sheridan, indiana comprehensive plan

Transcription

SHERIDAN, INDIANA
COMPREHENSIVE PLAN
2013
SHERIDAN
COMPREHENSIVE PLAN
Sheridan Plan Commission public hearing and adoption: 11/7/13
Sheridan Town Council adoption: 11/14/13
2 Sheridan Comprehensive Plan
TABLE OF CONTENTS
Chapter 1: Acknowledgements . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Chapter 2: Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6
Chapter 3: Vision and Plan Summary . . . . . . . . . . . . . . . . . . . . .10
Chapter 4: Building Capacity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Chapter 5: Community Character . . . . . . . . . . . . . . . . . . . . . . . 27
Chapter 6: Land Use . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
Chapter 7: Economic Development . . . . . . . . . . . . . . . . . . . . . . 58
Chapter 8: Housing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
Chapter 9: Natural Resources & Recreation . . . . . . . . . . . . . 82
Chapter 10: Transportation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95
Chapter 11: Utilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .109
Chapter 12: Implementation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118
Chapter 13: Appendix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .138
Sheridan Comprehensive Plan 3
ACKNOWLEDGEMENTS
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ACKNOWLEDGEMENTS
ACKNOWLEDGEMENTS
Community ownership is key to the success of any plan. For this reason, we wish to acknowledge the
participation and hard work of Sheridan’s citizens. Residents who were interviewed, attended focus groups
or took part in public meetings all made valuable contributions.
Thanks also to the Indiana Office of Community and Rural Affairs (OCRA) for funding this planning project.
Special thanks are extended to Town Councilwoman Brenda Bush for her tireless work on the plan and to
the Stephenson Family Foundation and Bill and Ann Stone for their generous contributions.
The steering committee was comprised of:
Brenda Bush
Tom Cain
Parvin Gillim
David Kinkead
John Patrick
Ron Stone
Craig Wallace
Town Council
Building Commissioner
Chamber of Commerce
Town Council, President
Adams Township Trustee
Community Member
Economic Development Commission President
Members of the consulting team who facilitated the process are grateful for the opportunity to learn more
about your community. Thank you!
Scott Burgins, SDG
Cory Daly, HWC Engineering
Claire Linnemeier, SDG
Rex Dillinger, HWC Engineering
INTRODUCTION
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INTRODUCTION
The comprehensive plan is Sheridan’s guide to the
future. It answers fundamental questions such as:
What do we want to change?
What do we want to protect?
How can a community change what it doesn’t like
while protecting what it does? One method is land
use planning, which lays out the town’s priorities and
sets goals on how to reach them.
Decisions made without reference to a plan are
frequently reactionary, responding only to specific
short-term problems or proposals. But a long-term
view is needed in order to keep the town from
growing or shrinking simply by accident. It is vital
for decision-makers to have a shared reference
point, or at least a collective set of facts.
Other potential benefits of planning include
directing development to areas with the capacity to
support it, making sure adjacent uses are compatible
and protecting property values.
The comprehensive plan is an advisory tool for
the town council, plan commission, board of public
works, board of zoning appeals, staff and interested
citizens when land use changes are proposed. These
changes cover a wide range of topics such as new
roads, subdivisions and commercial developments.
The plan also covers environmental issues such as
sustainability and smart growth.
But the comprehensive plan is not the same as
zoning regulations. That more detailed level of
guidance is reserved for ordinances adopted during
the zoning and subdivision control process. In many
cases, though, the comprehensive plan builds the
foundation for zoning regulation changes.
This document expresses general community
agreement, as interpreted through a nine-month
process including steering committee meetings,
interviews, visioning workshops, focus groups and
public hearings.
The plan unfolded in stages, moving through baseline
research, creating a vision for the future and setting
community priorities before developing goals,
strategies and ultimately an implementation plan.
It is long-range in orientation – intended to reach
out 15 to 20 years – but is specific enough to guide
the day-to-day activities of the town’s elected and
appointed officials.
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INTRODUCTION
THE PLANNING PROCESS
In Indiana, comprehensive planning is permitted by
the 500 Series of Title 36-7-4 of the Indiana Code.
This law empowers towns, cities and counties to
adopt plans.
Plans must be evaluated and updated as the
community changes. These changes can be gradual
or sudden. Population numbers may steadily
increase over 25 years but a sudden loss of a
major employer could cause a sharp drop within a
three-year span. Or the location of a new housing
subdivision or a highway improvement project could
quickly increase the population.
The creation of the comprehensive plan was
overseen by a steering committee comprised of
elected officials and residents. Community outreach
efforts included:
Key Stakeholder Focus Groups: Focus groups
were held to gather input from representatives from
economic development, downtown, housing and
neighborhoods, recreation and utilities.
Key Stakeholder Interviews: Representatives
from utility companies, officials from county-wide
organizations and others were interviewed during
the process.
Public Meetings: Public meetings were held to
gather input about local goals.
Steering Committee Meetings: The committee
met six times to set priorities and discuss options.
Review teams made up of committee members
edited every chapter.
Project Website: A website - www.sdg.us/Sheridancomprehensive-plan - was used to post all of the
minutes from steering committee meetings as well
as draft chapters of the plan.
USING THE COMPREHENSIVE PLAN
For the comprehensive plan to produce results, it
must be understandable and be put into practice.
The following paragraphs will assist in understanding
how to use the plan.
Topic Chapters
Topic chapters include land use, economic
development, housing, natural resources and
recreation, transportation and infrastructure, and
utilities. The chapters are mostly self-contained
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INTRODUCTION
examinations of specific issues. They include
research, goals and objectives. Besides making
the reader well versed in the topic, they outline
years of projects for tackling problems. All of the
recommendations are gathered together in the
Implementation Plan.
Tips for Plan Commissioners & Town Officials
When properly applied, a comprehensive plan
can make the life of the decision-maker easier.
Community leaders can point to the research or
maps while explaining how they reached their
decision. They can refer to the input of the local
leaders and residents whose opinions helped shape
the plan’s goals.
They can also ask themselves how they make
decisions without a plan. Certainly their experience
in Sheridan guides their judgment, but a group of
people making decisions based on their individual
perceptions may not lead to a shared vision of the
town’s future. The comprehensive plan provides a
defensible, unified vision.
The plan also suggests changes to the zoning code
and subdivision regulations.
Tips for Citizens
After finding your house on the future land use map,
the next step is to read up on community issues
that interest you. For example, consult the Land
Use or Housing chapters.
Changes to the Comprehensive Plan
The final word on the Town of Sheridan
Comprehensive Plan is that circumstances change,
and the plan should be modified to change along
with them.
This may not mean a complete update, but every
year or so the plan commission, staff and others
should review the plan to make sure it is current.
It would be a poor use of the resources poured into
creating a plan to let it slowly grow outdated, while
the need for current planning does not.
Tips for Developers
Developers typically ask for “more predictability”
from decision makers in order to maximize their
investments. This plan spells out the community’s
preferred future; where it wants to extend
infrastructure and where it wants housing, industrial
and commercial development.
VISION & PLAN SUMMARY
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VISION AND PLAN SUMMARY
Growth is coming.
This chapter makes the case that Sheridan is
likely to experience some of the tremendous
development that’s overtaking most of Hamilton
County. It also spells out the town’s vision for
protecting its rural character from the downsides of
growth.
The next chapter, Building Capacity, explains how
the town can make investments now to prepare for
and steer opportunities as they arise.
What is the evidence for growth? The following
chart is notable for a few things. The first is that
Sheridan is one of the few Hamilton County
communities without explosive population growth.
The third notable feature is tied to geography.
Faster growth happened first in the towns closest to
Indianapolis, and has been moving northward.
Most likely Sheridan has been spared simply as
a product of location; it is in the county’s far
northwest corner. But that is changing. While the
town isn’t physically closer to Indianapolis, high
density urban development is moving closer to the
town. Other changes, such as making U.S. 31 more
streamlined, will make Sheridan seem closer to
metropolitan Indianapolis.
And there is no slowdown in sight. The Indiana
Business Research Center projects that Hamilton
County will continue to be the state’s fastest
growing county until 2050, when the population will
be double what it is today.
So, growth is coming. How does the town want to
prepare?
In 2012, residents embarked on a visioning exercise
to identify what they wanted for the future. One
part of the process was establishing what stage of
community life residents believed the town was in.
The second is that the steepest growth started
around 2000. It’s been slowed somewhat by
the recession but is likely to pick back up as the
economy recovers.
The stages of “impasse” and “catalytic” received the
most votes. These two in-between stages suggest
the community has stagnated but there is energy
and a sense of urgency to work on revitalization.
The process also established what the town was
proud of, including:
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Future Vision
• The community is vibrant, welcoming, strong and
diverse with a balanced economy that still has
rural and agricultural heritage.
• A state-of-the-art school system.
• Green spaces, community engagement and
responsibility.
• Skilled workforce and inviting tax rate.
What Sheridan Is Doing Well
• High quality schools and medical providers.
• A nice Main Street, a variety of churches with
community programs and well-done festivals.
• Amazing parks.
• A spirit of community that keeps the public
informed and offers opportunities for people to
become engaged.
What Is Missing
• Good-paying jobs.
• Recreation and opportunities for jobs.
• Fiscal conservativeness.
• Affordability for residents and businesses.
• Engagement of residents.
• Population growth and creation of wealth.
• Jobs for all ages.
Redevelopment Strategy
• Acquisition of parcels - for parking, demolition,
clean-up sites and greenspace.
• Tax increment finance districts.
• Old mobile homes ordinance.
• Relocate businesses that are not storefront to
the industrial park.
The group also crafted a vision statement:
Sheridan is a dynamic community within Indiana’s
Heartland. We honor our heritage while promoting
balanced growth, cultural and economic diversity and
lifelong learning. Our values embrace a quality of
life and place that inspires citizen engagement and
community building.
To achieve the vision that town will have to make
careful plans and then work hard to carry them out.
Growth is coming, and local leaders must decide
now if they will prepare to take advantage of it or
just wait and see what happens.
Fortunately, the current town council has a penchant
for action, as shown in the 2013 town report called
“A Message from the President Sheridan Town
Council David Kinkead.” He said:
“In governing, the town council is not fearful to act,
to make changes that other past leadership could
avoid. The economic pressures and funding shortfalls
give us problems, but they also present new
opportunities if one is open to reframing questions.
We must be aggressive in our pursuits. Not all the
changes that will be tested will work, but we can and
will change again if needed - it is all a process. These
are difficult times requiring serious thinking and a
new open mind.”
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GOALS OF THE PLAN
The following chapters lay out what Sheridan’s
leaders must do to transform their vision
into tangible progress. Each chapter of this
comprehensive plan concludes with a series of goals
and an accompanying list of objectives. Those goals
are compiled below.
Land Use Goals
• Create design standards to protect Sheridan’s
historic downtown.
• Adopt a zoning ordinance to limit junkyard
locations within the community.
• Consider suggestions on how to curb vandalism
within the community.
• Consider implementing an environmental
nuisance ordinance to keep Sheridan safe and
livable.
• Update the city’s zoning ordinance.
• Update the city’s subdivision control ordinance.
• Recognize that consistent and even-handed
enforcement of regulations is critical to
maintaining healthy neighborhoods.
• Create incentives to encourage neighborhood
investment and growth.
• Select a small, core neighborhood close to
downtown as a pilot project for revitalization.
Natural Resources Goals
• Continue to build upon the success of the
local parks and recreation facilities to leverage
additional future potential for the community.
• Work to protect and enhance important natural
resources.
• Protect and preserve the agricultural heritage of
Sheridan by taking steps towards identifying and
protecting the most productive farmland.
• Take proactive steps toward reducing the
impacts of local flooding on development
potential and decreasing Sheridan’s potential
impact on the regional water supply.
Economic Development Goals
• Ensure there is adequate industrial land ready
for future development.
• Diversify the tax base so that homeowners
account for less than 80 percent of gross
assessed property values.
• Create a downtown tax increment finance
district to raise resources for development.
• Explore public-private partnerships for
downtown projects.
Housing
• Increase involvement with Housing and
Neighborhood Development (HAND),
encouraging and aiding them in their projects for
Sheridan.
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Transportation Goals
• Ensure local roads are maintained and improved
in a manner which allows for efficient local travel
and provides flexibility for future commercial
and industrial development.
• Clean up Sheridan’s gateways and create a
unique local identity through focused gateway
and corridor improvements and an increased
presence along regional travel corridors.
• Take advantage of the Monon Rail corridor to
enhance Sheridan’s regional presence and create
new development opportunities.
• Complete a comprehensive transportation
development strategy which provides improved
pedestrian and bicycle access throughout town.
Utilities Goals
• Take initial steps to construct an expansion to
the town’s wastewater treatment facility to avoid
a potential sewer ban.
• Implement phased plan to upgrade town’s aging
water mains.
• Take incremental steps toward improving
local drainage through stormwater system
improvements
BUILDING CAPACITY
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BUILDING CAPACITY
BUILDING CAPACITY
This report predicts a gap between the growth
issues that Sheridan faces and its current ability to
address them.
wasting time, energy and money on lesser issues.
How do you get the community to agree on what
to do first?
This planning process started by asking leaders
The previous chapter made the case that
and residents what they thought were the town’s
development is coming. It will be accompanied by
most promising opportunities for development.
decisions on improving roads, protecting local assets, Their ideas were recorded on the Sheridan
revitalizing downtown and updating infrastructure.
Opportunity Map on page 19.
This chapter explains ways the town can build its
capacity to address growth. It is vitally important
because those challenges loom on the horizon.
The town learned this year that its operational
revenue would be cut by $500,000 because the
town learned this year that its operational revenue
would be $500,000 less. More money would of
course help bridge that gap, but it’s not the only
thing that is needed to prepare for the future.
As the town tightens its budget and explores ways
to raise revenue, it can also build its capacity by:
• collaborating with community partners
• refining its regulations
• focusing on key issues
This chapter lays out suggestions for addressing
some of those topics, but the first step would be
reaching agreement on the town’s priorities. This
step alone could increase the town’s ability to get
things done by keeping resources directed on its
most serious problems, without inadvertently
The map shows town features that can be further
enhanced or areas that need to be improved. The
steering committee then compiled a list of projects
that needed to be tackled and put each task into
one of three categories:
1. Must Do’s: Opportunities/issues which must be
addressed, either because they are emergencies or
because they are an impediment to progress. If these
items are not tackled there could be major shortterm and long-term repercussions for the town.
2. Can Do’s: Opportunities/issues which can be
addressed now with minimal capital investment, but
which may require championing, organization, and/
or political will on the part of the community. These
are not critical items but can be valuable ‘wins’
toward improving the overall perception of the
community.
3. Should Do’s: Projects/opportunities that
Sheridan should plan on acting upon but which may
require capital investment, long-term planning or
other requirements.
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BUILDING CAPACITY
MUST DO’S
• Fix drainage problems first
◊ Improve Symons - Krause Drain
◊ Pursue 7 to 10-acre retention pond in northeast quadrant of town.
◊ Improve West Road (SR 47 and 246th St.)
drainage issues.
• Improve/upgrade local roads.
• Create and follow a Sheridan Capital Improvement Plan to guide funding.
• Make sidewalk improvements and improve connectivity.
◊ Look into Safe Routes to School Program.
• Launch a maintenance/homeowners assistance
program.
• Research annexation or joinder agreement with
Adams Township
• Explore economic development opportunities
along west border of Industrial Road.
CAN DO’S
• Public safety and code enforcement.
◊ Explore ticketing procedures.
• Community Center funding/renovation.
◊ This can be completed in incremental steps
as funding is available.
◊ Promotion of the facility will bring more
revenue to fund capital improvements.
◊ The town can look into an adaptive reuse
plan.
• Design development standards for the
community, especially in priority areas such as
downtown.
• Study possibilities for improving gateways into
the town at SR 47/SR 38.
• Investigate possibilities of 4-H development next
to Biddle Memorial Park.
• Explore opportunities for Ashland brownfield,
south of Opal.
◊ 50-acre site with preliminary environmental
assessment underway.
• Promote Industrial Park, possibly in cooperation
with IEDC/OCRA.
◊ Work with Duke to promote the site.
• Expand senior housing development.
• Investigate small business/Main Street business
development incentives.
• Investigate ways to improve the reputation of
Sheridan Schools.
◊ Determine community and outside
perception of schools.
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SHERIDAN OPPORTUNITY MAP
HINESLEY
LAMONG
Corporate Limits
JERKWATER
Elementary School
HUDSON
246TH
SOUTH
Floodplain
Zone A
Potential
housing
with park
as anchor?
Middle School
LAFAYETTE
Veteran's Park
Expansion?
High School
Old Adams Elementary
School Building
Issue: How to capitalize
on opportunities
ST. JOHN
MAIN
CALIFRONIA
241ST
ST. JOHN
GEORGIA
7TH
Community Center
Community
Center
Commerical Area
7TH
8TH
PARK
MAIN
SHERIDAN
HAMILTON
8TH
BAILEY
OHIO
JAYCEE
FANNING
Potential
Industrial
Area?
CALIFORNIA
ELM
Westside
Housing
Town Hall
E
6TH
236TH
SR 47
PARK
MALOTT
Opportunity / Anchor
(round-a-bout?)
BRICK
TOMAHAWK
BOW
OPEL
WEST
ARROWHEAD
CROSSBOW
MAPLE RUN
Commerical Area
Issue:
Odd
Intersection
9TH
9TH
State Road 47 Corridor - Issue: Need Sidewalks
Potential
Gateway?
Lamon Road Extension
(from 246th to SR38)
Retention Pond /
Development Potential
Issue: outside of corporate limits
HIT
W
5TH
ADAMS
WEST
Historic
District
5TH
5TH
Potential
Industrial
Area?
4TH
BAILEY
Historical Society Museum
2ND
William Krause Drain
Issue: Past Flooding
3RD
4Th
4TH
FOURTH
JARIT
HUDSON
1ST
TECUMSEH
FANNING
Historic Boxley Cabin
Veteran's Park
Public Library
HUDSON
BLAKE
TINKER
CALIFORNIA
SPENCER
Biddle
Expansion
Brownfield?
Biddle Park
SR
38
Potential
Gateway?
4H Development?
MAPLE TRACE
CHIEF
LONGBOW
WARRIOR
SHADETREE
BIGLEAF
BIGLEAF
GRAYBARK
Monon Trail
Connection
50 acre parcel
Owned by Ashland?
Brownfield?
FOLIAGE
MULE BARN
Legend
226TH
Potential CSA
Corporate Limits
Agribusiness Sector
Trail Status
Drainage Issues
Open
Lamong Road Connector
Planned
Under Development
Main Street
Maple Run Neighborhood
Monon Corridor
LAMONG
Westside Commercial - Industrial
V
0
500
1,000
Graphic Scale (Feet)
Sheridan Comprehensive Plan
March 2013
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BUILDING CAPACITY
SHOULD DO’S
• Expand Veterans Park.
◊ Tied to events, work with developer on land
availability.
• Expand Biddle Memorial Park (brownfield).
• Extend Lamong Road, perhaps in conjunction
with proposed detention project.
◊ Work with county to develop plans/fund
project.
• Create an historic district/Main Street revitalization plan.
• Improve SR-47 corridor.
• Improve SR 47/SR 38 intersection and create a
community gateway.
• Complete Monon Trail expansion.
◊ This could be tied with development opportunities.
◊ Look into INDOT Transportation Enhancement funding.
• Launch a Sheridan promotional campaign.
◊ Need community improvements first.
• Promote the growth/expansion of the Bluegrass
Fever Festival.
• Also promote the Harvest Moon Festival.
• Address community physical/mental health issues.
◊ Possible partnership with Riverview Hospital.
• Study feasibility of upper-story housing on Main
Street.
• Preserve agricultural land and rural character.
Items listed above form the basis of the implementation chart in the last chapter. They will be interwoven with the goals and strategies from the various
chapters. With town priorities clearly laid out, local
leaders can focus on how to achieve them
BUILDING LOCAL PLANNING
CAPACITY
Communities who want to build their local planning
capacity have multiple tools at their disposal. To
choose the most appropriate tools the community’s
planning resources and capacity should be analyzed.
That analysis can start with the charts in this
chapter. In the charts, planning capacity is
determined by the highest level that has all or the
most items checked. Local leaders can go through
each chart for a self-assessment.
This discussion of local planning capacity focuses
on the technical, managerial, financial and political
ability of a local government to carry out a project
or task. It is recognized that many other influences
can impact or determine a community’s planning
capacity. All local influences and considerations
should be analyzed before determining future
planning endeavors.
The purpose of discussing planning capacity is to
identify the conditions under which individual tools
are ideally used. For example, a tool which requires
an extensive amount of staff to administer would
not be the most appropriate tool for a community
with few or no planning staff to implement.
E
L
P
C
VALUATE YOUR OCAL LANNING APACITY
Planning capacity is determined by the highest level that has all or the most items checked.
LEVEL 1
LEVEL 2
LEVEL 3
4
LEVEL 4
We have thought
about planning for our
community but do not
have a plan commission.
We have a plan
commission and a board
of zoning appeals with
rules of procedure.
We have a plan
commission and a
board of zoning appeals
that consistently follow
rules of procedure
We have a plan commission
and a board of zoning appeals that
consistently follow rules of procedure and annual training
We do not have any
planning staff
We have a building
commissioner/planner
on staff.
We have a professional full-time planner.
We have a professional full
time staff of planners and other
trained technical staff.
We have no financial resources dedicated
for planning projects.
We rarely designate
financial resources to
planning projects.
We occasionally
designate financial resources for community
planning projects.
We annually designate financial resources for community planning projects.
We have someone
who focuses part of
their time on economic
development or redevelopment.
We have a full-time
staff member who is
dedicated to economic
development or redevelopment.
We have a full-time staff member who is dedicated to economic
development or redevelopment in
addition to other trained technical
economic development staff.
We have no or limited inspections.
We have limited
inspections and enforcement personnel.
We have a full range of inspections and full-time enforcement
personnel.
We have zoning
and subdivision regulations.
We regularly update our comprehensive
plan and development
codes.
We have additional ordinances
such as historic preservation, etc.
We have a comprehensive plan.
We have additional
ordinances such as
architectural review, etc.
We have a redevelopment commission.
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PROTECTING NATURAL RESOURCES
Natural resources are integral to the identity of the region .These important resources include but are not
limited to: agricultural lands; forestlands, karst terrain; stream and the associated corridors and floodplains;
wetlands; groundwater resources, including public and private drinking water; wildlife and wildlife habitat,
including endangered, threatened, or rare species; and high quality natural communities.
Select the tools below. Tools in gray boxes are NOT recommended for that level of planning capacity.
PROTECTING NATURAL RESOURCES
LEVEL 1
LEVEL 2
LEVEL 3
LEVEL 4
See Increas-
Land Ownership and
Land Ownership and
Land Ownership and Conservation
ing Local
Conservation Ease-
Conservation Easements
Easements
Fundamental
ments
Hillside / Steep Slope Protection
Hillside / Steep Slope Protection
Planning Ca-
Hillside / Steep Slope
Open Space Planning
Open Space Planning
pacity
Protection
Scenic Viewshed Protection
Scenic Viewshed Protection
Open Space Planning
Tree Protection Ordinance
Tree Protection Ordinance
Scenic Viewshed
Forest Protection
Forest Protection
Protection
Agricultural Land Protection
Agricultural Land Protection
Tree Protection
Stream Corridor Protection
Stream Corridor Protection
Ordinance
Wetland Protection
Wetland Protection
Forest Protection
Watershed Protection
Agricultural Land
Groundwater / Wellhead
Protection
Protection
Protection
Stream Corridor
Karst Landscape Preservation
Karst Landscape Preservation
Protection
Biodiversity / Habitat Protection
Biodiversity / Habitat Protection
Wetland Protection
Protection
Karst Landscape
Preservation
BUILDING CAPACITY
4
ENCOURAGING ECONOMIC DEVELOPMENT
The nature of economic development practice has changed significantly over the last two decades to focus
on competitively-advantaged industry clusters and the elements necessary to attract firms within those
clusters.
ENCOURAGING ECONOMIC DEVELOPMENT
LEVEL 1
LEVEL 2
LEVEL 3
LEVEL 4
See
Tax Abatement
Tax Abatement
Tax Abatement
Increasing
Economic Development
Economic Development Strategic
Local
Strategic Plan
Strategic Plan
Plan
Fundamental
Tax Increment Financing
Planning
Special Improvements
Special Improvements
Special Improvements Districts
Capacity
Districts
Districts
Agricultural Development
Agriculture and Nature Tourism
Agriculture and Nature
Agriculture and Nature
State Economic Development
Tourism
Tourism
Programs
State Economic
State Economic
Competitive Industry / Targeted
Development Programs
Development Programs
Industry Studies
Competitive Industry /
Competitive Industry / Targeted
Brownfield / Infill Development
Targeted Industry Studies
Industry Studies
Brownfield / Infill
Brownfield / Infill Development
Development
4
BUILDING CAPACITY
MANAGING TRANSPORTATION INFRASTRUCTURE
This section of the toolbox presents methods and techniques to effectively direct and manage the development
and improvement of transportation and infrastructure systems. Select the tools below. Tools in gray boxes are
NOT recommended for that level of planning capacity.
MANAGING TRANSPORTATION AND INFRASTRUCTURE
LEVEL 1
LEVEL 2
LEVEL 3
Capital Improvement Plan
LEVEL 4
See
Increasing
Access Management Plan & Access Management Plan &
Local
Policies
Policies
Policies
Fundamental
Areawide Thoroughfare
Areawide Thoroughfare
Areawide Thoroughfare Plan
Planning
Plan
Plan
Comprehensive Corridor Plan
Capacity
Comprehensive Corridor
Comprehensive Corridor
Interchange Area Plan
Plan
Plan
Areawide Bicycle and Pedestrian
Plan
Areawide Bicycle and
Areawide Bicycle and
Traffic Calming Plan & Policies
Pedestrian Plan
Pedestrian Plan
Design and Construction
Traffic Calming Plan & Policies
Traffic Calming Plan &
Standards for Infrastructure
Policies
Traffic Impact Study Guidelines
Standards for Infrastructure
Urban Growth Boundaries/Urban
Traffic Impact Study Guidelines
Standards for Infrastructure Service Area
Urban Growth Boundaries/
Traffic Impact Study
Traffic Control Device/Signal
Urban Service Area
Guidelines
Warrant Studies
Traffic Control Device/Signal
Urban Growth Boundaries/
Impact Fees
Warrant Studies
Urban Service Area
Impact Fees
Traffic Control Device/
Signal Warrant Studies
Impact Fees
Access Management Plan &
4
BUILDING CAPACITY
DIRECTING DEVELOPMENT AND GROWTH
DIRECTING DEVELOPMENT AND GROWTH
LEVEL 1
LEVEL 2
LEVEL 3
LEVEL 4
See
Comprehensive Plan
Comprehensive Plan
Comprehensive Plan
Increasing
Zoning Ordinance
Zoning Ordinance
Zoning Ordinance
Local
Land Use Plans
Land Use Plans
Land Use Plans
Fundamental
Downtown Plan / Main
Downtown Plan / Main
Downtown Plan / Main Street
Planning
Street Program
Street Program
Program
Capacity
Subdivision Regulation
Signage & Billboards
Overlay Zones
Overlay Zones
Overlay Zones
Landscape Overlay
Landscape Overlay
Landscape Overlay
Planned Unit Developments
Planned Unit Developments Planned Unit Developments
Neighborhood Planning / Sub
Neighborhood Planning /
Neighborhood Planning / Sub Area
Area Plan
Sub Area Plan
Plan
Annexation
Annexation
Annexation
Cluster Development
Cluster Development
Cluster Development
Traditional Neighborhood
Development
Development
Development
4
BUILDING CAPACITY
COMMUNITY CHARACTER
5
5
COMMUNITY CHARACTER
HISTORY
Sheridan lies on the south edge of land that was
originally owned by George Boxley, a Virginian
merchant and miller who fled from the town to
escape bounty hunters for supposedly leading a
failed slave rebellion in 1816. The town of Sheridan,
formerly known as Millwood, has vaguely known
origins because many of the town’s records were
destroyed in 1913 after a fire burned down the town
hall and other surrounding buildings.
At the turn of the 20th Century, many industries
remained in Sheridan, making it the second largest
town in Hamilton County with a thriving commercial
district along Main Street. The street was lined with
a variety of stores, a few hotels, banks, lodges and
dwellings. Many of these historic buildings survived
the 1913 fire that destroyed much of the south end
of downtown.
