take separate action to amend the comprehensive plan and address the impact of the change.

8. Planning Staff and the Town Council will initiate contact with all other units of local government affected by growth in the Town including schools, parks, library and fire, as well as the townships and county. Thereafter, regular growth forums will be instituted to foster intergovernmental cooperation and regional planning.

TOWN OF AVON


Growth Management

9. The Town will encourage affected school, park, library, fire, water and sewer districts to conduct needs assessments and adopt plans for acquisition of land and capital facilities needed to accommodate growth. Based upon the needs assessment, each district will be encouraged to provide the Town with an acquisition plan for park, school, library and fire lands and capital facilities, and a capital plan for water and sewer facilities. The Town intends to request an updated needs assessment and plan for acquisition of land and capital facilities from the districts at least semi-annually.


Implementation

Implementation

TOWN OF AVON


Implementation


Implementation

Rezoning

Rezoning of Land to Match Comprehensive Plan

After a comprehensive plan is adopted, many local governments choose to initiate rezoning of property in the community, so that it will match the desired future land use reflected in the plan. Without this action, which can be very controversial, change of zoning and closer adherence to the comprehensive plan is done on a voluntary basis, and may happen very slowly, if at all. The town council and the plan commission need to decide whether this is a task that the Town will undertake.

Rezoning Policy

Even without town-initiated rezonings, the greatest influence a Comprehensive Plan can have is in directing decision makers in the rezoning of land. The goals and objectives set forth in this document call for the Town to be very discerning in its recommendations for rezoning. The Town should adopt a policy of asking several questions of all development before granting a rezoning.

� First, does the project proposed provide a high quality development for the Town?

� Second, does the project have the infrastructure that will be necessary to support it, including an adequate road network?

� Third, is there a better location for this use within the current corporate limits, specifically in the areas specified by the Plan as high priorities for development or redevelopment?

� Finally, and most importantly, does the rezoning of the property meet the goals, objectives, and future land use set forth by this document?

Occasionally a desirable project will be proposed that does not meet the recommendations of the Comprehensive Plan. In that case, the Town can reexamine the Plan to determine if conditions have changed and the Plan should be amended to allow that development. An amendment to the Comprehensive Plan requires the same procedures as its initial adoption.

Zoning Ordinance

More Restrictive PUD Requirements

Avon needs to reassess its use of Planned Unit Developments (PUDs) and better define what PUDs are to be used for:

� Handle clustering with conservation subdivisions, not as PUD.

� Develop a PUD justification checklist to determine when a PUD is appropriate, including such things as more interesting streetscapes through the use of coving, frontage roads, etc, that can’t be accomplished through traditional zoning. PUDs should not be allowed just because it’s cheaper. Justification may be somewhat different for commercial or industrial PUDs, than residential PUDs.

TOWN OF AVON


Implementation

� Consider adopting a maximum net density in addition to a maximum gross density.

� Set some minimum standards for PUDs, including minimum open space. PUDs should not be used as a way to get around zoning standards. Wherever possible the zoning ordinance should be followed. Enforcement becomes difficult when every development has different standards.

� Codify the current policy that the number of dwelling units permitted in a PUD shall be the same as would be permitted in a conventional subdivision developed under the Town Zoning Ordinance for lot size, lot width, setbacks, and required open space.

� Establish a PUD committee to reduce the amount of time these take with the full plan commission.

Open Space Ordinance Changes

The current ordinance doesn’t create useable space.

� Focus on the percent total and the uses (active areas like trails and playgrounds).

� Don’t focus on width and size requirements of open space parcels, because use will dictate size. Focus instead on ensuring that open space is more than just the area around ponds, by stipulating that only x% of the open space can be shared with a detention area.

� Give credit for preserving natural areas such as floodplains, wetlands and woods.

� Adopt a stricter tree preservation policy.

� Neighborhoods that connect should provide similar recreation areas, in order to avoid having one neighborhood being overrun by residents from a connecting neighborhood. If a development connects to a neighborhood with a playground, it should provide a similar (though not necessarily the same) amenity.

Develop a Conservation Subdivision District

Develop a conservation subdivision zoning district, possibly similar to the County's pending standards.



