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PRELIMINARY DRAFTJuly 3, 2015Working Draft 7.7.15

ACKNOWLEDGMENTSThis would not have been possible without the supportof the following individuals and organizations:Plan CommissionClinton Bohm - PresidentMike Roberts - Vice PresidentRobby HalfordBryan ShewardJosh WestrichDennis AndersonJason LawsonSteering CommitteeMarc ApplegateJessica Averitt KaserSusan AustinClinton Bohm, ChairBryan BrackemyreJim CunninghamCarol DrakeRobby HalfordSteve JacobKatie KlimaszewskiJim LongestKevin RussellKyle WeathersCairril MillsTown StaffDax Norton, Town ManagerTanya Sumner, Assistant Town ManagerAmanda Andrews, Clerk-TreasurerLauren Bailey, Director of Planning and CommunityInvolvementSteve Unger, Town AttorneyJohn Molitor, WPC AttorneyDennis Anderson, Police ChiefJason Lawson, Public Works DirectorJosh Westrich, Fire ChiefNathan Messer, Director of Parks and RecreationRedevelopment CommissionRobby Halford - PresidentSarah Ford - Vice PresidentEric Miller - SecretaryMegan SwainJulie WhitmanTown CouncilSusan Austin, District 1Julie Whitman, District 2Eric Miller, District 3Dawn Semmler, District 4Kevin Russell, District 5Working Draft 7.7.15

VISION AND GOALSL A N D U S ETRANSPORTATION &C I R C U L A T I O NMUNICIPAL SERVICESPARKS, OPEN SPACE,& R E C R E A T I O NECONOMIC DEVELOPMENTWorking Draft 7.7.15

Table of ContentsACKNOWLEDGMENTSCHAPTER 1 IntroductionCHAPTER 2 Community BackgroundCHAPTER 3 Vision and GoalsCHAPTER 4 Land UseCHAPTER 5 Transportation & CirculationCHAPTER 6 Municipal ServicesCHAPTER 7 Parks, Open Space & RecreationCHAPTER 8 Economic DevelopmentCHAPTER 9 ImplementationAPPENDIX A Public InvolvementAPPENDIX B Tools & Resourcespage 6page 10page 26page 32page 50page 58page 66page 72page 84page 106page 112REFERENCE DOCUMENTS2013 Whitestown Transportation PlanWhitestown Five-Year Parks and Recreation Master Plan2012 Whitestown Downtown Revitalization Master Plan2014 Whitestown Economic Development PlanWhitestown Recreation Impact Fee Zone Improvement PlanFire and Police Five Year Strategic PlansWorking Draft 7.7.15

Chapter 1: IntroductionIN THIS CHAPTERThis chapter outlines the Indiana Coderequirements, the planning process, how to usethis Plan, and key terms and phrases.• Overview• Purpose• Standards• The Planning Process• History Overview• Community Overview• Using the Plan• Key Terms and Phrases6 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

OVERVIEWThe Town of Whitestown initiated an update in 2014to the existing comprehensive plan (adopted in2005) to focus the efforts of the community arounda unifying vision in response to unprecedentedchanges in growth in Whitestown, both in land areaand population. Growth is expected to continue,requiring a unified vision for future developmentand the character of the Town.As recognized on the acknowledgments page, alarge group of dedicated citizens and Town staffwere involved in helping this plan come to fruition.The Taylor Siefer Williams Design group alongwith the firm of GRW helped to craft the initial planupdate. Concurrently with the plan update, theTown was working on an economic developmentplan with HWC Engineering. The Town retainedHWC to merge the Economic Development Planand the Comprehensive Plan Update into thefinished 2015 Whitestown Comprehensive PlanUpdate before you.The 2015 Whitestown Comprehensive PlanUpdate will serve as the guiding document thatTown officials, decision makers, developers andresidents can reference as development andreinvestment occurs. This plan is intended to bea flexible document and broad in nature so thatthe Town can respond to changes or unforeseencircumstances.The ideas that will guide Whitestown into the futurehave been divided into five topic-focused planelements that include:• Land Use• Transportation & Circulation• Municipal Services• Parks, Open Space, & Recreation• Economic DevelopmentEach plan element chapter contains guiding policies.Action steps are listed in the implementationchapter.PURPOSEThe State of Indiana establishes the minimumrequirements and purpose of a comprehensiveplan (500 series of IC 36-7-4). The primarypurpose of a comprehensive plan is to articulatethe broader vision of the community and establishguiding principles and policies for future growthand development. Indiana Code states that acomprehensive plan should promote the publichealth, safety, morals, convenience, order orthe general welfare for the sake of efficiencyand economy in the process of development. Acomprehensive plan does not focus on the needsand desires of one property owner, business orneighborhood. This plan is intended to be broadin nature to provide community leaders with theflexibility to implement the community-wide vision,goals and strategies while responding to changingcommunity conditions that are likely to occur overthe life of the plan.STANDARDSThe State of Indiana has developed specificrequirements and minimum content for acomprehensive plan (500 series of IC 33-7-4). Theelements of a comprehensive plan, at a minimum,should include:• A statement of objectives for future developmentof the jurisdiction;• A statement of policy for the land usedevelopment of the jurisdiction; and• A statement of policy for the development ofpublic ways, public spaces, public lands, publicstructures, and public utilities.A comprehensive plan may also include amultitude of additional topics, community issuesand strategies, such as surveys/studies ofcurrent conditions, maps/graphics, reports, andrecommendations.Working Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE7

1: INTRODUCTIONTHE PLANNING PROCESSThe purpose of The Whitestown ComprehensivePlan 2015 Update is to develop strategies for asuccessful future.This Plan had many opportunities for the publicto provide feedback through public meetings, asteering committee, and key person interviews.The information and ideas gathered from thesepublic input opportunities were used to establishrecommendations and concepts included in thisPlan. See Appendix A: Public Involvement for moreinformation on the public participation process.The feedback provided serves as a foundation ofthe planning process. The process was guided bythe following four key questions:“Where are we now?”“Where are we going?”“Where would we like to go?”“How do we get there?”HISTORY OVERVIEWThe Town of Whitestown was incorporated in 1947with an initial population of 499 from a specialcensus taken in 1948. The Town was namedafter Senator Albert S. White. The current Townboundary encompasses nearly 6,760 acres.For more about Sentator White and a detailedhistory of the community, see Chapter 2 CommunityBackground.COMMUNITY OVERVIEWBelow is an overview of community characteristicsthat define Whitestown. For a detailed report of thedata trends see page 19.Population Trends Summary:• Whitestown’s population in 2010 was 2,867.• Whitestown’s population has increased morethan 5 fold from 2000 to 2010.• Whitestown is less diverse in terms of race andethnicity when compared to Indiana and thecomparison communities.• Whitestown’s population has a very youngmedian age compared to Indiana and is lowerthan all the comparison communities.• Whitestown has a high rate of educationalattainment beyond the high school level.Housing Trends Summary:• Whitestown has a smaller percentage of onepersonhouseholds (19%) than Indiana (27%)but a higher percentage of households withschool-aged children (44% in Whitestowncompared to 33% in Indiana).• The median housing value is similar to mostcomparison communities ($159,400) butWhitestown has a higher median rent ($1060/month).• Whitestown has a comparable homeownervacancy rate (2.8%) and a higher rentalvacancy rate (13.7%).• Whitestown has a newer and growing housingstock with over 66% of all housing units beingconstructed since 1990.Economic Trends Summary:• Whitestown has a larger number of personscommuting to work by means other than aprivate vehicle than most communities.• The percentage of residents who are partof the workforce is much higher than mostcommunities and unemployment is estimatedto be 2.7%.• The median household income is about$75,682; this is higher than Indiana, but lowerthan many of the comparison communities.USING THE PLANThis plan is divided into chapters that outline thedirection the community wants to proceed for thefuture success of Whitestown:CHAPTER 1: The Introduction presents theIndiana Code Requirements, planning process,and key terms.CHAPTER 2: The Community Backgroundchapter details the history of Whitestown andprovides an analysis of the demographic, housing8 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

and economic trends.CHAPTER 3: The Vision and Goals chapterintroduces the over-arching statements and goalsdescribing the desired future of Whitestown.CHAPTER 4: The Land Use chapter outlinesstrategies to achieve the community’s land usegoals for development and other uses.CHAPTER 5: The Transportation & Circulationchapter outlines strategies for connectivity andsafe movement throughout the community.CHAPTER 6: The Municipal Services chapteroutlines strategies to improve and maintaininfrastructure, facilities and recreational amenitiesof the community.CHAPTER 7: The Parks, Open Space &Recreation chapter outlines strategies to providea diverse range of facilities and areas for physicalactivity and protected environments.CHAPTER 8: The Economic Developmentchapter outlines strategies to maintain and buildpartnerships within and around Whitestown.CHAPTER 9: The Implementation chapteroutlines the overall timeline and sequencing ofaction steps.APPENDIX A: The Public Involvement appendixoutlines the public participation process andsummarizes input received.APPENDIX B: The Tools & Resources appendixoutlines the tools, resources, programs andfunding available to assist with implementation ofthe comprehensive plan.Reference DocumentsThe following documents have been referencedduring the creation of this plan and are herebyincorporated by reference into this Plan except tothe extent that they are substantially supersededby this 2015 update.• 2012 Whitestown Downtown RevitalizationMaster Plan• 2014 Whitestown Economic Development Plan• Whitestown Recreation Impact Fee ZoneImprovement Plan• Fire and Police Department Five-Year StrategicPlansKEY TERMS & PHRASESAction Step – Specific steps that are recommendedby the Plan and are important to understand in orderto effectively use the document and implement thePlan’s vision.Vision Statement – A broad statement that createsa specific focus for the Plan Elements. Visionstatements are usually lofty in scope yet attainablewithin the planning horizon of 20 years.Key Person/Stakeholder – A person who is insome way responsible for implementing the Plan,in whole or in part, or has a vested interest in theoutcome of the Plan.Guiding Policies – A statement that reflectsgeneral or universal goals for the Plan Element.Planning Horizon – The period of time the Planintends to address community development orthe community’s vision. This Plan uses a 20-yearplanning horizon.Policy – A definite course or method of action toguide present and future decisions. Policies can belegislative or administrative in approach.Steering Committee – A group of people chosento represent a cross-section of the communityand guide the comprehensive planning process.They serve as liaisons between the community,the consultant, and Town staff during the planningprocess.• 2013 Whitestown Transportation Plan• Whitestown Five-Year Parks and RecreationMaster PlanWorking Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE9

Chapter 2:CommunityBackgroundIN THIS CHAPTERThis Chapter details the history of the Town ofWhitestown and existing conditions, serving as astarting point for the Plan’s Vision and Elements.• Early History• Lincoln Funeral Train• Railroads• Whitestown Incorporation• Schools• Utilities• Annexations• Anson• Farm-Heritage Trail• Infrastructure Improvements Projects• Demographic Trends• National Trends• How Does Whitestown Compare?• Whitestown Population Trends• Whitestown Housing Trends• Whitestown Economic Trends10 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

EARLY HISTORYIndiana became a state in 1816. Two years later,the U.S. Government made an agreement, knownas the “New Purchase Treaty,” with the MiamiIndians. The agreement made way for many newIndiana counties, including Boone County, to beformed. The treaty opened the land to speculatorsand settlers in 1820. The first land purchase withinthe area that would later become Boone Countywas in September 1822.In 1828, the state authorized construction ofMichigan Road from Indianapolis to Lake Michigan.Passing through the eastern part of Boone County,just east of Zionsville, the road became one ofthe most-traveled highways in the state. In 1829,legislation was passed in order to formally organizea new county northwest of Indianapolis. The newcounty, named in honor of legendary frontiersmanDaniel Boone, was officially established on April1, 1830, with a population of 622. JamesTownwas expected to be the county seat, but state lawrequired all county seats to be within two miles ofthe center of their counties, so in 1831, Lebanonbecame the county seat.Throughout the 1830s and 1840s, railroads andcanals competed for state funding. By 1849, justa little over 100 miles of track had been laid in thestate, but in the 1850s there was an explosion ofgrowth. In fact, by 1860, a remarkable 2,100 milesof Indiana railroad was in use! Boone County,situated between Indianapolis and Lafayette, wasa beneficiary of this expansion. As the track routeswere developed, the railroad determined to positiona station along the tracks about every 8-10 miles.Accordingly, when the tracks were laid throughBoone County in 1851, the Whitestown station wasbuilt on the land of Abram Neese in Section 19,approximately nine miles southeast of Lebanon onthe rail line from Indianapolis to Lafayette. Severalnearby Towns were formed along the same rail line,including Zionsville and ThornTown. The first train,The Lafayette and Indianapolis, passed throughWhitestown on December 16, 1852.Whitestown was initially called New GermanTown.As efforts were made to secure a post office, itwas discovered that Indiana already had a Townwith that name (inWayne County). So,in 1852, the Townname was changedto Whitestown tpsecure a post office.This was apparentlyin honor of U.S.Senator Albert SmithWhite, who servedtwo terms in theUnitesd States Houseof Representatives(1837-1838 and1861-1862), and oneterm in the US Senate(1839-1845). In1845, he returned to Indiana where, among otherroles, he served as president of the Indianapolisand Lafayette Railroad, whose rails ran throughWhitestown. He re-entered politics in 1860 andwas once again elected to the US House ofRepresentatives (1861-1863). Mr. White famouslyserved on the Select Committee on Emancipationand Colonization during the Lincoln administration.After his term in the House, he was appointedby President Lincoln to serve on a three-mancommission formed in order to judge claims fromcitizens made against the government regardingattacks made by Native Americans. Thereafter hewas named a judge for the U.S. District Court forIndiana where he served until his death in 1864.Senator White is buried in Greenbush Cemetery inLafayette. His epitaph reads, “In all relations of life,admirable. As a friend, sincere. As a citizen, publicspirited. As a lawyer, honest. As a legislator, wise.As a judge, without reproach.”LINCOLN FUNERAL TRAINSenator Albert S. White(1803-1864)In the spring of 1865, a train carried the body ofassassinated President Abraham Lincoln on anearly two-week-long funeral procession fromWashington, D.C. to Springfield, Illinois, where the16th president’s body was laid to rest. The funeraltrain, called The Lincoln Express, consisted of nofewer than nine cars, including the funeral car,officers’ car, six passenger cars and one baggagecar. A pilot train operated 10-15 minutes ahead ofWorking Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE11