After the fire, houses were replaced with commercial
Growth was slow in Sheridan until the coming of the buildings. Commercial areas continued to develop
in the decades following WW II, but downtown
Monon Railroad in 1882, which boosted commercial
and industrial development. Industry began clustering Sheridan maintained its character, and many buildings
along the railroad near the south end of Main Street. that were constructed from the 1880s to the 1930s
The Monon passed through Sheridan at a sharp angle remain standing today.
from northwest to southeast and quickly became
CHARACTER
lined with various mills and factories. Sheridan
The Boxley Cabin, named after George Boxley, is
incorporated in 1886. The discovery of natural gas
a symbol of Sheridan’s heritage and an attraction
on West 3rd Street in 1888 helped the town grow
in Hamilton County. It is located on the hilltop of
even more. Like many other boom towns however,
Sheridan’s Veterans Park and was built in 1828 by
Sheridan’s gas supply eventually dwindled.
Boxley himself.
This national landmark tells the story of how the
town came to be and gives a sense of place for the
town’s functioning. Today, the cabin is listed on the
National Register of Historic Places and still resides
on the original hill on which it was built. Guests can
tour the cabin during the summer months.
The Monon Trail, another historic landmark in
Sheridan, currently runs from SR 47 in the north to
Lamong Road in the south. It is a smooth and shady
trail that runs through Biddle Park on the south side
of town.
5
COMMUNITY CHARACTER
Future plans include extending the trail north to the
Boone County line as well as connecting south to
the Monon in Westfield.
The Sheridan Bluegrass Fever occurs in mid-July each
year and brings together bluegrass enthusiasts with
the sounds of banjo, fiddle, mandolins and guitars.
Sheridan is a small recreational town and is home to
Biddle Memorial Park,Veterans Park and Community
Park as well as youth sports leagues including
baseball, softball, football, soccer and basketball.
Biddle Memorial Park provides sports facilities for
several youth leagues as well as wooded grounds,
a skateboard park, picnic tables and a pavilion for
hosting other events.
Other popular festivals and events include regular
bluegrass jam sessions, the Boxley Lecture Series,
Sheridan Heritage Celebration, Sheridan Fireside
Tales, Sheridan Lion’s Club Fish Fry, Critter Showcase,
Sheridan Fourth of July Parade/Celebration, Gospel
Times! and Music and Art in the Park.
Veterans Park is home to the historic Boxley Cabin,
the symbol of the town’s founding, as well
as the Sheridan Bluegrass Fever summer festival
and other heritage/cultural events. Community
Park has numerous old growth trees, a playground
and a community center. Several events are held
throughout the year at the Community Center
including community dinners, pancake breakfasts and
a fish fry.
CULTURAL RESOURCES
Sheridan sponsors festivals and events year round.
One is the Sheridan Harvest Moon Festival. This
event occurs in late September at the Biddle
Memorial Park and features craft and food vendors,
musical entertainment, a classic car and motorcycle
show and a Pumpkin Chuck contest, among other
attractions. In conjunction with the Harvest Moon
Festival, a 5K marathon is run through the streets of
Sheridan.
The Sheridan Historical Museum is downtown on
Main Street. The museum was left as a gift by the
late industrialist Kenneth Biddle and is managed by
volunteers. Family archives and rural life events and
social affairs are also kept on records in the museum.
Restored framed photographs, unique tools, kitchen
items and logging artifacts can be found in the
museum along with restored Civil War collections,
including a flag carried by locals in major battles.
Genealogy collections feature more than 500
family histories and research, and old copies of the
“Sheridan News” can be found for those looking for
more detailed information.
5
COMMUNITY CHARACTER
Education
Public Schools:
Sheridan Elementary School
24795 Hinesley Rd. Sheridan, IN 46069
Sheridan Chamber of Commerce
101 East Second Street Sheridan, IN 46069
Sheridan Middle School
3030 W. 246th St. Sheridan, IN 46069
Sheridan Public Library
103 W. 1st St. Sheridan, IN 46069
Sheridan High School
24185 Hinesley Rd. Sheridan, IN 46069
Sheridan Airport-514
27045 Jerkwater Rd. Sheridan, IN 46069
Non-public Schools:
Walnut Grove Christian Prep School
6070 N. 900 E. Sheridan, IN 46069
Churches
Sheridan Christian Academy
1478 W. SR 38
Sheridan, IN 46069
Issachar Church
417 S. Main St. Sheridan, IN 46069
Healthcare
Health Care Services
803 S. Hamilton St. Sheridan, IN 46069
Sheridan Rehab & Healthcare
803 S. Hamilton St. Sheridan, IN 46069
Fire Departments
Sheridan Fire Department
Law Enforcement
Sheridan Police Department
Public Institutions
The following list of churches located in Sheridan, IN
was compiled from a Google Maps search.
Christian Church
107 W. 3rd St. Sheridan, IN 46069
Sheridan United Methodist Church
207 E. 2nd St. Sheridan, IN 46069
Boxley United Methodist Church
26121 Six Points Rd. Sheridan, IN 46069
5
COMMUNITY CHARACTER
Christ Covenant Orthodox Presbyterian
Church
6070 900 E. Sheridan, IN 46069
Christ Tabernacle
Sheridan Friends Meeting
301 E. 6th St. Sheridan, IN 46069
Six Points Wesleyan Church
Sheridan First Baptist Church
205 E. 3rd St. Sheridan, IN 46069
Christ Community Church-Lamong
20854 Lamong Rd. Sheridan, IN 46069
Big Springs Community Church
11005 E. 200 N. Sheridan, IN 46069
Bible Church
1478 Indiana 38
Sheridan, IN 46069
Faith Apostolic Church
603 S. White Ave. Sheridan, IN 46069
DEMOGRAPHIC
HIGHLIGHTS
DEMOGRAPHIC HIGHLIGHTS
5
HIGHLIGHTS OF THE
DEMOGRAPHIC PROFILE
INTRODUCTION
This section summarizes the town’s
demographic profile. The complete
report, along with an explanation of
the methodology, can be found in the
Appendix.
Population
Figure 4.1 shows U.S. Census counts
of Sheridan’s population for each
decade going back to 1920. Over the
seven decade stretch between 1920
and 1990, Sheridan grew by a mere 16
percent. Since 1990, however, Sheridan’s
population grew by more than 30 percent,
as the greater Indianapolis metropolitan
area began rapidly expanding outward
beginning in the 1990s, sparking significant
growth throughout Hamilton County.
The most recent data available from the
Indiana Business Research Center (IBRC)
indicate that Sheridan’s 2011 population
reached 2,744, making it the 46th fastest
growing town or city in Indiana (out of
a total of more 600 towns and cities in
the state), growing by more than two
percentage points between July 2010 and
July 2011 alone.
Figure 4.2 shows population projections
in five-year increments for Hamilton
County going up to 2050.
5
HIGHLIGHTS OF THE
DEMOGRAPHIC PROFILE
Age
Sheridan’s age distribution - which plots
the percentage of the total population in
different age groups - roughly mirrors the
statewide average, though there are some
noteworthy differences. Figure 4.3 on the
previous page compares the proportion of
Indiana’s population (in dark purple) with
the proportion of the Sheridan’s population
(in light purple) in different age groups.
School Enrollment
Figure 4.4 shows Indiana Department of
Education (IDOE) enrollment statistics for
Sheridan Community Schools over the past
five school years. Enrollment has remained
more or less steady. Since 2007, enrollment
has declined by about 4 percent, though
this represents a decline of only 44
students.
Educational Attainment
Figure 4.5 shows the distribution of
Sheridan’s population aged 25 and older by
education level in comparison to statewide
statistics. It reveals that there are nearly 5
percent more Sheridan residents without
a high school degree (diploma or G.E.D.)
than at the state level
On the other end of the spectrum,
there are nearly 5 percent fewer with a
Bachelor’s degree and more than 6 percent
fewer with a graduate or professional degree.
5
Poverty
Figure 4.6 on the previous page shows the
percentage of individuals falling below the poverty
threshold in Sheridan, Hamilton County, and Indiana
over a two-decade period. A common theme is that
poverty dropped slightly for all three areas from
1990 to 2000 and spiked between 2000 and 20072011 as the economic downturn set in. Though
Sheridan’s most current poverty rate estimate of
9.3 percent is better than the statewide rate of 14.1
percent, it still trails the Hamilton County poverty
rate by nearly 5 percent and is about 3.5 percent
higher than the 2000 figure.
LAND USE
6
LAND USE
6
KEY POINTS
• Several factors make it crucial for Sheridan to plan for its
future:
◊ Westfield has big plans for growth which will have impacts that
could soon reach Sheridan’s planning jurisdiction.
◊ Residential development that was occurring in town before the
real estate market collapsed could return.
◊ Long-term problems with drainage are being addressed, creating
opportunities for expansion.
◊ Most of what the town wants to protect about its rural heritage
is still in place – and residents want to keep it that way.
• For these reasons, a fairly aggressive land use plan is needed
to capitalize on opportunities and avoid potential problems.
Natural Conditions
Geology is the foundation of local land uses. One of
the biggest historical determinants in Sheridan was
glaciers, which flattened the land through glacial drift
some 15,000 years ago during the Wisconsin Glacial
Period. Much of the land left behind from the glacial
drift was ideal for farming, and land within Hamilton
County is still actively farmed today.
Existing Land Use Map
The town controls zoning for inside its boundaries
and for parts of its extraterritorial jurisdiction (the
two-mile fringe).
More information on the geology and natural
features shaping Sheridan’s growth potential are
discussed in the Natural Resources Chapter of this
plan.
The Sheridan Existing Zoning Map can be
found on the following page. The section in this
chapter called Zoning Code Review proposes some
revisions to the existing code that would have an
impact on the zoning map.
Most of the areas immediately outside town borders
are marked for higher-density residential or for
planned unit developments.
Sta
te
R oa
d3
8
241st St
West Rd
226th St
Crossbow St
Arrowhead St
State Road 47
2nd St
8th St
Jerkwater Rd
7th St
6th St
4th St
5th St
Blake St
Lafayette Rd
11th St
8th St
9th St
6th St
5th St
4th St
3rd St
1st St
Ohio St
2nd St
South Dr
St John St
Fanning St
1200
1200
1200
1200
Georgia St
California St
Elm Ave
Hamilton St
Main St
Hinesley Rd
Adams St
Adams St
Hudson St
St Joh n St
Park Ave
8th St
7th St
Bailey St
Fanning St
Sheridan Ave
Tecumseh Dr
Bailey St
10th St
Sta
te
Ro
V
West Rd
2,000
PUD
CB Central Business District
1,000
RS
C2 Higher Density Commercial
0
R2 Higher Density Residential
C1 Small Commercial
ad
R1 Lower Density Residential
AG2 Agricultural Business District
236th St
PS Public Space
246th St
I Industrial
HI Historic Industrial
AG1 Agricultural
Eagletown Rd
Corporate Limits
38
Legend
6
1200
Lamong Rd
Lamong Rd
Hamilton County Boundary
Sheridan Existing Zoning Map
Jarit Dr
Opel St
Malott St
Mule Barn Rd
Six Points Rd
LAND USE
CHALLENGES AND OPPORTUNITIES
Growth Potential
Sheridan’s location in the northern corner of
Hamilton County has meant it’s been largely
immune from the spread of the Indianapolis
metropolitan region.
This is no longer the case.
The southern two-thirds
of Hamilton County has
become the most rapidly
growing part of the state.
This growth is moving
northward at an increasing
pace.
Sheridan’s immediate
neighbors, which were once
small towns, have become
large suburban cities.
This trend has finally
reached the southern
boundary of Sheridan’s
planning jurisdiction at the
Washington Township-Adams
Township line.
Sheridan is at a turning point; it can embrace
approaching growth and take full advantage of the
opportunities which come with it, or, it can resist
(or ignore) the inevitability of change and allow
development to alter the shape and identity of the
community.
By developing, and adhering to, a future land use
plan which directs growth where the community
wants it, the town can take ownership of its destiny
6
and ensure that those aspects of the community
which are most important to its identity are
maintained.
Working with Westfield
The cascading effects of Westfield’s growth are
the most important shortterm concerns Sheridan must
address.
As part of this planning
process, Sheridan leaders
met with Westfield officials,
including the mayor, to discuss
shared interests. The most
exciting project is Westfield’s
Grand Park, a multi-million
dollar development that
includes world-class sports
facilities.
How big will the impact be?
A youth soccer team has an
average of 15 children, each
accompanied by 2.5 other
family members, according to
Westfield’s research. Families will be in the area
for multiple nights and will be looking for places
to sleep, eat and relax in while away from sports
events.
Westfield welcomed Sheridan to provide visitors
with opportunities for all of those activities. “If
you had hotels in Sheridan, they’d be booked for
the next two years during the sports season,” a
Westfield planner said.
6
LAND USE
This common interest creates an opportunity to form
a partnership with the City of Westfield to undertake
land planning and other infrastructure activities in a
cooperative, rather than a competitive, manner.
Working with Adams Township
Sheridan’s leaders have an obligation to consider
Adams Township and the opportunities it presents to
the town. The 48-square-mile area, with a population
of almost 5,000, has nice homes, available land and
lots of potential.
Local leaders have discussed annexing parts of the
township to take advantage of the residential growth.
The town council has been hesitant to pursue it,
however, because of concerns that Adams Township
residents will resist. Those concerns are probably
well founded.
Township residents will not willingly allow themselves
to be annexed, said Adams Township Trustee John
Patrick during this planning process. “It would not
happen, I promise you,” he said.
There are other issues to consider as well.
For example, Sheridan would have to carefully ensure
that the revenue brought in by annexation would pay
for the required extension of services to the new
area.
However, there are intermediate steps Sheridan can
take to both protect its interests and build a stronger
relationship with the township.
The first step is simply engaging township
representatives in discussions about the future. This
comprehensive plan offers the basis of many talks on
mutual interests.
The second step is discussions about Sheridan
extending its planning and zoning control to include
the township. This would help protect the town’s
interests but would not result in additional taxes to
township residents – it is not an annexation.
The project could be carried out using a legal
procedure called a joinder agreement. According to
the town’s attorney, an interlocal agreement with the
township is required for Sheridan to assume planning
and zoning responsibilities – it is not an issue for
referendum.
Adams Township Trustee John Patrick was more
optimistic about the township signing on to a joinder
agreement. “I think it would fly,” he said. “But you’d
have to sell it.” In other words, education and
continuing dialogue would be needed.
LAND USE
In summary, the town should begin immediate
discussion with township leaders on common
interests while pursuing a joinder agreement. The
possibility of annexation may arise on its own as the
relationship deepens between the two parties.
Regional Detention Project
Hamilton County is planning a regional detention
project within Sheridan’s current planning
jurisdiction. This facility is being designed and
constructed to help alleviate major regional
stormwater issues, including local flooding issues
within Sheridan.
With this project comes an opportunity to
capture additional value in the form of a regional
recreational and residential facility. Sheridan should
continue to work with the county to determine the
timeframe for completion of the project.
Through development of mixed-use overlay zones,
the town can define the form and function of the
land surrounding this facility and create a vision
for a development which will be attractive to many
people and businesses.
6
FUTURE LAND USE MAP
As development moves closer to Sheridan’s borders,
measures should be taken to protect the town’s
interests in planning for the surrounding area. This
oversight will allow the community to direct growth
where it makes sense and to preserve assets which
contribute to the town’s identity and commercial
base.
Sheridan is about 2.139 square miles. Within those
borders are more than 500 acres of undeveloped
agricultural land.
In addition, there are nearly 8,500 acres of
undeveloped agricultural land within the town’s
current planning jurisdiction. This amount of
available land brings with it the risk of allowing
development to occur in a piecemeal fashion
because of the apparent ‘abundance’ of availability.
Many factors weigh into the decision for where
to direct development and Sheridan has a vested
interest in ensuring that growth is directed where
the town can provide required resources.
Once this facility is constructed, the town should
investigate annexing the land surrounding the
facility and move forward with plans to allow future
development which can take advantage of this large
water body. There are many peer examples within
the state, including nearby Anderson, which Sheridan
can turn to for inspiration and guidance on what the
land surrounding the detention facility can become.
6
LAND USE
For example, allowing growth in an area which does
not have utility services will require the town to use
its limited resources to install the required services.
This can be costly and is a risk which can be avoided
if the town adheres to a plan to allow development
where utility services currently exist.
By planning for future growth Sheridan can make a
calculated assessment of its available resources and
can plan ahead for costly expansion of town services
to areas where growth is desired.
Two maps show growth scenarios for Sheridan.
These maps contain zoning recommendations which
take into consideration factors such as available
utility services, adjacent land uses and anticipated
transportation network upgrades.
The first scenario is shown in the Sheridan
Future Land Use Map, on page 44. This map
combines potential future growth areas with the
existing zoning map to present one vision on how
the town might expand.
Note that
residential
growth is
slotted beyond
the northern,
eastern and
parts of the
southern
boundary.
New industrial land is directed to the western
edge of town. The land that is being proposed for
a retention facility has been marked as “mixed
use,” allowing a combination of residential and
recreational uses.
Sheridan Potential Growth Areas Map on page
45 shows what Sheridan’s jurisdiction would look
like if it assumed planning and zoning control of
Adams Township, as discussed earlier in this chapter.
Zoning for that new land would need to be worked
out with Adams Township officials.
GUIDELINES FOR FUTURE DECISION
MAKING
Comprehensive plans should list community
priorities and identify tools to achieve the plan’s
goals. This section introduces important but
unresolved land use issues for Sheridan, and outlines
possible decision points.
Design Standards
Design standards are ordinances that require certain
features for new buildings. They can be very specific,
including building materials and colors, or they
can be very simple. Many communities are wary
of design standards because they don’t want to do
anything that might discourage new construction.
On the other hand, many communities are
crestfallen to see someone construct a new business
that is totally out of character with everything
around it.
LAND USE
Sheridan should consider a small set of design
guidelines to protect one of its key assets – a
historic downtown.
Table 5.2 on page 46 lists different components
of commercial design standards and their typical
implementation tools, indicating the difficulty in
establishing each of the tools in most communities.
It outlines various design standards and planning
tools on how to achieve these standards within the
community.
Planning for Junkyards
By adopting a zoning ordinance a municipality can
limit junkyard locations to specific areas of the
community. If properly drafted, such regulations may
even phase out existing junkyards in inappropriate
locations.
Sometimes junkyards are banned from industrial,
commercial and residential zones. When zoning is
established for an area by ordinance, that ordinance
usually doesn’t eliminate structures already in
existence. Thus, if a district is zoned residential,
an existing junkyard in that district becomes a
nonconforming use site. This business may remain
even though it does not fit the predominant
classification of real property in the zoning district.
However, sometimes zoning enactments require
the discontinuance of junkyards when they are
nonconforming.
6
For example, after putting in its first public
restrooms, many communities are stunned to
discover the imagination and energy that vandals put
in to demolishing it.
The Urban Institute offers suggestions on how to
curb vandalism:
• Detect and repair damage quickly.
• Keep facilities neat and clean.
• Build solid facilities that will last a long time.
Maintain trees and shrubs to improve line of
sight.
• Improve lighting.
• Monitor vandalism prone areas regularly.
• Work to enact mandatory clean-up regulations
for businesses or community.
• Use strengthened, scratch-resistant glass or
grilles in windows.
• Develop business or neighborhood watch
program.
• Use graffiti resistant paint or heavily textured
materials.
Preventing Vandalism
Mindless destruction of public and private property
can discourage revitalization efforts.
6
SHERIDAN FUTURE LAND USE MAP
Legend
Jerkwater Rd
Centennial Rd
Boone/Hamilton County Line
Corporate Limits
Monon Corridor
Land Use
Homestead Dr
Eagletown Rd
Agricultural
Commercial
254th St
Exempt
253rd St
Exempt (Parks)
Hinesley Rd
Lamong Rd
Exempt (Schools)
Industrial
Mixed Use
Residential
246th St
Blake St
241st St
Fanning St
2nd St
California St
South Dr
1st St
Park Ave
9th St
Georgia St
Ohio St
Sheridan Ave
County Road 1200
7th St
8th St
Elm Ave
5th St
6th St
Bailey St
Main St
3rd St
4th St
236th St
State Road 47
Malott St
Arrowhead St
Crossbow St
Sta
te
Roa
d3
8
West Rd
Lamong Rd
Mule Barn Rd
226th St
V
0
1,000
2,000
6
SHERIDAN POTENTIAL GROWTH AREAS MAP
Legend
Boone/Hamilton County Line
Planning Jurisdiction
Cicero
Township
Corporate Limits
Jefferson Township
Existing Land Use
Agricultural
Commercial
Exempt
Industrial
Residential
Future Potential Growth Areas
Commercial
Industrial
Mixed Use
Residential
Adams Township Joinder Area
Monon Corridor
Ditch Rd
Six Points Rd
Adams Township
Jerkwater Rd
266th St
Lamong Rd
254th St
Sta
t
eR
oa
d3
256th St
Eagletown Rd
Centennial Rd
261st St
Jackson Township
246th St
8
236th St
Lamong Rd
West Rd
Sta
te
Ro
ad
Spring Mill Rd
State Road 47
38
221st St
Horton Rd
Freemont Moore Rd
Mule Barn Rd
County Road 1200
226th St
216th St
Washington Township
V
0
3,000
6,000
Noblesville Township
Table 5.2 Planning Tools
Tools that Require
Tools that Require
Tools that Require
Political Will & Resources
Little
Building
Orientation
Parking
Location
Exterior
Building
Materials
Signs
Trash
& Recycling
Considerable
Continue to allow building to
be placed and oriented in any
location on the site, as long
as no other provisions of the
zoning ordinance are violated
(i.e., setbacks).
Amend the zoning ordinance to
prohibit a commercial building
from "turning its back" to the
main thoroughfare.
Amend the zoning ordinance
to require development
plan approval by the plan
commission for all commercial
buildings.
Continue to allow parking
to be placed in any location
on the site, as long as no
other provisions of the zoning
ordinance are violated (i.e.,
sight distance).
limit the amount of parking that
can be placed in front of the
commercial building, in effect
pulling the building closer to the
road.
to prohibit parking in front
of a commercial building, so
that resulting parking is on
side and rear, opening up the
commercial building to the
road.
Amend the zoning
ordinance to prohibit certain
exterior building materials
(i.e., concrete block and
prefabricated steel panels)
to include a section on exterior
building materials that lists
acceptable materials and gives
the developer guidelines for
using them (i.e., each wall
must have at least 2 different
materials, or 80% of the front
elevation must be masonry).
to create an architectural
review committee to approve
exterior building material
selection for each commercial
building elevation.
Follow existing zoning
ordinance commercial sign
regulations.
include unique sign regulations
for main thoroughfare.
to create a sign review
committee to approve each
commercial sign plan and
design.
Rely on existing zoning
ordinance landscape
standards as only guide.
to include a section on
landscape standards for the
corridor that sets minimum
standards for things like buffers
and lists multiple options for
the developer of each site to
choose from.
Amend the zoning
ordinance to require the
same landscaping for every
commercial site on the main
thoroughfare, resulting in a
uniform look.
ordinance developmental
standards (i.e., maximum
height) as only guide.
to include a section on
architectural standards that
sets minimum standards and
lists multiple options for the
developer to choose from.
to create an architectural
review committee to approve
each commercial building
design.
ordinance developmental
standards as only guide.
prohibit this where visible from
the road, in addition to requiring
screening.
to require this be considered
as part of development
plan approval by the plan
commission for all commercial
buildings in the main
thoroughfare.
Landscaping
Building
Design
More
LAND USE
Environmental Nuisances
In a regulatory environment, the term “nuisance”
embraces anything that results in an invasion
of one’s legal rights. A nuisance involves an
unreasonable or unlawful use of property that
results in material annoyance, inconvenience,
discomfort or injury to another person or to the
public.
The unlawful use may involve doing something
(example: piling garbage on residential property)
or failing to do something (example: cutting or
removing noxious weeds from residential property).
Common nuisances include the accumulation of
junk, animals, noise, dangerous buildings, sewage and
unsanitary conditions, and encroachments on the
public right-of-way that interfere with pedestrian
passage.
Controlling nuisances keeps communities safe
and livable. Issues of property maintenance - the
accumulation of junk vehicles, vehicle storage,
overgrown vegetation, litter and other visual clutter
- are seen as a deterioration of the quality of life.
6
CASE STUDY
Clay County, Indiana’s ordinance
prohibiting littering and related
matters defines litter as “…any
garbage, trash, refuse, confetti, debris,
rubbish, grass clippings or other lawn
or garden waste (other than normal
yard or land maintenance provisions),
newspaper, magazine, glass, metal,
plastic or paper containers or other
construction material, motor vehicle
part, furniture, oil, carcass of a dead
animal, or noxious, or offensive matter
of any kind, or any object likely to injure
any person or create traffic hazard or
environmental detriment.
According to Clay County’s ordinance,
“It shall be unlawful for any person to
cast, place or deposit any litter upon
public or private property or roadways
other than in a litter receptacle…”
The ordinance then states that “where
premises are in violation of any section
of this ordinance, is hereby empowered
to enter upon the premises and
may thereupon correct the unclean
conditions and place a lien on such
land for abatement of unwholesome
environmental conditions.”
6
LAND USE
Clear language in Sheridan’s ordinance can assist
with efforts to enforce regulations and notify the
community of the town’s interest in promoting safe,
clean streets and neighborhoods.
ZONING CODE REVIEW
As part of the planning process, Sheridan’s Zoning
and Subdivision Control Ordinances were reviewed
by K.K. Gerhart-Fritz, AICP, of the Planning
Workshop.
The review should help create the best
comprehensive plan implementation tools for
Sheridan, and ensure their long-term plan matches
what is happening on a daily basis. The review should
not be considered a substitute for legal guidance
from the town’s counsel.
In general, Sheridan’s combined ordinance is an early
and incomplete version of a unified development
ordinance. UDO’s are a direction that many
communities (Lebanon, Bloomington, etc.) have
taken more recently. The Indiana Code allows unified
development ordinances, so Sheridan may want to
consider updating this as a unified development
code.
Ease of Use
More could be done to make the ordinance userfriendly. Most modern ordinances are designed to
be available “on-line” and include illustrations, charts,
tables, etc. that make them easier to understand and
interact with.
New Land Uses
New land uses evolve all the time, and it is
important to make sure Sheridan’s lists of permitted
uses and special exception uses are up to date in the
ordinance, so that local leaders are not forced to
make shaky interpretations. The compiling of the use
tables from each zoning district would be much
more user friendly, and a good first step in efforts
to spot inconsistencies and missing uses. One
example would be the recommendation of a mixeduse classification for the land around the proposed
regional detention facility.
Variances/Waivers of Standards
If Sheridan’s BZA or plan commission has a record
of granting certain variances/waivers repeatedly,
those sections of the ordinance should be examined
to see if they need to be changed to be more
reasonable or to better reflect local values. Sheridan
staff and plan commission/BZA members probably
already have an idea which parts of the ordinances
are sometimes ignored.
6
LAND USE
Best Practices - Sensible Development
One other very important reason to update
Sheridan’s ordinance is to acknowledge innovation
and best practices (i.e., Smart Growth principles).
Requirements for bicycle parking are also
becoming common in Central Indiana and help
off-set concerns about reduced automobile
parking.
• Mixed-Use Zoning Districts: Mixed land use
is one of the basic tenants of Smart Growth.
Sheridan should look at adding a mixed-use zoning
district.
Bicycle parking standards would be important
if the town wanted to take full advantage of the
future Monon Trail Expansion.
• PUDs: Planned unit developments (PUDs) are
intended to allow flexibility in design, to take
advantage of unique situation and be of high
quality. It appears that Sheridan has very little
experience with PUDs. The town should create
some basic minimum standards for a PUD zoning
district (e.g., minimum parcel size, required open
space, TND design standards, etc.).
• Increase Density and Intensity in the
Downtown: An updated downtown commercial
zoning district would be a good way to preserve
historic development patterns and scale.
• Modernize Street Standards: Modern street
standards include smaller front setbacks. Sheridan
could also introduce a maximum front setback.
• Encourage Higher Density in New
Development: To get around the typical Indiana
resistance to higher density, consider establishing
a list of community benefits (i.e., trails) that can be
traded for higher density in new residential zoning
districts.
• Parking Requirements: In the interest of
reducing impervious pavement and promoting
more efficient use of land, several things can be
done to the parking standards. Minimum parking
standards can probably be reduced in many cases
and Sheridan should consider adding maximum
parking requirements (many commercial
developments put in much more parking than is
required, in order to meet a “Black Friday” level of
demand).
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LAND USE
Enact Standards to Foster Walkable Places:
In addition to small front setbacks, which bring
the building closer to the front of the property,
there are other things in the zoning ordinance that
can increase walkability. For example, requiring
pedestrian amenities like benches can be part
of commercial and multi-family zoning districts.
Also make sure uses are providing pedestrian
connections from the sidewalk system.
Before rezoning creates non-conforming use,
consider whether the zoning change is premature
On the other hand, if the non-conforming use
complies with the updated comprehensive plan, local
government can initiate rezoning so the use is
conforming.