Revise C-1 Zoning District

Revise the C-1, Neighborhood Commercial Zoning District so that it truly represents a small-scale commercial use. At a minimum, this will require the Town to set a maximum lot size and revise the list of permitted uses so that they only reflect neighborhood level support.

Revise C-4 Transitional Office District

Revise the C-4 Transitional Office District so that it is truly an office zoning district. Currently the district supports professional office and service related activities, and is intended to serve as a transition between residential uses and more intense commercial development.

Architectural Standards

Avon should adopt architectural standards for residential zoning districts that include provisions to prevent "cookie cutter" development of identical or nearly identical homes. Architectural standards can be as restrictive or as flexible as the community wishes. These standards also can be used to help establish a uniform look that could help further a sense of identity (e.g., common streetscape elements, building materials, etc.). The town should also adopt architectural standards for non-residential uses that require buildings to present an attractive image to the community.

Explore Establishment of a Local Historic Designation

History contributes greatly to community identity. While Avon is primarily a new community, there are some properties within the current town boundaries and unincorporated Washington Township that should be preserved. National and State historic designations do not have the "teeth" to encourage preservation that a local ordinance can have.

Implement Ronald Reagan Corridor Master Plan

Adopt an overlay zoning district within Avon's jurisdiction to implement the Ronald Reagan Corridor Master Plan.

TOWN OF AVON


Implementation

Establish Overlay Zoning District for SR 36 Corridor

An overlay zoning district is a district that is superimposed on another zoning district, which adds additional regulations regarding the use of and development standards for the property. The SR 36 Corridor is the primary travel corridor through the town, used by both residents and travelers passing through. As such, it is the major, if not the only, impression of the community many people get. An overlay district could establish standards that all the properties along SR 36 had to follow, regardless of their individual zoning district.

Subdivision Ordinance

Build-Out Analysis

Require a build out analysis showing the maximum number of units that could be developed under standard zoning, taking into account open space requirements (see below). The following should be part of the subdivision control ordinance:

Development Yield or Build-Out Analysis: the development yield analysis shall show, either in a table or in graphic form, the number of dwelling units that can be built on the site. To determine the number of dwelling units that would be permitted in a conventional subdivision, the following procedure shall be used:

1. Subtract the following from the gross acreage of the parent tract: Ten percent (10%) of the gross acreage for roads, and any sites that are considered unbuildable, including sites which may remain as permanent open space under the requirements of the Town’s Open Space ordinance, land designated as unbuildable by the comprehensive plan, land inundated by water (land under lakes, ponds, creeks, etc), or land under permanent easement prohibiting future development.

2. The remainder of the land shall then be divided by the minimum lot size of the zoning district in which it is located to determine the number of dwelling units that could be developed. Note that property zoned R1 may not use R2 zoning standards.

3. If the subdivision site is located in more than one zoning district, the maximum number of lots allowed shall be individually determined for each portion of the site located in a different zoning district.



Connectivity Between Subdivisions

� Avon 's subdivision regulations should be required, not optional. This can be done by replacing “may” with “shall”.

� Traffic calming becomes more essential when neighborhoods are connected. Slowing vehicular traffic will help reduce neighborhood concerns about connectivity.

� Commercial connections are essential. While commercial developers don’t like to provide access easements to adjacent properties, which may be competitors, it is being required by other communities, for example, Carmel-Clay and Zionsville along Highway 421. It is imperative that curb cuts are restricted on US 36 and other arterial and collector streets, including Ronald Reagan. Standards for connections should be included in the subdivision ordinance, while locations for connections should be included in the Highway 36 Overlay District and any other future corridor studies.

Conservation Subdivisions Standards

Add new standards to the subdivision ordinance to allow (and encourage) conservation subdivisions, including a qualifying checklist. Conservation subdivisions are characterized by common open space and clustered compact lots. Their purpose is to protect natural resources while allowing for the maximum number of residences under current local regulations. The town may wish to consider a density bonus to encourage this approach to residential development planning.

Unless a density bonus is offered, the same numbers of lots are built in a conservation subdivision as would be built in a conventional subdivision, so the density level is the same. Conventional subdivisions spread development evenly throughout a parcel without consideration to natural features. Conservation subdivisions locate their homes on one part of the parcel, i.e.; the homes are clustered to preserve natural features and resources.