2: COMMUNITY BACKGROUNDHenry C. Lord, then-president of the Indianapolisand Cincinnati Railroad, acquired the Lafayetteline after threatening to build a competing linethrough Crawfordsville. The Indianapolis andLafayette Railroad owners yielded and the tworailroad companies were merged, becoming theIndianapolis, Cincinnati and Lafayette Railroadon February 14, 1867. This event is noteworthybecause it is the route through Crawfordsville thathas stood the test of time. It is still active today,while the through-Whitestown route was completelyabandoned nearly 30 years ago.the actual funeral train. The procession leftWashington on April 21, 1865, and proceededacross the Northern states, stopping for formalfuneral ceremonies in 12 major cities. Mournersin smaller communities watched the train as itpassed through their Towns, many of them holdingmakeshift memorial services along the 1600-mileroute. The train passed through Whitestown at1:00 a.m. on May 1 where reportedly, 100 peoplegathered around a single bonfire. It then continuedon through Lebanon, ThornTown, and other Indianacommunities on its way to Chicago, arriving thereat 11:00 a.m. On May 4, 1865, Lincoln’s body wasplaced in the reception vault at Oak Ridge Cemeteryin Springfield, Illinois, though he wasn’t officiallyburied until 1901, when his cemetery monumentwas completed.RAILROADSAn Early Whitestown Map, c.1876(Note: map contains obvious errors)The railroad was the impetus of Whitestown’screation and the central component of its earlyhistory. Whitestown served as an early trading andmerchant center along the railroad corridor since itwas located in a prime agricultural area. It connectedthe village to other regional communities andprovided swift delivery of goods and passengers inand out of Whitestown. The grain elevator and traindepot were vital facilities in the new Town.Over the years, due to mergers and buyouts,several different railroad companies operated thetrains through Whitestown:• 1852-1867• 1867-1880• 1880-1889• 1889-1930• 1930-1968• 1968-1976• 1976Lafayette and IndianapolisRailroadIndianapolis, Cincinnati andLafayette RailroadCincinnati, Indianapolis, St.Louis and Chicago RailwayCleveland, Cincinnati,Chicago and St. LouisRailway, a.k.a. “The Big Four”New York Central RailroadPenn Central CompanyConrailThe 11.6 mile rail line from Zionsville to Lebanon,including the segment in Whitestown, wasabandoned in 1976 (Docket USRA-574) as part ofthe Conrail reorganization; the remaining segmentof the original line from Indianapolis to Lafayettewas ultimately abandoned in 1985 (Docket AB-167-637-N).WHITESTOWN INCORPORATIONIn September 1946, a petition for the incorporationof the Town of Whitestown was entered into theminutes of the Board of Commissioners of BooneCounty. The petition was signed by more thanone-third of the resident real estate owners andlegal voters within a 121.57-acre description of theboundary of the proposed Town limits. It asked thatan election be ordered to determine whether or notthe Town should be incorporated.12 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

In the October 1946 meeting of the Board, ClydeO. Laughner stated under oath that he postedcopies of a notice of intent to present a petitionfor incorporation at the October Board meeting atthree locations: McMakin Printing Office, LorenPipes’ filling station and Carl Livengood’s HardwareStore. Mr. Laughner filed a survey and map of theproposed incorporated area and a census of theresident population of the area.RAILROADPORTER STREETMAIN STREETPIERCE STREETThis aerial photo, looking southwest, appeared in theIndianapolis News, May 16, 1953 (road names added)The Board, satisfied with the proof of notice andthat more than one-third of the residents hadsigned the petition, ordered that an election be heldat Clarence Pipes’ Skating Rink between 9:00 a.m.and 4:00 p.m. on October 26, 1946. This electionapparently did not take place.In the minutes of the February 1947 Board meeting,the election was rescheduled for the same hourson March 1, 1947, with the statement that “therestraining order heretofore issued by the BooneCircuit Court of the State of Indiana restraining andenjoining this board from proceeding further in thismatter has been dissolved and that the petitionersin that action have been denied an injunction torestrain this board from assuming or exercisingany further jurisdiction of this matter.” No furtherinformation about this restraining order was foundin the Commissioners’ records.In the March 3, 1947 Board meeting, RichardAdney, Attorney of Incorporation of the Town ofWhitestown, filed the election returns, inspectoroaths, affidavits and lists of voter names with theBoone County Auditor. These were approved bythe Board and the following statement appears intheir record: “And the Board now hereby declares,orders, adjudges that the territory referred to in thepetition be incorporated as a Town under the lawsof the State of Indiana, by the corporate name ofthe Town of Whitestown, Indiana.”A special census taken in 1948 set the Town’sinitial population at 499 (Lebanon Reporter, July 4,1976). In the 1950 U.S. Census, the Whitestownpopulation is shown to be 550. Ten years later,it reached its highest recorded 20th-centurypopulation at 613 residents.SCHOOLSIn 1852, the state legislature established thatlocal entities would administer the schools. As aresult, in those days, townships, towns and citieseach built and maintained independent schoolsfor their children. Over 100 years later, the SchoolCorporation Reorganization Act (1959) initiateda statewide dramatic change in the structure ofIndiana schools. In the next ten years, the numberof school corporations in Indiana dropped fromWhitestown High School, c.1928900 to 400. In May 1963, at a public meeting,Worth Township residents voted 5:1 to join withthe newly-organized Lebanon Community SchoolCorporation (a consolidation of Center Townshipand Lebanon City Schools) in lieu of a liaison withZionsville schools. Perry Township followed suita month later. Soon thereafter, Zionsville, EagleTownship and Union Township would join to forma new school district of their own. After graduatingits final senior class that spring, Whitestown HighSchool was closed and students joined Lebanonschools the following year.Working Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE13

2: COMMUNITY BACKGROUNDUTILITIESAs the Town grew, it became apparent thatimproved public sewer infrastructure was needed.In the 1970s, a new wastewater treatment plantwas constructed on the southeast side of Town.Then, in July 2004, Boone County Utilities (BCU)was acquired by Whitestown. The BCU purchasewas extremely significant to the development andgrowth of the Town. The expansion of the utilityterritory also initiated a large annexation whichincluded the Anson Planned Unit Development(PUD) area. The Anson PUD was and continues tobe a high growth area for mixed used development.Once this area was annexed, utilities continued tobe expanded which initiated further annexationsand growth for the Town.Another significant development of the BCUpurchase is the increased financial solvency ofthe Whitestown Utilities. By increasing the utilitycompany customer base, it allowed the utility togrow and cement their relevance in the area. Theutility is now poised to serve larger areas than theTown limits such as the City of Lebanon and PerryTownship. The BCU purchase can be traced backas the watershed event that continues to shapeWhitestown’s Town limits and utility today.The original treatment plant served the originalTown sufficiently, but with the explosion of growthin the Town’s population and territory over thelast 10+ years, it has become inadequate. In2014, the Indiana Department of EnvironmentalManagement (IDEM) issued a construction permitfor a new $20 million wastewater treatment planton Town property along the county line southwestof the Town. Construction on the new plant beganin 2014.ANNEXATIONSWhen the Town was incorporated in 1947, theboundary included approximately 122 acres (0.19square miles). The next 50 years showed verylittle geographical growth as the Town boundary by1998 had only increased to 175 acres (0.27 squaremiles) – a growth rate of less than 0.75%/year.The next ten years would show remarkable growthin the Town, both in population and land area.Bolstered by the BCU purchase (see above) andthe development of the Anson PUD, annexationsenlarged the Town boundary to nearly 6,760 acresby 2008 – over 44%/year during that period.Table No. 2-1Land Area of Communities in Indianapolis Area Counties(Data from 2014 U.S. Census Gazetteer Files)Community County PopulationEst.LandArea(Sq.Miles)* estimated"Density(Persons /Sq. Mile)"Indianapolis Marion 843,393 361.5 2,333.2Zionsville Boone 25,115 53.4 470.6Carmel Hamilton 85,927 47.5 1,810.2Anderson Madison 55,670 42.6 1,307.7Fishers Hamilton 83,891 34.4 2,437.7Noblesville Hamilton 56,540 31.6 1,789.2Westfield Hamilton 33,382 28.3 1,181.2Greenwood Johnson 53,665 24.9 2,151.9Plainfield Hendricks 30,097 22.2 1,358.6Avon Hendricks 13,708 18.1 757.6Lebanon Boone 15,781 15.6 1,009.9Brownsburg Hendricks 23,160 14.7 1,578.7Whitestown Boone 3,950 14.0 282.7Franklin Johnson 24,194 13.0 1,859.2Greenfield Hancock 21,249 12.9 1,653.1Shelbyville Shelby 19,253 11.6 1,664.9Pendleton Madison 4,219 11.2 377.1Danville Hendricks 9,424 6.9 1,359.9Mooresville Morgan 9,580 6.3 1,525.7McCordsville Hancock 5,183 4.7 1,098.1Martinsville Morgan 11,855 4.5 2,640.314 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

With several more annexations presently inprocess, it is anticipated that the WhitestownTown boundary will exceed 12,000 acres by2018, positioning Whitestown as the tenth-largestcommunity (measured by land area) in the ninecountyIndianapolis area – 20% bigger thanneighboring Boone County Seat, Lebanon.ANSONThe Anson PUDis a 1700-acre,mixed-use,master-plannedcommunitylocated to thesouth/southwestof the originalTown limits ofWhitestown. Thecommunity isnamed for BooneCounty native sonAnson Mills (1834-1924)Anson Mills (1834-1924), an accomplished civilengineer, Union Army officer, and entrepreneurwho grew up in nearby ThornTown. The AnsonPUD’s proximity to Indianapolis and Chicago, andits easy access to Interstate 65, make it a desirablelocation for businesses, homes and recreation. Thesite was annexed into Whitestown in 2007.At its inception in 2004, developer Duke Realtyenvisioned a community of 650 single-family homes,over 2000 Townhomes and apartments, 13 millionsquare feet of office, industrial, flex, medical andretail space, and over 200 acres of green space,including trails, parks, lakes and streams. It wasestimated that the Anson PUD businesses woulddirectly employ nearly 25,000 people with another12,000 jobs created at other area businesses thatwould support the community. The economic impactof the development was expected to exceed $3.2billion in Boone County each year. Constructionon the first building in “AllPoints at Anson” beganin 2006. Among the first companies to move intothe area were Witham, Amazon.com, Medco, andASI Limited. Retail giants such as CVS, Lowesand Meijer soon built new stores along WhitestownParkway (formerly S.R.334), and assorted hotels,places of worship, banks and restaurants wereopened in the area.Nearby neighborhoods, such as Walker Farms,Maple Grove, and Eagles Nest, although outsidethe perimeter of the Anson PUD, also contributedgreatly to the explosion of new housing in the area,developing over 1,600 single-family lots sincethe turn of the century. By 2014, thousands ofapartments, Townhomes, and free-standing singlefamilyhomes had been built in and around the AnsonPUD. Still more apartments and neighborhoodsare in various stages of development throughoutWhitestown, and it is estimated that by 2020,nearly 5,000 new housing units will be completedin the Town.FARM HERITAGE TRAILThis multi-use trail, under development acrossBoone County, is part of a 60+ mile connectionbetween The Cultural Trail in downtown Indianapolisand ProphetsTown State Park just north of Lafayette,Indiana. A 10-mile segment from the west side ofLebanon to the north side of ThornTown at SugarCreek is open for use. The trail is expected toextend south through Whitestown along the formerrail bed and connect to the existing Zionsville RailTrail at Boone County Road 875 E.The Farm Heritage Trail project will fostereconomic development in Whitestown. It will bringboth residents and daytime population into theLegacy Core to shop, dine and enjoy recreationalactivities, and it will provide the backbone of anextensive network of planned trails throughoutWhitestown. These trails will greatly impact thehistoric downtown area and all of Whitestown inmany ways, including:• Improved pedestrian/bicycle access will createa safe environment for visitors to the historicdowntown Whitestown area as well as otherparts of the Town.• Creation of a network of recreational trailswill promote health and fitness among thecommunity.Working Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE15