STATE LAW CHANGES
Because it appears that the ordinance has not been
significantly updated since it was adopted in 1999,
Sheridan will need to make amendments in order
Designate Preferred Growth Areas: This type
of growth management should be considered as part to comply with planning-related state law changes,
which went into effect on July 1, 2011. It is imporof rezonings (as part of state law criteria) and plat/
plan approval (enabled in subdivision ordinance) and tant that the town’s attorney review and assist with
should be based on a scorecard including availability the state law prompted ordinance changes.
and level of services.
Use Innovative Methods to Manage
Stormwater: Move to green infrastructure
approaches including allowing things like rain
gardens and further reducing impervious surfaces in
development. Reducing the amount of stormwater
has the biggest impact on managing stormwater.
Deal with Non-Conforming Uses: Indiana is one
of few states where amortization of non-conforming
uses is not part of enabling legislation, meaning nonconforming uses can last forever.
Sheridan should make non-conforming use
standards tougher, to discourage expansion,
rebuilding and change to another nonconforming
use. Re-examine at the time limits for maintaining
nonconforming status for abandoned/vacant uses.
6
LAND USE
In general, the state law related changes are as
follows:
Eliminate Writ of Certiorari: Indiana Code no
longer uses writ of certiorari, so any reference to
it should be removed from the ordinances (see IC
36-7-4-1608). This section of Sheridan’s ordinance
should be updated with an attorney’s help.
Notice of Future Action: Offer a “sign-up” sheet
for every planning decision, so interested parties
can request notice of any future lawsuits. This does
not have to go in the ordinance; it could be in the
rules of procedure or just a change administrative
procedures. Seek advice from Sheridan’s attorney.
Availability of Ordinances: The development
ordinance is now required to be available to the
public, either as part of the town code or as a
separate document. It must be on file in the office
of the town’s clerk and there must also be copies
available for sale. See IC 36-7-4-610.
Enable Combined Hearings: State law now
allows the combination of hearings for one site (i.e.,
a variance and a rezoning can be conducted at the
same hearing by the same group). Sheridan may want
to consider setting this up now, so they will have it in
place for the next rush project – see IC 36-7-4-403.5. Train Citizen Planners: Schedule orientation
sessions for board and commission members per
Update Vested Rights: The town needs to update
IC 5-14-1.5-2(c) (6). This doesn’t need to be in
vested rights into the ordinance. IC 36-7-4-1015
Sheridan’s ordinance or even in their rules, but it
says that if a person files a complete application,
needs to be done. In the orientation, make sure the
the granting of the permit or approval, and any
citizen planners understand the difference between
secondary, additional, or related permits or approvals conditions and written commitments, and when
required are governed for at least three (3) years
they should recuse themselves (no longer limited to
after the person applies for the permit by the
financial conflict of interest; now includes bias or lack
statutes, ordinances, rules, development standards,
of objectivity).
and regulations in effect when the application is
filed. Development per the permit does have to be
completed within 10 years after the development or
activity is commenced.
Sheridan’s Rules of Procedure and actual
administrative practices will also likely need to
be adjusted to comply with the Indiana Code
amendments and may require some coordinating
changes in the ordinance.
6
LAND USE
Expand Pool of Board and Commission
Candidates: Note changes to the residency
requirement for each citizen member and establish
a procedure for determining compliance – see IC
36-7-4-216 and IC 36-7-4-905. The new law allows
appointment of some nonresidents who are property
owners. Indiana law also allows towns to appoint
alternates for plan commission members now, in
addition to the BZA.
Make use of Conditions and Commitments:
Make sure any temporary conditions are complied
with before issuing permits. Old conditions (pre2011) may only be enforced if the town has an official
file on them in their office – see IC 36-7-4-1015
(g), or if they were done as written commitments.
Use written commitments with plan commission
and BZA cases for any long-term conditions. Use
conditions for short-term temporary conditions that
need to be resolved before a permit can be issued
(i.e., approval of an updated drainage plan).
2008 Citizen’s Advisory Committee Report
The 2008 Citizen’s Advisory Committee Report
made some excellent suggestions, but it does
not appear that most were enacted. Worthwhile
committee’s suggestions (with notes from GerhartFritz) include:
• Discard R-S designation in ETJ (there is no listing
of RS District in ordinance, so must have been
done).
• Retain and refine R-1 and R-2, while adding three
additional residential districts with moderate (3
du/A) to high density (8 du/A) (ordinance still has
only R-1 & R-2).
• Add 2 new Ag districts, AG-1 and AG-2 (done,
11/10/11).
• New definition for three existing commercial
districts (does not appear to have been done).
• Retain and refine I-1, while adding additional
industrial district (industrial historical district is
a very unusual designation, and it doesn’t appear
this has been done).
• Adopt overlay zoning to protect SR 38, SR 47 and
the Monon Corridor (not done).
• Adopt an airport zoning district for the southern
boundary of the Sheridan Airport (not done).
• Create architectural standards and review board
(not done).
LAND USE
• Establish basic standards and processes for
PUDs (not done).
• Clean-up: Correct district standard
inconsistencies, plan and ordinance
inconsistencies and bad cross-references (not
done).
• Corrections to Sec. 25-9 – cul-de-sacs. State rec
of 528’; Sec. 25-9 – minimum street widths to
30’; Sec. 25-9 – Accel/Decel (Table corrections:
skewed, needs diagram, needs dimensions for
passing blister).
• Sec. 28.10.2 – Homeowners association clause
(Amend to allow Sheridan to enforce).
GENERAL ZONING-RELATED
COMMENTS
6
Apartments and senior living don’t typically offer
garages. Modern thought is to promote less use of
cars and make sure garages stay subordinate to the
primary living area. This could result in small homes
with bigger garages (where illegal businesses often
start). Also, why do garages need to be attached?
Commercial Zoning: Update the CB District
to protect the downtown form and history (i.e.,
match adjacent buildings). Rewrite C1 to make it a
true neighborhood commercial district, eliminating
drive-throughs and adding a maximum floor
area to ensure it remains small-scale. Residential
subdivisions should not be a permitted (or special
exception) use in commercial zoning. 5,000 SF is
extremely small for any commercial development
lot, even neighborhood commercial.
Agriculture Zoning: Put more limits on allowing
residential uses in the A-2 District because of all the
conflicts between uses, like prohibiting more than a
certain number of lots be created or requiring them
to sign a document that they are aware of the area
being zoned A-2.
Residential Zoning: Need additional single-family
and multi-family zoning districts that offer higher
density. Home occupations, multi-family and senior
housing (i.e., assisted living) should all be allowed
by right in some district, not as a special exception.
Two-car attached garages should not be a minimum
requirement.
6
LAND USE
General Commercial should be defined better.
Should also have a heavy commercial district, with
heavier, more intense uses (i.e., body shops, machine
shops, etc.) that do not include retail or restaurant.
Generally missing lots of commercial uses (i.e.,
personal services like salons, etc.).
Industrial Zoning: Most Light Industrial Districts
prohibit any outside storage or severely restrict the
amount and location, instead of
limiting it as a special exception.
It may not be in compliance
with state law to adjust
development standards with a
special exception (as practiced
in historical industrial).
Per Indiana Code, that is a
developmental standards
variance. Consider adopting
a heavy industrial district for
some of the less desirable uses
(i.e., slaughterhouse, etc.).
Institutional Zoning:
Consider adding an institutional
zoning district for schools, churches, etc.
Performance Standards: Do not rely too much
on these standards. Most have to be measured with
very complicated equipment that most communities
do not have access to. Instead concentrate on use
and form regulation.
Child Care Homes: The state prohibits any
regulations for child care homes that differ from
other regulation for homes in the same area. In
other words, no special exception.
Signs: Update to include digital signs, human
signs, etc. 600 SF of signage is too much for most
commercial and industrial uses. Consider a total
maximum of 200 SF, which is still very generous.
Pole signs are not appropriate for
all commercial districts (i.e., the
downtown). Encourage more use of
monument signs by allowing a square
footage bonus over the pole sign.
Flood Regulations: Work directly
with the Indiana Department of
Natural Resource’s Division of
Water to review their existing flood
district regulations. The state has a
model ordinance they want local
governments to follow.
Parking Standards: Consider
reducing the minimum number of
spaces (particularly the retail ones requiring 1
space/200 SF) and set maximums in order to limit
the amount of impervious surface. Add bicycle
parking requirements. Cross-check the list of
parking uses with the general use charts – it is
apparent that the use charts are lacking.
LAND USE
Landscape Regulations: Landscape requirements
need major amendments for parking lot landscaping,
street trees, buffers and screening. Be more specific
and show illustrations about number, size and type
of required plants.
Impervious Surface Coverage: More important
than the amount of lot covered by buildings (lot
coverage), impervious surface coverage limits the
amount of pavement, thus limiting run-off and
drainage issues. Set maximum impervious surface
area for all zoning districts.
Front Setbacks: Consider adding an “average”
setback provision for infill and redevelopment areas
to better accommodate infill and redevelopment.
Also look at maximum setbacks.
Written Commitments: These are essentially
permanent conditions that go with the land,
regardless of ownership. Written commitments are a
great tool that can be used for rezonings, variances,
development plans and plats.
6
They must be enabled in the ordinance before using.
Note that written commitments must be recorded
with the county recorder and a permanent file on
compliance must be kept – see IC 36-7-4-1015 (b).
Development Plan: Why is formal development
plan approval necessary where the town already has
the BZA reviewing and approving special exceptions,
even if approval is by staff? Under Indiana Law, plan
commission has final approval of development plans,
not the town council.
Development Standards Variances: Consider
adding an additional criterion: the variance
requested is the minimum necessary and is not
caused by actions of the owner, past or present.
Special Exception Criteria: Consider developing
detailed and unique criteria for different special
exceptions, similar to what was done with wireless
facilities.
Violations: Consider changing to a less
cumbersome and more effective ticketing system.
Fees: Take the fee schedule out of the ordinance. It
is easier to update if it is in the rules of procedure
for plan commission, instead.
Requirements for Submission: Take out of the
ordinance for plats, development plans, etc. It is
easier to update if it is in the rules of procedure for
the plan commission, instead.
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LAND USE
PUDs: Consider setting some minimum standards
(i.e. percent open space, percent/mix of use, etc.)
County Commissioners’ Certificate: Note that
the county commissioners are accepting right-ofway dedication, not approving the plat. Only the plan
commission can approve a plat under Indiana law.
Residential Subdivision Standards: The included
residential standards for open space, etc. are good!
SUBDIVISION REGULATIONS
Types of Plats: Introduce a minor and a major
type of plat, with different standards and processes.
Minor subdivisions have no new streets or water/
sewer extensions and are limited to very few lots
maximum, so it is a simpler process.
Secondary Plat: Approval of secondary plat may
be delegated to a committee or staff by plan commission. It is not a good idea to allow filing of secondary plat at the same time as primary. It makes
applicant more resistant to cooperating with the
town and making necessary
changes.
Optional Pre-Filing Meeting: Make the optional pre-filing
meeting mandatory. This is common practice in other Indiana
communities.
Notice to Interested Parties: Few communities
allow “in-person” notification. Mailed notice can be
done by certificate of mailing (cheaper and more accessible than certified mail).
Plat Drawing Requirements: Require a location
map on face of plat.
Town Standards: Include standard town certificates and details in an appendix to the ordinance
(not as part of the ordinance).
Technical Review: Establish a technical review
committee, consisting of town’s engineer, planner,
utility representative, fire representative, schools
representative, health department, etc., to review
subdivision proposals and pass comments and recommendations to the plan commission.
Waivers, not Variances: IC 36-7-4-702 now
officially recognizes that the plan commission has
the authority to grant waivers from the subdivision
standards of the ordinance. The town needs to list
its criteria for waivers (which are not the same as a
variance).
Traffic Calming:
Most ordinances have
sections on this as part
of their design standards.
LAND USE
6
Alleys: Traditional neighborhood development incorporates alleys, so they should be allowed in new
residential areas that have smaller front setbacks and
narrower streets.
Frontage Places: Has Sheridan had any success
in using frontage roads? What about also requiring
connecting access easements for commercial areas?
Sidewalks: Sidewalks should be required on both
sides of street everywhere, not just in residential
areas.
MOVING FROM COMPREHENSIVE PLAN
TO ZONING ORDINANCES
The comprehensive plan is only the first step in
updating Sheridan’s planning. The most common
tools used to ensure that the community goals
outlined in this plan are reached include:
• Updating the zoning code.
• Updating the subdivision code.
• Creating a Capital Improvement Plan.
If these actions are not taken, it is difficult to imagine
how the community can move toward its goals.
ECONOMIC
DEVELOPMENT
7
7
ECONOMIC DEVELOPMENT
KEY POINTS
• Sheridan is tucked away in a corner of the fastest-growing
county in Indiana. That growth is projected to continue for
decades, meaning the town should prepare now to either take
advantage of it or shield itself.
• The town has many assets in place – the county’s only historic
downtown, a shovel-ready industrial site – that has not yet
“paid off.” But the maintenance and promotion of those
assets are Sheridan’s best chances at diversifying its economy.
EXISTING CONDITIONS
Devising an economic development strategy that
builds on a community’s strengths while also
addressing its weaknesses is an essential part of the
comprehensive planning process.
This chapter lays the groundwork for such a strategy
by giving an overview of Sheridan’s economic
development potential, identifying key opportunities
and challenges and articulating concrete steps the
community can take to capitalize on its assets and
mitigate its liabilities.
First, a bit of context. Data from the Indiana Business
Research Center (IBRC) indicate that since 2010,
Hamilton County has been the fastest growing
county in the state and that it will continue to be the
fastest growing county until at least 2050, when the
population will be double what it is today.
For now, Sheridan remains a community of a few
thousand people while neighboring cities experienced
fast-paced growth. In the years to come that growth
— for better or worse— is likely to reach Sheridan
and the town should plan accordingly.
Against this backdrop we examine the economic
conditions in Sheridan, with an eye toward likely
future developments. To preview, some of the key
challenges and opportunities discussed in this chapter
include:
• The industrial park has yet to draw significant
development; Certainly, 60 of the 96 acres remain
vacant.
• There is a marked lack of diversity in the tax base,
with 80 percent of gross assessed property values
consisting of residential properties, rather than
industrial, commercial or agricultural properties.
• Educational attainment levels, though improving,
are low compared to state and national averages.
7
• Real household incomes are trending upward
and there is comparatively low poverty.
• Home values have increased by about a
third over the past two decades, even when
accounting for the collapse of the housing
bubble in the mid-2000s.
• The town has managed to sustain steady
population growth and is in the fastest-growing
region in the state.
• Close proximity to several important
transportation corridors could provide location
advantages for industries.
ECONOMIC INDICATORS
Several key economic and demographic variables
tend to be correlated with strong development
potential. These variables include (but are not
limited to):
•
•
•
•
Population growth
High levels of educational attainment
Growth in household wealth & income
Employment / workforce composition
Communities with a dynamic economy and high
quality of life are keeping existing residents and
attracting new ones; they have a growing population.
People move to where the opportunities are for
jobs, education, cultural enrichment, recreation and a
safe and healthy life.
On the other hand, some would argue that a
stagnating local economy is a by-product of a
declining population.
Changes in educational attainment indicate a
workforce with an increasing number of individuals
who have received post-secondary training or
education. Effective educational and workforce
development opportunities should address the
needs of both
employers and
job seekers,
whether they are
just entering the
workforce or
are incumbent
workers looking
for better
opportunities.
Changes in
wealth should
be characterized
by an increasingly
prosperous
middle class and a
declining poverty rate. A successful local economy
provides training and education on the one hand,
and adequate job opportunities on the other. The
rising standard of living in low-income households
should lower the poverty rate and enlarge the
middle class.
7
Successful local economies will also be characterized
by changes in key employment sectors that
continue to position their communities to thrive
in the global and national marketplace. This is
especially true at the present time, as the country
continues its evolution from an economy which was
manufacturing-based to one which is knowledgebased, technology-driven and service-oriented.
The following gives an overview of how Sheridan
fares on each of these variables, along with a few
others. The general picture that emerges is a
positive one, with sustained growth in several key
economic development measures over the past few
decades, although there are a few caveats.
Population: Though Sheridan’s growth has been
somewhat inconsistent over the past 50 years—
growing significantly in some decades, contracting
slightly in others—the overall trend has been
upward. The 1980s, for instance, saw a population
decline of about 7 percent, followed by a decade of
23 percent growth in the 1990s. Between 2000 and
2010, Sheridan’s growth slowed to about 6 percent,
but the town grew nonetheless from 2,520 to 2,665.
The latest available figures from the IBRC indicate
that between 2010 and 2011, Sheridan grew by
more than 2 percent, reaching 2,744 and making
it the 46th fastest growing town or city in Indiana
(out of more than 600 total). If Sheridan were to
continue growing at this pace, the 2010 to 2020
decade would very closely resemble the 1990s in
population growth.
Age: The median age in Sheridan of 34.7 years is
about two years younger than the median age in
Indiana, according the Census Bureau’s 2007-2011
American Community Survey (ACS). This implies
a younger, healthier workforce for several years to
come, though future median age projections from
the IBRC indicate that Hamilton County is expected
to surpass the statewide median age in the next few
decades and to have a median age that exceeds the
statewide median by more than two years by 2050.
Education: The percentage of Sheridan residents
with at least a high school degree increased from 67
percent in 1990 to 82 percent in 2007-2011, a 15
percent improvement. The percentage of residents
with a bachelor’s degree or higher increased during
that same period from 5 percent in 1990 to more
than 11 percent in 2007-2011.
Despite these improvements, Sheridan trails the
state by a wide margin. Nearly 87 percent of Indiana
residents are high
school graduates, 5
percent more than
the proportion of
Sheridan residents,
and nearly 23
percent of Indiana
residents have at
least a bachelor’s
degree, 12 percent
more than in
Sheridan.
7
Higher education levels indicate that the workforce
is more productive, likely to command higher wages,
and more attractive to desirable industries in skilled
fields. While Sheridan has seen improvements in this
regard, it still has some catching up to do before it
can close the gap with statewide averages.
Income: Once adjusted for inflation, the statewide
median household income has actually declined
by about 7 percent over the past two decades,
from $53,465 in 1990 to $49,529 in 2011 (in 2012
dollars); Sheridan’s median income, on the other
hand, has grown by 20 percent to $52,117. This
represents a real (inflation-adjusted) increase of
about $9,000 and means that Sheridan’s household
income has surpassed that of the state.
Another positive indicator: Sheridan’s poverty
rate, which currently stands at 9.3 percent, has
improved relative to the statewide poverty rate
since 1990, and Sheridan’s current poverty rate is
nearly 5 percentage points lower than the current
statewide rate of 14.1 percent. Incidentally, the
national poverty rate is higher than both Indiana and
Sheridan’s, at 15.9 percent.
Employment: As with the rest of Indiana, the
major industries in Sheridan are manufacturing,
educational services, healthcare and social assistance
and retail trade. Close to 20 percent of all
employees in Sheridan work in education, health and
social assistance, while 15 percent work in retail and
about 13 percent work in manufacturing.
Unfortunately, retail jobs are among the lowerpaid positions in Hamilton County, with average
annual salaries of just over $30,000. Manufacturing
jobs, on the other hand, pay nearly $70,000 per
year, and health and social services jobs pay more
than $50,000. The next largest industries include
construction, arts, entertainment and recreation and
“other” services. These three industry categories
collectively account for about a quarter of Sheridan
workers.
THE SHERIDAN ECONOMY
Sheridan Employers
Most residents work outside of Sheridan. For
example, Hamilton County has five of Indiana’s
largest companies, including CNO Financial Group
Inc., ITT Educational Services Inc. and Duke Realty
Corp.
Because Sheridan is not the county seat, it doesn’t
have a large collection of real estate, banks and
financial-service jobs. Some of the bigger employers
in town include Sheridan Community Schools, JBS
United and EMC Precision.
Industrial Land
The Sheridan Industrial Park is northeast of the
West Road/SR 47 intersection. Annexed in 1997 for
the purpose of light industrial development, the park
was the central focus of Sheridan’s 1998 economic
development plan.
Although the town has already implemented the
steps prescribed in the plan (for example, extending
utilities to the site, exploring TIF options), little
industrial development has resulted up to now 60 acres of it remain undeveloped. Looking ahead,
though, the town’s recent efforts at getting the site
registered as shovel-ready—the only such site in
Hamilton County—could signal a new turn for the
industrial park.
For the future, the community identified land
along SR 47 as having the potential for industrial
development, particularly toward the western edge
of town.
Commercial Land
Most commercial properties are downtown or at
the Sheridan Mall.
Downtown shops include Keevers Hardware and
Railer’s IGA Foodliner – two key, foundational stores
for any downtown. There are empty storefronts
and some underutilized buildings. Stores at the mall
include Stuart’s Steak House, Sheridan Eye Center
and Los Cotorros Mexican Restaurant.
7
be given, however, to make sure new commercial
growth on the busier corridors doesn’t further
drain vitality from downtown.
Tax Increment Finance Districts
Tax Increment Financing (TIF) districts can be a
powerful tool for development, as it allows local
governments to direct funding to specified projects
and areas. At the same time, TIF does not count
against local debt limits.
TIFs can be particularly important in towns which
do not have many options for raising funds. Sheridan
has several TIF districts:
• Sheridan Industrial Park
• SR 47/Mule Barn Road
• Webster
Town leaders have discussed creating a new TIF
district to encompass downtown, but are concerned
about its implication on the greater tax base.
However, if the town acts now to TIF the central
business district, they will be in position to capture
money from future projects – such as the proposed
Hamilton County Event Center - and direct that
funding into downtown projects.
Looking ahead, the community envisions revitalizing
downtown shops and allowing more retail along
SR 47, across from the Sheridan Mall. Care must
7
TIF DISTRICT
CASE STUDY
The Town of Converse, Ind., has about
1,200 residents. In 2000, it invested about
$25,000 in legal and financial advice to
set up a downtown tax increment finance
(TIF) district.
The district now has $600,000 for investment in their downtown, which is about
four blocks long. They have fixed drainage problems for the downtown’s biggest
Economic Development Partners
The primary economic development organization
representing Sheridan is the Hamilton County
Alliance. This organization is pivotal in developing
and promoting the town’s industrial sites, along with
Duke Energy, so Sheridan leaders should keep in
constant communication with these organizations.
The alliance is particularly important to Sheridan’s
efforts at workforce development, because
diversified and well-trained workers are vital
to attracting new businesses. The town could
partner with the alliance, for example, on training
certification for incumbent workers or a school-tocareers program for students.
company, and put period streetlights and
fancy sidewalks down Jefferson Street.
Steve Reiff, the town’s economic development director, said, “We are such a small
town, that I don’t know how we would
have been able to pay for any of this with-
In town, Sheridan Main Street and Sheridan
Chamber of Commerce help promote local
businesses and a healthy downtown.
The Sheridan Chamber of Commerce runs a
website, offers local business classes and generally
promotes business activity.
out a TIF district.”
Sheridan Main Street, active since 2005, has
completed pocket parks and streetscaping projects
and has worked with Ball State University on
façade improvements. The group has plans for other
downtown projects.
7
MAIN STREET
The Sheridan Main Street group has a wide range
of completed, ongoing and planned projects,
including:
• A small town square across from the IGA, including a
pergola.
• Another round of facade grants, where they match up to
$5,000 for improvements to local storefronts.
• Creating a similar matching program for cloth awnings
on downtown stores.
• A new pocket park next to Wallace Grain, with a Monon
Trail theme.
• Wayfinding and heritage signs on Main Street.
• Stamped brick crosswalks at key intersections.
• Restoring a wall and painting a new mural at a building at
5th and Main.
• Putting a billboard on SR 31 promoting Sheridan.
• Inventorying downtown space for sale and listing it on a
state website.
7
CHALLENGES AND OPPORTUNITIES
GOALS AND OBJECTIVES
Economic development was the most discussed
topic during this planning process. About 20
people came to a focus group to discuss the town’s
potential. Some highlights of that discussion include:
This section repeats economic development-related
projects from the Sheridan Opportunities List and
then elaborates on those goals or adds items. Opportunity items that are not detailed in this chapter will be covered in another. For example, the
fix drainage goal is explained in the Infrastructure
Chapter.
• Drainage problems are the most immediate
impediment to growth in the town. Hamilton
County is studying the possibility of creating a
regional retention pond that would be a 7 to 10acre body of water.
• The town’s infrastructure capacity is adequate.
Sewage plant capacity is sufficient but has
problems when storm water gets into the
system.
• Attracting businesses to town should be the top
priority, and the town must develop partnerships
to assist with the effort.
• Developer Rocky Shanehsaz plans to convert
the old Adams Township Consolidated Grade
& High School site into the Hamilton County
Event Center. He is working on demolition,
engineering and site plans with a start-up in late
2014 or early 2015.
• Improvements to downtown and town
gateways would complement all the proposed
development projects.
• Sheridan does not have the executive housing
stock that other communities offer, despite a
large population of professionals working in the
county.
MUST
DO’S
CAN
DO’S
SHOULD
DO’S
• Fix drainage problems first
• Explore economic
development opportunities
along west border of
Industrial Road.
• Explore opportunities for
Ashland brownfield.
• Promote industrial park in
cooperation with the state
and Duke Energy.
• Investigate small business/
Main Street business
• Create an historic district/
Main Street revitalization
plan.
• Launch a Sheridan promotional campaign.
7
Economic Development Goal 1: Ensure there is
adequate industrial land ready for future development.
Strategies
• Filling the vacant land at Sheridan Industrial Park with
quality tenants is the first priority. The Indiana Economic
Development Corp., Indiana Office of Community and Rural
Affairs and Duke Energy are vital allies, and frequent contact
with them is crucial.
• The second priority is exploring economic development
opportunities along the west border of Industrial Road. This
land should be preserved now because growth patterns and
improvements to SR 31 will make it desirable for industrial
uses in the future.
• The Ashland brownfield site
should also be explored for
potential uses. If results from
the environmental assessment of
this 50-acre site are encouraging,
take the next steps toward
preserving it for development
(proper zoning, etc.).
7
Economic Development Goal 2: Diversify the tax
base so that homeowners account for less than 80
percent of gross assessed property values.
Strategies
• This is a goal every homeowner can support. Use the public’s
shared interest to explain why public investment is needed to
promote industrial and commercial growth.
Economic Development Goal 3: Create a downtown
tax increment finance district to raise resources for
development.
Strategies
• Until outside investors “discover” Sheridan, the town will
have to lead the way in revitalization. Sheridan Main Street
has projects lined up, but needs funding. Creating a TIF
district can help provide those
resources. (See Project Box: TIF
Districts).
• A TIF district should be in place
before any major new investments
are made downtown.
7
Economic Development Goal 4: Explore publicprivate partnerships for downtown projects.
Strategies
• Encourage plans to convert the old Adams Township
Consolidated Grade & High School site into the Hamilton
County Event Center. Work with
the developer on incentives or other
forms of cooperation.
• Seek ways to capitalize on the project
to promote downtown. For example,
sidewalks or a walking path could be
created from the old school site to
Main Street.
HOUSING
8
8
HOUSING
KEY POINTS
• Sheridan’s overall housing stock has increased by nearly 16
percent over the past decade.This rate is almost 7 percent
higher than the state growth rate.
• While Indiana has seen a small decline in home values since
2000, Sheridan has seen a significant increase in median home
values of almost 13 percent.
EXISTING CONDITIONS
Residential Land Use
This chapter begins with a brief collection of data depicting the existing housing conditions in Sheridan.
After examining the principal challenges and opportunities posed by the current Sheridan market, there is a
set of recommendations for meeting these challenges and taking advantage of identified opportunities.
Table 8.1 Sheridan Housing Data (2011)
Characteristic
Current Population
Projected Population,
2020
Total Housing Units
Occupied Housing
Owner-Occupied
Renter-Occupied
Vacant Housing Units
Median Home Value
Median Year Built
Sheridan,
2011
2,662
-
% of
Total
-
% change,
2000-2011
5.6%
-
Indiana,
2011
6,454,254
6,852,121
% of
Total
-
% change
2000-2011
5.8%
-
1,141
1,044
774
270
97
$100,200
1969
91.5%
74.1%
25.9%
8.5%
-
15.5%
12.3%
18.7%
-2.9%
67.2%
12.6%
-
2,788,797
2,472,870
1,758,192
714,678
315,927
$123,300
1972
88.7%
71.1%
28.9%
11.3%
-
9.2%
5.5%
5.1%
6.7%
-3.3%
-3.3%
-
8
HOUSING
INVENTORY AND ASSESSMENT: SINGLEFAMILY HOUSING
Most of the housing units in Sheridan are classified
as single-family. The most recent data available for
Sheridan is from the U.S. Census Bureau’s 20072011 American Community Survey (ACS). The ACS
reveals the following trends:
• Between 2000 and 2011, Sheridan’s total housing
stock increased by more than 15 percent,
growing at a slightly higher rate than the state
overall, at about 9 percent.