Adequate Public Facilities Ordinance

Adopt an Adequate Public Facilities Ordinance (APFO). An APFO is a form of land use regulation that controls the timing of property development and population growth with the purpose of ensuring that the public facilities needed to serve new residents are constructed and made available simultaneously with the impact of new development. The purpose of the APFO is to ensure that, to the maximum extent possible, approval of new residential development will become effective only when it can be reasonably expected that adequate public facilities will be available to accommodate the new development. An APFO can be applied to public facilities such as schools, transportation, utilities, emergency services, parks, etc. Town officials must decide which public facilities to include in the ordinance, but it is recommended that schools be the highest priority,

TOWN OF AVON


Implementation

Annexation

Annexation Plan

� The Town's current Annexation Plan focuses on annexing vacant farmland or developments that have been approved by the county but haven’t been built. This allows the Town to manage growth. The Town Council should conduct an annual review of annexation priorities.

Annexation Inter-Local Agreements

� Propose an inter-local agreement with adjacent communities on annexation (Plainfield, Brownsburg and Danville).

Thoroughfare Plan

� Rename the plan as a Transportation Plan and amend it to reflect changes proposed within the comprehensive plan.

� Consider adding bus and/or carpool lanes to Avon's Transportation Plan.

� Consider adding bicycle lanes to Avon's Transportation Plan.

� Consider adding park and ride locations to Avon's Transportation Plan.

Administration

Develop an Action Plan

An Action Plan assigns responsibilities and prioritizes the implementation steps of the comprehensive plan. The Action Plan should be developed and presented to the Town Council for adoption immediately after adoption of the comprehensive plan.

Review Inter-local Agreements for Input on County Cases

The town currently has an inter-local agreement with Hendricks County to review and process development requests for a property once an annexation application has been filed. There is another inter-local agreement with the County that allows the Town to review subdivision and rezoning applications in Washington Township. These inter-local agreements give the town an excellent opportunity to review development that will impact them. However, it is time for both of these inter-local agreements to be reviewed by the Town for possible changes.



Impact Fees

With Avon's rate of growth, Indiana's impact fee law is worth looking into. The Town should consider an impact fee study for roads and parks, in possible cooperation with other local government jurisdictions, including Hendricks County, Plainfield, Danville and Brownsburg.

Fiscal Impact Analysis

Standardize the fiscal impact form that Avon uses, and determine when it should be required (such as for all PUDs and annexations).

Capital Improvements Program

Avon is currently developing a Financial Management Plan that will include a capital improvement plan.

Annual Comprehensive Plan Review

Begin an annual review of Avon's Comprehensive Plan, led by the plan commission. The review should include a review of any deviations from the plan and any need for amendments due to changing conditions, clarification, etc.

Schools

Adopt an adequate public facilities ordinance.

Economic Development

� Revise the Town's development process to become user-friendly to business development, including better communication between local government and utilities, to ensure a fair, consistent and reasonably affordable process.

� Formally adopt tax abatement policies for Avon.

� Work with Hendricks County Economic Development Partnership or Avon’s own economic development professional to market Avon for office uses and the proposed technology park.

� Continue to work with the Avon Chamber of Commerce and HCEDP to retain and grow existing small businesses (incubator and other incentives).

� Develop a strategy for the use of Tax Increment Financing Districts to direct growth.

� Charge the redevelopment commission with redevelopment of areas targeted by the comprehensive plan.

TOWN OF AVON


Implementation

Five Year Parks and Recreation Master Plan

Update the plan and include changes proposed by the comprehensive plan.

Trails and Sidewalks Master Plan

Amend the plan as needed to reflect changes made to the comprehensive plan.

Utilities

� Work with other agencies to expand fiber optic lines in Washington Township.

� Continue with the development of a new water utility for the Town of Avon.

� Explore acquisition or an agreement with the existing sewer utilities.