2: COMMUNITY BACKGROUND• Alternative means of transportation to schoolor work will help reduce pollution in theenvironment of the community.• Linking the diverse areas of the Town, includinghistoric downtown Whitestown, athleticfields, proposed and existing parks, schoolplaygrounds, neighborhoods, churches andshopping/retail areas, will result in a holisticnetwork of destinations, allowing each to benefitfrom the others.INFRASTRUCTURE IMPROVEMENTPROJECTSAt the time of the preparation of this report, theprojects in Table 2-2 are in various stages ofdevelopment in Whitestown:• Trailhead(s) in the historic downtown will givesafe access to the Farm Heritage Trail andthe local trail network. The trailhead(s) couldinclude amenities such as a Bark Park, nature/wetland park, parking, and equestrian facilities.Table No. 2-2Project Owner StatusFire Station #71 Addition Whitestown Fire Department CompleteNew Town Hall / Police Station Town of Whitestown CompleteNew Wastewater Treatment Plant Whitestown Municipal Utilities CompleteA.S.White Drive Bridge and Road Improvements at Fishback Creek Boone County CompleteNew Roundabout at Indianapolis Road and Whitestown Parkway Town of Whitestown In designMain Street Improvements Town of Whitestown In design146th Street “Whitestown Bypass” Road Realignment INDOT and Boone County In designRonald Reagan Parkway Extension INDOT and Boone County In designNew Storage Building Whitestown Municipal Utilities Being bidFarm Heritage Trail Whitestown Section Whitestown Parks Department Under ConstructionWater Main Replacements Whitestown Municipal Utilities Under ConstructionPerry Worth Road Realignment Town of Whitestown Under ConstructionNew Elevated Water Tank Whitestown Municipal Utilities Under constructionNew Sanitary Forcemain and Lift Station Upgrades Whitestown Municipal Utilities Under constructionWhitestown Parkway Widening Valenti-Held Under constructionNew Gas Main and Substation Vectren Corporation Under construction16 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

EXISTING CONDITIONSThe planning process for a comprehensive plan isinformed by not only the community’s vision for thefuture but also by historical trends, demographiccharacteristics and physical data. The existingconditions provide a snapshot in time – theyrepresent Whitestown today. This chapter compilesand analyzes demographic and economic datato answer two key questions during the planningprocess: “Where are we now?” and “Where are wegoing?”DEMOGRAPHIC TRENDSThe demographic analysis considers characteristicssuch as population, age, race, ethnicity, placeof work, and educational attainment to identifydemographic trends that will impact the futurehousing, education, jobs, recreation, transportation,community facilities and other needs of Whitestown.Data gathered and analyzed for the purposes ofthis comprehensive plan update was primarily fromthe U.S. Census Bureau, Census on Populationand Housing, and U.S. Bureau of Labor Statistics.Unless otherwise stated, the data used in thisanalysis was derived from the most recent, readilyavailable data from the U.S. Census. As thecommunity continues to change and updateddata is released, trends and projections should beverified to ensure that the assumptions made aboutWhitestown’s population, demographics, educationand economy remain true. Revising projectionswill be especially important due to the rapid rateof growth of Whitestown. Communities can changequickly during rapid growth spurts which will in turncreate new and sometimes differing communityneeds.NATIONAL TRENDSThe United States is at a significant point in termsof changing demographic trends, and these trendsare reflected in communities across the nation.With this, we need to consider questions such as:Who will be living in our community 20 to 30 yearsfrom now? How do we attract younger generationsto our community? And, what dynamics should weplan for today?America is GrowingThe U.S. population has doubled since 1950. With308.7 million people in 2010, the United Statesexperienced the second lowest growth rate in thepast century from 2000-2010 of 9.7%. By 2040, itis projected that the United States’ population willbe 440 million. 1The South and West had faster growth from2000-2010 (14.3% and 13.8% respectively) thanthe Midwest and Northeast (3.9% and 3.2%respectively). In addition, just six states accountedfor over half of the population increase in the U.S.in 2010 (Texas, California, Florida, Georgia, N.Carolina, and Arizona). 1The country is still growing but how we are growingas a population is changing dramatically. Nationally,people are delaying marriage and children. U.S.birth rates for women under 40 have generally beendeclining since the 1990s and they have increasedfor women 40-44 to the highest levels since 1967.Additionally, the mean age for first time mothers inthe U.S. is consistently increasing, currently at 25.2years. 2The “Traditional American Family” is now nontraditional.Husband-wife households only accountfor 48% of all households in 2010; the first timethis figure fell below 50% of all households. Singleparenthouseholds are also dramatically increasing,growing about 40% from 2000-2010 (about 10%of all households). Unmarried couple householdsalso grew by 41% during this time, nearly four timesfaster than overall household population grew(about 7% of all households). Many of the youngergenerations are showing a living preference forurban areas over rural areas. Multi-generationalhouseholds also increased by 4.4% nationally.Finally, one in four households in 2010 consistedof someone living alone (one-person households),of which, one in three of single householders wereover the age of 65. 3__________________________________________________________1 2010 Census Brief: Population Distribution & Change2 CDC, National Vital Statistics Report, vol. 60, num. 2, November 20113 2010 Census Brief: Households and Families, SF 1, S1101Working Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE17

2: COMMUNITY BACKGROUNDAmerica is AgingEveryday 10,000 Baby Boomers reach the ageof 65. 4 By 2050, one in five people in the UnitedStates will be over the age of 65. It’s not a secretthat Baby Boomers are reaching retirement age,and second to the size of a population group,age and gender are typically the most importantdemographic characteristics of a population forpublic policy. In 2010, 13% of the U.S. populationwas over the age of 65 years; furthermore, one inthree single-households were over the age of 65.Nationally, the older population is more likely tolive inside a Metropolitan Statistical Area (MSA).Women continue to outnumber men at older ages,but this gap is narrowing; at the age of 89, there areabout twice as many women as men. 5America is Becoming More DiverseBy 2050, the U.S. is projected to become a Majority-Minority population, meaning that the white, non-Hispanic population will no longer be the majority.This trend is already present in the younger agecohorts as well as the overall population in manyareas of the country; one out of 10 counties in theU.S. already has a Majority-Minority. Additionally,there are several states and the District of Columbiawhere the population follows this pattern, includingTexas, California, Hawaii, and New Mexico. 6More than 50% of the growth in total population inthe U.S. from 2000-2010 was due to the increase inthe Hispanic population (15.2 million of 27.3 millionpeople). Hispanics are now the nation’s largestminority and are projected to approach one in everythree people by 2050. 6The Asian population is also growing significantlynationally; this population currently totals only 5%of the U.S. population but is expected to be 9% ofthe population by 2050. 6HOW DOES WHITESTOWN COMPARE?It is important to identify any trends that are uniqueto Whitestown and trends where Whitestown________________________________________________________4 Pew Research Center (www.pewresearch.org)5 2010 Census Brief: The Older Population, SF 16 2010 Census Brief: Overview of Race and Hispanic, SF 1, QT-P3mirrors county, regional, state or national trends.Comparison communities are used to helpfurther identify these types of trends; this existingconditions analysis included the examination ofpeer communities in Indiana.Each community was selected based on itsgeographic characteristics, demographiccharacteristics, and/or economic characteristicsthat share similarity to Whitestown. The comparisoncommunities used in this analysis include:• Avon, Hendricks County, Indiana• McCordsville, Hancock County, Indiana• Plainfield, Hendricks County, Indiana• Zionsville, Boone County, IndianaIn addition, Boone County, the State of Indiana andthe United States were used as comparisons.BOONEHENDRICKSWhitestownAvonPlainfieldMORGANZionsvilleMARIONHAMILTONJOHNSONMcCordsvilleHANCOCKSHELBYMiles0 2.5 5 10Location of comparison communitiesIt is also important to note that census geographiesare not static; boundaries can change or be redrawnentirely due to changes in political boundaries,population growth or other factors. For the purposesof comparing historical (such as 2000) and current(such as 2010) census data, the geographic areasare considered to be generally equivalent.18 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

WHITESTOWN’S POPULATION TRENDSPopulationWhitestown’s population in 2010 was 2,867 people,a 509% increase from 2000 (471). This exceptionalincrease is outpacing all comparison communities.From 2000 to 2010, Boone County, Indiana and theUnited States grew in population by 23%, 6.6% and9.7% respectively.Table No. 2-3: Population ChangeCommunityPopulation Change(2000-2010)Whitestown 509%McCordsville 323%Avon 99%Zionsville 61%Plainfield 50%Population3020252020201520102052020AgeIn 2010, the median age in Whitestown was 30 yearsold, lower than all of the comparison communitiesand significantly lower than Indiana’s median ageof 37. This young population demographic trendcan clearly be seen in the 25–29 and 30–34 agegroups in the population pyramid. This population is40393837363534333231302928Whitestown33.932.7Population60,00055,00050,00045,00040,00035,00030,00025,00020,00015,00010,000Median Age35.530Boone County39.6Avon McCordsville Plainfield Whitestown Zionsville Indiana37considered post-college and is likely representativeof young families moving to the area.The distribution of all age groups captured by thecensus (by percentage of total population) canbe seen in the 2010 population pyramids for bothWhitestown and Indiana.A stable population would have generally equalpercentages for almost all age groups except theoldest. A population pyramid with a wide base85 years and over80 to 84 years75 to 79 years70 to 74 years65 to 69 years60 to 64 years55 to 59 years50 to 54 years45 to 49 years40 to 44 years35 to 39 years30 to 34 years25 to 29 years20 to 24 years15 to 19 years10 to 14 years5 to 9 yearsUnder 5 yearsMale85 years and over80 to 84 years75 to 79 years70 to 74 years65 to 69 years60 to 64 years55 to 59 years50 to 54 years45 to 49 years40 to 44 years35 to 39 years30 to 34 years25 to 29 years20 to 24 years15 to 19 years10 to 14 years5 to 9 yearsUnder 5 yearsMaleWhitestown Population Pyramid-8 -6 -4 -2 0 2 4 6 8FemalePercent of PopulationIndiana Population Pyramid-8 -6 -4 -2 0 2 4 6 8FemalePercent of Populationindicates high birth rates (growing population) whilea narrow base indicates low birth rates (decliningpopulation).Throughout the United States, the Baby Boomergeneration is also usually very evident, producinga concentration in the chart from those born in thelate 1940s to early 1960s (roughly 50–70 yearold individuals today). Finally, the distribution ofpopulation between men and women generallyfollows state and national trends with womenoutnumbering men in the older age groups.Working Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE19

2: COMMUNITY BACKGROUNDRace & EthnicityWhitestown’s racial composition generally exhibitsless diversity than the comparison communities,with a higher percentage of the populationidentifying as White and a smaller as Hispanic orLatino origin.DEFINING RACE & ETHNICITY:Race and ethnicity are considered separate anddistinct characteristics. Race categories includeWhite, Black/African American, American Indian/Alaska Native, Asian, Native Hawaiian/PacificIslander, and Other Race. Ethnicity refers to aperson’s origin. Examples of Hispanic origin couldinclude a person of Cuban, Mexican, PuertoRican, South/Central American, or other Spanishculture or origin. People who identify their origin asHispanic, Latino or Spanish can be any race.Table No. 2-4: Racial CompositionCommunityWhite(2000-2010)Hispanic orLatino origin(2010)McCordsville 85.6% 4.4%Indiana 86.1% 6.0%Plainfield 86.8% 4.0%Avon 88.8% 4.3%Whitestown 92.9% 3.5%Zionsville 95.3% 2.1%In 2010, 3.5% of Whitestown’s population wereof Hispanic or Latino origin, significantly less thanIndiana (6.0%) and the United States (16.3%).Between 2000 and 2010, the Hispanic and Latinoorigin population grew by about 71% in Indianaand by about 31% in the United States. WhileWhitestown is less diverse than Indiana or the U.S.,this segment of the population is likely to grow asnational trends influence the Midwest and Indiana.EducationA similar percentage of Whitestown’s population(25 years and older) has achieved a high schooldiploma or higher compared to the comparisoncommunities. However, it is ahead of Indiana in thismeasure (See Table No. B-5).In regard to higher education, 44.4% of theWhitestown population have earned a Bachelor’sdegree or higher. Measured against the comparisoncommunities (higher than all but Zionsville), Indiana(22.4%) and the United States (27.9%), Whitestownis excelling in educational attainment.Table No. 2-5: EducationEducational Attainment:Community High School Graduate orHigher (2010)Zionsville 98.1%Whitestown 95.7%Avon 95.3%McCordsville 92.8%Plainfield 88.7%Indiana 86.2%32%Educational Attainment12%3%4%20%29%Population Trends Summary:Less than High SchoolHigh School GraduateSome CollegeAssociate's degreeBachelor's degreeGraduate or professionaldegree• Whitestown’s population has increased morethan five fold from 2000 to 2010.• Whitestown is less diverse in terms of race andethnicity when compared to Indiana and thecomparison communities.• Whitestown’s population has a very youngmedian age compared to Indiana and is lowerthan all the comparison communities.• Whitestown has a high rate of educationalattainment beyond the high school level.4%29%20%3%32%12%20 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