• At the same time, Sheridan’s population increase
of almost 6 percent was in line with the overall
state average.
• Owner-occupied units in 2011 made up about
74 percent of the total occupied housing stock.
Since 2000, Sheridan has seen a much more
rapid growth in owner-occupied units, growing
at over three times the average rate in Indiana.
• Over the past decade, inflation-adjusted home
values have been on the rise in Sheridan. The
median home value
of $100,200 in 2011
is nearly 13 percent
higher than its 2000
value. Meanwhile, the
state as a whole has
seen median home
values decline by 3
percent.
• The median year homes were built in Sheridan
was 1969, which is roughly equal to the
statewide median of 1972.
Building Permits
Building permits are generally a good indicator of
the strength of a housing market and can be a useful
benchmark for economic growth.
The number of residential building permits issued
in Sheridan has fluctuated over the past decade
(shown in Figure 8.1 on the following page). In the
years from 2001 to 2004, the number of permits
issued remained steady between 11 and 16. The
town then experienced a significant spike from 2005
to 2007, resulting in 73 new building permits. Since
that time the trend has recently remained steady
between 15 to 25 new issues each year.
Inventory and Assessment: Apartments and
Rental Units
About 23 percent of Sheridan’s population lives in
rental units, as of the 2007-2011 ACS. In comparison,
about 26 percent of Indiana residents are renters.
HOUSING
Affordable Housing Research
The National Low Income Housing Coalition
(NLIHC) conducts research on affordable housing
and produces an annual report that estimates the
cost of affordable housing by county throughout the
United States.
Two useful statistics that the NLIHC’s report
tracks are the fair market rent and the housing
wage. Briefly, the fair market rent is defined as the
40th percentile of gross rents for “typical, nonsubstandard” rental units in a given area. The housing
wage is defined as the hourly wage a household
must earn to afford an apartment at fair market
rent while spending no more than 30 percent of its
income on housing.
Put another way, fair market rent gives a sense of
how much a decent, affordable rental unit costs in a
given area, while the housing wage tells how much a
household must earn to afford such a unit.
Figure 8.1 Sheridan Residential Building
Permits by Year
8
once again, is the wage a household must make per
hour during a 40-hour work week to afford a twobedroom unit at fair market rent, which is $698 per
month in Indiana.
The housing wage in Hamilton County is $14.37,
slightly higher than that of Indiana and nearly twice
as high as the minimum wage ($7.25 per hour).
Table 8.2 shows the housing wages of selected
areas in Indiana.
Table 8.2 Housing Wage for a
Two-Bedroom (2012)
Indiana
Hamilton County
Indianapolis Metro
Bloomington
Lafayette
Kokomo
Terre Haute
Evansville
Southbend
$13.43
$14.37
$14.37
$13.92
$13.98
$12.48
$11.85
$12.85
$13.75
Source: National Low Income Housing Coalition
80
73
70
60
50
49
40
40
30
20
14
16
20
16
10
24
18
11
15
12
0
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
Source: U.S. Census Bureau
Housing Wage: Rental Units
The housing wage in Indiana for a two-bedroom unit
was $13.43 per hour in 2012. This amount,
Fair Market Rent
In Hamilton County, the median household income
of $66,900 per year (in 2012 dollars) allows for a
maximum monthly housing cost of up to $1,673,
according to the NLIHC standards mentioned
above. However, an extremely low-income
household income, which is defined as a household
earning 30 percent of the median income for a
given county and at $20,070 for Hamilton County
in particular, can afford only $502 per month for
housing.
8
HOUSING
Put another way, the fair market rent in Hamilton
County is $747 per household per month for a twobedroom unit. A single minimum wage earner, who
in Indiana can only afford a rent of $377 per month,
would need to work 79.26 hours per week to be
able to afford a two-bedroom unit in Hamilton
County. A household consisting of two minimum
wage earners would just barely be able to afford a
two-bedroom unit while each was working a 40hour week.
Apartments/
Multiple
Family Home
SingleFamily
Home
5
52
CURRENT MARKET SNAPSHOT
To get a better sense of the current housing market, we examined data from the Multiple Listing
Service (MLS) real estate listings for Sheridan in
May 2013. Tables 8.3 and 8.4 present these findings.
The tables include only properties listed in the MLS
system for Sheridan and do not include properties
listed by brokers who do not utilize the MLS.
Table 8.3 Properties for Sale (May 2013)
Manufactured/ Lots/Land
Condo/
Farm/Ranch
Mobile Home Residential Townhome/
Row Home/
CO-OP
3
28
2
8
Total
98
Source: Realtor.com, 15 May, 2013
Table 8.4 gives the breakdown of listings in Table 8.3 by price range. The majority of available units were
listed at the higher end of the price range. In fact, the largest number of properties was listed at the highest
pricing range option (greater than $200,000).
Table 8.4 Properties for Sale by Price (May 2013)
<$25k $25k$75k$100k$150k>$200k
$75k
$100k
$150k
$200k
Apartments/Multiple-Family Home
Single-Family Home
Manufactured/
Mobile Home
Lots/Land
Condo/Townhome/
Row Home/CO-OP
Farm/Ranch
Total
0
1
1
2
1
0
5
1
0
12
2
7
0
17
1
6
0
9
0
52
3
3
0
2
0
3
0
2
2
3
0
15
0
28
4
0
4
0
17
0
11
0
24
2
12
6
30
8
98
Source: Realtor.com, 15 May, 2013
Total
8
HOUSING
HOUSING TRENDS
Housing Alternatives
Having flexible housing options for low-income residents is an important element in any comprehensive
housing strategy.
According to the 2007-2011 ACS, close to half
of all Sheridan renters, at 47 percent, pay a gross
rent that is more than 30 percent of their monthly
incomes, which is the commonly accepted threshold
for housing affordability. This suggests that there is
a significant portion of renters in Sheridan (and in
Indiana) who cannot reasonably afford their housing
costs.
This figure is approximately in line with the numbers
statewide and underscores the need to ensure that
there is an adequate supply of housing for very lowincome and elderly residents.
Subsidized Housing
Alternative housing is available for low-income, disabled and elderly Sheridan residents primarily in the
form of Section 8 housing developments.
According to the Indiana Housing and Community
Development Authority website, “A project-based
Section 8 development provides rental assistance to
make affordable rental units for low-income people.
When you get help through a project-based
section 8, you have to live in that particular housing
development.”
Aside from Section 8 developments, another affordable housing option in Sheridan is the Spicewood
Garden Apartments, which are funded by LowIncome Housing Tax Credits. The property reserves
23 units for low income residents.
As shown in Table 8.5, Sheridan’s Section 8 development is made up of 10 units in Sheridan Community
Apartments.
Table 8.5 Sheridan Affordable Housing
Development
Address
City Description
Sheridan
403 S.
Sheri- 10 one-bedCommunity
California
dan
room units
Apartments
St.
Spicewood
901 Basil Sheri- 23 two-bedGarden
Lane
dan
room units
Apartments
Sources: State.in.us and Hamilton County Area Neighborhood Development
Local Housing Organizations
Sheridan is being served by Hamilton County Area
Neighborhood Development (HAND). HAND is a
local non-profit organization that aids in promoting
neighborhood revitalization and housing preservation, particularly for low- and moderate-income
residents.
8
HOUSING
PARTNERING WITH HAND
The following items are in HAND’s Strategic Plan update:
Homeowner Repair Program
HAND is in the process of developing a repair program which will benefit
homeowners with an income at or below 80 percent area median income
throughout Hamilton County.
HAND’s intent is to work with each community to determine potential
clients or neighborhoods of focus, identify funding sources and engage
volunteers as part of the revitalization effort. HAND hopes to begin its
repair program in 2014 with Sheridan as one of the key communities in which
to start.
Downtown Revitalization
HAND has been part of discussions regarding the opportunities for
revitalization in downtown Sheridan. HAND hopes to identify opportunities
to rehabilitate structures downtown in order to incorporate additional
affordable housing as well as support the existing local businesses. HAND
will be considerate and responsive to the needs of the community and work
to support and achieve the goals of the comprehensive plan.
New Construction of Affordable Rental Housing
HAND has established a presence in Sheridan with the construction of
Spicewood Garden Apartments beginning in 2009. HAND recognizes the
continued need for additional affordable rental housing for both seniors and
families in the area. HAND is working to identify additional opportunities to
build new quality affordable housing, which can be accomplished through the
expansion of Spicewood, as well as other areas within the community.
HOUSING
8
This section repeats housing-related projects from
the Sheridan Opportunities List and then elaborates
on those goals or adds items. Opportunity items
that are not detailed in this chapter will be covered
in another.
MUST
DO’S
CAN
DO’S
SHOULD
DO’S
• N/A
• Public safety and code
enforcement.
• Explore ticketing
procedures.
• It will take money/
manpower/political will.
• Expand senior housing
development.
• N/A
8
HOUSING
Housing Goal 1: Increase involvement with HAND,
encouraging and aiding them in their projects for
Sheridan.
Strategies
• Put simply, HAND has the resources and expertise that
Sheridan needs to move forward on its housing issues.
Their stated projects for the town – homeowner repair,
downtown revitalization and construction of new affordable
rental housing - are an exact match for the priorities
identified in this planning process. Until the town builds
capacity to fund its own projects, HAND will be a vital
partner.
• Be the wheel that squeaks.
Using this comprehensive
plan as a guiding document,
meet quarterly with HAND
representatives to help
drive the projects forward.
HOUSING
8
Housing Goal 2: Recognize that consistent and evenhanded enforcement of regulations is critical to
maintaining healthy neighborhoods.
Strategies
• It’s distasteful, expensive and politically dangerous, but
enforcing ordinances against unkempt or dangerously
deteriorating properties is key to revitalization. Problems
with distressed properties include trash, high grass and
security issues; occupied or partially occupied buildings
with serious violations such as no heat or broken water
pipes and no common area electricity (leading to nonfunctioning fire alarms).
• Enforcing existing regulations
is tough enough, but the town
might be able to make the job
easier – or at least clearer – by
adopting new ordinances, as
recommended in the Land Use
Chapter. Defining the rules
better will make enforcement
easier to understand and apply.
• Ticketing procedures, explained in the Land Use Chapter,
can help reduce the court expenses that are associated
with code enforcement.
8
HOUSING
Housing Goal 3: Create incentives to encourage
neighborhood investment and growth.
Strategies
• Encouragement and disincentives are needed for
neighborhood revitalization. Just using disincentives – code
enforcement – can bring complaints of heavy handed tactics.
But if the town shows its willingness to invest in core
neighborhoods, it’s in a much stronger position to demand
the same from others.
• There are some relatively low-cost programs the town can
offer, including:
• Small and Simple Grants provide neighborhoods
with the opportunity to initiate projects that require
$1,000 or less. Examples include neighborhood signs,
gatherings and brochures.
• Neighborhood Improvement Grants to pay for physical
projects that require $2,000 or more. These include
limestone monuments, flower boxes and playground
equipment.
• Neighborhood Cleanup Grants include a city staff/
resident partnership. The neighborhood organizes the
event and provides all the volunteers; the city provides
the dumpsters, Hazmat removal, chipper service, tire
disposal and safety vests.
HOUSING
8
Housing Goal 4: Select a small, core neighborhood
close to downtown as a pilot project for revitalization.
Strategies
• The first step here is to make the case for why revitalization
makes economic sense. Communities have found that if
they reinvest in their traditional neighborhoods first, they
will reduce the cost of infrastructure and services, spur
private reinvestment in the neighborhoods, reduce crime and
ultimately increase the tax base in a sustainable manner.
• The next step is getting in place
the incentives and disincentives
listed above, so that the town
has tools to work with when
undertaking neighborhood
revitalization.
• After preparing the groundwork,
the town should work with
HAND on the project, because it
would tie directly to their stated
goals for Sheridan – projects in
homeowner repair, downtown revitalization and construction
of new affordable rental housing.
NATURAL RESOURCES &
RECREATION
9
9
NATURAL RESOURCES & RECREATION
KEY POINTS
• Soil conditions and flat topography mean that Sheridan has difficulty draining water from rain.This necessitates additional
measures to ensure proper drainage for new development.
• Sheridan has a rich agricultural heritage. Measures must
be taken to ensure future prosperity does not endanger
highly productive and culturally significant farmland within
Sheridan’s planning jurisdiction.
EXISTING CONDITIONS
Topography & Geology
The land surrounding Sheridan is very similar to
most of Hamilton County; flat. There is some relief
along streams and other major drainage ways but
the predominant topographical features are generally very low relief.
Sheridan is within the Tipton Till Plain of the Central
Till Plain Region, as defined by Henry Gray in his
book Physiographic Divisions of Indiana (Gray, 2000).
This region is predominantly underlain by glacial
till deposited during the Wisconsin Glacial Period
between 10,000 and 22,000 years ago.
west. However, Sheridan is essentially split in the
middle from the northwest corner to the southeast
corner by two distinct watersheds supplying the following two water bodies:
• Symons Ditch, a tributary of the Little Cicero
Creek (northeast)
• Eagle Creek (southwest)
It is important to note that the headwaters of the
Little Cicero Creek actually begin near the northeastern corner of Sheridan, with the lower end of
the creek draining into the northwest side of Morse
Reservoir. The town is also uniquely situated at the
headwaters to the Eagle Creek – Long Branch/IrishMajor Streams and Rivers
man Run. The location of the town in relationship to
The Natural Resources Map on the following page,
shows the major natural features for Sheridan. Since these two watersheds is important because both of
proper drainage is critical for any intended land use, these creeks supply a majority of the water entering
both Morse Reservoir and Eagle Creek Reservoir,
hydrology is one of the most important natural features to understand for the town. Sheridan is within which collectively help supply more than 250,000
the Upper White River Watershed, part of the West residents with their daily water.
Fork of the White River Watershed. The major flow
of surface water in this region is northeast to south
9
SHERIDAN NATURAL RESOURCES MAP
9
This means that runoff from the town has the
potential to impact water quality on a far larger
scale than many other Indiana communities. In fact,
Little Cicero Creek was identified as one of four
high priority watersheds for reducing water quality
impairments in the 2011 Morse Reservoir/Cicero
Creek Watershed Management Plan.
There are also countless tributaries and drainage
areas providing water to the major streams and
rivers near Sheridan.
Wetlands
The Natural Resources Map also shows a
number of wetlands in and around Sheridan.
Wetlands provide valuable ecosystem services in
a number of ways. Wetlands operate as a natural
buffer for stormwater runoff, slowing the flow of
water and filtering contaminants. Wetlands also
provide valuable natural habitat to a wide variety of
plant and animal species.
Wetlands, once considered an obstacle to
development and progress, are now viewed as a
valuable natural resource to be protected. The
topography and soils around Sheridan mean that a
large number of these important natural features
exist within close proximity to the town.
A significant number of additional wetlands were
observed in surrounding Adams Township. As
Sheridan considers future development it must
make efforts to preserve and protect these nearby
wetlands.
Groundwater/Aquifers
According to IDNR, aquifers produce approximately
25 percent of all water within Hamilton County.
Sheridan sits atop the following productive aquifer
system which is also present throughout most
of Hamilton County: the Silurian and Devonian
Carbonates Aquifer System.
This system is generally capable of meeting average
small-scale domestic water usage and has a
maximum depth range in Hamilton County of 450
feet. The typical well depths over this aquifer most
commonly range from 80-240 feet deep. These wells
can usually meet the daily water needs of domestic
users and many high capacity, or industrial users
as well. The well yields typically range from 10-30
gallons per minute and can reach as high as 700
gallons per minute for reported high-capacity wells,
according to IDNR.
A recent review of the U.S. Fish and Wildlife
Service’s National Wetlands Inventory online
map (www.fws.gov/wetlands/Wetlands-Mapper.html
) showed approximately 16 classified wetlands
located within, or adjacent to, Sheridan’s planning
jurisdiction.
9
Floodplains and Flooding
Flooding in Sheridan is mostly a function of
underlying soils and flat topography. Poorly drained
soils do not allow stormwater runoff to infiltrate
into the ground, increasing overland concentrations
of stormwater during heavy rain. The flat topography
surrounding Sheridan increases the time it takes
rain water to reach drainage areas and creeks. This
combination makes localized flooding and standing
water a likely occurrence in and around Sheridan.
The two major watersheds draining Sheridan have
narrow floodways along the main creek corridors,
but there are no significant flood-prone areas
associated with these water bodies. As the town
considers future development, it is important that
provisions be made to improve the surface drainage
of new development sites to reduce the likelihood
of localized flood events and standing water.
More detailed information relating to the handling
of stormwater runoff can be found in the Utilities
Chapter of this plan.
Soils
Soils around Sheridan are predominantly Crosby,
Brookston and Patton series soils. While each of
these soil classifications has unique properties, they
are generally characterized as deep and moderatelypoor to poorly drained with slow permeability.
The poor drainage of soils in and near Sheridan
means that sites for future development must
be carefully selected and designed to allow for
appropriate site drainage.
The nature of the soils also means that lands in and
around Sheridan can be well suited for agricultural
purposes if properly drained. There are a number
of areas immediately adjacent to Sheridan which
are currently classified as prime farmland by the
U.S. Department of Agriculture. These areas include
portions of land to the northwest and northeast of
the town.
The Farmland Classification Map on page 88
shows the distribution of farmland characteristics in
and around Sheridan. The map clearly shows a large
concentration of land currently classified as prime
farmland northwest, northeast and east of Sheridan.
9
Parks and Recreation and Natural Areas
The town has a number of popular outdoor events
centered around its local park system. Many of these
events, such as Bluegrass Fever, The Harvest Moon
Festival and the farmers’ market, enjoy regional and
national attendance by large crowds. There are three
parks within Sheridan, listed below, which are also
shown on the Natural Resources Map located on
page 89:
• Veterans Park, at the northern end of Main Street.
• Community Park, just east of Main Street along Sixth Street/SR 38.
• Biddle Memorial Park, at the intersection of SR 38 and SR 47 on the southeast corner of town.
In addition to local parks, Sheridan’s residents can
also enjoy many regional parks and recreation
opportunities. In Hamilton County alone, the nearby
communities of Westfield, Carmel and Noblesville all
have large parks and recreation systems. The town is
also near Morse Reservoir, which provides boating,
swimming and fishing.
Hamilton County also has a number of county
operated parks and natural areas open to the public.
While there are currently no Hamilton County
parks within Adams Township, there are a number
of county facilities within a reasonable distance to
Sheridan including:
•
•
•
Stoops Heron Rookery, a 33-acre park approximately 10 miles east of Sheridan, just south of the Town of Arcadia.
Strawtown Koteewi Park, a 700-acre park approximately 14 miles from Sheridan, east of Cicero.
Bray Family Homestead Park, a 92-acre park approximately 7 miles east of Sheridan along SR 38, just east of US 31.
Sheridan does not have a parks and recreation
department and has no parks and recreation
master plan. Tight budgets have strained resources.
Maintenance of Sheridan’s parks, such as planting
and upkeep, are completed by volunteers.
Although money is scare, these excellent parks
are crucial to the town’s identity and quality of life.
Preserving and protecting assets such as Biddle Park
also have potential economic benefits. For instance,
Sheridan might develop the park to capitalize on
spill-over from the tremendous effort Westfield is
putting into its Grand Park.
9
FARMLAND CLASSIFICATION MAP
NATURAL RESOURCES MAP
9
9
This section repeats natural resources-related
further elaborates on those goals or creates additional items. Opportunity items that are not detailed in this chapter will be covered in another. For
example, the “fix drainage” goal is explained in more
detail the Utilities Chapter.
MUST
DO’S
CAN
DO’S
SHOULD
DO’S
• Pursue drainage problems
first!
• Improve the Symons Krause Drain.
• Pursue a 7 to10-acre
retention pond in the
northeast quadrant of
town.
• Explore opportunities for
Ashland brownfield.
• Complete a 5-year parks and
recreation master plan.
• Investigate small business/
Main Street business
• Expand Veterans Park.
• Expand Biddle Memorial Park
into a brownfield site.
• Preserve agricultural land and
rural character.
9
Natural Resources Goal 1: Continue to build upon
the success of the local parks and recreation facilities
to leverage additional future potential for the
community.
Strategies
• Complete a 5-year parks and recreation master plan for
the town. This plan should be completed and approved
according to Indiana Department of Natural Resources
guidelines to make Sheridan eligible for state grant funds
geared toward park and recreational facilities.
• Establish Sheridan Friends of the Parks, or similar nonprofit organization, to help offset the costs associated with
maintenance and upkeep of park property.
• Work with the Hamilton County Parks and Recreation
Department to identify potential opportunities to develop
future programs and facilities in Sheridan and/or Adams
Township.
• Investigate possibilities of 4-H development next to Biddle
Memorial Park.
• Develop plans for expansion of Biddle Memorial Park. One
area of potential opportunity is the Ashland brownfield.
• Develop long-term strategic plans for the continued success
and expansion of popular community events such as
Bluegrass Fever and the Harvest Moon Festival.
9
Natural Resources Goal 2: Work to protect and
enhance important natural resources.
Strategies
• Protect and preserve wetlands within Sheridan’s planning
jurisdiction by discouraging development on or near these
valuable natural resources.
• Work with partners such as
the Hamilton County Soil and
Water Conservation District
and the Indiana Department of
Natural Resources to identify
development threats to other
important natural resource
areas.
Natural Resources Goal 3: Protect and preserve
the agricultural heritage of Sheridan by taking
steps towards identifying and protecting the most
productive farmland in the region.
Strategies
• Adopt a local development policy which describes the value
of agriculture for the Sheridan community and identifies
measures relating to the appropriate development on and
around prime farmland within Sheridan’s planning jurisdiction.
9
Natural Resources Goal 4:Take proactive steps
towards reducing the impacts of local flooding on
development potential and decreasing Sheridan’s
potential impact on the regional water supply.
Strategies
• Work with organizations such as the Indiana Department of
Environmental Management, the Hamilton County Surveyors
Office and the White River Watershed Alliance to assess the
impacts of Sheridan’s runoff on regional water quality in Eagle
Creek and Morse reservoirs.
• Develop guidelines and strategies for managing Sheridan’s
runoff in a manner which reduces or
eliminates potential threats to the
regional drinking water supply.
• Assemble a steering committee to take
the results of the recently completed
comprehensive stormwater master plan
and identify appropriate stormwater
best management practices that can be
implemented immediately.
• Use results from the comprehensive
stormwater master plan to apply for
Indiana Office of Community and Rural
Affairs grants to complete key projects.
9
TRANSPORTATION
10
10
TRANSPORTATION
KEY POINTS
• Sheridan is well situated between major state and U.S.
highways. Large traffic volumes create visibility and business
opportunities, but those prospects will be diminished if
efforts are not made to attract visitors.
• SR 47 is heavily traveled and runs through the heart of
Sheridan.This corridor provides a great opportunity to
showcase the town and attract attention to historic Main
Street and the Countryside Industrial Park.
KEY ISSUES/EXISTING CONDITIONS
Major Roadways
One of the major north-south travel corridors
is U.S. 31, which is approximately 5 miles west of
Sheridan. This four-lane highway is being upgraded by
the Indiana Department of Transportation (INDOT)
to freeway standards from I-465 in Indianapolis to
SR 38.
A major interchange was recently completed at SR
38 which provides Sheridan with direct access to
this roadway.Volumes on U.S. 31 currently average
more than 25,000 vehicles per day (VPD) between
SR 38 and SR 47 and more than 30,000 VPD south
of SR 32. These volumes should increase as development moves north from Carmel and Westfield and
traffic increases due to increased efficiency.
Sheridan does not have direct interstate access
within its planning jurisdiction but lies relatively
close to I-65. This corridor sits about 16 miles west
of Sheridan along SR 47 and has interchange access.
According to INDOT data, traffic volumes on I-65
between Lebanon and Lafayette, which includes the
Sheridan interchange, averages over 35,000 VPD.
While the proximity of the interstate to Sheridan is
distant enough that the town will likely not see direct benefit from the roadway, I-65 does help generate higher traffic volumes on other major roadways
surrounding Sheridan.
10
TRANSPORTATION
The Regional Transportation Map on the
following page shows the transportation system
around Sheridan. One of these roadways, U.S. 421,
or historic Michigan Road, is just 6 miles west of
Sheridan along SR 47. U.S. 421 serves as a major
connector between Indianapolis and northern Indiana communities. This roadway averages well over
10,000 VPD just south of Sheridan through Westfield
and nearly 5,000 VPD between Westfield and Frankfort.
Major State Routes
Two roadways provide the most direct impact on
Sheridan; SR 38 and SR 47. Of these, SR 47 provides
the most direct access to both I-65 and U.S. 31. This
corridor runs east-west through Sheridan, where it
becomes 10th Street. According to INDOT, SR 47
averages approximately 3,700 VPD between I-65 and
Hamilton Avenue and volumes jump to over 5,000
VPD from Hamilton to SR 38.
The intersection of SR 47 with SR 38 is a three-way
stop where a major percentage of the traffic leaves
SR 47 to travel on SR 38 to U.S. 31 and Noblesville. SR 47 continues east from this intersection
and eventually becomes 236th Street in Noblesville.
Traffic volumes decrease significantly beyond the SR
38 intersection.
The Functional Classification Map on page 99
shows the major roadways surrounding Sheridan.
Roadway classifications are conducted by INDOT
and provide rankings based on intended level of service. Roadways with a classification of collector or
arterial are considered to be part of the state function classification systems and are eligible for state
and federal highway funds for improvements.
Rail
Sheridan does not have an active rail line. The nearest major rail line is a CSX line more than 15 miles
away on the western edge of Lebanon.
However, Sheridan does have an abandoned line
running directly through its historic downtown. The
Monon line essentially bisects the town from southeast to northwest.
This line presents real opportunities as a regional
rails-to-trails project is converting this corridor to
a multi-use recreational trail. The project begins in
Indianapolis near 10th Street and Massachusetts
Avenue and continues north through many communities until its current end in Westfield.
SR 38 is the main connection between Sheridan and
U.S. 31. The roadway is a two-lane state highway
which averages nearly 5,000 VPD between SR 47
and U.S. 31. The road continues to wind through
Sheridan along 6th Street, Main Street, and 1st
Street. Traffic on SR 38 beyond the SR 47 intersection drops significantly, with fewer than 500 VPD.
10
REGIONAL TRANSPORTATION MAP
¬
«
29
Legend
County Boundary
¬
«
Frankfort
28
Monon Trail
Functional Classification
Interstate
CLINTON
Other Principal Arterial (OPA)
Minor Arterial
Major Collector
TIPTON
Minor Collector
£
¤
421
¬
«
38
Kirklin
£
¤
31
Sheridan
¬
«
47
£
¤
52
HAMILTON
Ulen
Lebanon
¬
«
BOONE
32
Westfield
§
¦
¨
65
¬
«
39
Whitestown
Carmel
¬
«
334
¬
«
Zionsville
431
§
¦
¨
465
HENDRICKS
¬
«
267
MARION
V
0
1.5
Williams
Creek
Graphic Scale (Miles)
3
10
FUNCTIONAL CLASSIFICATION MAP
Legend
County Boundary
CLINTON
Civil Township Boundary
Corporate Limits
Potential Planning Jurisdiction
HAMILTON
Functional Class (INDOT)
Interstate
Other Principal Arterial (OPA)
Minor Arterial
Major Collector
Minor Collector
Local
¬
«
Railroad Status
38
Active
Abandoned
¬
«
47
¬
«
47
BOONE
¬
«
38
Adams Township
Washington Township
V
0
0.5
1
Graphic Scale (miles)
10
TRANSPORTATION
Plans for this corridor include making the
connection between Westfield and Sheridan, with
Sheridan eventually becoming the northern terminus
for the corridor. Sheridan recently completed a
one-mile segment of trail with volunteer labor and
donated materials.
Public Transportation / Transit
Sheridan has one public transportation option
available through Hamilton County Express,
operated by Janus Developmental Services in
Noblesville. The express provides on-demand pickup
services with 24-hour notice to county residents.
With an aging population, the town might consider
working with other service providers to offer
additional circulator or on-demand service for
Sheridan residents.
Airport
Sheridan Airport on Jerkwater Road is a privately
owned, public use airport. It opened in 1948 as a
private airport for a local business leader. It consists
of one paved runway and two grass runways. Three
multi-hangar units provide storage for small aircraft.
The airport recently hosted an annual fly-in and
drive-in event called “Wheels and Wings.” This event
allows pilots to fly in and offers visitors airplane
rides and a car show. Continued success of the
Wheels and Wings event provides opportunities
for the town to create a unique attraction. It
might also be possible for the town to utilize this
transportation resource to help boost visibility and
services to attract additional business interest to the
industrial park.