Special Studies

Certain key areas merit additional follow-up planning studies:

� Town Center Redevelopment Area

� Hi-Tech/Higher Education Village Area



Appendix A: Public Survey Results

TOWN OF AVON


Implementation

1769 people completed and returned a public opinion survey (including Avon and unincorporated Washington Township residents) resulting in an almost 20% response rate, which is extremely high. Their responses are summarized below:

Importance of Services

Respondents were asked the importance of each government supplied service. Choices were, "very important, important, not important or no opinion." The majority of survey takers answered as follows:

� Very Important: schools, police, fire, streets, sanitary sewer

� Important: Parks, Library, Drainage, Town Government, Township Government

Encouragement of Growth

Respondents were asked how they felt about growth. Choices were, "encourage, slow down, discourage or no opinion." The survey takers answered as follows:

� Residential: 55.8% said slow down, 31.1% said discourage, and 11.1% said encourage

� Retail/Commercial: 42.8% said encourage, 41.5% said slow down, and 12.6% said discourage

� Industrial: 47.9% said encourage, 29.9% said discourage, and 14.2% said slow down

Importance of Possible Goals

Respondents were asked the importance of each government supplied service. Choices were, "very important, important, not important or no opinion." The majority of survey takers answered as follows:

� Very Important: Improve streets and roads, develop sidewalks and bike/pedestrian trails, have developers pay fees to help provide for new facilities and use zoning to clearly separate land uses

� Important: Develop more recreational facilities, preserve wooded natural areas and increase employment inside the Town

� Not as Important: Create town owned utilities, annex more property into Avon, prompt more commercial growth off of US 36, establish a community center, encourage low and medium cost housing, develop a well-defined “downtown”, regulate the architectural design of buildings, and recruit businesses using tax incentives



Appendix B: Public Input Open House Results

TOWN OF AVON


Implementation

On May 10, 2005, the Steering Committee hosted a public input meeting, in the form of an open house at Avon Middle School. More than 40 residents participated by visiting different stations, staffed by steering committee members, where they were asked to fill out worksheets, each focusing on a different area of concern for the plan: Parks and Recreation, Housing, Growth, Taxes, Infrastructure, Jobs, Branding the Community and Future Land Use. The worksheets were also posted on the Town's website for those who were unable to attend the workshop.

The results of the worksheets are summarized below:

Parks and Recreation

Top 5 Priorities: Trail System, Maintain/Upgrade Existing Parks, More Parks, Preserve Wetlands/Floodplains, Plant Shade Trees along Streets

Housing

The majority of respondents said they would not be willing to move to another community to find housing. Respondents were evenly divided over whether all types of housing should be available in Avon, but they did say that Avon needs more of the following types of housing: Expensive single-family homes, condominiums and single-family homes (tie), and less housing or no new housing.

Growth

Amount of overall growth desired is a bit less than "moderate". Respondents were asked to indicate the amount of growth desired in each of the following sectors:

� Residential: Moderate single-family growth and senior citizen housing, some duplexes, townhouses, low-density condos and multi-family housing and very few mobile homes

� Commercial: Moderate offices, retail, entertainment and restaurants, some personal services, auto dealers and drive-throughs

� Industrial: Lots of high-tech and some manufacturing, distribution, warehousing, auto repair and self-storage

Taxes

Most respondents wanted to shift the tax burden to commercial and industrial property owners, and virtually no one wanted to see the Town cut services. In fact, they indicated they wanted to see a higher level of service regarding zoning enforcement, road improvements and the Town Park. Typically, respondents said they desired a bit more than a moderate amount of taxes and services.



Infrastructure

Most people believed that developers should pay for all road costs associated with new development. Respondents were asked to grade Avon's roads, using the Institute of Transportation Engineers (ITE) standards. No Avon roads were rated as F (traffic volume exceeds existing capacity) or E (operating conditions are at or near capacity). US Highway 36 and Dan Jones Road, south of SR 36 received the worst grade (D - The influence of congestion becomes noticeable, speed and the ability to maneuver are severely restricted). The highest marks (A - Excellent traffic flow, with free flowing traffic) went to CR 625E N of SR 36, CR 900E S of CR 100S and Ronald Reagan Parkway.

Jobs

Respondents were evenly divided over whether all types of jobs should be available in Avon. Most respondents said they would be willing to commute to work in another community. More professional, office and corporate jobs are desired in Avon.