Industries & OccupationsThe largest industry in Whitestown in 2010 was theretail trade (19%) followed by education, healthcareand social assistance (17%).Table No. 2-11 IndustriesIndustry Industry DescriptionPercentof LaborForceIN1 Retail trade 19%IN2Educational services, and healthcare and social assistance17%IN3Finance and insurance, and realestate and rental and leasing11%IN4 Manufacturing 11%IN5Professional, scientific, andmanagement, and administrative 10%and waste management servicesIN6 Construction 9%IN7Arts, entertainment, andrecreation, and accommodation 7%and food servicesIN8Other services, except publicadministration7%IN9 Wholesale trade 4%IN10Transportation and warehousing,and utilities3%IN11 Public administration 2%IN12Agriculture, forestry, fishing andhunting, and mining1%IN13 Information 0%Industry DistributionThe largest occupations in Whitestown in 2010were management, business, science and artsoccupations (40%) followed by sales and officeoccupations (33%). These two occupationstotaled 73% of the occupations held by workers inWhitestown.Table No. 2-12: OccupationsOccupation Occupation DescriptionPercentof LaborForceOC1Management, business, science,and arts occupations40%OC2 Sales and office occupations 33%OC3 Service occupations 16%OC4Production, transportation, andmaterial moving occupations6%OC5Natural resources, construction,and maintenance occupations5%Occupational Distribution7%9%10%11%19%11%17%IN1IN2IN3IN4IN5IN6IN7IN816%6% 5%33%40%OC1OC2OC3OC4OC5Working Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE23

2: COMMUNITY BACKGROUNDIncomeWhitestown’s median household income in 2010was $75,682, 28% higher than Indiana ($58,944).When compared to the comparison communities,Whitestown is in the middle of median householdincomes. Whitestown’s per capita income alsofollows this trend. Per capita income is frequentlyused in measuring a standard of living but canbe skewed because it does not reflect incomedistribution.Table No. 2-13: IncomeMedianPer CapitaCommunity HouseholdIncome (2010)Income (2010)Zionsville $126,433 $48,692Avon $80,378 $30,525McCordsville $78,611 $29,832Whitestown $75,682 $32,025Plainfield $64,833 $25,179Indiana $58,944 $24,058Economic Trends Summary:• Whitestown has a larger number of personscommuting to work by means other than aprivate vehicle than most communities.• The percentage of residents who are partof the workforce is much higher than mostcommunities and unemployment is estimatedto be 2.7%.• The median household income is about$75,682; this is higher than Indiana, but lowerthan many of the comparison communities.24 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

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Chapter 3:Vision andGoalsIN THIS CHAPTERThis chapter outlines the overall vision statementfor the Whitestown Comprehensive Plan.• Overall Plan Vision Statement• Element Vision Statements26 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

community visionWhitestown is a community in transition. While thecommunity benefits from a rich history, its presentcondition is more influenced by the significantgrowth and development that has occurred in thelast fifteen years rather than its historical roots. Asone of the fastest growing areas in the Indiana,Whitestown has seen its employment base andresidential population soar in recent years, bringingwith it all of the advantages and disadvantages ofsignificant growth. With all of this change, thereis a strong desire for Whitestown to embrace thisopportunity to redefine itself as a progressivecommunity, incorporating many traditional urbandesign elements such as complete streets, formbased design, build to lot lines, etc., in order tocreate a community unique to central Indiana. AsWhitestown chooses what type of community it willbe in the future, it is essential that leaders not beconstrained by traditional thinking and businessas usual attitudes. Bold thinking, supported bystrategic engagement of local and regional assetsand opportunities, will leverage the significantpotential of Whitestown and define a transformativeand dynamic community character. Building thiscommunity character for a diverse and activepopulation base, while maintaining a sensitivity togrowing in a sustainable and fiscally responsiblemanner, will help secure Whitestown as a distinctiveregional location to live, work, learn and play.vision statementThe vision for the 2015 Whitestown ComprehensivePlan Update outlines the direction of future growth,development and service provision for the Town.The development of this vision was the result ofmany committee working group meetings andpublic input from public meetings and a series ofstakeholder interviews. This vision was crafted tobe a bold perspective and set high standards andclear expectations for the community. Communitiesmust grow, both commercially and residentially, ifthey are to achieve long-term sustainability. Inorder for Whitestown to be the community it wantsto be, it must define standards for growth, the keycomponents to the success of the community, andthe character of the future of Whitestown. Thiscomprehensive plan sets the roadmap for achievingthe following vision.Vision Statement: To be a welcoming,innovative community for all phases of life thatencourages economic growth and high quality,well-integrated development with a broadrange of uses and residential developmenttypes, thus;1. Expanding quality employmentopportunities in Whitestown and theregion2. Enhancing the quality of place of thecommunity3. Growing the area’s tax base4. Incorporating urban design elementssuch as complete streets, form baseddesign, build to lot lines, etc.5. Becoming a dynamic and vibrantcommunity that is proactive inaddressing issues and responsive to itscitizens and stakeholders.6. Fostering a community identity anddevelopment climate that makeWhitestown one of the most uniquecommunities in IndianaWorking Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE27

3: VISIONISSUES IDENTIFICATION1. Lack of a defined community characterIf a community does not work aggressivelyto define itself, it will be defined by others. Inmany ways this is the current state of reality forWhitestown. While significant activity has takenplace in recent years inside the community, mostof it has not been attributed to a “WhitestownBrand”. Unlike neighboring communities likeZionsville and Carmel, the core character ofWhitestown remains somewhat of a blankslate. This creates a tremendous opportunityfor the community to define and articulate itself,while still building on the significant positivemomentum already in place in the community.2. Need to be a place for all peopleIf Whitestown is to maximize its potential,it must become a community that not onlyembraces all phases of life, but actively worksto develop the infrastructure and amenities thatare attractive to, and supportive of, each phaseof the life cycle and to all people. This includesencouraging the mix of residential buildingtypes that are appealing to young professionals,families, and seniors; designing and buildingthe public amenities that are essential for eachage group; and supporting the non-residentialuse types at locations that best attract thediverse population base.3. Beginning to become a community ofsubdivisionsLike many communities in central Indiana,Whitestown is on the verge of becoming abedroom community of subdivisions ratherthan a community of connected and integratedneighborhoods. Individuals begin to identifythemselves by the subdivision in which theylive, and business begin to identify with thedevelopment they are located in. It is essentialthat as the community grows, that emotionaland physical connections be made to all areasof the community to support a true identity anda sense of individual ownership of their Town.4. Large footprint manufacturing anddistribution facilities are beginning to definethe economic base of the communityWhile there is tremendous benefit to theemployment growth in Whitestown, especiallyalong the Interstate 65 corridor, in many waysthe broader public perception of Whitestownis as a place for large industrial buildings. Thetruth is that strong utility service, accessibilityand visibility of prime commercial real estatemakes Whitestown the perfect location fora diverse business base, including office,research and development, and technologyfocused industry. Broadening the businessbase of the community will not only provide theresources and opportunities to support buildinga great quality of place, but it is also the key tolong-term sustainability of the community.28 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

5. While the heart of the community beatsstrong, the core of the community needsrevitalizationThe Legacy Core once served as the centerand heart of the community. Today, growth hasmoved both of these closer to the Interstate65 corridor. Despite this, the Legacy Coreremains an important symbolic component ofthe character of Whitestown, as well as a realopportunity to create a unique and vibrantneighborhood within the community. Significantattention should be given to the revitalization ofthis area and its integration into the other areasof growth within the community.6. Lack of connectivity within the communityAs Whitestown continues to grow, and expandgrowth west of Interstate 65, it is essential thatthe critical emotional and physical connectionsare made to connect developments, parks andother community areas to one another. Theseareas must not just feel interrelated, but mustbe physically connected with roads, trails,pathways and wayfinding signage in a waythat makes them accessible and inviting to theresidents of Whitestown, and visitors to thecommunity as well.Working Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE29

3: VISIONoverarching goalsIn order to support and drive the implementation ofthe vision of this plan, it is important to establish anoverarching set of goals to support the developmentof specific strategies. These goals are intended bebroad in nature and set the framework for moredetailed conversations within the appropriatechapters of this plan.12Attract new, high-quality business anddevelopment to Whitestown in orderto provide a diverse and sustainableemployment and tax base for thecommunitya. Develop an appropriate economicdevelopment product to serve communityinterest and market opportunitiesb. Create new shovel ready opportunities withstrategic investment in infrastructurec. Develop internal policies to support creatingan economic development advantage forWhitestownd. Develop appropriate public privatepartnerships to create economicdevelopment opportunitiesDevelop programs and policies tosupport and encourage the continuedsuccess and growth of the existingbusiness base within the communitya. Provide support and resources forentrepreneurial initiatives within thecommunityb. Create active engagement and outreachstrategies for existing business/industry34Develop a consistent and clearmarketing message and delivery systemthat establishes the desired perceptionand identity of Whitestowna. Develop new identify branding andassociated marketing efforts around thenew brand.b. Capitalize on cross marketing partnerships(both public and private)c. Implement a tiered marketing and outreachprogramd. Identify and establish key design elementsfor gateways into the communitye. Coordinate messaging and resources withkey local and regional stakeholders to findcolloborative marketing solutionsContinue and enhance focus on thedevelopment of a sustainable quality ofplace in Whitestown to serve all peoplea. Support the improvement and expansion ofcommunity amenitiesb. Work to promote the continued developmentof quality residential product while beingsensitive to the heritage of the communityc. Work to establish the community as a placefor a diverse citizenry (with a focus onfamilies and young professionals)d. Continue the enhancement of municipalservices to the communitye. Adopt local policies and practices thatfacilitate acceptance and tolerance of adiverse citizenryc. Promote workforce developmentopportunities for existing and new business30 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

56Develop and maintain the propermunicipal infrastructure to support thedesired growth of the community andservice to its citizensa. Develop and maintain a thoroughfaresystem that is designed to efficiently andsafely move vehicular traffic throughout thecommunity.b. Provide creative methods for pedestrianand alternative transportation connectivitythroughout the community.c. Build and maintain parks and recreationfacilities that are coordinated to serve thecommunity and the region in a fiscallyresponsible manner.d. Maintain a high level of service for publicsafety facilities within the community.e. Continue to enhance and expand local utilityservices to support local citizens as well asthe types and locations for growth desiredby the community.Make long-tern sustainability a focusof all decision making process in thecommunitya. Ensure that proper steps are taken topreserve and protect environmental assetswithin the community.b. Encourage redevelopment efforts to honorthe heritage of the community.c. Understand the fiscal impacts of decisionsthat are made to the community and weighthose impacts before decisions are made.d. Strategically invest in the community inways that create the desired return oninvestment over time.e. Make decisions that are based on the longtermwell-being of the community and arenot constrained by the longevity of currentleadership or political election cycles.Working Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE31

Chapter 4: Land UseIN THIS CHAPTERThis chapter is one of the central focuses of acomprehensive plan. This chapter highlightsthe location and quantity of desired growth inWhitestown. It includes growth and land usestrategies for Whitestown, a future land use mapand a description of each land use category. Thiselement is required by Indiana Code.• Overview• Guiding Policies• Future Land Use Map (with growth boundary)• Future Land Use Map (existing corporateboundary)• Community Zones32 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

L A N D U S Eguiding policies1. To achieve the vision for the community, Whitestown must promote unique designsand residential densities that provide market driven product types that are attractive toindividuals and families in all phases of life, especially young professionals and families.2. For long-term community sustainability, it is essential that Whitestown maintain theproper balance of commercial, industrial and residential uses.3. To help develop the community spirit and identity desired by the residents of thecommunity, Whitestown needs to grow as a collection of connected and integratedneighborhoods, not subdivisions.4. To grow and retain the desired local labor force, the community needs to develop withamenities that serve both an urban and suburban lifestyle.5. Development within the community needs to be designed to be efficient, compact, andwalkable.6. Future development should be encouraged to provide a superior and creative productdesign and mix of uses.7. The community needs to grow and develop, but such activities need to be sensitive tohow they relate to existing uses and agricultural areas.8. Where needed, the community needs to promote redevelopment and support thoseactivities with the appropriate level of new development activity.9. Future land use and density decisions need to be coordinated with the needs andavailability of transportation, utilities and other infrastructure facilities.10. Larger planned unit developments are encouraged and should include flexibleintegration of a true mix of uses and unique design standards.11. Continue to review, revise and implement the Interstate 65 Land Use Overlay as partof managing development activities.Working Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE33