Local Roads
The following local roads are important for
maintaining efficient traffic patterns:
Lamong Road: This north-south road is on the
eastern edge of the corporate limits. There is a gap
in the roadway between E 10th Street (SR 47) and
W. 246th Street. Completing this connection could
help open up new opportunities for development on
the eastern edge of town.
Lamong Road will eventually become an important
north-south connector. The City of Westfield has
confirmed future plans to improve and extend Town
Road, which becomes Lamong Road near Sheridan.
When these improvements are complete, this
corridor will begin north of Sheridan and continue
through Hamilton County to the south until it
eventually becomes Township Line Road in Marion
County.
10
TRANSPORTATION
Main Street: The road runs between SR 47
and E. 1st Street through downtown Sheridan,
connecting residents to the new public library and
Veterans Park. Many visitors to Sheridan travel on
Main Street, making its appearance and functionality
critically important to downtown business growth.
Additional streetscape improvements, pedestrian
amenities and improved accessibility features such
crosswalks and curb ramps would complement
other recent improvements.
West Street: This road serves as the western
boundary of the Countryside Industrial Park. The
maintenance of this road is critical to providing
future truck access to the industrial park. Existing
drainage problems and pavement upgrades need to
be addressed.
Hinesley Road: This road connects to Sheridan
High School two blocks east of Main Street along
E. 1st Street. Given its connection to the school,
pedestrian access and road maintenance should be
considered a top priority to ensure student safety
and community accessibility. Installation of sidewalks
which connect the schools to the larger Sheridan
community would be a good first step toward
improving pedestrian access. This could be partially
accomplished through a Safe Routes to School grant.
The town has an opportunity to take examples from
nearby communities such as Carmel, which have
focused development around the trail corridor and
are now enjoying renewed economic vitality.
Extending the trail into Sheridan will not be without
challenges. Developing the trail further north will be
difficult due to fragmented property ownership and
discontinuous right of way. There has also been a
severe lack of local funding available to the town to
complete these types of projects.
However, the town exhibited a “can do” attitude
when volunteer labor and materials were used to
complete the one-mile-long section of the trail. The
town should work toward completing a plan for the
Monon Trail through Sheridan and use these plans
to seek funding for land acquisition and trail construction available through INDOT and the Indiana
Department of Natural Resources.
KEY OPPORTUNITIES
Rails to Trails
The Monon Rail Corridor is a huge opportunity for
Sheridan. Completing the trail connection south
to the City of Westfield will connect Sheridan to
this larger regional trail initiative, and 15.7 miles of
additional trail which have already been completed.
10
TRANSPORTATION
Complete Streets
Sheridan is a compact community with a
strong centralized downtown. However, many
residents have described a lack of connectivity
that limits their ability to walk from their home
to Main Street businesses. The town needs to
begin planning and implementing improvements
that provide better pedestrian and bicycle
access. A complete sidewalk network should
provide access for all users and encourage
a more active lifestyle. Transportation
improvements should look beyond the
automobile and include provision of facilities
for bicycles, pedestrians and mobility-challenged
individuals to have travel options beyond their
vehicles.
Gateways
High traffic volumes along SR 47 and SR 38
afford Sheridan an opportunity to showcase
the community. The town should view critical
locations around the community as a ‘welcome
mat’ for visitors and passers-by.
WORKING WITH
WESTFIELD
The most feasible short-term
option for completion of the
Monon Trail is the southern
corridor which runs from
Sheridan through Adams
Township to the Washington
Township line. The City
of Westfield has plans to
complete the Monon Trail
through its jurisdiction to
the Washington Township
line.
There is still time for
Sheridan to begin working
with Westfield to coordinate
plans to extend the trail
beyond its planned end in
Sheridan. This cooperative
effort can provide efficiencies
for both communities and
make grant funding more
attractive to state and
federal agencies.
10
TRANSPORTATION
The Gateway and Corridor Improvements
Map on page 104 shows recommended locations
for gateway improvements. Each location is an
opportunity for Sheridan to improve traffic flow
and the visual character of the roadway to convey a
sense of anticipation for visitors and draws attention
to key community attractions. In addition to local
gateway improvements, the town should consider
its proximity to U.S. 31 as an opportunity to raise
awareness of Sheridan’s presence and make it a
tourist destination. Many trucks and vehicles pass
along these highways daily and a display of Sheridan’s
attractions can offer incentive for people to spend
time and/or money in the community. These efforts
can also be aligned with regional tourism and
publicity initiatives, such as a billboard campaign, to
help reach a more distant audience.
MUST
DO’S
Improve/upgrade local roads.
•
Make sidewalk improvements and
improve connectivity.
•
Look into Safe Routes to
School Program
•
CAN
DO’S
Design development standards
for the community, especially in
priority areas such as downtown.
•
Study possibilities for improving
gateways into the town at SR 47/
SR38.
•
This section repeats transportation-related projects
from the Sheridan Opportunities List and then
elaborates on those goals or creates additional
items. Opportunity items that are not detailed
in this chapter will be covered in another. For
example, the “fix drainage goal” is explained in the
Utilities Chapter.
•
Extend Lamong Road, perhaps in
conjunction with proposed detention project.
◊ Work with the county to
develop plans/fund project.
SHOULD
DO’S
•
Improve SR 47 corridor.
•
Improve SR 47 / SR38 intersection
and create a community gateway.
•
Complete Monon Trail expansion.
◊ This could be tied with development opportunities.
◊ Look into INDOT Transportation Enhancement Funding.
10
GATEWAY AND CORRIDOR IMPROVEMENTS MAP
Legend
Jerkwater Rd
Corporate Limits
te
Lamong Rd
Hinesley Rd
246th St
38
wn
Unkno
Ro
ad
Gateway Improvements
Hudson St
Sta
Corridor Improvements
South Dr
Bailey St
Bailey St
9th St
7th St
8th St
Hudson St
Park Ave
8th St
6th St
Fanning St
5th St
Ohio St
Sheridan Ave
8th St
Hudson St
Adams St
St
Adams St
Main St
JC
Georgia St
West Rd
California St
Ave
6th St
7th St
Jarit Dr
Elm
St John St
Hamilton St
5th St
2nd St
3rd St
4th St
4th St
1st St
Tecumseh Dr
Sherman Ave
2nd St
241st St
Fanning St
Blake St
Lafayette Rd
236th St
10th St
State Road 47
Opel St
Sta
Malott St
oad
38
Mule Barn Rd
West Rd
226th St
te R
Lamong Rd
Crossbow St
11th St
Tomahawk St
Bow St
Arrowhead St
V
0
800
1,600
10
TRANSPORTATION
Transportation Goal 1: Ensure local roads are
maintained and improved in a manner which allows
for efficient local travel and provides flexibility for
future commercial and industrial development.
Strategies
• Conduct a Lamong Road extension study to consider traffic
needs, development opportunities and costs related to
corridor extension.
• Develop an implementation and funding plan for continued
improvements along Main Street. Set goals for completion
of projects to develop a complete pedestrian-friendly
streetscape environment, including continuous sidewalks,
crosswalks, street trees and lighting from SR 47 to 1st Street
and Veterans Park.
• Conduct a pavement inventory for all local roads within the
community. Use the results of the inventory to categorize
roadways based on existing pavement conditions and develop
an implementation plan to complete improvements.
• Analyze the long-term needs for West Road to continue to
provide a high level of service to Countryside Industrial Park.
Evaluate existing drainage and roadway issues and develop a
long-term strategy for completing improvements which will
enable continued use of the road by heavy truck traffic.
• Apply for Safe Routes to School funding to make
pedestrian improvements along Hinesley Road to connect
larger portions of the community to the high school and
elementary school campuses.
10
TRANSPORTATION
Transportation Goal 2: Clean up Sheridan’s gateways
and create a unique local identity through focused
gateway and corridor improvements and an increased
presence along regional travel corridors.
Strategies
• Develop a gateway improvements plan which identifies
specific traffic and visual improvements for all corridors
identified on the Gateway Improvements Map in this plan.
• Develop a plan for corridor improvements along SR 47 from
the county line to the SR 38 intersection. Identify possible
improvements which will enhance the appearance of the
corridor and will provide additional accessibility for local
residents.
• Work with INDOT to identify
funding strategies for improvements
along SR 47 and at the SR 47 and
SR 38 intersection.
• Work with county and regional
tourism officials to develop ideas
and recommendations for elevating
Sheridan’s presence along I-65 and
U.S. 31. Develop a time-specific
plan for implementation of the
recommendations.
10
TRANSPORTATION
Transportation Goal 3:Take advantage of the Monon
Rail corridor to enhance Sheridan’s regional presence
and create new development opportunities
Strategies
• Work with communities such as Indianapolis and Carmel
to learn how to leverage rails-to-trails development into
regional tourism and economic development opportunities.
• Develop a Monon Trail Development Master Plan for the
town. The plan should identify possible trail routes through
Sheridan, trail character, development opportunities and a
time-specific phased implementation strategy.
• Develop a dedicated town capital
account to accumulate funds for
the development of the Monon
Trail Master Plan and use as local
match money for available grant
funding resources.
• Leverage the Monon Trail
Development Master Plan to seek
funding for trail implementation
projects from available resources
such as the INDOT administered
Transportation Alternatives
Program and the IDNR
Recreational Trails Program.
10
TRANSPORTATION
Transportation Goal 4: Complete a comprehensive
transportation development strategy which provides
improved pedestrian and bicycle access throughout
town.
Strategies
• Complete a self-evaluation and updated ADA Transition Plan
in accordance with Federal Highway Administration and
INDOT guidelines.
• Develop local guidelines for design and installation of
sidewalk and bicycle facilities on local roads. Identify high
priority travel routes and develop a
hierarchy of implementation scenarios
for a complete sidewalk network.
• Complete a local sidewalk inventory
to identify location and condition of
existing sidewalks, identify necessary
repairs and find gaps in the local
sidewalk network. Use the results of
the inventory to develop a phased
implementation plan for completing
repairs and adding new sidewalks in
town.
UTILITIES
11
11
UTILITIES
KEY POINTS
• Utilities, or lack thereof, can have a major impact on
Sheridan’s potential. As existing utility systems reach
capacity, major upgrades will be required before the town
can welcome additional development.
• Sheridan needs to direct new development to areas of town
where existing utility infrastructure is available and able to
handle additional demand.
Introduction
The town of Sheridan operates municipal water and
wastewater utilities. As with many towns of its size,
the utilities struggle to keep utility rates affordable
while also providing a high level of service. This
balance is challenging to achieve, and means the
utilities must repeatedly defer maintenance and
repair work in order to stay within current budgets.
The town has taken many steps to upgrade utility
service, including water system upgrades and
sanitary sewer repairs. Still, more can be done to
keep the utilities in working order.
EXISTING CONDITIONS
Water System
Sheridan’s water system consists of three wells, an
elevated tank, a treatment facility and distribution
lines.
The town’s water supply is in good condition and
a third well was added in 2012. This provides the
city with two wells with strong output and allows a
lesser-performing well to be used as a backup.
The wells are on the east side of town between
2nd and 246th streets. Filters were upgraded at the
town’s water treatment facility in 2012. However, it
should be noted that the filter tanks are nearly 100
years old. While the steel is still solid, these units
will ultimately need to be replaced in the short- to
mid-term future. Average pumping from the water
treatment facility is approximately 240,000 gallons per day during normal conditions. During dry
weather, usage increases to 300,000 to 380,000 gallons per day.
The town has a 1-million gallon elevated storage
tank on the west side that was installed in the late
2000s and is in good condition. The Utilities Resource Map on page 112 provides an overview of
the water treatment system in Sheridan.
The water distribution system consists of plastic,
ductile iron and cast iron water mains. Many of the
ductile iron and cast iron mains are from the 1930s
and are in poor condition. Town maintenance staff
noted that the lines have been patched repeatedly,
UTILITIES
and lines on busy roads are especially prone to
failure due to vibrations. Repairs and patching will
be required in the short term to keep the lines in
service, but many lines do ultimately need to be
replaced.
Sanitary Sewer
Sheridan’s sanitary sewer system consists of conventional gravity sanitary sewers, lift stations and force
mains and a wastewater treatment facility.
The largest challenge for the sanitary sewer department is managing inflow and infiltration into the
system. Dry weather flows to the plant are normally 220,000 to 280,000 gallons per day. During wet
weather, peak flows routinely top 1,000,000 gallons
per day. The town’s wastewater treatment facility
is rated for a 500,000 gallon per day average, and
cannot accommodate high wet weather flows for an
extended period. This results in the town bypassing
flows into the receiving stream during wet weather.
11
This action prohibits the town from allowing any
new connections to the sanitary sewer system until
upgrades to are made.
A sewer ban can stop new housing and industry
from connecting to the plant. While the town has
not received notice that this is imminent, it is recommended that Sheridan plan on how to manage
inflow and infiltration – or expand the treatment
facility to accommodate the flows within the town’s
National Pollutant Discharge Elimination System
(NPDES) permit requirements.
The town has made notable strides to address
stormwater drainage and ponding. While it is
understood that this will not solve sanitary sewer
inflow issues, the hope is that addressing flooding
will help reduce direct inflow into sanitary sewers.
Extensive testing has been completed in recent
years, and several large sources of inflow were identified. However, subsequent repairs have not significantly reduced wet weather flows.
Of particular concern is that even the average daily
flows can be quite high during wet weather. For
three straight months in the spring of 2013, the
cumulative average daily flow exceeded the plant’s
500,000 gallon per day capacity. When a plant
exceeds 90 percent of its rated capacity, the Indiana
Department of Environmental Management (IDEM)
has the right to put the city on a “sewer ban.”
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UTILITIES RESOURCE MAP
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Legend
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Corporate Limits
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Jerkwater Rd
Platted Subdivisions
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River or Creek
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Lamong Rd
Hinesley Rd
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Hamilton County Waterwells IDNR
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Lit
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tle
C
icero!
re e k
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246th St
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Lafayette Rd
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9th St
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Adams St
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7th St
Bailey St
8th St
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6th St
Fanning St
8th St
Wastewater
Treatment Plant
Bailey St
Town
"
) Hall
Ohio St
Sheridan Ave
7th!St
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Hudson St
Adams St
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St
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J
K
State Road 47
JC
6th St
Water
Tower
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Ave
Park Ave
West Rd
5th St
3rd St
Elm
Hamilton St
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St John St
4th St
Main St
2nd St
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California St
Blake St
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Jarit Dr
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Tecumseh Dr
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241st St
Fanning St
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Sherman Ave
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Hudson St
Sta
8th St
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10th St
236th St
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Eagle Creek
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Malott St
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Opel St
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Crossbow St
11th St
Tomahawk St
Bow St
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Arrowhead St
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Mule Barn Rd
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Lamong Rd
West Rd
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226th St
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1,600
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UTILITIES
Recent work included cleaning out sanitary sewer
inlets and pipes throughout town. Many of these
structures have been silted solid for years. The
town is also working with the county to upgrade
the George Symons and William Krause Drains
(Symons-Krause Drain). This is a long- term project
that will provide a suitable outlet for stormwater
flows. Without this outlet, there will continue to be
ponding and backup into the sanitary sewer system.
As plant upgrades are considered, the town should
also address other ongoing issues. The treatment
plant operator notes that the current configuration
results in large volumes of sludge as a by-product.
Plant modifications can help alleviate this issue.
Stormwater
Stormwater infrastructure in Sheridan is in relatively
good condition but the town does experience
localized flooding during rains of one inch or more.
Many stormwater issues the town experiences
originates with the Symons-Krause Drain.
The town has been working with the Hamilton
County Drainage Board to address this problem and
a plan is being implemented to upgrade the drain.
The town has a comprehensive stormwater master
plan which was recently completed but plan
recommendations cannot be implemented until
the receiving drain (Symons-Krause) is updated.
Once Hamilton County has completed their drain
improvements, Sheridan will begin implementation
of their stormwater improvements, aided by funding
assistance through Indiana Office of Community and
Rural Affairs (OCRA) grant programs.
In addition to the upgrades mentioned above,
the town has issues with the local stormwater
infrastructure being overburdened with
sediment and debris, as cited by the Sheridan
Street Department. The department has been
systematically improving this situation by vacuuming
out the sediment and jet-cleaning the lines. Once
completed, this work will allow more of the
stormwater which falls within the community to be
efficiently transported to other locations.
More information about the conditions and
importance of Sheridan’s stormwater system can be
found in the Natural Resources Chapter of this plan.
11
UTILITIES
This section repeats utility infrastructure related
then elaborates on those goals or adds additional
items. Opportunity items that are not detailed in
this chapter will be covered in another. For example, the “promote industrial park” goal is explained
in the Economic Development Chapter.
MUST
DO’S
• Pursue drainage problems
first.
• Improve the Symons Krause Drain.
• Pursue a 7 to 10-acre
retention pond in the
northeast quadrant of
town.
• Create and follow a Sheridan
Capital Improvement Plan to
guide funding.
CAN
DO’S
• Promote Industrial Park, in
cooperation with IEDC /
OCRA.
• Work with Duke
Energy to promote the
site.
SHOULD
DO’S
• N/A
UTILITIES
11
Utilities Goal 1:Take initial steps to construct an
expansion to the town’s wastewater treatment facility
to avoid a potential sewer ban.
Strategies
• Pursue an OCRA planning grant to prepare a master plan
for sanitary sewer improvements. This could include an
evaluation of expansion options.
• Investigate the potential to construct a flow equalization
basin to address wet weather
flows.
• Proactively work with IDEM to
avoid sewer ban status.
• Pursue OCRA construction
grants for the implementation of
treatment plant upgrades.
11
UTILITIES
Utilities Goal 2: Implement phased plan to upgrade
town’s aging water mains.
Strategies
• Pursue an OCRA planning grant for water upgrades. A
single planning grant could be pursued for both water and
sanitary sewer systems. A key goal of the water plan would
be to determine recommended main replacement sizes and
create an implementation strategy.
• Consider implementing water main replacement program
with town resources. Many
towns chose to replace
several blocks of water
mains each year, using parttime help.
• Pursue OCRA
construction grants for the
implementation of larger
water main replacements.
11
UTILITIES
Utilities Goal 3:Take incremental steps toward
improving local drainage through stormwater system
improvements.
Strategies
• Continue to support and fund the cleaning of existing
stormwater catch basins and stormwater lines.
• Work with the Hamilton County Drainage Board
on establishing a near-term completion date for the
proposed Symons-Krause Drain
improvements.
• Use the completion date of
the Symons-Krause Drain
improvements to begin planning
for implementation of the recently
completed Sheridan Stormwater
Master Plan. Develop a schedule
of improvements based on local
funding availability and anticipated
OCRA funding.
• Pursue OCRA grants for
completion of high priority items
from the Sheridan Stormwater Master Plan.
IMPLEMENTATION
12
12
IMPLEMENTATION
IMPLEMENTATION
The success of this comprehensive plan is in the
hands of Sheridan’s residents - particularly its
elected and appointed officials.
Although every citizen plays a role in steering the
community’s future, it is the officials who make
the day-to-day decisions that determine what a
community looks like.
Through the visioning and comprehensive plan
processes, community leaders demonstrated
optimism for Sheridan’s future and the energy
to make it happen. This plan aims to keep the
momentum going.
Helping People Understand the Plan
To get the most out of planning, some effort is
needed to help residents understand its basic goals
and tools. Following are strategies for getting the
word out about how planning can help build the
community’s future.
• Take advantage of membership in the American
Planning Association (APA). This group publishes
a magazine, several newsletters, books and
reports on planning topics, and also hosts an
annual national conference that includes sessions
for citizen planners. For more information
consult www.planning.org.
• Take advantage of the Indiana Chapter of the
American Planning’s Indiana Citizen Planner’s
Guide free online at www.indianaplanning.org. This
publication includes several chapters that can be
used as training materials for elected officials,
plan commission members, board of zoning
appeals members, neighborhood organizations,
and citizen committees and contains information
specific to Indiana.
Training for Public Officials
It is important that elected and appointed officials
get the training they need to do the best job they
can on planning and zoning matters.
State law and even local ordinances are often
complicated. Kentucky now requires their plan
commission members to receive training in order to
serve; Indiana’s laws do not currently require that,
but training is always a good idea. The following
suggestions can assist the county in getting that
training to public officials:
12
IMPLEMENTATION
Educating the Public about Planning and
Zoning
Most citizens do not understand planning and zoning
because it is not something they encounter every
day.
After adoption of the plan, the town should make
the plan available online and at the library, as well
as consider providing training sessions for anyone
interested in how to use the plan.
Plan commission and board of zoning appeals
hearings can also be educational opportunities.
Many people in the audience have never attended
one of the meetings and don’t know what to expect.
The commission or board president can help
make the meeting more understandable by making
some remarks at the beginning, explaining what
will happen at the meeting. They can also assist
by delivering a “play-by-play” or translation of the
meeting, so that it is understandable to people in the
audience.
The commission and board can also remove much
of the mystery of why they make certain decisions
by sharing what state and/or local law criteria they
are required to consider. The criteria can be posted
on the wall, included on the back of the agenda, etc.
Having a public discussion before voting will also
help clarify why you are voting the way you do.
WHAT ADDITIONAL PLANNING IS
NEEDED?
Comprehensive plans touch on all of the major
land use elements, but they do not take the place
of technical studies for issues such as infrastructure
and roads. To complete future planning for the city,
some additional research is needed. These studies
are:
• Sheridan Strategic Plan: This document,
done correctly, might supersede the need for
many of the other plans listed below. It would
assemble the town’s “to-do” list and then give
specific instructions – timelines, budgets, responsible parties – for getting them done.
• Downtown Tax Increment Finance Study:
TIF districts can fund downtown revitalization.
To make it effective, a district should be in place
before any major new investments are made
downtown. Professional help is vital to setting
up a district correctly.
• Housing Revitalization Plan: This blueprint
can be put together using this document and
the projects proposed by Hamilton County
Area Neighborhood Development (HAND).
This low-cost study will help align priorities and
direct resources.
12
IMPLEMENTATION
• Town of Sheridan Parks Master Plan: The
town needs an overall, far-looking guide to
building upon its parks system. A parks master
plan not only sets those priorities, but makes the
town available for grants. Grants are available to
facilitate the process. Coordinate the plan with
Westfield and the county.
• Gateway Improvement Plan: Develop a
document which identifies specific traffic and
visual improvements for all corridors identified
on the Gateway Improvements Map in this plan.
• Monon Trail Development Master Plan:
The plan should identify possible trail routes
through Sheridan, trail character, development
opportunities and a time-specific phased
implementation strategy.
Key Issues / Existing Conditions
Limited Resources, Unlimited Need
A town the size of Sheridan has many costly assets
which it is responsible for maintaining. Unfortunately
for many small communities that provide their
own municipal services such as water treatment,
economies of scale do not work in their favor. In
communities such as this, a smaller local tax base
puts constant pressure on the town to allocate
resources in a responsible manner. This leaves
these communities, Sheridan included, with little
ability to fund projects beyond the basic necessities
required to operate the town. Limited resources
mean many major capital expenditures, such as
sewage treatment plant upgrades, storm sewers, and
roadway repairs, are deferred.
• Downtown Revitalization Plan: This plan
would lay the groundwork for the marketing,
landscaping and promotional efforts needed to
pump new life into downtown Sheridan.
CIP DESCRIPTION
Key Points
• A Capital Improvements Program, or CIP, can
be a valuable tool which will enable Sheridan to
plan ahead for investment in town infrastructure
improvements within the constraints of available
town budgets and anticipated grant awards.
12
IMPLEMENTATION
Deferred maintenance on critical infrastructure,
much of which is already aging beyond its functional
lifespan, means that a catastrophic failure could
happen at any time.
So, how should a town like Sheridan proceed?
One strategy employed by many communities, and
required in many states, is the completion of a
Capital Improvements Program, or CIP for short. A
CIP is a plan for funding the highest priority projects
in a manner that matches the need with available
local resources and potential grant funding sources.
The process is not simple, but at the end the
community is left with a prioritized list of projects
for a period into the future and a roadmap for how
the project will get funded.
For a community that has not previously completed
a CIP and has no established framework for
development and approval of such a plan, there
are many different approaches that can be taken.
State legislation on the development of a CIP is
very broad and thus leaves the process open for
tailoring to individual municipality needs. One of the
main outcomes which can be achieved with a CIP
is building consensus among elected officials, town
staff and public stakeholders.
This will ultimately allow the town of Sheridan to
define a project development and implementation
process which is transparent and less scrutinized on
an annual basis.
Most CIPs are developed for a 5-year time frame
and included in the annual operating budgets for the
community.
This plan has taken an important initial step on
the path to developing a CIP-type plan in Sheridan.
Through the planning process, the community has
identified its greatest needs and those needs have
been prioritized into separate lists based on their
urgency and required resources to complete.
The town can now decide to take the next step
toward having a predictable way of completing
projects by taking these needs and developing a plan,
similar to a CIP, which places emphasis on getting
the highest priority projects completed within the
predicted available funding.
12
IMPLEMENTATION
FUNDING SOURCES
A list of potential funding sources for the implementation items derived from the plan is included in the
Appendix.
Implementation Chart
This document provides years’ worth of suggestions
for projects. It can be overwhelming to think about
undertaking all the recommendations. Fortunately,
the goals can be reduced to incremental steps, as
shown in the following chart.
To get all the work done town leaders should organize local volunteers into small teams, based upon
their interests. For example, an economic development team, parks team, housing team and stormwater team. Some of these teams might have members
from existing organizations, such as HAND on the
housing team, or the redevelopment commission on
the Economic Development teams.
The following chart summarizes all of the actions
steps from the chapters. Each item is grouped under a subject category and includes a timeline. The
chart can act as a “to do” list for local leaders. For
best results it should be reviewed at least annually, perhaps at a regularly scheduled meeting of the
town council.
TOWN OF SHERIDAN - MUST DO IMPLEMENTATION TABLE
MUST DO’S
Symons - Krause Drain
7 to 10-acre Retention Pond
West Road Drainage
NEXT STEPS
Develop a long-term plan to address local flooding issues based on
anticipated Symons-Krause drain
improvements.
Work with IDNR and Hamilton
County on a development plan for
the pond and surrounding area.
Work with IDNR and Hamilton
County to formalize development
plans and coordinate design and
construction activities.
Work with Hamilton County/IDNR/
OCRA to fund a long-range land use/
economic development plan for the
area surrounding the 7 to 10-acre
retention pond.
Develop a long-term identity and
entrance plan for the Countryside
Industrial Park.
Develop a long-range plan that
details developer driven and/or TIFfunded infrastructure improvements
to the West Road corridor.
Work with OCRA to find a funding
mechanism for the implementation
of Countryside Industrial Park entrance and signage improvements.
RESPONSIBLE PARTIES
Street Department
Stormwater Board / Public Works
Economic Development Team
MUST DO’S
Overall Town Drainage
Improve / Upgrade Local Roads
Sheridan Capital Improvements
Program
NEXT STEPS
RESPONSIBLE PARTIES
Work with Hamilton County surveyors to finalize completion schedule
for Symons-Krause Drain improvements.
Develop a plan to outline funding and a timetable for incremental
improvements to the local drainage
system.
Public Works / Town Council
Develop detailed funding strategies
for the completion of recommendations in the Comprehensive Stormwater Master Plan document.
Public Works / Town Council
Work with the street department to
outline a prioritized list of deferred
roadway improvements.
Town Council
Identify local funding sources for deferred local roadway improvements.
Town Council
Develop a phased implementation
strategy for critical local road repairs
based upon predicted available town
and grant funding sources.
Street Department
Develop a local steering committee
to identify and scope major projects
for a 5-year period.
Town Council
Prioritize each of the projects identified by the local steering committee based on factors such as need,
urgency, costs & schedule.
CIP Steering Committee /
Department Staff
(cont’d)
TASK
NEXT STEPS
Develop estimated project costs
and funding sources for each of the
Sheridan Capital Improvements Pro- major projects and compare against
gram (cont’d)
available town resources. Include
estimates of anticipated local money
and grant amounts.
West Road Economic Development
Opportunities
Partner with state and county economic development organizations to
promote the Countryside Industrial
Park.
Work with state/county economic
development partners to clearly
define a public relations/promotional
campaign for the local Sheridan economic development team.
Work with OCRA to find funding for
a long-range economic development
master plan for Sheridan.
Annexation
Complete legal documents for the
annexation of SR 47 properties.
Develop long-range plans for including Lamong Road East within town
boundaries.
Work with Adams Township trustee
on a plan to establish a joint planning
and zoning agreement between the
town and township.
Work with HAND and/or Habitat
for Humanity to outline and define
Launch Maintenance / Homeowners local needs and program details.