Branding the Community

In the marketplace, companies use branding to distinguish their product from all others, something that is now being done for communities. Branding examines strengths and weaknesses, and seeks to uncover the "true essence" of a community — what it is and what it wants to be known as, also an essential part of the planning process. Suggestions for Avon's Brand were not always positive, but were always insightful.

Future Land Use Maps

� Parks: Most prevalent land use, but very dispersed.

� Commercial: Most people recommended that commercial occur along US 36 or near the RRP.

� Industrial: Most respondents suggested that Industrial development occur between CR 900 and the RRP, with most wanting to limit development to the east side of CR 900.

� Single-Family: Respondents were almost evenly split as to whether to add more land for single-family development.

� Multi-Family: Only five people suggested more multi-family, either along US 36 or near commercial development.

TOWN OF AVON


Implementation

Appendix C: Letters from Students



Maple Elementary School

7237 E. U.S. Highway 36

Avon, IN 46123

May 9, 2005

Avon Town Council


Avon, IN 46123

Dear Town Council Members,

I am a third-grade teacher at one of our community's schools and would like to

have my students knowledgeable about and involved in their community.

We learned that decisions are being made and input being asked for regarding

future development and other issues that will concern us all.

My students' letters are enclosed with this one. We practiced writing "business

letters" (our first) with the goal of expressing our opinions in a respectful way to

decision-makers.

I hope that you'll take the time to read what's on their minds. They are a great

group of citizens and future Avon leaders.

Sincerely yours,

Mr. Russell

Maple Elementary School


Avon, IN 46123

TOWN OF AVON


Implementation

TOWN OF AVON


Implementation

Appendix D: Population Characteristics



AGE: A population pyramid is made up of two back-to-back bar graphs, one showing the number of males and one showing females in certain age groups. By convention, the younger ages are at the bottom, with males on the left and females on the right. Traditionally it was called a population pyramid because it had a much wider base (younger people), which gradually got smaller as the population aged, thus forming a triangle or pyramid shape. As the baby boomers age, many of these pyramids have began to look more like squares.

Washington Township’s population pyramid reflects the baby boomer generation as most population pyramids do, but it also exhibits other interesting anomalies. One such disparity is the very low population count for those between the ages of 20 and 24 and 25 and 29. These bars on the graph represent the postgraduate demographic. Whether a lack of job opportunities, recreational activities or housing options, young singles and couples are not choosing to live in Avon.

Avon’s retired community is similarly disproportionately small. While always the smallest demographic on the pyramid, Washington Township’s demographic of persons over the age of 60 is smaller than most. Like the younger generation, this may be in part due to a lack of housing choices for empty nesters or those who may need minimal assistance to round-the-clock care.

On the other hand, Avon is very popular to those in their 30s. The large jump in

population numbers for this age group with a corresponding large population of children implies that Avon is a popular place for families to raise their children.

1500.00 1000.00 500.00 0.00 500.00 1000.00 1500.00

under 5

5 to 9

10 to 14

15 to 19

20 to 24

25 to 29

30 to 34

35 to 39

40 to 44

45 to 49

50 to 54

55 to 59

60 to 64

65 to 69

70 to 74

75 to 79

80 to 84

85+

Male Female

Figure D-1: Washington Township Population Pyramid, 2000

Source: US Census Bureau

TOWN OF AVON


Implementation

SCHOOLS: While Avon’s school system is no doubt a drawing force for population growth, not all Avon residents would choose the school system as their motivating force in selecting Avon for their home. 34.5% of married couples in Avon have no children.

As Avon makes the change from rural to suburban, the number of large families is declining. However, this does not mean the number of students has seen a similar decline. Because of the rapid growth in the overall number of housing units, the number of students attending Avon schools has actually increased. Total enrollment for Avon Community School Corporation was 7205 students for the 2005 - 2006 school year, almost double the enrollment ten years ago (1994 -1995) of 3473 students.