4: LAND USEOVERVIEW:A major element of any community is the land use pattern.This can include a variety of land uses and densities thatare coordinated to result in an effective and well organizedcommunity. Whitestown has appropriate locations for all landuses, from high-density mixed-use developments to lowdensityrural subdivisions. Providing the appropriate mix ofthese densities, land uses and areas can result in a higherquality of life for the Town, residents and businesses.The components needed to promote strong land use decisionsinclude:• Variety of land use districts and densities,• Compatibility with land uses,• Redevelopment of areas in need of reinvestment,• Enforcement and update to the zoning and subdivisionregulations,• Connectivity between areas, destinations andactivity zones, and• Coordination with other community services andfacilities as growth occurs.34 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

introductionSeveral factors influence the desired landuse direction of Whitestown. One of the mostsignificant factors is the pace of growth that thecommunity has experienced in the past 15 years.This pace has ranked Whitestown as the fastestgrowing community in Indiana on a percentagebasis in 2015. Much of this dynamic began with theapproval and subsequent development of the mixeduse project Anson. Prior to that point, Whitestownwas perceived as a small town with limited desireto capitalize on its development potential. With theapproval of Anson, the community acknowledgedto the world that it was ready to embrace growthopportunities. What remained undefined, however,was what opportunities and direction the communitywould choose to pursue. During the development ofthis plan, it was identified that Whitestown desiresa mix of land uses to support a sustainable rate ofgrowth for the community and to grow into a uniquedestination for residents and businesses.Making this a reality is possible in Whitestownespecially given the current capacity and locationof utilities provides the opportunity for developmentactivity to take place in most areas of thecommunity. It is likely that areas within and aroundAnson, near Interstate 65 and its interchangesand along Whitestown Parkway will experiencenon-residential development first. Residentialdevelopment, however, will likely continue todevelop from east to west across the communityand within the Anson PUD. Additional thoroughfareand trail improvements will increase the likelihoodof development in other areas of the community.Long-term growth management policy requires thatthe community will be driven by two primary factors.The first is to continue to expand the potentialenvelope of growth and development withinWhitestown. This means strategically locatinginfrastructure and mixing land uses to maximize theavailability of developable property. The secondfactor is to maximize the density of developmentto support the character, activation and return oninvestment for the community. Whitestown’s visionis to be a unique community with urban characterand suburban amenities. To accomplish this, it willbe important to support development densities thatare higher than typically anticipated for suburbanIndianapolis communities.future land useThe future land use plan (map and accompanyingtext) provides local officials and decision makers witha tool to assist in making decisions and policies forattracting new growth and development. Locationsfor future land uses were based on the locationcriteria, public input, geographical limitations andexisting conditions.Generally, new development should be compatiblewith the surrounding area and provide appropriatetransitions between densities and land uses. Newdevelopment should also preserve and utilize theexisting road and utility network while capitalizingon underutilized or undeveloped land.The Future Land Use Map included in this chapteris intended to be used as a guide when landuse decisions are made. Some flexibility in theimplementation of this plan is intentional to allowthe Town to respond to current market demandsand community needs. Future land uses in areasthat are already developed or that are included inapproved Planned Unit Developments (PUDs) areshown to generally reflect the existing or approveddevelopment pattern.Working Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE35

4: LAND USEland use descriptionsEach land use identified on the Future Land UseMap is described below and is intended to be moregeneral and broader than the Town’s zoning districtsto provide flexibility over the 20-year horizon of thisplan. The following descriptions provide the intentof each land use category.Parks / Recreation: Identifies existing public openspace or recreation areas or areas that have astrong potential for parks and recreation due tolocation and/or physical constraints. Two largepotential locations for future parks facilities arenoted on the Future Land Use map, one on eachside of Interstate 65. Other areas are locatedadjacent to and within the Golf Club of IndianaPUD.Heavy Industrial: Intended for large-scaleand industrial uses, including warehouses,manufacturing, assembly, regional/nationaldistribution facilities or similar large-scale industrialuses. Heavy manufacturing uses that havesignificant environmental impacts or generatesignificant smoke, noise, or odors are not desiredin these areas. This land use classification onlyexist in the currently developed industrial areasalong the northern parts of Indianapolis Road.Light Industrial: Intended for small to mediumscale,clean industrial uses, including warehouses,flex space, construction, distribution, or othersmall to medium-scaled industrial uses that areminimally or moderately obtrusive. Generally, thisclassification is contained in the northern part of theAnson PUD.Rural Residential: Includes detached single-familyresidential development that is less than two unitsper acre. These areas are intended for larger lotsubdivisions and estates and are generally locatednorthern and western edges of the community.Low Density Residential: Includes single-familyresidential development between two and threeand a half (2 to 3.5) units per acre. These areas areintended for medium to small-sized lot subdivisionswith single-family detached houses. These areasare located primarily in the northeast and southernparts of the Town.Medium Density Residential: Includes residentialdevelopment between three and a half to seven (3.5to 7) units per acre. These areas are intended forsmall lot subdivisions with single-family detachedhouses, duplexes, Townhomes, small apartmentcomplexes or similar density residential. Theseareas are generally located in the northeast part ofthe Town along CR 650 E.High Density Residential: Includes residentialdevelopment greater than seven units per acre.These areas are intended for higher densityresidential developments that could include singlefamily,duplexes, Townhomes, large apartmentcomplexes, or similar density residential. Theseareas are located in the southeast and northwestparts of Town, as well as within the Anson and GolfClub of Indiana PUDs.The Anson development is anexample of a Planned UnitDevelopment (PUD) in Whitestown.36 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

Technology Industrial: Intended for industrialor office uses that focus on engineering ormanufacturing technology that make productionmore efficient. These may include corporateoffices, high tech manufacturing and researchand development facilities. Uses in this categoryare clean and minimally obtrusive and can bemaster planned in a campus setting. This land useclassification is primarily found between IndianapolisRoad and Interstate 65, in the northwest quadrantof Town, and along Albert S. White Drive.Commercial: Intended as a broad land usecategory that includes developments that servethe surrounding neighborhoods and region.Commercial developments can include retail,offices, restaurants, and other service-orienteduses and are generally adjacent to roads thatcan accommodate greater volumes of vehiculartraffic, such as Whitestown Parkway and at theinterchanges of Interstate 65.Mixed Use: Intended for well-designeddevelopments that include a mix of land uses, suchas commercial, office and residential. Developmentin this area should consider internal connectivityfor all modes as well as a higher level of aestheticdesign.Downtown Core Focus Area: Intendedfor Whitestown’s Legacy Core through theimplementation of the Downtown RevitalizationMaster Plan. Additional details of this area areprovided later in this chapter.future land use mapThe Land Use Maps established in this chapterdepict the future land uses for the existing corporateboundary of Whitestown, as well as future areasthat may be served by annexations that arecurrently underway. The maps include specialcommunity focus areas that are designed forintegrated Planned Unit Developments (PUD) asdescribed by this document. It is important to notethat a significant portion of the areas in the mapare already governed by approved PUDs (suchas Anson and the Golf Club of Indiana) and it isanticipated that future development in these areaswill continues to follow the uses and standardsestablished inside those existing PUDs. Whereexisting PUDs do not exist, it is anticipated thatthese maps will direct future land use decisions.Civic: Intended for public or semi-public uses thatcould include government buildings, emergencyservices, schools, religious facilities or similar uses.These uses are generally located in the southeastareas of the TownCommunity Focus Areas: These areas areintended for developments that include a mix of landuses, such as retail, office and residential, and aredesigned in pedestrian scale and reflect a uniquecharacter. Each focus area should be developedin a unified and coordinated fashion. Each of thefocus areas may have a unique character, aswell as a preferred set of uses and developmentstandards reflective of its location, function, anddesired appearance within focus area. Additionaldetails of each proposed area are listed later in thischapter.Working Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE37

280 E300 E300 EDIANE LN400 EKERN RD425 E450 EANSON BLVD450 E475 E500 E500 E575 E600 E600 EBUCK STEagle Streets 9BOWERS ST650 EMAIN ST WT650 E700 E700 EYORKSHIRE CIR750 E775 E500 S780 E775 E4: LAND USELand Use StudyExisting Conditions Map150 SHOLMES RD200 S200 S225 S230 S775 E250 SLebanonCorporate LImits300 SPIERCE STUITTS STUITTS STLINVILLE AV300 SPAISLEY POINTINDIANAPOLIS RDPERRYWORTH RDFIRETHORN DRIVELIMELIGHT LANE650 ETARTAN TRAIL400 SSNAFFLE BIT RDALBERT S WHITE DRALBERT S WHITE DR400 S700 E700 E425 S750 E400 S450 SPERRY BLVD500 SPERFORMANCE WAYINDUSTRIAL COURT550 S 550 SPERRYWORTH RDWhitestownCorporate LImitsALLEY500 S550 S525 S550 SALLEYAMOS DRALLEY600 SSCHOOLER DRIVECENTRAL BOULEVARDOAK STWHITESTOWN PARKWAY650 SSADDLETREE DRABBY LNOXFORD DR675 SROYAL RUN BLVD700 SINDIANAPOLIS RDZionsvilleCorporate LImitsHUNT CLUB RDBECK LN750 SWOLFE RDLAKESIDE DRGOLDEN EAGLE DRBLUE JAY WAYROYAL AVRETRIEVER LN800 S96TH ST38 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15V01,200 2,400Graphic Scale (Feet)

275 E300 E300 E400 E425 E450 E450 E475 E500 E500 E600 E650 E650 E700 E700 E775 E780 E800 E825 EFuture Land Use Map (Corporate boundary & 2013 pending annexation)HOLMES RDLegendWhitestown Corporate LimitsDowntown WhitestownPlanned Unit Development (PUD)2013 Pending Annexation2014 Proposed AnnexationKERN RD200 SInterstateArterialArterialFarm Heritage Trail200 S775 ECommunity ZonesINDIANAPOLIS RDParks / RecreationHeavy IndustrialLight IndustrialTechnology Mixed UseCommercialMixed UseFuture PUDCivicRural Residential(Less than 1-2 units/acre)Low Density Residential(Less than 3.5 units/acre)300 SMedium Density Residential(3.5 - 7 units/acre)High Density Residential(More than 7 units/acre)300 S400 S400 S500 S500 SSee Anson PUD525 S550 S550 S550 S600 SCENTRAL BOULEVARDOAK ST650 S675 S700 SSee Golf Club ofIndiana PUD750 S´Miles0 0.5 1 2Note:The future land use map is intended as a preferred guide for development based on conditions present during development of the comprehensive plan. The future land usemap is intended to be flexible and a living document, allowing for revisions and adjustments as the community evolves.Working Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE39

275 E300 E300 E400 E425 E450 E450 E475 E500 E500 E600 E650 E650 E700 E700 E775 E780 E800 E825 E4: LAND USEFuture Land Use Map (with 2014 proposed annexation)HOLMES RDLegendKERN RDWhitestown Corporate LimitsDowntown WhitestownPlanned Unit Development (PUD)2013 Pending Annexation200 SInterstateArterialArterialFarm Heritage Trail200 S775 E2014 Proposed AnnexationCommunity ZonesParks / RecreationHeavy IndustrialRural Residential(Less than 1-2 units/acre)Light IndustrialTechnology Mixed UseCommercialMixed UseLow Density Residential(Less than 3.5 units/acre)300 SMedium Density Residential(3.5 - 7 units/acre)300 SINDIANAPOLIS RDFuture PUDCivicHigh Density Residential(More than 7 units/acre)400 S400 S500 S500 SSee Anson PUD525 S550 S550 S550 S600 SCENTRAL BOULEVARDOAK ST650 S675 S700 SSee Golf Club ofIndiana PUD750 S´Miles0 0.5 1 2Note:The future land use map is intended as a preferred guide for development based on conditions present during development of the comprehensive plan. The future land usemap is intended to be flexible and a living document, allowing for revisions and adjustments as the community evolves.40 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

275 E300 E300 E400 E425 E450 E450 E475 E500 E500 E600 E650 E650 E700 E700 E775 E780 E800 E825 ECommunity Focus Areas (with 2014 proposed annexation)HOLMES RDLegendKERN RDWhitestown Corporate LimitsDowntown WhitestownPlanned Unit Development (PUD)2013 Pending Annexation200 SInterstateArterialArterialFarm Heritage Trail200 S775 E2014 Proposed AnnexationCommunity ZonesParks / RecreationHeavy IndustrialRural Residential(Less than 1-2 units/acre)Light IndustrialTechnology Mixed UseCommercialMixed UseLow Density Residential(Less than 3.5 units/acre)300 SMedium Density Residential(3.5 - 7 units/acre)300 SINDIANAPOLIS RDFuture PUDCivicHigh Density Residential(More than 7 units/acre)400 S400 S500 S500 SSee Anson PUD525 S550 S550 S550 S600 SCENTRAL BOULEVARDOAK ST650 S675 S700 SSee Golf Club ofIndiana PUD750 S´Miles0 0.5 1 2Working Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE41