Program
Investigate IHCDA Owner Occupied
Housing program funding for specific
local programs
RESPONSIBLE PARTY
CIP Steering Committee /
Department Staff
Economic Development Team /
Town Council
Town Council
Town Council
Housing Team / HAND
Housing Team / HAND
(cont’d)
TASK
NEXT STEPS
Develop a local task force to plan
and organize scheduled community
Launch Maintenance / Homeowners clean-up days. Recruit local organizaProgram (cont’d)
tions such as schools, churches, and
businesses to provide labor and inkind contributions to the activities.
RESPONSIBLE PARTY
Housing Team / HAND
TOWN OF SHERIDAN - CAN DO IMPLEMENTATION TABLE
TASK
NEXT STEPS
It’s distasteful, expensive and politically dangerous, but enforcing ordinances against unkempt or dangerously deteriorating properties is key
to revitalization.
Enforcing existing regulations is
tough enough, but the town might
Public Safety and Code Enforcement be able to make the job easier – or
at least clearer – by adopting new
ordinances, as recommended in the
Land Use Chapter.
Ticketing procedures, explained
in the Land Use Chapter, can help
reduce the court expenses that are
associated with code enforcement.
RESPONSIBLE PARTY
Town Council
Town Council
Town Council
Seek funding for community center
renovation
Promotion of the facility will bring
more revenue to fund capital improvements.
Town Council
Create design standards for the
community, especially in priority
areas such as downtown.
For more information, see the Land
Use chapter of this plan.
Town Council / Main Street Group
Adopt a zoning ordinance to limit
junkyard locations within the
community.
Town Council
Consider suggestions on how
to curb vandalism within the
community.
Town Council
Consider implementing an EnvironFor more information, see the Land
mental Nuisance Ordinance to keep
Sheridan safe and livable.
Town Council
TASK
NEXT STEPS
RESPONSIBLE PARTY
Update the city’s zoning ordinance.
Town Council
Update the city’s subdivision control ordinance.
Town Council
Until outside investors “discover”
Sheridan, the town will have to lead
the way in revitalization. Sheridan
Create a downtown tax increment
Main Street has projects lined up,
finance district to raise resources
but needs funding.
for development.
Creates TIF district before any
major new investments are made
downtown.
Take advantage of the Monon Rail
corridor to enhance Sheridan’s
regional presence and create new
development opportunities
Work with communities such as
Indianapolis and Carmel to learn
how to leverage rails-to-trails
development into regional tourism
and economic development opportunities.
Main Street Group
Main Street Group
Parks Team
TASK
Take advantage of the Monon Rail
corridor to enhance Sheridan’s
regional presence and create new
development opportunities (cont’d)
Protect and preserve the agricultural
heritage of Sheridan by taking steps
towards identifying and protecting
the most productive farmland in the
region.
NEXT STEPS
RESPONSIBLE PARTY
Develop a Monon Trail Development
Master Plan for the town.
Town Council / Parks Team
Develop a dedicated town capital
account to accumulate funds for
the development of the Monon Trail
Master Plan and use as local match
money for available grant funding
resources.
Leverage the Monon Trail
Development Master Plan to seek
funding for trail implementation
projects from available resources
such as the INDOT administered
Transportation Alternatives Program
and the IDNR Recreational Trails
Program.
Adopt a local development
policy which describes the value
of agriculture for the Sheridan
community and identifies measures
relating to the appropriate
development on and around prime
farmland within Sheridan’s planning
jurisdiction.
Complete a comprehensive
Complete a self-evaluation and uptransportation development strategy dated ADA Transition Plan in accorwhich provides improved pedestrian dance with Federal Highway Adminisand bicycle access throughout town.
tration and INDOT guidelines.
Town Council
Town Council
TASK
NEXT STEPS
Complete a local sidewalk inventory to identify location and
condition of existing sidewalks,
identify necessary repairs and
find gaps in the local sidewalk
network. Use the results of the
inventory to develop a phased
Complete a comprehensive
implementation plan for complettransportation development
strategy which provides improved ing repairs and adding new sidewalks in town.
pedestrian and bicycle access
throughout town. (cont’d)
Develop local guidelines for
design and installation of sidewalk and bicycle facilities on local
roads. Identify high priority travel
routes and develop a hierarchy of
implementation scenarios for a
complete sidewalk network.
Explore public-private
partnerships for downtown
projects.
Encourage plans to convert the
old Adams Township Consolidated Grade & High School site
into the Hamilton County Event
Center. Work with the developer
on incentives or other forms of
cooperation.
Seek ways to capitalize on the
project to promote downtown.
For example, sidewalks or a walking path could be created from
the old school site to Main Street.
RESPONSIBLE PARTY
Town Council
Town Council
Main Street Group
TASK
NEXT STEPS
Create incentives to encourage
neighborhood investment and
growth.
Small and Simple Grants to provide neighborhoods with the opportunity to initiate projects that
require $1,000 or less.
Neighborhood Improvement
Grants to pay for physical projects that require $2,000 or more.
Neighborhood Cleanup Grants
include a city staff/resident partnership. The neighborhood organizes the event and provides all
the volunteers; the city provides
the dumpsters, etc.
Work to protect and enhance
important natural resources.
Protect and preserve wetlands
within Sheridan’s planning jurisdiction by discouraging development
on or near these valuable natural
resources.
Work with partners such as the
Hamilton County Soil and Water
Conservation District and the
Indiana Department of Natural
Resources to identify development threats to other important
natural resource areas.
RESPONSIBLE PARTY
Town Council / Housing Team
TOWN OF SHERIDAN - SHOULD DO IMPLEMENTATION TABLE
TASK
NEXT STEPS
RESPONSIBLE PARTY
Expand Veterans Park.
Work with developer on land availability.
Pursue an OCRA planning grant to
prepare a master plan for sanitary
sewer improvements. This could
include an evaluation of expansion
options.
Take initial steps to construct an
Investigate the potential to construct
expansion to the town’s wastewater a flow equalization basin to address
treatment facility to avoid a potential
wet weather flows.
sewer ban.
Proactively work with IDEM to avoid
sewer ban status.
Pursue OCRA construction grants
for the implementation of treatment
plant upgrades.
Study feasibility of upper-story housing on Main Street.
Create an historic district / Main
Street revitalization plan.
Town Council
Town Council
Town Council
Town Council
Housing Team / HAND / Main Street
Group
Apply for OCRA funding for revitalization plan.
Town Council /
Main Street Group
TASK
Take proactive steps toward reducing the impacts of local flooding on development potential and
decreasing Sheridan’s potential impact on the regional water supply.
NEXT STEPS
Work with organizations such
as the Indiana Department of
Environmental Management, the
Hamilton County Surveyors Office
and the White River Watershed
Alliance to assess the impacts of
Sheridan’s runoff on regional water
quality in Eagle Creek and Morse
reservoirs.
Develop guidelines and strategies
for managing Sheridan’s runoff
in a manner which reduces or
eliminates potential threats to the
regional drinking water supply.
Town Council / Stormwater Team
Assemble a team to take the
results of the recently completed comprehensive stormwater master plan and identify
appropriate stormwater best
management practices that can
be implemented immediately.
Use results from the comprehensive stormwater master
plan to apply for OCRA grants
to complete key projects.
Town Council / Stormwater Team /
OCRA
Complete a 5-Year parks and recreation master plan
Establish Sheridan Friends of
the Parks, or similar non-profit
Continue to build upon the
organization.
success of the local parks and
recreation facilities to leverage
Establish a parks oversight comadditional future potential for the
mittee or a parks and recrecommunity.
ation board to make decisions
related to the funding, maintenance and programming of
Sheridan’s park resources.
RESPONSIBLE PARTY
TASK
NEXT STEPS
Develop plans for expansion of
Biddle Memorial Park. One area of
potential opportunity is the Ashland
brownfield, in which the 50-acre side
with preliminary environmental assessment is underway.
Investigate possibilities of 4-H
development next to Biddle
Memorial Park.
Continue to build upon the success
of the local parks and recreation
Work with the Hamilton County
facilities to leverage additional future Parks and Recreation Department
potential for the community. (cont’d)
to identify potential opportunities
to develop future programs and
facilities in Sheridan and/or Adams
Township.
Develop long-term strategic plans
for the continued success and expansion of popular community events
such as Bluegrass Fever and the
Harvest Moon Festival.
Ensure local roads are maintained
and improved in a manner which
allows for efficient local travel and
provides flexibility for future commercial and industrial development.
Conduct a Lamong Road extension study to consider traffic needs,
development opportunities and costs
related to corridor extension.
Develop an implementation and
funding plan for continued improvements along Main Street. Set goals
for completion of projects to develop a complete pedestrian-friendly
streetscape environment, including
continuous sidewalks, crosswalks,
street trees and lighting from SR 47
to 1st Street and Veterans Park.
RESPONSIBLE PARTY
Town Council / Parks Team / City of
Westfield / Hamilton County Parks
and Recreation Department
Town Council
TASK
NEXT STEPS
Ensure local roads are maintained
and improved in a manner which
allows for efficient local travel and
provides flexibility for future commercial and industrial development.
(cont’d)
Conduct a pavement inventory for
all local roads within the community.
Use the results of the inventory to
categorize roadways based on existing pavement conditions and develop
an implementation plan to complete
improvements.
Analyze the long-term needs for
West Road to continue to provide a
high level of service to Countryside
Industrial Park. Evaluate existing
drainage and roadway issues and
develop a long-term strategy for
completing improvements which will
enable continued use of the road by
heavy truck traffic.
Develop a gateway improvements
plan which identifies specific traffic and visual improvements for all
corridors identified on the Gateway
Improvements Map in this plan.
Develop a plan for corridor improveClean up Sheridan’s gateways and
ments along SR 47 from the county
create a unique local identity through line to the SR 38 intersection. Idenfocused gateway and corridor im- tify possible improvements which
provements and an increased pres- will enhance the appearance of the
ence along regional travel corridors. corridor and will provide additional
accessibility for local residents.
Work with INDOT to identify funding strategies for improvements
along SR 47 and at the SR 47 and SR
38 intersection. Look into INDOT
Transportation Enhancement funding.
RESPONSIBLE PARTY
Town Council
Town Council
Town Council
Town Council
Town Council / INDOT
TASK
NEXT STEPS
RESPONSIBLE PARTY
Clean up Sheridan’s gateways and
create a unique local identity through
focused gateway and corridor improvements and an increased presence along regional travel corridors.
(cont’d)
Work with county and regional
tourism officials to develop ideas
and recommendations for elevating
Sheridan’s presence along I-65 and
U.S. 31. Develop a time-specific plan
for implementation of the recommendations.
Town Council / Economic
Development Team / County
Officials
Implement phased plan to upgrade
town’s aging water mains.
Pursue an OCRA planning grant for
water upgrades. A single planning
grant could be pursued for both
water and sanitary sewer systems. A
key goal of the water plan would be
to determine recommended main
replacement size and implementation
strategy.
Consider implementing water main
replacement program with town
resources. Many towns chose to
replace several blocks of water mains
each year, using part-time help.
Pursue OCRA construction grants
for the implementation of larger
water main replacements.
Town Council
Town Council
Town Council
APPENDIX
13
13
APPENDIX
APPENDIX
TABLE OF CONTENTS
Demographic Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .140 - 166
Steering Committee Meeting Summaries . . . . . . . . . . . . . . . . . . . . . . . . 167 - 188
Public Meeting Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .189 - 194
Funding Sources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 195 - 199
Public Survey Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .200 - 208
Town Council Resolution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 209 - 210
APPENDIX: DEMOGRAPHIC PROFILE
13
_______________________________________
Demographic Profile:
Town of Sheridan, Indiana
Introduction & Note on Sources
The purpose of a demographic report is to give elected officials, community leaders, and
ordinary citizens a snapshot of the main demographic features of their community—the
trajectory of population growth through time, the age and income distribution of the
community as well as the proportion of individuals living below the poverty line, the
educational attainment and unemployment rates within the community, and so forth. Ideally,
such information enables leaders to make informed decisions and to craft policies according to
the best information available. The information contained in this report should be thought of as
a tool to aid in the decision-making process as Sheridan leaders and community members
consider the many important issues facing their community moving forward.
Most of the demographic data available for Sheridan in January of 2013 come from the U.S.
Census Bureau. The Census Bureau conducts its official U.S. population census every ten years,
the most recent having been taken in April of 2010. The Census Bureau also conducts yearly
surveys for areas with a population greater than 65,000, but for areas like Sheridan that have a
population of less than 20,000, the Census combines multiple surveys from a five-year period.
The latter, called the American Community Survey, is also a major source of information for this
report.
Additional sources include the U.S. Bureau of Labor Statistics, the Bureau of Economic Analysis,
the Indiana Department of Education, the National Low Income Housing Authority, and the
Indiana Business Research Center. In some instances, information specifically on Sheridan was
unavailable; in such cases, we collected information on Hamilton County instead. In every
instance, we used the most up-to-date and specific data available.
13
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Population
Sheridan has seen modest—and at times halting—growth over much of the past century,
though there has been a noticeable uptick in the growth rate since 1990. Figure 4.1 shows
U.S. Census counts of Sheridan’s population for each decade going back to 1920. Over the
seven decade stretch between 1920 and 1990, Sheridan grew by a mere 16 percent. Over the
same period, Indiana’s population more than doubled and the U.S. population nearly tripled.
Since
1990, however, Sheridan’s population grew by more than 30 percent, as the greater
Indianapolis metropolitan area began rapidly expanding outward beginning in the 1990s,
sparking significant growth throughout Hamilton County.
The most recent data available from the Indiana Business Research Center (IBRC) indicate that
Sheridan’s 2011 population reached 2,744, making it the 46th fastest growing town or city in
Indiana (out of a total of more 600 towns and cities in the state), growing by more than two
percent between July 2010 and July 2011 alone.
Source: STATS Indiana; Indiana Business Research Center
The IBRC also publishes county-level population projections going several decades into the future
using a statistical model that extrapolates future growth based on the age and sex of the
13
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population, fertility, mortality, and migration rates. Figure 4.2 shows these projections in fiveyear increments for Hamilton County going up to 2050. According to the IBRC’s forecast,
Hamilton County is expected to grow quite rapidly in the coming years, averaging about 25
percent growth per decade over the next 40 years and doubling in size by 2050. The same
model projects that Indiana as a whole will only grow by about 15 percent over the same
period, meaning that Hamilton County is expected to grow nearly seven times faster than the
state as a whole.
Age
In terms of Sheridan’s age distribution—which plots the percentage of the total population
falling into different age groups—Sheridan roughly mirrors the statewide average, though there
are some noteworthy differences. Figure 4.3 compares the proportion of Indiana’s population
(represented by the blue bars) with the proportion of the Sheridan’s population (represented
by the red bars) falling into different age groups.
Two key differences between Sheridan and Indiana stand out: the proportion of individuals
under the age of 15 is smaller in Sheridan than in Indiana by about four percent and the
proportion of the Sheridan population that is retirement aged (65+) is about two percent higher
in Sheridan than at the state level. While these differences may seem slight, they imply that the
proportion of Sheridan’s population that is working aged (roughly 16 to 65) is about six percent
lower than the state average. This means that Sheridan could see a slightly smaller than average
cohort of new retirees in coming years, along with a larger than average cohort of working aged
adults.
13
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Source: U.S. Census Bureau, 2007-2011 American Community Survey
13
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Again, while town-level data are unavailable, Figure 4.4 shows the IBRC’s estimates of future
median ages in Hamilton County and Indiana up to 2050, which should give an approximate sense
of how the populations as a whole are aging. (Note: the median age in a population is the
“middle” age, where half of the population is younger and half of the population older). Both
medians are trending upward, though Hamilton County’s is doing so at a faster rate than
Indiana’s, indicating that Hamilton County is aging faster than Indiana. By 2035, Hamilton
County’s median age is expected to surpass the state median, and by 2050—the last year for
which projections are available—the median age in Hamilton County is expected to be 2.6 years
greater than the state median.
According to the 2007-2011 American Community Survey, Sheridan’s current median age is
34.7 years, compared to the current state median of about 36.8. The data from Figure 4.4,
above, suggests that Sheridan will likely see a smaller cohort of retirees in the next few years;
however, there are several scenarios in which this trend may not hold in the longer term. For
instance, substantial in-migration of elderly retirees seeking comparatively less expensive
housing in close proximity to Carmel, Noblesville, and Indianapolis could result in an older
overall population. Likewise, the exceptional growth seen in recent years in nearby Carmel,
Westfield, and especially Fishers could spread to Sheridan, possibly resulting in a much older
population than might be suggested by a cursory look at the current population median.
13
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School Enrollment
Figure 4.5 shows Indiana Department of Education (IDOE) enrollment statistics for Sheridan
Community Schools over the past five school years. Enrollment has remained more or less
steady during the five-year period, ranging from a maximum of 1,163 during the 2007-2008
school year to a minimum of 1,117 in 2009-2010. Since 2007, enrollment has declined by about
four percent, though this represents a decline of only 44 students.
Source: Indiana Department of Education
Figure 4.6 shows the percentage change in enrollment by individual school during the same
time period. Sheridan Elementary and High Schools both experienced modest declines in
enrollment of less than two percent, while Sheridan Middle School experienced a more
substantial decline
of 11.3 percent.
13
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Figures 4.7a and 4.7b (on the following page) both show the distribution of Sheridan’s
population aged 25 and older by education level in comparison to statewide statistics. Figure
4.7a reveals that there are nearly five percent more Sheridan residents without a high school
degree (diploma or G.E.D.) than at the state level and, on the other end of the spectrum,
nearly five percent fewer with a Bachelor’s degree and more than six percent fewer with a
graduate or professional degree.
Less than high
school degree
High school
graduate
(includes
equivalency)
Some college, no
degree
Indiana
Associate's
degree
Bachelor's
degree
1.7%
8.1%
9.6%
14.6%
6.3%
7.5%
27.0%
20.6%
37.2%
18.2%
13.3%
35.8%
Figure 4.7a. Educational Attainment (20072011)
Graduate or
professional
degree
Sheridan
Sources: U.S. Census Bureau, 2007-2011 American Community Survey
Figure 4.7b shows the educational attainment levels by minimum degree type (high school
degree versus bachelor’s degree) over a span of two decades from 1990 to 2010. As indicated in
Figure 4.7a, Sheridan has tended to lag behind state education levels over the last twenty years,
though it has seen marked improvements since the 1990 census. The percentage of Sheridan
residents with at least a high school degree has jumped by more than 15 percent since 1990,
when nearly a third of the population were not high school graduates. Similarly, the percentage
of Sheridan residents with at least a bachelor’s degree has climbed by six percent since 1990,
though in this category Sheridan still trails the state average by more than 11 percent.
13
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Figure 4.7b. Educational Attainment (19902011)
1990
2007-2011
High School Graduate or Higher
1990
2000
11.4%
15.9%
19.4%
5.3%
15.6%
2000
22.7%
Sheridan
81.8%
86.6%
84.1%
82.1%
66.5%
75.6%
Indiana
2007-2011
Bachelor's Degree of Higher
Sources: U.S. Census Bureau (1990 & 2000), 2007-10 American Community Survey
Finally, Figure 4.8 shows the graduation rates by four year cohorts for Indiana and Sheridan
Community Schools for the 2006-07 through the 2010-11 school years. Graduation rates for
both Sheridan and Indiana can differ significantly from one year to the next, as is evident in the
thirteen percent increase in Sheridan graduation rates from the 2007-2008 to 2008-2009 school
years, followed by a six percent decrease just two years later. On average, Indiana graduated
just over 81 percent of each cohort during the years examined, while Sheridan Community
Schools fared slightly better, graduating 82 percent of each cohort on average.
13
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Poverty
A brief note on poverty rates: Poverty rates track the percentage of individuals who are at or
below the poverty threshold (or poverty line). The poverty threshold is an income amount
determined by the Census Bureau as necessary for a family of a given size to meet its minimum
basic needs. While adjustments are made according to the size and age of family members, the
same thresholds are used throughout the United States and do not vary geographically. This
means that they do not take differences in the cost of living between different regions into
account, which in turn means that they could potentially over- or under-estimate the number of
people living in poverty in a particular area.
Figure 4.9 shows the percentage of individuals falling below the poverty threshold in Sheridan,
Hamilton County, and Indiana over a two-decade period. A common theme is that poverty
dropped slightly for all three areas from 1990 to 2000 and spiked between 2000 and 2007-2011
as the economic downturn set in. Though Sheridan’s most current poverty rate estimate of 9.3
percent is better than the statewide rate of 14.1 percent, it still trails the Hamilton County
poverty rate by nearly 5 percent and is about 3.5 percent higher than the 2000 figure.
Sources: U.S. Census Bureau (1990 & 2000); 2007-2011 American Community Survey
13
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Another measure of the relative affluence or poverty of a region is the number
of students who are served free or reduced lunches in public schools. The
percentage of students receiving this aid in Indiana and Sheridan Community
Schools is shown in Figure 4.10. As was suggested by the overall poverty figures
above, Sheridan fares better than the statewide average, with eleven percent
fewer children on free lunch than the state average and about the same
percentage on reduced lunch.
13
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Income
Figure 4.11 shows the change in median household income in Sheridan and Indiana from 1990
to the 2007-2011 ACS in real (inflation-adjusted) dollars. The pattern shown here is a familiar
one seen around the country, with real incomes rising during the 1990s and declining in the
2000s following the Great Recession. In Sheridan’s case, the real median household income rose
by 23 percent between 1990 and 2000 before declining by about two percent between 2000 and
2007-2011. The relatively slight decline in the 2000s following such marked growth in median
income in the 1990s suggests that with respect to income, Sheridan has not felt the economic
pain of the downturn to the same extent as the rest of the state. Whereas Sheridan’s median
income grew by about 20 percent over the two decades examined here after adjusting for
inflation, the statewide median actually declined by more than 7.3 percent.
*In 2012 dollars. Calculated using the Bureau of Labor Statistics’ CPI Inflation Calculator
According to the Bureau of Labor Statistics’ Consumer Price Index, inflation has averaged about
2.6 percent per year since 1990, which in many places has had the effect of eroding household
income faster than wages have increased. Such has been the case in the state of Indiana as a
whole, which has saw a decline in household income of nearly $4,000 between the 1990 census
and the 2007-2011 ACS, once adjustments for inflation are made. Fortunately, the median
Sheridan household has seen a real net gain in incomes of about $9,000 since the 1990s.
13
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Employment
Figure 4.12 shows that, as with the rest of Indiana, the major industries in Sheridan (by
percentage of the population employed) are manufacturing; retail trade; and educational
services, healthcare, and social assistance. Nearly a fifth of all employees in Sheridan work in
education, health, and social assistance, which collectively constitute the largest industry
category, while about 15 percent work in retail, the second largest industry. Manufacturing is
the third largest industry, although the proportion of workers employed in manufacturing in
Sheridan is about five percent less than the proportion employed at the state level.
Construction, arts and entertainment, other services, and public administration are the next
three largest industries, each employing between five and eight percent of the population.
13
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Figure 4.13 shows the top ten private sector employers in Hamilton County. The range in size
is large, from 2,500 employed by Sallie Mae to 500 employed by Indiana Mills &
Manufacturing.
Figure 4.13:
Top Ten Employers in Hamilton County
Company
Location
# of Employees
Sallie Mae
Fishers
2,500
CNO Financial Group
Carmel
1,750
Liberty Mutual
Carmel
1,200
The Capital Group
Carmel
1,000
RCI
Carmel
900
Firestone
Carmel
825
Noblesville
800
Midwest ISO
Carmel
700
Roche Diagnostics
Fishers
600
Westfield
500
SMC Corporation
Indiana Mills & Mfg., Inc.
Source: Hamilton County Alliance
13
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Figure 4.14 gives a more detailed breakdown of employment and industry data for Hamilton
County from the U.S. Bureau of Economic Analysis. It shows the earnings of each industry (in
millions of dollars), the number of jobs in each industry, and the average earnings of each job in
2011. The average annual salary of Hamilton County’s 175,173 jobs was $46,845, and the total
annual earnings in all industries added up to about $8.2 billion. The largest industry in the
county by earnings was finance and insurance, which earned nearly $1.1 billion in 2011,
followed by professional and technical services ($1 billion), health care and social assistance
($875 million), and government and government enterprises ($733). Industries with the highest
average earnings include utilities ($153,837), management ($102,662), and forestry and fishing
($116,601, though it should be noted that this industry accounts for only 0.1 percent of total
county employment). Industries with the lowest average earnings include arts and
entertainment ($14, 261), real estate and rental leasing ($20,119), and educational services
($18,106).
Figure 4.14 Employment & Earnings by Industry (NAICS) in 2011
Industry
Earnings
($000)
% in
Hamilton
County
Avg.
Earnings
Per Job
% in
Hamilton
County
Jobs
Farm
$34,315
0.4%
$48,536
707
0.4%
Forestry, fishing, etc.
$21,338
0.3%
$116,601
183
0.1%
Mining
$13,430
0.2%
$37,099
362
0.2%
Utilities
$151,068
1.8%
$153,837
982
0.6%
Construction
$540,549
6.6%
$58,960
9,168
5.2%
Manufacturing
$409,288
5.0%
$69,336
5,903
3.4%
Wholesale Trade
$645,609
7.9%
$82,086
7,865
4.5%
Retail Trade
Trans. and
warehousing
$583,204
7.1%
$30,964
18,835
10.8%
$79,119
1.0%
$37,730
2,097
1.2%
Information
Finance and
insurance
Real Estate and
rental and leasing
Professional,
technical services
$243,865
3.0%
$62,933
3,875
2.2%
$1,082,835
13.2%
$58,681
18,453
10.5%
$290,882
3.5%
$20,119
14,458
8.3%
$1,001,153
12.2%
$62,737
15,958
9.1%
Management of
companies,
enterprises
Administrative and
waste services
Educational services
Health care, social
assistance
Arts, entertainment,
and recreation
Accommodation and
food services
Other services, exc.
public admin.
Gov. and gov.
enterprises
$233,247
2.8%
$102,662
2,272
1.3%
$558,524
6.8%
$40,514
13,786
7.9%
$64,384
0.8%
$18,106
3,556
2.0%
$875,140
10.7%
$51,160
17,106
9.8%
$75,952
0.9%
$14,261
5,326
3.0%
$242,363
3.0%
$20,550
11,794
6.7%
$326,747
4.0%
$35,687
9,156
5.2%
$733,025
8.9%
$54,986
13,331
7.6%
Source: STATS Indiana; U.S. Bureau of Economic Analysis
13
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Commuting
Figure 4.15 shows the number of persons who live in Hamilton County but commute to
another county or state for work, compared to the number of persons who commute in. In
each of the years shown, there tends to be more than twice as many people commuting out of
the county as there are commuting into it, which means that it is a net exporter of labor.
According to the Indiana Department of Revenue (based on IT-40 tax returns), about a third of
Hamilton County’s implied resident labor force—that is, those who live in Hamilton County and
are employed—commutes outside the county for work. The vast majority of these commuters
(50,518) work in Marion County. Others work primarily in Madison (1,496), Howard (1,235), and
Boone (1,172) counties.
Commuters into Hamilton County come primarily from Marion County (12,479), though
Madison (4,502), Boone (1,964), Hancock (1,691), and Hendricks (1,527) counties also
contribute. Commuters from outside Hamilton County make up about 19 percent of the total
number of people who work within the county.
Source: STATS Indiana
13
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Housing
Figure 4.16 shows the median, inflation-adjusted home values for both Indiana and Sheridan
from 1990 to 2007-2011. Similar to household income, the median home values at the state
and town levels spiked from 1990 to 2000 (rising by 58 percent in Sheridan) and declined from
2000 to 2007-2011 (falling by 15 percent). Despite this recent decline, it is still evident that the
longer-term trend in home values—both in Sheridan and in Indiana—is upward. And there is
good reason to believe that the housing market is already on the mend, as numerous media
outlets, citing indicators such as the S&P / Case-Shiller U.S. National Home Price Index, began
reporting during the summer of 2012 that home prices were once again rising, albeit at a slow
rate.
*In 2012 dollars. Calculated using the Bureau of Labor Statistics’ CPI Inflation Calculator
As of the 2007-2011 ACS, there were 1,141 housing units in Sheridan. Figure 4.17 shows the
percentage of these units that are owner-occupied, renter-occupied, and vacant. Sheridan
departs slightly from statewide averages in having slightly lower vacancy and rental rates, and a
five percent higher homeownership rate.