HOUSEHOLD SIZE: The average household size for Washington Township in 2000 was 2.81 persons, while Avon's average household size was 2.94 persons. Averages don't tell the entire story, as the above chart demonstrates. The traditional 4-person household barely outpaces the 3-person household, and the smaller two-person household exceeds both. The number of one-person households is surprisingly strong for a town known as a "family" community. Most projections follow a trend of slowly decreasing or stable household sizes. The Indianapolis MPO projects Hendricks County's average household size to remain steady from the 2000 Census's 2.71 people per household to 2025's projected 2.72 people.

1422

3184

1846

1893

726

203

55

0 500 1000 1500 2000 2500 3000 3500

1 person

2 person

3 person

4 person

5 person

6 person

7 + person

Figure D-2: Household Size, Washington Township (2000)


TOWN OF AVON


Implementation

HOMEOWNERSHIP: Homeownership is high in Washington Township; 89% of all housing units were owner-occupied in 2000, compared to 71% for the State of Indiana. Homeownership was even higher in Avon, with 92% of dwellings occupied by their owners. The largest age groups for renters were the 15 to 24 year olds (almost half were renters) and those over 85 (more than one-third were renters).

HOUSING COST: The Indianapolis metropolitan area has been cited consistently in national research reports as one of the most affordable housing markets in the country. The median home price in Hendricks County for a three-bedroom home in 2004 was $141,074, typical of the Indianapolis metropolitan area and the Midwest. Hendricks County’s median household income is $55,208. (Hendricks County Economic Development Partnership)

54.76%

83.30%

89.44%92.63%

95.14% 95.63%

89.32%

64.62%

45.24%

16.70%

10.56%7.37%

4.86% 4.38%

10.68%

35.38%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

15 to 24 25 to 34 35 to 44 45 to 54 55 to 64 65 to 74 75 to 84 85 +

owner renter

Figure D-3: Tenure by Age in Washington Township (2000)




EDUCATION: In Indiana, only 25.2% of residents 25 years and older have a college degree (associate's, bachelor's, graduate or professional). 35.6% of Washington Township residents have some type of college degree, compared with 39.8% of Avon residents. Hendricks County ranked 7th in the State for county population with a bachelor's degree or higher in 2000. While these numbers are impressive compared to Indiana as a whole, there is still room for improvement. When Hendricks County competes for economic development, it competes with communities in other states, some who have a better-educated workforce.

graduate degree

6.6%

no schooling

0.3%

high school grad or GED

54.4%

associates

or bachelors

degree

29.0%

no high school diploma

9.6%

Figure D-4: Educational Attainment age 25+, Washington Township (2000)


TOWN OF AVON


Implementation

EMPLOYMENT: According to the Hendricks County Economic Development Partnership, (HCEDP) the county's rapid population growth puts tremendous pressure on employment growth to balance the tax base and control the flow of outbound commuters. Hendricks County and Washington Township have a smaller share of manufacturing jobs (15% and 16%, respectively) than the State of Indiana (23%). This is problematic because manufacturing generally provides high wages, strong benefits and a high tax base. According to HCEDP, there is also still a need for more office employment in Hendricks County; the share of health care, information and professional/ technical jobs within the county is only 71% as high as the share for the Indianapolis region.

Construction,

extraction &

maintenance 12%

Production,

transportation &

material moving

14%

Sales & office

29%

Service

10%

Management,

professional

& related

35%

Figure D-5: Occupation for workers over Age 16, Washington Township (2000)




INOME: The median household income in 1999 was $41,567 for Indiana, compared to $60,308 for Washington Township. Avon's median household income was even higher, at $66,782, more than 60% higher than the state average. Despite these encouraging numbers, there are still residents with incomes below poverty level. In 1999, over 30% of Indiana households with children under 18 years of age and headed by a single mother were below poverty level, in Washington Township that number was 19%, but it was 30% in Avon.

Figure D-6: Income by Age of Householder, Washington Township (2000)

0% 20% 40% 60% 80% 100%

under 25

25 to 34 years

35 to 44 years

45 to 54 years

55 to 64 years

65 to 74 years

75 + years

less than $20,000 $20,000 to $44,999 $45,000 to $74,999

$75,000 to $124,999 $125,000 to $199,999 $200,000 or more

Source; US Census Bureau


Implementation

avon comprehensive plan 2005-2025 -...

Documents