4: LAND USEzoning as a development toolThe zoning ordinance, as the document by whichthe community’s police power is enforced, is alogical mechanism for implementing land use policy.Thus, zoning policy must foster the developmentof concepts of this plan. This is especially true ofthe developments of the community focus areasidentified in this plan. The concept will not workwithout a sufficient market to support a communityfocus area in each location. To achieve the maximumcreativity from private developers, the Town shouldencourage creative zoning techniques such as formbased zoning and Planned Unit Developments(PUDs) to facilitate the best development types forthe community. The existing Whitestown UnifiedDevelopment Ordinance should also be reviewedand amended as necessary to ensure that thebase standards are in place to support the vision ofthe community. This is especially true with regardto architectural controls and site developmentstandards. These standards should also allowfor the blend of uses while still being sensitive tothe appropriate transitions between new uses andexisting uses.As stated previously, areas along existingthoroughfares where utilities are already in placeare likely to develop sooner than other areas in thecommunity. This is especially true in Anson andother areas east of Interstate 65. Some of theseareas are supported by the community focus areasidentified in this plan, however, some of them areoutside these areas. There are also several newcorridors that are being planned (146th Street andRonald Reagan Parkway as examples) that willprovide access to areas that are within and outsideof these community focus areas. It is anticipatedthat development within the community focusareas will be driven by a series of connected andinterrelated planned unit developments that aremaster planned to take advantage of the uniquecharacteristics of each community focus area, aswell as serve the community as a whole. Areasoutside the community focus areas may be subjectto traditional zoning approvals and governed bythe underlying land uses identified within this plan.community focus areasThroughout history, communities that have thrivedhave had successful core areas of commerce,living and civic life. These cores contain communitymeeting places, employment centers, municipalservices, as well as retail and entertainmentestablishments and residential neighborhoods.These areas create a sense of belonging andcommunity identity for the entire community. TheLegacy Core provided this for Whitestown at onepoint, but as the community grew outside of its“downtown” some focus has been lost on the senseof belonging and identity that the Legacy Core oncebrought to Whitestown.The community focus area concept is an effortto ensure this sense of place by creating uniquedevelopment areas that are designed to havecreative character that, while perhaps different fromone another, are still coordinated and connectedin ways that promote the overall character ofthe community. It is important that people andbusinesses located in these areas identifythemselves as part of the larger community.Each focus area will include a mix of uses such asconvenience retail shops, food services, personaland business service uses, employment centers,and some community facilities such as, parks,schools, libraries, or places of worship. However,because each community focus area is in a uniquegeographic location with a variety of market needsand demands, the mix of uses is expected to varywith each area. And because the centers areexpected to be programmed through market forcesand demands, flexibility of uses is an importantfunction of each plan.42 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

As neighborhoods develop around each focusarea, it is important that each area:• Provides neighborhood/area identities anda sense of place• Prevents haphazard commercial growth• Reduces auto trips• Encourages pedestrian access• Creates a focal point for social and culturallife and for commerce• Provides opportunities for higher densityhousingGENERAL GUIDELINES FOR FOCUS AREAS1. Where multiple buildings are proposedwithin a single development, consistentarchitectural themes are encouraged to beapplied throughout the entire development.2. Site access and signage must be carefullyplanned to orient drivers to a safe andefficient travel pattern.3. Site design and parking lot layout mustrecognize the “double-fronted” nature ofdevelopment sites in this area.4. 360 degree building architecture designshould be considered for all buildings.5. Alternative transportation facilities shouldconnect uses within the zones for safe,pedestrian travel, as well as connectindividual zones to other zones within thecommunity.6. Flexibility and creativity are key to thesuccess of the zones, so form based zoningstandards are encouraged to be part of theoverall PUDs for the zones.7. Site layouts and design standards shouldbe focused on creating active spaces thatencourage energy and vitality in each zone.To achieve the maximum flexibility and creativityin design of each focus area, it is anticipated thateach will be approved as part of an individualPlanned Unit Development (PUD). There areten community focus areas proposed within thischapter. Three of the focus area are proposed alongthe existing interchanges on Interstate 65. Two ofthe focus areas are proposed where a potentialnew mid-point interchange could be constructedin the future. Four of the focus areas have beenproposed in strategic locations to tie together thebroader community and help define the mixed useareas that surround them. One of the focus areasaddresses the Legacy Core. Details of each of theproposed focus areas are listed in the followingpages.8. Higher density housing should beencouraged to develop adjacent to thezones.9. Commercial portions of the centers shouldbe located on major thoroughfares.10. Core areas of the zones should be designedat a compact pedestrian scale.11. The zones should be well landscaped andcontain a central greenspace or park as thefocal point.12. The zones should be master planned. It willtake many years for zones to fully developand no project within it should prevent thedevelopment of future projects according tothe plan.13. Centralized parking facilities should beencouraged within the commercial areas ofthe zones and shared facilities should beavailable between the uses in the zones.14. Combined drainage facilities are encouragedto create lake/amenity features.15. Through streets shall be required in alldevelopments. Stub streets should berequired where a development is adjacentto vacant land.Working Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE43

4: LAND USEdescription of individual focus areas1 parkway west4This area is along Whitestown Parkway westof Interstate 65 and is anticipated to include acollection of office, service retail and commercialretail uses. Larger stores may be located fartheraway from the primary thoroughfare with parkingvisible in front. Smaller outlots are encouraged tobe located near the street. High quality buildingdesign and site improvements are a priority in thisarea because this corridor functions as the “spine”and gateway into the community.2This area is along Whitestown Parkway east ofInterstate 65 and is anticipated to be similar toFocus Area 1, but the standards for this area arealready established as part of the Anson PlannedUnit Development (PUD).3parkway eastWhitestown crossingThis area is west of Interstate 65 along IN 267.It is anticipated to include a collection of serviceretail and commercial retail uses, most of whichare oriented to serving traffic along Interstate 65.This area does serve as the northern gatewayinto the community, however, so special attentionmust be paid to the gateway nature of this areaand signage and landscaping should reflect thissensitivity. Larger stores are not encouragedaround this area, but may be permitted under thecorrect circumstances. Where permitted, theseuses should be located farther away from theprimary thoroughfare with parking visible in front.Smaller outlots are encouraged to be located nearthe street. High quality building design and siteimprovements are a priority in this area, especiallyalong facades that are visible from roads.This area is west of Interstate 65 direclty acrossthe interstate from the Anson PUD in the Interstate65 Corridor Overlay. This area focuses on a mixof office, research and technology uses to supportan innovative corporate campus or technologypark that transforms Whitestown into a regionalresearch and technology area. The area supportscorporate office complexes, research andtechnology related uses, and some potential smalllight industrial uses (distribution, manufacturingand wholesale) that are completely enclosed in abuilding and are supportive of overall technologyfocused businesses. The architecture of this area isencouraged to reflect the innovation of the medical/technology field through more contemporaryarchitecture and modern materials such as glass;however, more traditional styling elements are notdiscouraged if they respond to the style of adjacentbuildings. This area supports medium to largeoffices and should provide easy access and goodvisibility from major thoroughfares and interstate.This area shall have an emphasis on high qualityarchitecture, proportion and detail.5midpoint interchange westmidpoint interchange eastThis area is directly across Interstate 65 from FocusArea 4 and is in the Anson PUD. It is anticipatedto be similar in land use and design to FocusArea 4, however, the development standards forthis area are defined by the Anson Planned UnitDevelopment (PUD) ordinance text.6eastern gateway mixed useThis area is in the northeast corner of Whitestowneast of the Legacy Core. This area may be the mostsignificant area of future development for the Town.Activities in this area not only serve as the primaryeastern gateway into Whitestown, but they will alsosupport the continued redevelopment opportunitiesof the Legacy Core of the community. This area isalso important because of its accessibility to thefuture extension of CR 300S/146th Street corridorbetween Interstate 69 and Interstate 65. This areafocuses on a mix of uses with high importance onarchitecture signifying the entry into Whitestown.44 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

Given the unique nature of the property, and thepossibility of a mix of uses being appropriate at thislocation, there is a high expectation on the level ofquality and design that will go into any developmentat this location. This area shall have an emphasison high quality architecture, proportion,and detail.This area is anticipated to include a collectionof office, service retail, commercial retail uses,technology focused industrial businesses, andmixed density residential. Larger retail stores arenot anticipated in this area, but smaller outlots areencouraged to be located near the street. There isa strong opportunity to focus the non-residentialemployment generators toward technology basedbusinesses. These will likely be smaller uses, andthe area may serve as a small business technologyincubator, allowing business to grow out of the areaand locate expanded facilities in other locationswithin WhitestownWith the connectivity of this area with the FarmHeritage Trail and the proximity to the Legacy Core,residential uses will be an important component ofthe development within and around this area. Itis likely that there will be a mix of residential usetypes within this area including traditional detachedsingle-family homes, attached single-familyproduct, condominiums, Townhomes, and multifamilyproduct. It is anticipated that these uses willbe market driven, but should address the need tocater to young professionals and those seeking amore urban living atmosphere. This means that thisarea will need to accommodate a mix of densities,including levels that are usually not permitted inmost suburban communities.7Albert S. White mixed useThis area is is located between the LegacyCore and Interstate 65 along the Albert S. WhiteBoulevard. This area is important because itserves as a transition between the more intenseindustrial uses currently planned for Anson andthe existing and planned single-family areas innortheastern Whitestown. This area will likelyneed to include some higher density residentialto help serve and as a transitional use, but mayalso contain smaller lot single-family uses. It isalso likely include some neighborhood retail uses.These may include pharmacy, grocery, and othersmaller retail uses, but “big box” retail uses wouldnot be appropriate in this area. It is also importantthat the commercial in this area not injure marketpotential for redevelopment opportunities in theLegacy Core and the more intense retail uses thatmay be possible in Focus Area 6.8This area is southwest of Focus Area 4 in a currentlyundeveloped area. This area focuses on a mix ofoffice, research and technology uses to support aninnovative corporate campus or technology parkthat transforms Whitestown into a regional researchand technology area. The area supports corporateoffice complexes, research and technology relateduses, and some potential small light industrial uses(distribution, manufacturing and wholesale) that arecompletely enclosed in a building. The architecturemay reflect the innovation of the medical/technologyfield through more contemporary architecture andmodern materials such as glass; however, moretraditional styling elements are not discouragedif they respond to the style of adjacent buildings.This area supports medium to large offices andshould provide easy access and good visibility frommajor thoroughfares, Interstate 65, and the futureextension of Ronald Reagan Parkway. This areashall have an emphasis on high quality architecture,proportion, and detail.9commerce district mixed usesouthern gateway mixed useThis area is located in the southern portion ofWhitestown around 750 S and 450 E and will serveas the primary southern gateway to Whitestown.Similar to Focus Area 7, this area will likely includesome neighborhood retail uses. These may includepharmacy, grocery, and other smaller retail uses,but “big box” retail uses would not be appropriatein this area. It is also important that the commercialuses in this area be designed to primarily servethe residential uses in close proximity to thearea, and not necessarily compete with the moreintense residential uses planned along WhitestownParkway. The majority of this mixed use area willbe residential, with less dense residential productas the predominant use, but denser residentialproduct expected closer to the commercial area ofthe area and along Whitestown Parkway.Working Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE45

4: LAND USE10legacy coreIn 2012, the Town of Whitestown and theWhitestown Plan Commission prepared andadopted the Downtown Revitalization Master Planfor the Legacy Core area. The intent of the plan wasto study and determine a strategy for encouragingappropriate reinvestment in the downtown area.Focused on public input, the study incorporateddifferent opportunities to guide the decisions andrecommendations for the Legacy Core area. Theproject area, which encompasses the geographicboundaries of the historic Town center, includesPierce Street from west of Walnut Street toJackson Run Creek on the east and Main Streetfrom Walker Farms subdivision to north of the LionsPark entrance.LEGACY CORE VISIONThrough the input g athered during the DowntownRevitalization Master Plan process, a vision for theLegacy Core was established that will:Create a sense of identity by embracing its smallTown character and cultivating a diverse base ofuses and activities.Preserve its character as a safe, involvedcommunity while creating a setting where residentscan easily walk to locally owned businesses, visitwith neighbors and attend local events.Become a destination for residents and visitors bycelebrating its culture and past, while allowing fornew businesses and hosting community-focusedevents.A series of specific objectives aimed at achievingthe established vision for downtown include:• Creation of an interconnected network of parksand open space around the downtown linkedby the Legacy Core Shared-use Path;• Improvements and enhancements for publicinfrastructure, including Main and Pierce Streetsand the construction of the Farm Heritage Trailthrough downtown;Investment in the historic downtown,or Legacy Core, includes residentialstabilization, construction of the FarmHeritage Trail, as well as parking andstreet improvements.• Construction of new downtown public amenities,including the Whitestown Town Commonspublic gathering space and the WhitestownCommunity Center; and• Investment in both housing and commercialredevelopment and infill projects.The specific recommendations, and related actionstep, for the Legacy Core were documented in the2012 Downtown Revitalization Master Plan whichis included as part of the overall Whitestown MasterPlan and should be used as further reference forspecific land use guidance and planning decisionmaking for this area.46 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