13
_____________________________________________________________________________________________________
The National Low Income Housing Coalition (NLIHC) conducts research on affordable housing
and, among other things, produces an annual report that estimates the cost of affordable
housing by county throughout the U.S. Two useful statistics that the NLIHC’s report tracks are
the Fair Market Rent and the Housing Wage. Briefly, the Fair Market Rent is defined as the 40th
percentile of gross rents for “typical, non-substandard” rental units in a given area; the Housing
Wage is defined as the hourly wage a household must earn to afford an apartment at Fair
Market Rent while spending no more than 30% of its income on housing. Put another way, Fair
Market Rent gives us a sense of how much a decent, affordable rental unit costs in a given area,
while the Housing Wage tells us how much a household must earn to afford such a unit.
The Housing Wage in Indiana for a two-bedroom unit was $13.43 per hour in 2012. This
amount, once again, is the wage a household must make per hour during a 40 hour work week
to afford a two-bedroom unit at Fair Market Rent, which is $698 per month in Indiana. The
Housing Wage in Hamilton County is $14.37, slightly higher than that of Indiana and nearly
twice as high as the minimum wage ($7.25 per hour). Figure 4.18 shows the housing wages of
selected areas in Indiana.
Figure 4.18 Housing Wage for a Two-Bedroom (2012)
Indiana
$13.43
Hamilton County
$14.37
Indianapolis Metro Area
$14.37
Bloomington
$13.92
Lafayette
$13.98
Kokomo
$12.48
Terre Haute
$11.85
Evansville
$12.85
South Bend
$13.75
Source: National Low Income Housing Coalition
13
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In Hamilton County, the median household income of $66,900 per year (in 2012 dollars) allows
for a maximum monthly housing cost of up to $1,673, according to the NLIHC standards
mentioned above. However, an extremely low-income household income, which is defined as a
household earning 30% of the median income for a given county and as $20,070 for Hamilton
County in particular, can afford only $502 per month for housing.
Put another way, the Fair Market Rent in Hamilton County is $747 per household per month for
a two-bedroom unit. A single minimum wage earner, who in Indiana can only afford a rent of
$377 per month, would need to work 79.26 hours per week to be able to afford a two-bedroom
unit in Hamilton County; a household consisting of two minimum wage earners would just
barely be able to afford a two-bedroom unit while each working a 40 hour week.
Another measure of housing growth is the number of building permits issued per year. As Figure
4.19 indicates, Hamilton County saw a rapid decline in the number of residential building
permits issued per year from 2005 to 2010. This decline is consistent with the state- and nationwide patterns of declining growth in residential construction since the mid-2000s.
Figure 4.19 Hamilton County Residential Building Permits
2005
2006
2007
2008
2009
2010
2011
4,276
3,895
2,996
2,244
2,182
1,975
1,891
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Hamilton County Comparisons
The following series of figures show how Sheridan compares to other Hamilton County towns
and cities on a number of important demographic characteristics and how Hamilton County
compares to other Indianapolis metropolitan counties. Figure 4.20 shows that although
Sheridan has experienced modest growth since 1990, it has largely been overshadowed by the
spectacular growth seen in cities like Fishers and Westfield. Incidentally, Arcadia and Atlanta
each contracted by about five percent in the 2000s.
Source: STATS Indiana, Indiana Business Research Center
13
_______________________________________________________________________________
Figure 4.21 shows the population growth rates in the past two decades for each of the counties
surrounding the Indianapolis metropolitan area. As can be seen, Hamilton County has been the
fastest growing county by a wide margin in the greater Indianapolis metropolitan region for the
past 20 years.
Figure 4.21 Population Growth by County (1990-2010)
80.0%
67.7%
70.0%
60.0%
50.3%
50.0%
19.3%
3.3%
0.0%
21.7%
26.4%
10.0%
7.8%
2.3%
20.0%
20.9%
22.8%
30.0%
30.8%
21.2%
37.5%
39.7%
40.0%
% Change (1990-2000)
% Change (2000-2010)
13
_______________________________________________________________________________
Figures 22 and 23 show the median home values and median household incomes for the 20072011 period for Hamilton County communities. In reviewing these two statistics in particular, it
is important to keep in mind that places like Carmel, Westfield, Fishers, and Noblesville are
exceptional compared to statewide statistics, and even in some cases nationwide statistics.
$201,300
$100,200
$169,500
$210,400
$152,300
$100,000
$100,400
$291,100
Figure 22. Hamilton County Median Home Value by Place*
*In 2011 dollars
Source: U.S. Census Bureau; 2007-2011 American Community Survey
*In 2011 dollars
$86,054
$50,921
$92,347
$54,217
$56,071
$44,091
$70,484
Median Household Income by Place*
$106,071
Figure 23.
13
_______________________________________________________________________________
Finally, Figure 24 shows a comparison of educational attainment among Hamilton County
towns and cities. Again, many of the communities in Hamilton County tend to be exceptional by
state and national standards, particularly in terms of the portion of each place’s population
with a bachelor’s degree or higher.
84.9%
8.9%
97.5%
66.7%
90.0%
24.4%
98.2%
61.6%
94.8%
46.4%
81.8%
11.4%
96.5%
53.2%
Hamilton County Educational Attainment by Place
84.3%
9.2%
Figure 24.
Arcadia
Atlanta
Carmel
Cicero
Fishers
Noblesville
Sheridan
Westfield
Percent high school graduate or higher
Percent bachelor's degree or higher
13
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Adams Township Comparisons
Adams Township encompasses more than 48 square miles and is located in the northwest
corner of Hamilton County. According to the 2007-2011 ACS, Adams Township’s population is
4,922, which implies that just less than half of the township’s population resides outside of the
Sheridan town limits.
Figure 25 compares the household income distributions of Sheridan and Adams Township. It is
noteworthy that about 18 percent of Adams Township households earn $100,000 or more in a
year, compared to only about eight percent of Sheridan households. Moreover, the township
median household income of $57,323 per year is about 10 percent higher than the median
income in Sheridan. These figures point to the fact that more high earners in Adams Township
reside outside of Sheridan.
0.5%
1.9%
1.6%
0.9%
15.1%
6.3%
17.3%
16.1%
24.9%
21.9%
Household Income
14.0%
16.4%
12.0%
10.1%
12.6%
7.7%
6.8%
7.1%
3.9%
2.8%
Figure 25.
Less than $10,000 $15,000 $25,000 $35,000 $50,000 $75,000 $100,000 $150,000 $200,000
$10,000
to
to
to
to
to
to
to
to
or more
$14,999 $24,999 $34,999 $49,999 $74,999 $99,999 $149,999 $199,999
Sheridan
Adams Township
Source: 2007-2011 American Community Survey
13
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Figure 26 compares the levels of educational attainment in Sheridan and Adams Township.
While the distributions look very similar, a marked difference between the two is that a typical
Adams Township resident is more likely to have completed high school and is somewhat more
likely to have a graduate or professional degree than a typical Sheridan resident.
Less than 9th
grade
9th to 12th
grade, no
diploma
High school Some college, Associate's
no degree
degree
graduate
(includes
equivalency)
Sheridan
Adams Township
Bachelor's
degree
5.5%
1.7%
9.8%
9.6%
7.3%
27.1%
6.3%
9.8%
12.6%
2.8%
5.6%
27.0%
37.7%
37.2%
Figure 26.
Graduate or
professional
degree
13
______________________________________________________________________________
Finally, Figure 27 compares the distributions of home values in Sheridan and Adams Township.
As with the other indicators considered, Adams Township as a whole is in a considerably better
position than Sheridan. More than a fifth of Adams Township homes are valued at more than
$150,000, compared to just over 14 percent in Sheridan, and the township median home value
of $134, 425 (in 2012 dollars) is nearly 30 percent greater than the Sheridan median.
0.0%
0.0%
3.9%
0.0%
0.9%
0.0%
12.7%
3.4%
18.0%
35.6%
11.1%
8.7%
12.1%
20.2%
35.7%
37.7%
Figure 27. Home Values
Less than $50,000 to $100,000 to $150,000 to $200,000 to $300,000 to $500,000 to $1,000,000
$50,000
$99,999
$149,999 $199,999 $299,999 $499,999 $999,999
or more
Sheridan
Adams Township
STEERING COMMITTEE MEETING # 1 SUMMARY
Town of Sheridan Comprehensive Plan  January 23, 2013  Town Hall
Attendees:
Name
Brenda Bush
Tom Cain
Parvin Gillim
Tina
Henderson
Ron Stone
Craig Wallace
Position
Council Member
Chamber of Commerce
Grant Administrator
Email
[email protected]
[email protected]
[email protected]
[email protected]
Phone
317-758-5845
317-258-5293
317-697-6722
317-984-8639
Community Member
Economic Development Comm.
President
[email protected]
[email protected]
317-758-5170
317-695-2853
Consultants: Scott Burgins (SDG), Cory Daly (HWC), Rex Dillinger (HWC), and Catie Kosinski (SDG)
I. Introduction
Scott Burgins, Project Manager at Strategic Development Group, welcomed everyone to the first
steering committee meeting for the Sheridan Comprehensive Plan. He said the community is off to a
good start and that this CFF planning grant from OCRA sets the town up for future construction grants.
Planning grants are typically for 12 months, but we hope to have a draft ready in 7-9 months which will
allow ample time for the approval process. The plan commission will need to approve the
comprehensive plan before the town council. Scott asked each steering committee member to give a
brief introduction.
Craig Wallace is a new town council member and president of the economic development commission.
He is the fourth generation in the family to run a grain business that produces mostly horse feed. He
lives just outside of the Sheridan town limits in Washington Township. He said he looks forward to
working with the town council to shape the direction of the town’s future.
Brenda Bush is a town council member. She previously worked at the Indiana Department of Commerce
and has experience with planning and resource development. She currently works as the Renewal
Specialist for the Sheridan Historical Society and worked on the restoration of Boxley Cabin. She raised
money for the OCRA grant match funds and said that Sheridan has many opportunities for partnerships
and regionalization. The town’s annual Blue Grass Fever event has a growing out-of-town audience and
2 Grammy award winning groups performing later this year. In addition, Sheridan has already had a
great turnout at Sharon Canaday’s visioning process in late 2012; an estimated 80 people participated in
the visioning exercise in December. Brenda hopes that this plan starts people looking at Sheridan in a
different way.
1
Ron Stone is a lifelong Sheridan resident who is retired from working as a teacher and in education
administration. He is president of the Sheridan Historical Society and on the Alumni Association.
Tom Cain is Sheridan’s Building Commissioner.
Parvin Gillim is a member of Sheridan’s Chamber of Commerce and owner of Main Architects, which has
its office in town. He said he was drawn to Sheridan because of it was a small town with an airport
nearby. His home is close to the airport.
II. Completed
Meeting summaries, draft reports, and other project information will be posted on the project website:
http://www.sdg.us/sheridan-comprehensive-plan/.
III. To Do
At the meeting, Brenda provided hard copies of several previous plans for Sheridan. The consultants still
need to schedule a tour of the town.
IV. Fundamentals of a Comp Plan
Scott briefly discussed the fundamentals of a comprehensive plan. He said that we’ll be looking for ideas
right off the bat. The plan will look ahead 20 years, but we like to get things started now. In essence, a
community’s comp plan answers the questions what do you want to change and what do you want to
protect. Our team – SDG and HWC – specialize in realistic solutions to everyday problems. The
comprehensive plan will not be legally binding like the zoning code, but it can recommend changes to
the zoning code. As the planning process continues we will want to widen the group of stakeholders.
Scott asked the steering committee members to share any concerns they have about the comprehensive
plan. The group’s concerns are included below:
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The planning group is small.
We need more public participation.
We need to attract younger people to participate in the process.
The plan needs to be flexible enough to change over 20 years.
Sheridan is on the brink of change and growth.
We should include someone from Adams Township on the steering committee.
There are some naysayers in town who think you’re wasting your time and would prefer no
planning.
There are always people who are okay with the status quo.
Some people may get resentful of community changes that force them to change.
We need to show that planning allows for greater local control.
Either we change, or are forced to change or die.
2
The steering committee members also shared their hopes for the planning process which included:
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Continue the dialogue to integrate the different interest “pods” of Sheridan. These include the
historical pod, commercial/industrial pod, and the SR 38 and SR47 intersection pod.
Determine the feasibility for cultural center study.
Promote the community’s infrastructure such as the nearby airport.
Right now people have to commute to work, but there could be more job opportunities in
Sheridan.
Identify 3 projects for Sheridan to use on an application for a Stellar Communities grant in the
future.
V. Review Public Survey Draft
Scott reviewed the draft public survey and explained that this template aims to be broad in scope. The
survey will be posted online and print copies made available for distribution through town. Sometimes
communities want to know something more specific through the survey. Cory Daly added that handing
these out to people and personally inviting them to meetings improves planning participation.
Scott said that we can target certain populations such as young people or professionals in focus groups.
Brenda explained that Sheridan recently completed a visioning process with Sharon Canaday of Ball
State University. The results of the visioning process will be available soon. Scott said that there was no
need to do the visioning exercise planned for this meeting.
In light of the town’s recent visioning exercise, the steering committee may want to shorten and target
survey questions based on projects as they develop. We can make sure that the survey uses words that
community members will understand.
VI. Review Demographic Profile
Catie Kosinski reviewed the draft demographic profile of Sheridan with the steering committee. She
explained that such reports can never provide a complete picture of a community, but it is how many
outsiders see Sheridan. When businesses scout out new locations or potential residents consider where
to move, statistical data often provides the first glimpse of a community for better or worse.
Overall, Sheridan’s statistical indicators are mostly positive, especially when compared with other
Indiana communities. Sheridan’s population grew 16 percent between 1920 and 1990, but it’s grown by
30 percent since 1990. Hamilton County is expected to grow nearly 7 times father than the state by
2050, so Sheridan can expect to feel more growth pressures. In addition, Sheridan’s population is aging.
The town has a higher proportion of individuals that are retirement aged than the state.
Recent data from the Indiana Department of Education show a slightly declining school enrollment for
Sheridan Community Schools. However, this could be due to the increasing number of charter schools.
3
Estimates of educational attainment levels in Sheridan suggest that the town has a lower proportion of
adults (25+) with Associate’s degrees or higher. The steering committee expressed interest in knowing
the educational attainment in Adams Township since many professionals live outside of the town’s
corporate limits. The local school corporation was viewed as an asset for the community. The
demographic profile will be revised to show township data, especially with regards to educational
attainment, employment and income.
Although Sheridan’s poverty rates are lower than the state average, they are higher than in Hamilton
County overall. Steering committee members expressed concern at the high percent (29%) of students
receiving free lunches, which is another measure of relative poverty. Brenda provided some statistics
about Sheridan being economically distressed especially with regard to school-age children. We will
review these and revised the demographic profile as needed.
VII.
Critical Sub Areas
Cory Daly, of HWC Engineering, led the steering committee through a discussion of critical sub areas in
and around Sheridan. These are neighborhoods and intersections that may need more attention in the
new comprehensive plan. The following bulleted items were discussed as possible critical sub areas in
Sheridan:
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Businesses and industrial park on the west side of town
Sheridan’s most vibrant commercial area is Main Street
o Protect Main Street’s ambiance
o Restaurants have already started to migrate out of the downtown core (i.e. Red Onion
and Stewart’s)
o Downtown has lost its “foodie” status
Monon corridor
o Right-of-way was sold to an individual and reverted back to property owner
o Spicewood Gardens is a retirement community along the Monon corridor
o Improve visibility and parking
o Monon Trail from Sheridan to Westfield is in progress
o Hamilton County parks department is trying to buy the right-of-way of the trail through
Sheridan
Maple Run neighborhood still has approximately 130 lots available with 120 lots finished
Lomong Road connector
o Provide access to get around Sheridan
Emphasize Sheridan’s agribusiness sector
o Potential for equine riding trail around the town in the township
o There are boarding stables and training stables just outside of Sheridan’s town limits
o Watering and feeding stations along a trail
Drainage is a problem in town
o The town experienced severe floods in 2011
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o The Krause Drain is in need of repair
o Discussion of creating a 20 acre retention pond
Discuss possibility of merging with Adams Township
o County and town zoning ordinances are more in alignment now
o Discuss tax rate issues
Regional efforts
o Northern tier of Hamilton County is an emerging market
o Reynold’s, a major employer in Sheridan, is moving operations to along SR 31
Transportation improvements
o County looked at widening old SR 47
Sheridan is the first community in Hamilton County to have an industrial park with shovel-ready
designation. With the current economic climate, people are more willing to cooperate. The plan wants
to build on this intergovernmental cooperation and continue building trust.
VIII. What’s Next
Steering Committee Meeting #2: Wednesday, February 20th at 10:30 am
5
Town of Sheridan Comprehensive Plan  February 20, 2013  Town Hall
Attendees:
Name
Brenda Bush
Tom Cain
Parvin Gillim
Ron Stone
Position
Council Member
Chamber of Commerce
Community Member
Email
[email protected]
[email protected]
[email protected]
[email protected]
Phone
317-758-5845
317-258-5293
317-697-6722
317-758-5170
Consultants: Scott Burgins (SDG), Cory Whitesell (HWC), and Catie Kosinski (SDG)
I. Updates
Since the first steering committee meeting, Sheridan has discovered some drainage issues and is
meeting with Banning Engineering about possible solutions. Tom Cain explained that the town is
considering two options – one that costs $4.3 million and another that is $800,000 for the county to
regulate drainage. The town is working closely with Hamilton County Commissioner Mark Heirbrandt
who also serves on the sewer board.
Tom explained that the town also found sanitary sewer problems. Problems have been discovered with
old combination sewers behind the Daily Grind and along other Main Street businesses. An 8” storm
sewer has collapsed. The town completed a study of sewer and water issues four years ago. Currently,
sewer and surface water are connected and they should not be. Cory Whitesell, an engineer at HWC,
said that many communities are struggling with failed combined sewer systems. The town does not have
a capital improvement plan. Unresolved sewer and water infrastructure problems limit the town’s
capacity for growth.
Another development is the proposition to relocate Hamilton County 4-H from Noblesville to an area
east of Biddle Memorial Park near Sheridan. This area would complement 4-H activities. Land values in
Noblesville are high and prime for business expansion. Sheridan supports the idea of 4-H relocating
nearby.
Since the last meeting, Brenda Bush met with Dax Norton, the new director of OCRA, to discuss
opportunities for Sheridan’s future development. One possibility is using TIF for the Main Street district.
The town’s existing Redevelopment Commission is not very active, and the town is running out of
manpower. Brenda has asked the town’s attorney if the Economic Development Commission can also
serve as the Redevelopment Commission. One hurdle to this potential revenue stream is that the town
needs a prospect to create a TIF district.
Sheridan’s downtown is in immediate need of assistance. The town’s high water table has created
flooding problems in historic buildings that are now fighting rotted joists. This is a costly problem for
many property owners to fix even with the assistance of façade enhancement grants. Many historic
buildings are at a critical stage and may be lost without immediate intervention.
II. Revised Demographic Profile
Catie Kosinski reviewed some additional demographic comparisons between Sheridan and other
Hamilton County communities and Adams Township. Sheridan’s population growth since 1990 has been
overshadowed by the spectacular growth seen in other cities like Fishers and Westfield. Median home
values and household incomes in Carmel, Westfield, and Fishers have been exceptional compared to
statewide statistics. The median household income in Adams Township is about 10 percent higher than
in Sheridan. Education attainment levels are higher in Adams Township than in Sheridan especially with
regard to graduate or professional degrees. Similarly, home values in Adams Township tend to be higher
than in Sheridan.
Right now Sheridan is the only incorporated community in Adams Township, but Westfield is inching
closer. People do not like to hear the word annexation because of taxes, but other communities have
annexed township areas without raising taxes. For instance, Zionsville annexed two townships that
continued to pay township rates. Sheridan updated its zoning ordinances a few years ago to align them
with the county’s ordinances. This comprehensive plan may want to explore the possibility of a merger
between Sheridan and Adams Township.
III. Mapping Exercise
Cory led the steering committee through an exercise to develop some land use priorities.
The first part of the exercise asked people to indicate on a map the most unattractive place in Sheridan.
Their answers are included below:
• Lamong Road:
o The road does not connect as intended.
o Sheridan owns the right-of-way but the county designed this as a two-lane road with a
median.
o It could potentially serve as a major artery in the north part of Hamilton County.
o The county rezoned the area through there to commercial. The potential for
development is high.
o Some stakeholders are meeting on March 8 to discuss creating a marketing group to
represent the northern tier of Hamilton County.
• Housing on the west side of Sheridan looks rundown.
• The west entrance into Sheridan heading east on S.R. 47 needs to be improved.
• The intersection of S.R. 47 and Main Street needs to be more defined.
The second part of the exercise asked the steering committee to indicate on a map the most attractive
place in Sheridan. Their answers are included below:
• The farmland north of town could be a park.
• All of the town’s parks are nice.
• The potential of a 40-acre lake would address drainage and improve the community’s livability.
• Potential for 4-H grounds to be relocated near Biddle Memorial Park.
• Potential for golf course in lands south of town.
• New venues for the bluegrass festival.
Finally, steering committee members were asked to share what places they consider to have the
greatest potential as future opportunity areas. Their answers are included below:
• Complete the Monon Trail through town. The county is buying the right-of-way.
• Adding designated horse-friendly trails and paths around the town.
• Corporate land available near potential lake front.
• Hamilton County Conference Center in old Sheridan High School.
• Grand Park is 2.5 miles south of Sheridan and could potentially bring hotels to the area.
In conclusion, Sheridan has an obvious niche for recreation and trails with its many community parks.
Sheridan offers a small town alternative to Westfield but can take advantage of growth nearby.
IV. Vision & Development Principles
Sheridan completed a community-wide visioning exercise in 2012. The comprehensive plan can expand
that vision with specific, bold statements for future development. These development principles provide
guidance to decision-makers about land use issues.
For example, the community can have a development principle about public investment. In nearly all
cases, public investment precedes private investment; the free market alone will not provide the type of
development consistent with the town’s vision. Scott noted that the town needs a capital improvement
plan. Brenda explained that the community is debt-averse and prefers common sense to manage
obligations sensibly. Development is a community asset so it is reasonable for the town to have
development standards to guide community growth. One possible development principle may be:
Averse to debt, the town recognizes the need to make public investments to trigger private investments.
Tom said that parking downtown is a problem during the day. Enforcing two-hour parking on Main
Street is an option. Another solution is public education about parking. People who live above stores
could be required to park behind their buildings.
Parvin Gillim suggested that the town designate neighborhood areas to create a sense of identity. This
might encourage people to take more pride in maintaining the condition of their neighborhoods and
homes.
V. Public Input
The town has received several forms from people interested in volunteering in the planning process. We
will use this list as the basis for inviting people to focus groups. In addition, we will hold a public forum
so that the entire community feels welcome to participate in the process.
VI. What’s Next
Focus Groups: Wednesday, March 13th at Town Hall
• 4 pm – Housing/Neighborhoods
• 5 pm – Economic Development/Downtown
• 6 pm – Public Facilities/Parks
• 7 pm – Transportation/Infrastructure
Steering Committee Meeting #3: Wednesday, April 10th at 3:30 pm at Town Hall
Public Forum: Wednesday, April 10th at Sheridan Public Library
Town of Sheridan Comprehensive Plan  April 10, 2013  Town Hall
Attendees:
Name
Brenda Bush
Tom Cain
Parvin Gillim
David Kinkead
Ron Stone
Craig Wallace
Position
Town Council Member
Chamber of Commerce
Town Council President
Community Member
Economic Development Commissioner
Email
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
Phone
317-758-5845
317-258-5293
317-697-6722
317-519-3722
317-758-5170
317-758-4434
Consultants: Scott Burgins (SDG), Rex Dillinger (HWC), Cory Whitesell (HWC), and Catie Kosinski (SDG)
I. Updates
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Steering committee meeting #2 summary posted online
Focus groups held
A distillery may be coming to town
II. Summary of Focus Groups
Catie reviewed the notes from the four focus groups held on March 13, 2013 at Sheridan Town Hall.
Sheridan’s median home values were discussed during the Housing/Neighborhoods focus group. More
recent figures place the town’s median home value much lower than census estimates from the
American Community Survey, which averages five years of historical data. An Open Market Analysis for
the last 12 months in Sheridan show that the average price of homes sold is $67,000.
The steering committee suggested that the following changes be made to the Public Facilities/Parks
summary: Sheridan does not own the Monon Trail right-of-way through town.
The committee members noted that Adams Township is the only township in Hamilton County without
a county park or facility.
The comprehensive plan will explore funding opportunities for creating a master park plan. The Sheridan
Town Council manages Sheridan Community Park and Veterans Park and does not have a separate park
board. Biddle Memorial Park is managed by a private board, but the Town of Sheridan owns the park
land. Cory noted that Indiana DNR provides a master park plan example for “anytown” that local
municipalities and park boards can use as a guide. See http://www.in.gov/dnr/outdoor/2603.htm for
more information on park planning.
1
III. Exercise: Plan Priorities
Scott noted that several problems have arisen in Sheridan during the planning process, including
expensive infrastructure work. Rather than let these issues bog down the plan, Scott wants to keep the
ball rolling with small successes that can be achieved at little to no cost.
The comprehensive plan will include a recommendation to create a Capital Improvement Plan (CIP) for
the town, which will give the community a tool to address problems over time.
Prioritizing Sheridan’s projects is the first step in focusing comprehensive plan efforts and forming a CIP.
Cory led the steering committee through an exercise to distinguish projects as either Must Dos, Can Dos,
or Should Dos.
Must Dos: Issues/projects that need to be addressed, either because they are emergencies or because
they are an impediment to progress
 Sidewalk extension between Veteran’s Park to the school
 William Krause Drain Improvements
o Have to get water out of town
 Address drainage problems/40-acre detention pond (“lake”)
 Public safety
o “sometimes we have to turn left before we turn right”
 West Road closure due to drainage problem
o Need to get rid of the water
o Goes along side of the east side of the industrial park
o Economic development issue
 Annex north side of SR 47 corridor commercial expansion
Can Dos: Issues/projects that can be addressed now with minimal investment but may require political
will
 Code enforcement
o Requires political will
o Money for court cases
o Building commissioner cannot issue tickets
 This could be changed
o Potential for community collaboration
 Community Center upgrades and renovation
o Wiring issues are being addressed
o New windows were put in three years ago
o More renovations and capital investments are needed
o Needs roof work
o Parking lot also needs improving
o Cost of estimated work: $25,000 – $50,000
2
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o Adaptive reuse plan – could turn into municipal center
Explore/established design/historic standards
Housing and neighborhood revitalization
o Can go along with code enforcement
Biddle park expansion (brownfield)
o Town already owns the property
4-H development next to Biddle Memorial Park
o Sensitive politically
o Need to have conversations with county and Noblesville
Ashland brownfield
o Doing brownfields assessment in collaboration with Noblesville
o Possible location for golf course
Industrial Park promotion
o Waiting on state (IEDC to OCRA) and Duke Energy
Should Dos: Opportunities that Sheridan may be able to take advantage of that may require investment
 Veteran’s Park Expansion
o Events possibility/land availability makes easier
 Housing Development North of Veteran’s Park
o Tied to park expansion
o Opportunity to work with a developer
 Lamong Road extension
o Tied with drainage solution
o Could happen at same time if county helps
 Historic District/Main Street Revitalization
o Explore plan to preserve downtown
 SR 47 Corridor Improvements/cleanup
 SR 47/SR 38 community gateways
 Main Street/SR 47 gateway/roundabout
 Monon Trail Expansion
 Monon Trail Gap Completion
o Tie in with developers
 Sheridan PR/promotional campaign
o Hinges on other improvements
The steering committee did not finish this exercise before it dismissed to prepare for the public forum.
Scott assigned the committee to review the rest of the list before the next meeting.
IV. Review Draft Chapter
The meeting packet included the Community Character draft chapter for review. However, the meeting
adjourned before the draft was discussed.
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V. What’s Next
Steering Committee Meeting #4: Thursday, May 9th at 3:30 pm at Town Hall
4
STEERING COMMITTEE MEETING #4 SUMMARY
Town of Sheridan Comprehensive Plan • May 9th, 2013
Attendees:
Name
Position
Email
Phone
Brenda Bush
Town Council Member [email protected] 317-758-5845
Parvin Gillim
Chamber of Commerce [email protected]
317-697-6722
Tom Cain
Building Commissioner [email protected]
317-258-5293
David Kinkead
Town Council President [email protected]
317-519-3722
Ron Stone
Community Member
[email protected]
317-758-5170
Consultants: Scott Burgins (SDG), Cory Daly (HWC), Rex Dillinger (HWC), and Claire Linnemeier (SDG)
I.
II.
Updates
•
•
Public Meeting notes posted online, held public meeting.
Bluegrass Festival and Harvest Moon Festival coming up.
Exercise : Plan Priorities
Cory Daly introduced part two of the “Can Do, Must Do & Should Do” exercise. Committee
members stated that the town is considering appraising some land for a lake as a possible
solution to their drainage problem.