.T.T.SCTKT.T.NT.U.precedent imagesEs welln thent inovideecificon toram,ctureCore.re forWhitestown Town Commons: Community Center & FarmHeritage Trail Connections121NATURE PARK4LIONS PARKTown Commons, includesornamental street lighting,landscaping and pedestrianfurnitureImages and map highlight the recommendations from the2011 Downtown Revitalization Master Plan.Town Commons Pavilion• Farmers Market• Festivals• Community EventsParking in plaza around PavilionTown Commons links proposedCommunity Center, Farm Heritage Trail,Post Office and Main StreetWhitestown Town Commons: Pavilion & Farmers Market15 14MAIN I ST.UITT UITTS ST.Sy,sW PI ERCE ST.12WALNA UT T ST.S8HINEST.17HINES ST .BECK C HAMST.PORTER SST.BOWERS S T.TURNERR ST.11161814LUCAS ST.PETERS S T.13TROUT ST.LINVI LLEAVE.12E. PI ERCE ST.Streetscape Enhancements @ Pierce & Main5TOWN COMMONS139HULLST.ST.2PANTHER PARKBUCKK ST.BOWWERS ST.LAUGHNERNST. ST.SMITH ST.ST ST103GATHERING PARK7WHITESTOWN WALK!86FARM HERITAGETRAIL1812Streetscape Enhancementsds.edlegend:PREDOMINATE LAND USES:Residential Land UseRetail / Commercial Business CoreIndustrial, Office or ManufacturingOpen Space / RecreationStudy Area LimitsWhitestown Town LimitsSPECIAL FEATURES:Gateway MarkerTrailhead/Rest NodeStreetscape EnhancementsProposed Farm Heritage TrailWhitestown WALK! Loop TrailOPEN SPACE NETWORK:1. Nature Park2. Panther Park3. Gathering Park4. Lions Park (Sports Park)5. Whitestown Town CommonsCONNECTIONS:6. Farm Heritage Trail7. Whitestown Walk! Loop TrailCOMMUNITY INITIATIVES:9. Whitestown Community Center10. On-Street Parking Along Main Street12. Community Gateway Markers13. Residential Rehabilitation15. New Residential Infill17. Town Hall Site Feasibility Study Option18. Alber S. White Historical MuseumDowntown/Legacy Core Plan Elements & Land UseMap and images from the 2012 Downtown Revitalization Master PlanWorking Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATET A Y L O RS IEF KER47

This plan introduces the concept of transitioningfrom a town of subdivisions to a community ofneighborhoods. To accomplish this, it will requirea combination of improvements to better connectand coordinate existing developments, creativefuture design and special considerations for newdevelopment projects. The best neighborhoods arenot just a collection of houses within a subdivision,but they also contribute to a unique sense of placeand community identity, with residents interactingsocially with one another as well as contributingvolunteer time, leadership, and civic involvement.Key physical elements of neighborhoods include:1. Seamless transition from residential to nonresidentialuses2. A well balanced mix of land uses and services3. Uses are an integrated component of theneighborhood with adequate buffering andtransition for noise, light, and parking intrusions.Areas in heavy industrial areas will requiresignificantly more buffering than those in lightindustrial or manufacturing.4. Mixed density residential designed as acomponent of the neighborhood5. Multi-modal transportation (i.e. pedestrians,bicyclists, drivers) and walkability within theneighborhood and between neighborhoodsand community amenities6. Design and architectural features that arevisually interesting7. Encourages human contact and social activitiesvia things such as unique gather spots withinthe neighborhood8. They are places where there are lots of optionsto choose from for entertainment and activities48 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

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Chapter 5:Transportation& CirculationIN THIS CHAPTERThis chapter identifies various objectives forroadway improvement, bicycle and pedestrianprojects, as well as corridor enhancements.• Overview• Guiding Policies50 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

TRANSPORTATION &C I R C U L A T I O Nguiding policies1. Road networks within new subdivisions should link to the existing road networks inneighboring subdivisions / developments.2. Plan and promote pedestrian circulation (walking, cycling, etc.).3. Continue to implement a network of community-wide paths and trail system.4. Develop and link pedestrian networks (sidewalks and trails) within newdevelopments.5. Improve mobility for youth, seniors, disabled and other residents in need.6. Ensure accessibility and efficiency for emergency/first responder services.7. Control access, entrances and curb cuts of major arterials or near intersections perthe Whitestown Transportation Plan.8. Encourage alternative means of transportation including carpooling, public transit,and complete streets to encourage less and alternative fuel use (electric, hydrogen, etc.)9. Enhance community identity through attractive streetscapes.Working Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE51

5: TRANSPORTATION & CIRCULATIONOVERVIEW:The 2013 Whitestown Transportation Plan outlines the long-termvision regarding circulation, safety, efficiency, maintenance,relationship to future land uses and cost-effective implementationphasing. Detailed engineering and transportation studies willbe needed for specific projects identified in that plan. Thecomponents necessary to foster convenient circulation include:• Promote orderly development• Improve health, safety, convenience and welfare ofresidents• Develop a comprehensive transportation network thatintegrates alternative modes• Develop priorities for the Town’s capital improvementsprogram52 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

TRANSPORTATION OVERVIEWTransportation planning is a critical componentof managing growth in Whitestown. The currentTransportation Plan addresses many of the issuesand opportunities facing the community. TheTransportation Plan states that the plan “is a toolto guide public officials, developers, engineers,planners, residents, and other parties involved indeveloping long-term land use and transportationobjectives. These include reserving rights-of-wayfor future roadways or roadway improvements,designating pavement widths, and making publicand private funding decisions. The plan is nota traffic study intended to remediate immediatetraffic concerns; rather it is a guiding document toaddress the long-term growth and development ofthe community as land development occurs.”As noted in the Land Use chapter, there hasbeen, and there is anticipated to be in the future,significant development and growth withinWhitestown. The current Transportation Planstates,“The Town believes that tax-funded street andutility extensions should be planned and usedto direct growth in the manner the communitydesires. Ideally, transportation systems wouldbe in place prior to new developments. Thefinancial resources to achieve this rarely exist,particularly when existing roads are involved.The commencement of the Anson PUD presentsunique opportunities that could address theacknowledged economic shortcomings. It furtherchallenges the local governments to addressconcerns outside the boundary of the PUD thatwill be impacted by its land uses. The extendedbuild-out of the PUD, potentially by multipledevelopers, complicates local challenges.Other developments in and around Whitestownhave been widespread and have relied on thecounty road network, which is not designed toaccommodate urban traffic. By implementing acomprehensive Transportation Plan, the Towncould avoid some of the negative traffic growthconditions other communities have experienced.”To manage this growth, the plan identifiessome key thoroughfare improvements that willimpact the areas of future development and thepotential overall capacity of that development forWhitestown in the future. The Transportation Planhas identified several road improvement projectsthat are necessary to manage this growth. Theplans states,“the order of listing should be used only as anindication of the relative priority of a particularproject. Each project listed should be reviewedto determine that it is justified before the projectis implemented. Individual projects may becompleted earlier or later than shown on thislisting. This listing shows more projects thancan be financed in some years. This listingdoes not include new traffic signals that maybecome warranted, any modernization of existingtraffic signals, or any isolated safety or capacityenhancement projects.”Funded Arterial and Collector Road Projects(inside current Town Limits):1. C.R. 400 S (A.S.White Drive) roadimprovements2. C.R. 400 S (A.S.White Drive) bridgeinstallation at Fishback Creek3. Main Street and Pierce Street LPA roadimprovements4. SR334 (Whitestown Pwy.) and C.R. 700 Etraffic signalUnderway (in design) Arterial Road Projects(inside current Town Limits):5. I-65/SR334 (Whitestown Pwy.) road/interchange improvements6. Perry Worth Road alignment shift at north end7. Perry Worth Road alignment shift at south end8. C.R. 650 S road improvements from S.R.267to Indianapolis Road (County Project andsubject of an Interlocal Agreement betweenthe Town and Boone County, Federal and9. State Project Number 0100662)Working Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE53

Future Arterial Road Projects (inside currentTown Limits):10. Ronald Reagan Parkway road extension11. C.R. 650 E (Main Street) road improvements12. Conceptual Diagonal Arterial Parkway roadinstallation13. Anson Boulevard road extension south of C.R.450 S14. 13. Indianapolis Road improvements atWhitestown Parkway15. C.R. 500 S and C.R. 575 E roadimprovements16. C.R. 650 S road improvements behind Lowe’sOther Arterial Road Projects (outside currentTown Limits):• C.R. 400 S and C.R. 400 E road/intersectionimprovements (in design)• Ronald Reagan Parkway road extension (indesign)• 146th Street road extension/realignment (indesign)• Whitestown/Zionsville Road extension andimprovements• Conceptual Diagonal Arterial Parkway roadinstallation• C.R. 650 E road improvements north of Town• C.R. 200 S road improvements• C.R. 400 E and C.R. 450 E (Anson Boulevard)road extension/alignment shift north of C.R.300 S• C.R. 400 E road improvements north of C.R.200 S• C.R. 700 E road improvements north of Townat ZWMS• C.R. 575 E road improvements north of TownCertain of these projects, as well as other projectsnot listed in the current Transportation Plan,will have a lasting impact on the developmentcharacter of Whitestown. These projectshave a truly regional impact and, while all ofthe projects in the preceding list are importantgrowth management tools, the following projectshave the potential to define the future identity ofWhitestown:Ronald Reagan ParkwayThe Ronald Reagan Parkway will have a dramaticeffect on the Town of Whitestown, but it is criticalthat its alignment and design represent the bestinterest of the community. A major regionalconnector, the Transportation Plan envisions thatthe Parkway should:• Be a high volume, four-lane divided parkwaywith a minimum 150-foot right-of-way.• The right-of-way corridor should be more incharacter to the Hazel Dell Parkway in Carmel,rather than a highway.• Large roundabouts should be used at majorintersections instead of traffic signals toimprove vehicular flow, reduce noise, increasesafety, and improve aesthetics.• The parkway’s right-of-way should includepedestrian facilities; sidewalks on one sideand asphalt side path on the other.• When adjacent to existing or proposedresidential areas, the parkway’s right-ofwayshould be significantly landscaped tocomplement and enhance those residentialareas.The Parkway is shown on the Thoroughfare Planextending northward from the Boone County/Hendricks County line and connecting to S.R. 267just south of C.R. 550 S.54 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

146th Street ExtensionThe extension of 146th Street from Carmel toWhitestown will create an important east/westconnector on the north side of Indianapolis.Connecting Interstate 65 with Interstate 69, andthe eventual connections south to Interstate 70on the Ronald Reagan Parkway and Olio Roadin Fishers will create the northern leg of whatmany consider the outer beltway to Interstate465. The extension is proposed to start east oforiginal downtown Whitestown and continue westalong C.R. 300 S. from the Worth Township line,turning south about ¼ mile east of C.R. 700E.,turning back to the west along Albert S. WhiteDrive (formerly C.R. 400 S), then continuingwest to I-65. A second route takes the road in asouthwesterly diagonal pattern from CR 400 S toa new midpoint interchange that would be createdbetween the two existing interchanges alongInterstate 65.Midpoint InterchangeThe potential midpoint interchanges created as aresult of the 146th Street expansion open up thepotential for mixed use development on both sidesof the interchange. The east side being a newheart for the Anson development, and the westside creating the potential for High tech industrialdevelopment along the Indianapolis Road corridor.Existing InterchangesTraffic congestion is common at the interchangesalong Interstate 65, especially at peak traffic timeat the Whitestown Parkway interchange. Thecurrent Transportation Plan calls for improvementsat the interchanges. Such improvements willbe critical if the community is to maximize thedevelopment potential along the Interstate 65corridor.Alternative TransportationThe importance of trails are discussed throughoutthe Comprehensive Plan. The Transportationdiscusses the needs for community trails as well,but a detailed alternative transportation planneeds to be developed and adopted to ensurethat the proper connectivity and pedestrianaccessibility is provided in Whitestown.Mass TransitDiscussion has taken place for years about theopportunities for mass transit services to servicethe areas north of Indianapolis. This service isessential to supporting the attraction and retentionof workforce in the community for a wide range ofemployment opportunities as well as supportingincreased densities that are necessary to supportthe unique urban character outlined within thisplan. While this may ultimately result in regionalrail service being created, it is more likely thatthe greater affordability of bus service bus couldprovide a short-term solution to the existing transitneed. It is important that the local communities,including Whitestown, work to find solutions tothis issue that may include local park and ridealternatives (along Interstate 65), business sectorrecruitment for participation and support, and localgovernment financing to ensure the long termviability of the program.TRANSPORTATION NETWORK MAPThe 2013 Thoroughfare Plan includes all thefindings and recommendations for transportationimprovements throughout the study area. Theserecommendations include development of newroads, improvements to existing roadways,standardization guidelines for road improvements,and additions/improvements to the existing networkof multi-use trails. Please refer to that document forall transportation-related information and mapping.Working Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE55