To begin, the committee members brought up some basic ideas on what can be done. Some
ideas were a stronger code enforcement, neighborhood revitalization, clean up and
community action days, expansion of parks and 4H development.
Next, the committee referred to the list of problems in Sheridan and went through the
exercise.
•
•
Must Dos: Issues/projects that need to be addressed, either because they are
emergencies or because they are an impediment to progress.
o 5-Year Parks and Recreation Master Plan
o Housing improvements maintenance/homeowners assistance program
o Small business/main street business incentives
o Rental property upkeep/code enforcement
o Sidewalk improvement
 Safe Routes to Schools
o Drainage Problems
o Local road upgrades/improvements
Can Dos: Issues/projects that can be addressed now with minimal investment but
may require logistics and political will.
o Senior housing development expansion
o Design/development
•
III.
IV.
Should Dos: Opportunities that Sheridan may be able to take advantage of that may
require investment.
o Bluegrass Fever Festival promotion & growth (with Harvest Moon Festival)
o SR47/SR38 intersection improvement
o Sheridan schools improvement
o Mental/physical health issues
o Main Street upper floor housing (in time)
o Agricultural land preservation
o Improve gateways
Review Draft Chapters
The committee members and consultants briefly reviewed the “Community Character”
and the public survey results. Scott Burgins asked that if the members saw any issues
with the content in the chapters to contact him directly.
What’s Next
Committee members and consultants agreed to meet sometime in the following month.
STEERING COMMITTEE MEETING # 5 AGENDA
Town of Sheridan Comprehensive Plan • August 20th, 2013
Attendees:
Name
Brenda Bush
Ron Stone
David Kinkead
Cory Daly
Parvin Gillim
Craig Wallace
I.
Email
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
Phone
317-758-5845
317-758-5170
317-519-3722
N/A
317-697-6722
317-695-2853
Review: Draft Chapters
•
•
•
•
•
II.
Position
Town Council Member
Community Member
Town Council President
HWC-consultant
Chamber of Commerce
Commission President
Community Character
Housing
o Formal relationship with HAND as housing Authority
o Oak housing North of Sheridan
 AL7
Natural resources
o Body of water – higher end housing?
o Watershed in between two resources
o Soil not conducive to drainage; but great for farming
o Wetlandspossible cultural resources-bad for development
 Not parks & recreation department
 Hamilton County Parks – Invest
o Westfield – Embellished Fields
 Grant filed –WARM up diamonds
Transportation
o 47 – county upgrading it up to 31 – widening
o SR 47 – INDOT roadway
o West Road  “Ally” property owners very narrow
Review: Opportunities List
•
Must Do
o William Krause Drain
 On the table – 5 year plan this Fall through Curryville
o 40 – Acre Retention Pond
 FOLLOW UP
o West road Drainage
 County, then town maintenance, Articulate Argument
•
•
o Launch Maintenance/ Homeowners Program
 HAND, Time
 Pilot Program (targeted areas)
 Neighborhood (mix) South end of Main – (7th to 10th)
o West road Economic Development Opportunities
 (industrial Park)
 Do we need a sign? YES!
 UJLI; the State
 (Tim Monger) county
Can Do
Should Do
III.
Exercise Simple CIP
• Simple CID - SB
IV.
Discussion: Land Use Chapter
•
•
V.
Annexation of Adams township
Code Enforcement
What’s Next
•
•
•
•
Sept. 24: Steering Committee meeting 6 (review final document)
Nov. 7: Special meeting of the plan commission & public hearing
Nov. 22: Present to the town council for adoption
Nov. 30: Deadline to submit to OCRA
Contact Information
o Scott Burgins, SDG, 800-939-2449, [email protected]
o Cory Daly, Hwc, 317-347-3663, [email protected]
o Rex Dillinger, HWC, [email protected]
o Claire Linnemeier, SDG, 800-939-2449, [email protected]
o Website: http://www.sdg.us/sheridan-comprehensive-plan/
STEERING COMMITTEE MEETING # 6 AGENDA
Town of Sheridan Comprehensive Plan  Sept. 10, 2013
I.
Land Use:
•
Questions for Westfield
o Where do they see residential growth? 3 years? 10 years?
o Where are they extending infrastructure?
o What about road repairs or extensions?
o Area with lake?
o What are their annexation plans?
o What will land closer to Sheridan be zoned?
•
•
Any zoning changes required by opportunities?
Chapter notes
II.
Review: Simple CIP
III.
What’s Next
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

Nov. 7: Plan commission & public hearing
Nov. 14: Present to the town council for adoption
Nov. 29: Deadline to submit to OCRA
Contact Information
o Scott Burgins, SDG, 800-939-2449, [email protected]
o Cory Daly, HWC, 317-347-3663, [email protected]
o Rex Dillinger, HWC, [email protected]
o Claire Linnemeier, SDG, 800-939-2449, [email protected]
o Website: http://www.sdg.us/sheridan-comprehensive-plan/
Land Use Notes
The Message
Growth is coming.
Let’s fix our main infrastructure issues with a planned, realistic Simple CIP.
Let’s build our capacity to do more in the future.
Let’s prepare for what people will want:
• Nice homes
• Nice neighborhoods
• Nice downtown
Planning Jurisdiction
The town controls the 2-mile fringe for planning.
There was never a referendum on annexing Adams Township. Many years ago, a former
plan commission turned down an opportunity to provide planning for Adams Township.
Likely Areas for Growth
Residential growth is most likely to the north or east.
About 480 acres on the east side has been zoned PUD for residential growth.
Developers have plans for the property but it will need another water tower and sewer
upgrade to accommodate large-scale growth.
April 10, 2013 Public Meeting #1: Land Use Exercise Results Summary
Town of Sheridan Comprehensive Plan  May 9, 2013
Attendees at the April 10, 2013 Comprehensive Plan Public meeting were divided into three groups and
asked to participate in a visioning exercise which will help the Steering Committee and the Consulting
Team develop a greater understanding of the existing conditions and public opinion of the Town. For the
exercise, each participant was given a map depicting an aerial photo and the major transportation
features of the town. Each group was asked to consider and mark/circle the areas of town representing
the following characteristics:
•
•
•
The area of Sheridan that the individual thought was currently most ATTRACTIVE,
The area of Sheridan that the individual thought was currently most UNATTRACTIVE,
The area of Sheridan that the individual thought currently has the most FUTURE OPPORTUNITY.
Each person was given a few minutes to mark these areas on their maps and then share their
thoughts/ideas with the group. The facilitator for each group kept notes and marked areas on a large
map. The combined results of this exercise are summarized below.
Attractive Areas
 Biddle Park – The setting, scenery, and activities (x 2)
 Veteran's Park – The setting and the landscape
 Sense of Community kindness
 Spicewood gardens
 Downtown/Main Street – historic character and recent improvement efforts (x4)
 Architectural history of Main Street – The Historic character
 The existing neighborhood past the Elementary School
 The new library – includes the new building and the portion of Town surrounding the Library and
Veteran’s Park (x3)
 The School campus – in general all of Sheridan’s school campuses were viewed as attractive (x2)
 Maple Run subdivision
 New west neighborhoods
Unattractive Areas
 Main Street – Buildings in need of repair, road condition (x2)
 Main street – Condition of the road
 Appearance of gateways/entrances into Town, all major intersections (individual intersections also
noted below)
 SR 38 and 10th St. intersection
 SR 38 corridor from west
 SR 38 and Main St intersection
 SR 38 and Hamilton intersection
 SR 38 and SR 47 intersection
 SR 47 corridor (appearance of commercial, residential, trash, etc.) (x4)
 SR 47 across from West neighborhood, appearance of the entire area
 SR 47 and Hamilton
 Appearance of neighborhoods/housing in general
 Neighborhood area around Sheridan and 7th




Sheridan Estates neighborhood
Mobile home park at SR 47 and Park
Old Adams Elementary School site
Area from Cora - 9th and Main - Georgia
Areas of Future Opportunity
 Lamong Road extension (x2)
 intersection improvements at Lamong Road & SR 38 and Lamong Road & 10th St. (x2)
 Main Street commercial/economic development and facades (x2)
 Land north of Veteran's Park
 2nd Street and Hamilton intersection
 New/improved commercial development at SR 47 and Arrow
 Proposed detention project/40 acre lake
 Biddle park - maximize woodlands
 Maple Run expansion - more businesses/restaurants
 SR 47 to Main Street corridor
 Monon Trail expansion - continue northwest and south to Westfield (x2)
 Community history/history tourism - underground railroad
 High speed internet & high tech infrastructure expansion
 Industrial park promotion/expansion
 Land availability for development
 Garden club
 Farmer's market – move location to Community Park
 Land behind library
 Main St. and 6th St.
 East and west gateways
 SR47 and California
Town of Sheridan
Comprehensive Plan
Public Forum
Wednesday April 10 6-8 PM
Sheridan Public Library
Share your priorities
for Sheridan’s future!
Contact: Catie Kosinski at [email protected] or 800-939-2449 or
Brenda Bush at [email protected] or 317-758-5845
APPENDIX: FUNDING SOURCES
13
________________________________________________________________________________________________________________________________________________________________
Funding Sources
A list of potential funding sources for implementing the Sheridan Comprehensive Plan is shown
below.
FUNDING TYPE
FINANCING
ADMINISTERED
BY:
WHO QUALIFIES
FUNDING TO BE USED FOR
Incorporated
cities/towns,
counties,
sanitary/conservatio
n or regional
sewer/water districts
Private & Not-forprofit facilities are
eligible only for
DW SRF loans
Planning/design/constructio
n of Treatment plant
improvements W ater line
extensions W ater storage
facilities W etland protection
and restoration; On-site
sewage disposal; BMP for
ag & stormwater; Riparian
Buffers & Conservation;
W ellhead Protection
Planning/design/constructio
n of Treatment plant
improvements Sewer line
extensions to unsewered
Combined sewer overflow
corrections
State
Revolving Loan
Fund (SRF)
low-interest
(2.7-3.95%)
loans, 20-year
term Note: An
additional .50%
reduction may
be permitted if
a non-pointsource project
is financed
along with a
point source
project.
Indiana
Finance
Authority SRF
Small Issue
Loan Program
low-interest;
10-year term
up to
$150,000;
reduced
closing costs
no cost SRF
PER review
Indiana
Finance
Authority
SRF-eligible
communities
Any project addressing
existing pollution
abatement: W astewater,
Drinking W ater Non-point
source
Indiana
Finance
Authority
Municipalities,
political
subdivisions,
privately owned
Community W ater
Systems and nonprofit Nontransient
Noncommunity
W ater System Must
serve less than
10,000 residents
Construction of Treatment
Facilities (Precipitate
Process, Adsorption
Processes, Ion Exchange
Processes, Membrane
Filtration, Point of Use
Devices) Planning & design
Activities System
Consolidation System
Restructuring
Arsenic
Remediation
Grant Program
Grant Program
13
________________________________________________________________________________________________________________________________________________________________
FUNDING TYPE
FINANCING
Rural
Community
Assistance
Partnership
Revolving Loan
Fund
short-term
financing
($100,000) for
predevelopmen
t costs
associated with
proposed water
& wastewater
Rural
Development
(RD)
Rural
Development
Planning
Grants
Grants up to
75% of project
cost and loans
40yr term;
4.25-4.5%
interest
Grants for up
to 75% of cost
of planning or
up to $15,000
25% match
required
ADMINISTERED
BY:
WHO QUALIFIES
Rural
Community
Assistance
Serve rural areas
that aren't located
within the
boundaries of a
municipality with a
population of 10,000
or greater.
Existing water or
wastewater systems and
the short-term costs
incurred for replacement
equipment, small-scale
extension of services, or
other small capital projects
that aren't part of O&M.
US Dept. of
Agriculture
Rural areas/towns
with population
<10,000 including
municipalities,
counties, specialpurpose districts,
not-for-profit
corporations Lower
income areas
qualify for more
grant assistance.
Developing water and
waste disposal systems in
rural areas
US Dept. of
Agriculture
Rural areas/towns
with population
<10,000 including
municipalities,
counties, specialpurpose districts,
not-for-profit
corporations Must
be qualified for the
"poverty" bracket 80% of the
statewide nonmetro
MHI
W ater and W astewater
Infrastructure Planning
13
________________________________________________________________________________________________________________________________________________________________
FUNDING TYPE
Rural
Development
Community
Connect Grant
Program
Community
Focus Fund
(CFF)
CFF Planning
Grant
FINANCING
Broadband
Grants
minimum
$50,000 (no
max) matching
funds required
Grants up to
$600,000,
minimum 10%
local match
($350,000 for
Fire Stations)
Grants up to
$50,000,
$30,000 (for
single utility),
minimum 10%
local match
ADMINISTERED
BY:
WHO QUALIFIES
US Dept. of
Agriculture
Project must: (a)
serve a rural area
(b) serve one and
only one community
recognized in latest
U.S. census; (c)
Deploy Basic
Broadband
Transmission
Service, free for 2
years to all Critical
Community
Facilities; (d) Offer
Basic Broadband;
(e) Provide a
Community Center
with at least 10
computer access
points
Establish broadband
access to rural
communities which are
unserved
Office of
Community &
Rural Affairs
Non-entitlement
cities, towns or
counties Must
either benefit areas
at least 51%+ lowto moderate income
OR eliminate slum
or blight; cost per
beneficiary may not
exceed 5000
Projects that contribute to
long-term community
planning and development
Projects that will
prevent/eliminate slums or
blight, or projects that serve
a low to moderate income
population Often requires
income survey to
determine low-income
eligibility
Office of
Community &
Rural Affairs
Non-entitlement
cities, towns or
counties Must
either benefit areas
at least 51%+ lowto moderate income
OR eliminate slum
or blight; cost per
beneficiary may not
exceed 5000
Planning activities for
projects that will
prevent/eliminate slums or
blight, or projects that
serve a low to moderate
income population.
Planning activities must be
completed w/in 12 mos.
Often requires income
survey to determine lowincome eligibility
13
________________________________________________________________________________________________________________________________________________________________
FUNDING TYPE
W atershed
Projects Grant
(104(b)(3))
FINANCING
Grants 5%
local match
Flood Control
Revolving
Fund: Rural
W ater Supply
Loans up to
$150,000
Public W orks &
Economic
Adjustment
Grants
Grants for up
to 50% of
project costs,
80% if severely
distressed; 2050% match
required
Industrial
Development
Grant Fund
(IDGF)
Grants
(typically
$2,500 per job)
Typically not
exceed 50% of
cost
ADMINISTERED
BY:
WHO QUALIFIES
Projects that lead to the
reduction and elimination of
pollution, increase the
effectiveness of the
NPDES program
IN Dept. of
Environmental
Management
IN Dept of
Natural
Resources
Cities, towns,
conservancy
districts, special
assessment
districts, with
population under
1,250 who have
been authorized to
maintain/operate the
system; entity is
unable to borrow
funds elsewhere;
cannot exceed 2%
of assessed
valuation
Projects that establish or
modernize water supply
systems
Economic
Development
Administration
Counties, cities,
towns, sewer
districts Sometimes
townships and
economic
development
corporations
Projects the will lead to job
creation and retention in
severely distressed
communities including
water and wastewater
projects
Indiana
Economic
Development
Corp.
City, Town, County,
Special taxing
district, economic
development
commission,
nonprofit
corporation,
corporation
established under
IC 23-17, Regional
water, sewage, or
solid waste district,
Conservancy district
Construction of airports,
facilities, tourists
attractions; sanitary sewer
lines, storm sewers or
drainage; water; roads;
sidewalks; rail spurs and
sidings; information and
high tech. infrastructure;
property; surveys
13
________________________________________________________________________________________________________________________________________________________________
FUNDING TYPE
Special
Appropriations
Projects (SAP)
Federal
Transportation
Aid to Local
Communities
Hazard
Elimination and
Safety (HES)
FINANCING
Grants average
award $2,000
to $300,000
45% local
match required
Federal Aid
Approx. $30M
available per
year 80/20
match
Federal Aid
Approx. $6M
available per
year 90/10
match
ADMINISTERED
BY:
WHO QUALIFIES
Congressional
Appropriation
Incorporated
cities/towns,
counties,
sanitary/conservatio
n or sewer/water
districts qualify for
SAP, also known as
the State and Trial
Assistance Grants
(STAG)
water, wastewater, nonpoint source and
stormwater infrastructure
SRF, CDBG, USDA, RD
can be used as local match
INDOT
Roadway must be
on Federal Aid
System Group III
Cities & Towns
(<50,000, but above
5,000) Group IV
Towns (<5,000
population)
Roadway improvements
INDOT
Roadway must be
on Federal Aid
System Group III
Cities & Towns
(<50,000, but above
5,000) Group IV
Towns (<5,000
population)
Safety improvements at
Intersections, signage,
pavement markings, signal
modifications, lighting
improvements
APPENDIX: PUBLIC SURVEY RESULTS
13
________________________________________________________________________________________________________________________________________________________________
PUBLIC SURVEY RESULTS
Sheridan Comprehensive Plan Update  May 9, 2013
53 submissions were collected for the Sheridan Comprehensive Plan Public Survey. The survey
was made available both online and in print in March 2013. Printed surveys with return
envelopes were available. The following analysis includes all 53 responses.
Key Findings:
•
•
•
•
•
•
•
Of the top three priorities that need to be addressed in Sheridan, respondents stated
that Economic Development was the #1 priority.
In terms of Economic Development, the biggest issue in Sheridan, as respondents have
shown, is the need to Utilize Vacant Properties.
From the responses, the most serious Housing issue is the Need for Landlord
Accountability in Sheridan followed by the current Condition of Older Neighborhoods.
Respondents indicated that the most serious problem in regards to Land Use in Sheridan
is the Enforcement of Existing Regulations and Managing and Directing Growth.
The biggest problem with Transportation in Sheridan, as indicated by survey
respondents is the current Curb and Sidewalk Conditions. Following that is the condition
of Neighborhood roads around the community.
By a large majority, respondents voted that the most serious problem with utilities in
Sheridan is the current Drainage and Flooding system.
Once again, in terms of Quality of Life, the most serious problem as cited by survey
respondents was the current conditions of the city’s sidewalks.
13
________________________________________________________________________________________________________________________________________________________________
1. What about Sheridan would you most like to change?
Answered Question: 48. 5 Skipped.
Downtown/Buildings
New businesses on Main Street – A small clothing shop, jewelry, like we used to have in the ‘60s.
Enforce the Code, repair rundown buildings.
Need to address rundown buildings, unfinished “Adams Elementary” renovation, damaged sidewalks,
Main Street’s image (light post issue, planters and trees, rundown vacant storefronts)
Sidewalks, Streets, and fix present Main Street. More businesses to come there.
Nice to get more industry to help support town in economic downtimes.
Develop a downtown commercial base which can provide all the weekly shopping needs.
Land Use
Lower utility bills – wastewater plant improvements so on big rains we can flush.
Update and improve infrastructure – sidewalks, drainage.
People need to clean up their property – if there are codes about trash they need to be enforced.
Clean up properties with trash and in poor repair.
The appearance – it is very run down – people’s yards filled with cars, trash, etc.
Quality of Life
More family entertainment options, improved park systems. Clean up drug problems/surveillance.
Accountability in all public service arenas.
It needs to get cleaned up. Too much trash, brush, dead trees, broken garbage cans (always exposed).
We look trashy. We need to take pride in our town starting from the youngsters. Get schools involved
in clean up.
I respect our law enforcement officers and thank them for keeping our town safe, but I’m tired of
looking over my shoulder and being stopped for going a couple miles over the speed limit.
Roads
th
Update Main Street Hudson – Main on 38 .
State Road 47 – 286th to S 31
Town streets need repaved.
I would like to change the way Main Street looks. There are too many buildings that need new faces,
the southern end of Main Street needs curbs and sidewalks and we need planters/flower pots on the
corners. We need a more attractive entryway to Sheridan off of SR47. The signage directing people
downtown is terrible! 47 also needs to be wider.
Upgrade image along main corridors (38 & 47) and Main St. Facades need improvement.
See the town population support local business better.
Increase upper-middle class housing. Reduce taxes. Bring in non-government funded business. Reduce
number of churches. Reduce taxes.
The perception that growth is required for revitalization to occur.
More employment and better school system.
Need more business and better sidewalks. More places to eat. Need a park on the West side of town.
13
I would like more business and employment here for our citizens.
Downtown/Buildings
Parks and Historical buildings.
Old architecture.
Our older building along Main Street and other older structures and to keep the presence of our small
town quality of life. I am not against industrial expansion, but we do not need Wal-Mart or huge
department stores.
Main Street, Boxley Cabin and Veterans Park.
Parks and green space. Architecture of Main Street.
The older and nicer homes and the streets and walkways.
Land Use
Zoning projects, green space.
Other/Schools
The tradition of sports for the high school.
The small town feel, our parks are nice, schools and school quality.
Personal safety.
Parks, church community, honor, traditional American values, safe neighborhoods.
Small town atmosphere.
Schools.
Land values! The majority of this can be done by reducing taxes! Retired elderly on fixed income – may
have been forced out of their homes by high taxes!
Our dignity.
Newspaper, old houses, small community.
Adams Elementary Schools
3. Please rank your TOP THREE PRIORITIES to be addressed in Sheridan.
Choose from the following list of issues and indicate which issue is (#1)
Most Important, (#2) Very Important and (#3) Also Important.
Priority
#1
Priority
#2
Priority
#3
Code
enforcement
Downtown
revitalizatio
n
Economic
development
Neighborhood
revitalization
Quality of
Life
Street and
sidewalk
repair
Traffic
issues
Water and
Sewer
Maintenance
Coun
t
9.6%
15.4%
32.7%
1.9%
5.8%
26.9%
0.0%
5.8%
52
3.9%
17.6%
15.7%
21.6%
7.8%
21.6%
3.9%
7.8%
51
7.8%
11.8%
21.6%
25.5%
5.9%
17.6%
0.0%
7.8%
51
13
________________________________________________________________________________________________________________________________________________________________
4. How would you rate the following Economic Development issues?
Answered question 164, Skipped 3
Available land for
industrial development
Available land for
commercial
development
Appropriate
infrastructure in growth
areas (water, sewer,
etc.)
Utilizing vacant
properties
Adequate available
space for smaller
businesses in retail,
professional, etc.
Need for tourism
marketing
Need for workforce
educational
opportunities
Serious
Problem
Moderate
Problem
Not a
Problem
Uncertain
Response
Count
7.5%
17.0%
60.4%
15.1%
53
5.7%
20.8%
56.6%
17.0%
53
30.8%
38.5%
7.7%
23.1%
52
44.2%
34.6%
9.6%
11.5%
52
3.8%
48.1%
42.3%
5.8%
52
25.0%
34.6%
19.2%
21.2%
52
19.2%
50.0%
9.6%
21.2%
52
13
________________________________________________________________________________________________________________________________________________________________
5. How would you rate the following Housing issues?
Answered Question 53, Skipped 0
Serious
Problem
Moderate
Problem
Not a
Problem
Uncertain
Response
Count
Condition of older neighborhoods
32.7%
65.4%
1.9%
0.0%
52
Condition of mobile home parks
40.4%
46.2%
1..9%
11.5%
52
Location of mobile home parks
33.3%
35.3%
23.5%
7.8%
51
Availability of single family homes
1.9%
23.1%
67.3%
7.7%
52
Availability of rental housing
7.7%
32.7%
42.3%
17.3%
52
Availability of housing for seniors
11.8%
35.3%
39.2%
13.7%
52
Availability of high-end housing
25.5%
27.5%
33.3%
13.7%
51
Availability of multi-unit housing
15.7%
39.2%
25.5%
19.6%
51
Location of residential development
5.7%
30.2%
50.9%
13.2%
53
Access to neighborhood parks
1.9%
17.0%
77.4%
3.8%
53
Need for landlord accountability
41.5%
34.0%
7.5%
17.0%
53
13
________________________________________________________________________________________________________________________________________________________________
6. How would you rate the following Land Use issues?
Managing and directing growth
Enforcing existing regulations
Controlling look of new
development
Needing to merge town and
township governments
Serious
Problem
29.4%
35.3%
Moderate
Problem
41.2%
29.4%
Not a
Problem
31.7%
21.6%
15.7%
13.7%
Response
Count
51
51
27.5%
35.3%
29.4%
7.8%
51
7.8%
23.5%
29.4%
39.2%
51
Uncertain
7. How would you rate the following Natural Resources issues?
Protecting wetlands
Protecting lakes and streams
Protecting trees and greenery
Serious
Problem
0.05
3.9%
8.0%
Moderate
Problem
19.6%
21.6%
36.0%
Not a
Problem
56.9%
54.9%
36.0%
Uncertain
23.5%
19.6%
20.0%
Response
Count
51
51
50
8. How would you rate the following Transportation issues?
Bicycle / pedestrian trails
City road conditions
Traffic congestion
Curb and sidewalk conditions
Public transportation
Transit / regional connectivity
Truck traffic through
downtown
Serious
Problem
22.0%
40.4%
61.5%
0.0%
65.4%
9.8%
Moderate
Problem
46.0%
40.4%
30.8%
13.7%
30.8%
29.4%
Not a
Problem
30.0%
17.3%
7.7%
86.3%
3.8%
54.9%
27.5%
33.3%
21.6%
2.0%
1.9%
0.0%
0.0%
0.0%
5.9%
Response
Count
50
52
52
51
52
51
17.6%
51
Uncertain
13
________________________________________________________________________________________________________________________________________________________________
9. How would you rate the following Utilities issues?
Sewage service
Water service
Broadband / telecom availability
Drainage and flooding
Serious
Problem
5.7%
11.3%
32.1%
66.0%
Moderate
Problem
24.5%
20.8%
28.3%
20.8%
Not a
Problem
49.1%
52.8%
28.3%
20.8%
Uncertain
20.8%
15.1%
11.3%
9.4%
Response
Count
53
53
53
53
13
________________________________________________________________________________________________________________________________________________________________
10. How would you rate the following Quality of Life issues?
Need for new parks and
greenspace
Need for walking/biking
trails
Sidewalks
Need for more dining,
shopping and
entertainment options
Need to connect Monon
Trail with neighboring
communities
Need for Improved public
safety
Serious
Problem
Moderate
Problem
Not a
Problem
Uncertain
Response
Count
1.9%
22.6%
67.9%
7.5%
53
17.3%
44.2%
30.8%
7.7%
52
62.3%
32.1%
5.7%
0.0%
53
40.4%
44.2%
13.5%
1.9%
52
40.4%
32.7%
19.2%
7.7%
52
5.9%
15.7%
62.7%
15.7%
51
13
________________________________________________________________________________________________________________________________________________________________
11. Other thoughts about land use planning?
Response Count 29, skipped 24
Downtown
We need to revitalize main street before trying to “build new.” Strip malls and housing developments
are a dime a dozen and main street has potential and is irreplaceable.
Only by offering quality and amenities to all will this town become attractive to outside sources.
Keep small town character. Revitalize downtown.
Housing / Buildings
Condition of existing properties (residential and commercial) is the problem. Until these issues are
brought up to the standards of Carmel/Westfield/Zionsville etc, people will not consider Sheridan a
viable location. At least not the types of residents you want to attract.
Being a retired farmer, we should be careful where new housing and industry are located.
Try to focus on what we have in town now, like vacant buildings. Make sure our utilities can handle
more businesses as we grow – right now we can’t.
Our nicest and newest community, Maplewood does not have cable road maintenance. It ends
halfway and doesn’t make sense.
We need a new historic building. Condition of 47 E should be improved. State and government funds
cuts affecting condition of sidewalks is a problem.
Link housing to economic development initiative.
Limit the size of future housing – big developments ruin feel of small town.
We need to have some control over the use of local land resources in order to make the community
more attractive to residential development. For the most part the next several decades we will
probably not see any industrial development. We will become a bedroom community for southern
Hamilton County. If we want more industry, we should try to encourage it to locate more towards US
31. Being in Adams Township and outside the town limits, will still benefit Sheridan, especially if the
town and township were to consider a merger. And let's not forget about Marion Township. They may
be in Boone County, but they are still a big part of the Sheridan Community
Nice to get some interested businesses that would benefit from Westfield’s Grand Park but locate in
Sheridan.
Need new stores (grocery) and such close to town as possible for seniors and those who don’t want to
drive far.
More jobs.
Jobs are critical – need businesses.
Land Use
I think it would be really nice to have a public pool utilized for the Public and the High School.
Soccer fields, trails.
Would like to see any new schools visible – like on 38 or 47. Visitors have trouble finding the schools.
Identifying and creating sensible and attractive gateways and corridors which includes attention to pedestrian/bike connectivity with the
community. Should come proper and intentional zoning of all areas to control the type of development on the highly visible corridor.
Zoning should be established, enforced and publicized.

sheridan, indiana comprehensive plan

Transcription

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