200 E200 EIsenhour DitchState Road 32Artman DitchIndianapolis AveMeese DitchMounts Run100 SInterstate 65150 S600 E900 ELeLenox Ditch575 EPrairie CreekKern Rd200 S500 E250 S650 ELucas Ditch300 S700 E300 S775 EJackson RunBrock Ditch400 E450 EKissel Rd350 SDasinte400 S650 E400 S425 S800 E400 SSchooler Creek775 E450 S250 E450 S700 E875 EMcCord Creek500 S100 E300 E550 S500 S525 S550 SZionsville Rd575 S900 E900 ETransportation PlanLegend600 SInterstate (limited access, on-ramps, very high speed)600 S275 EMajor Arterial (limited access, signaled intersections,650 Shigh speed)State Road 267650 SState Road 334Minor Arterial (access management, moderate speeds)Major Collector (collects minor collector and local street traffic)Minor Collector 700 (collects S local street traffic)300E700 S425E475 E525 EHunt Club Rd350 S400 SLocal Street/County Road (feeds into minor and major collectors)Alternative Transportation System (non-sidewalks)Dashed roads indicate future road locations and their color indicates theintended street classification.Equestrian/Agriculture DistrictOpen Space/RecreationVery Low Intensity Residential (0 to .5 d.u. per acre)300EBoone CountyHendricks CountyWolfe Rd750 S600E775 EInterstate 865850 ELast RMap P875 ELow Intensity Residential (.5 to 1 d.u. per acre)Medium Intensity Residential (1 to 2 d.u. per acre)dHigh Intensity Residential (3 to 5 d.u. per acre)Very High Intensity Residential (5 to 9 d.u. per acre, multifamily)Office/Institutional575 S900 EModerate Intensity CommercialHigh Intensity CommercialHighway CommercialMixed Use VillageLow Intensity IndustrialMedium Intensity IndustrialHigh Intensity Industrial850 EMixed Use Commerce ParkLast Revised: September 21, 2005Map Prepared By:56 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

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Chapter 6:MunicipalServicesIN THIS CHAPTERThis chapter identifies needs for municipal andpublic services, such as emergency response,utilities, public lands or other semi-public uses.These services should be coordinated with thefuture growth pattern.Overview• Guiding Policies• Utility Service Area Map• Municipal Facilities Map58 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

MUNICIPAL SERVICESguiding policies1. Provide facilities that serve all age groups and abilities.2. Continue to provide a high level of service for all public services including emergencyand safety services as well as utilities and facilities.3. During development and redevelopment, sufficient land areas should be retainedfor future needs of parks, greenways, rights of way, utilities, fire and police stations andother public purposes and services.4. Co-locate community facilities and services when and where feasible to provide allresidents and businesses easy access to Town services.5. If utility service is approved or granted for developments outside the currentcorporate boundary, require a commitment to be annexed if feasible or whenapplicable.Working Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE59

6: MUNICIPAL SERVICESOVERVIEW:From water and sewer to emergency services and parks, itis critical that adequate services are provided to existing andfuture residents and businesses. These services are needed tomake Whitestown competitive and to maintain a high quality oflife. Additionally the capital and investment to build and maintainthese systems and services in a fiscally sustainable manner isimportant.The components need to accomplish this include:• Public utilities• Public services• Public capital60 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

SewerMUNICIPAL FACILITIES OVERVIEWLocal infrastructure and services are one of thefundamental building blocks of good communityand economic development policy. Whitestown’scurrent sewer and water services and capacitiesposition the community well to provide the basicutility infrastructure to potential residential andnon-residential prospects. The current systemsare also designed to support, either throughexisting services or potential future expansion, theincreased densities envisioned by this plan. Whilenot all areas that are planned for development arecurrently served with utilities to the property, plansare in place to be able to expand main service linesto support future development when the demandpresents itself. One area of concern, however, isin the area of the community’s broadband service.While “dark” fiber lines are available to connect thecommunity to the main service hubs north and southof the community, the connecting infrastructureand current service within the community does notsupport the high-tech and progressive vision thecommunity has for future development. This is onearea that will need to be addressed in the future.The Whitestown collection system is comprisedof 100% separate sanitary sewers with no knownoverflows or bypasses. The sewers in “Original”Whitestown are considered the oldest within thecollection system, dating back to the early 1970sand constructed of vitrified clay pipe (VCP). Theremaining balance of sewers was constructed fromthe early 1990’s to the present day, consisting ofPVC pipe installed using modern pipe bedding/backfill techniques in accordance with Townstandards.In 2010, the Town completed a comprehensivesanitary sewer rehabilitation project within the“Original” Whitestown service area. This projectwas funded through the SRF loan program andconsisted of approximately 9,000 LF of 8” cured-inplace-pipe(CIPP), 4,000 LF of 12” CIPP, 53 dig-uppoint repairs, and one manhole replacement.The system is divided into two service areas – north(serving the original Town boundary and propertiesto the west thereof) and south (serving the balanceof the Town, including Walker Farms, Anson,Eagles Nest and other relatively dense populationcenters).The original wastewater treatment plant near thesoutheast corner of the original Town line wasconstructed in the early 1970s. Only the Perry-Worth School and Original Whitestown Lift Stationspump to the Whitestown waste water treatmentService Area Lift Station Name No. of Pumps Capacity (gpm) Year InstalledNorth Perry-Worth School 2 180 1995South Royal Run (East) 2 1,200 1997South Indy Road (West) 2 1,575 2000South Stonegate 2 500 2002South Walker Farms 2 850 2002South Eagles Nest 2 400 2004South Anson North 2 360 2005South Anson South 2 580 2005North Original Whitestown 2 620 2010South Clark Meadows 2 220 2013Working Draft 7.7.1561

6: MUNICIPAL SERVICESplan (WWTP). With more stringent discharge limitsand increased population/flows, the WWTP wasupgraded in 2001 to handle an average designand peak design flow of 0.25 million gallons perday (MGD) and 0.89 MGD, respectively. In 2010,the WWTP was further upgraded so that it islisted as a Class II facility. It is currently operatingat approximately 68% of its average day designhydraulic capacity.The Royal Run Lift Station serves as the mainregional lift station serving the south Whitestownsystem. Flow from the eight other lift stations isrouted either directly or indirectly to Royal Run. Itthen pumps waste to the Citizens Energy Group(CEG) sanitary sewer system in Indianapolis. TheTown is currently under an agreement with CEGallowing them to convey wastewater from RoyalRun lift station to the City’s inter-connection point.This agreement spells out the maximum averageday capacity of 0.600 MGD, and peak capacity of1.512 MGD.Domestic wastewater flow makes up approximately60% of the total average daily flow of thesystem. Commercial/institutional and Industrialcontributions make up approximately 13% and 7%,respectively. Residual infiltration/inflow accountsfor approximately 20%.With CEG sewer rates expected to increase andWhitestown expected to grow dramatically in thenear future, it was determined that a new WWTPwould be needed. This new plant would enableWhitestown to provide sanitary service to 100%of the Whitestown population. Construction on thenew WWTP, located just outside the Town boundaryalong the Boone County line west of Eagles Nestsubdivision, began in 2014. The new plant isdesigned for 1.70MGD AVG. and 6.00MGD peakflows and is currently in operation. The existingWWTP will is in the process of being removed.Water main has been extended west to PerryWorth School and south to serve the Royal Runsubdivision. There are existing transmission linesalong Whitestown Parkway, Indianapolis Road, 650E. and 625 S. Water main has been installed toserve the developments of Anson, Perry IndustrialPark, Walker Farms, Maple Grove, and Stonegate.The Town currently has a construction projectunderway to replace the remaining old water mainsin the original Town.Two booster pump stations exist – one alongWhitestown Parkway at Maple Grove subdivision,and another on Indianapolis Road just north ofEagles Nest subdivision. The Whitestown ParkwayPump Station is rated at 2MGD and the IndianapolisRoad Pump Station is rated at 6MGD. Storage isprovided by one elevated tank with a capacity of150,000 gallons, located on Walnut Street in theoriginal Town, one (1) elevated tank with a capacityof 500,000 gallons, located on Main Street in theAnson PUD, and a new 2MG elevated tank nearthe I-65/S.R. 267 interchange. These locations areshown on the provided maps. The water itself ispurchased from CEG. This contract is currentlyfor a daily maximum of 4 MGD. Provisions in theWhitestown/CEG contract provide for increases to6MGD by 2020 and further increases to 8MGD by2035.PoliceFireBroadbandWaterThe water distribution system contains portions ofwater main that were installed in the mid-1950s,some periodically installed mains, and severalnew mains that were more recently installed.62 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

Planning and Economic DevelopmentSite selectors, whether they are specific companyrepresentatives or brokers and developersrepresenting the company, want to locate incommunities where information is readily available,responsiveness is quick, and communication iscomplete, clear and concise. To accomplish this,the most successful communities create a singlepoint of contact to process potential client requestsand shepherd approval process for projects whennecessary. While some of this role is played by theBoone County EDC, it is important that their work issupported with a local resource that is capable andprepared to do much of the leg work to respondto information requests from potential businesses.With recent staff additions and realignment ofresources focused on community and economicdevelopment, the Town is well positioned toprovide the support and accountability required tobe competitive in all desired attraction projects.MapsOn the following pages are two maps that illustratethe various aspects of the Municipal Services inWhitestown. The first map, the Water and SewerBoundary Map, depicts all the visible Water andSewer Facilities within the Whitestown MunicipalUtilities (WMU) service area. It also shows thelimits of the areas already served by water, sewerand both. The WMU Service Area boundary isalso shown. Note that in some areas, sewer and/or water service is already available outside of theexisting Town boundary.The second map, the Facilities Map, illustratesthe various public facilities that exist in the Town.This includes churches, schools, parks, hospitalsand cemeteries. In addition, several of the majoremployers in Whitestown are shown.Working Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE63

SR 32CR 775ECR 300WCR 300ECR 50SCOPELAND NEESE ROADCR 50EHALL BAKER ROADTYRE ROADCR 425WCR 250WCR 25WELDIN ROADSR 334CR 850ECR 650SCR 1000ECR 825ECR 400ECR 300SCR 975ECR 375SCR 425SCR 475SCR 550SCR 575SCR 950ECR 475ECR 875ECR 650ECR 850ECR 400SCR 500SCR 275ECR 700ECR 625SCR 675SCR 750SCR 775SCR 800SCR 250SCR 150SCR 250ECR 300SCR 1000ECR 975ECR 450ECR 575ECR 400SCR 500ECR 650ECR 500SCR 500SCR 550SCR 550SCR 550SCR 550SCR 600SSR 32SR 32CR 600ECR 700SCR 600ECR 700ECR 500ECR 450ECR 575EJOHN SHAW ROADCR 250SCR 400SCR 600SCR 450SCR 700SCR 700SCR 750SCR 200SCR 325SSR 267CR 100ECR 300ECR 200ECR 900ECR 800ECR 800ECR 400ECR 250SCR 350SCR 300ECR 200ECR 500ECR 200WCR 150SCR 950ECR 700SCR 350SCR 125ECR 400SCR 400SCR 600SCR 300ECR 800SCR 450SCR 250ECR 425ECR 700SCR 200ECR 800SCR 800SCR 650SCR 850ECR 775ECR 775ECR 650ECR 800ECR 450SSR 267CR 750S6: MUNICIPAL SERVICESutility service areaUS 421CR 100SUS 421CR 950ECR 900EI-865CR 100SCR 100ECR 150SI 65CR 200SCR 260SCR 325S BBINDIANAPOLIS ROADPERRY-WORTH ROADN MAIN STCR 875ECR 700EI-65ZIONSVILLE AVENUEI-65INDIANAPOLIS ROADBBI-865I-65PURITY DRIVEKISSEL ROADCR 700SSR 39ENTERPRISE BLVDMIDDLE JAMESTOWN ROADLEBANON MAXMOUNT ZION ROADI 65CR 50SJOHN SHAW ROADMOUNT ZION ROADCR 400WROADCR 200S CR 200SSR 39BUDD ROADCR 275SCR 300SCR 325SCR 375 SCR 375SCR 500SCR 525SSR 39CR 650 SPerry-WorthLift StationCR 300SCR 100ECR 400SCR 800ELEBANONPURITY DRIVEJEFFERSONCENTERCR 400SBUDD ROADCR 700SCR 725SCR 750SCR 300SCR 425WCR 550SCR 100SCR 300SCR 350SJACKSONHARRISONCR 625SLegendWhitestown Corporate LimitsUtility Service AreaAnnexation AreasWater System Service AreaTownship BoundarySewer System Service AreaCounty BoundaryWORTHWhitestownCrossing2MG TankPERRYAnson NorthLift StationWHITESTOWNWalnut Street150K TankWalker FarmsLift StationAnson SouthLift StationWhitestownLift StationAnson500K TankClark MeadowsLift StationStonegateStonegate Lift StationPump StationNew WastewaterTreatment PlantIndianapolis RoadLift StationIndianapolis RoadPump StationEagles NestLift StationRoyal RunLift StationWhitestown, IndianaUtility Service Area0 2,500 5,000 10,000 15,000This map is for illustration purposes only and is non-binding.Scale in FeetWhitestown has the right to serve in this water utility servicePrinted: January 19, 2015 area per the laws of the State of Indiana.UNIONZIONSVILLEEAGLEGRW Engineers, Inc.7112 Waldemar DriveIndianapolis, IN 46268Voice 317.347.3650Fax 317.347.365664 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

275 E300 E300 E300 E300 ESR 267SR 267400 E400 E425 E300 E300 E425 E450 EANSON BLVD450 E450 EANSON BLVD450 E475 E475 E500 E500 ESR 267400 E525 E525 E425 E575 E450 EANSON BLVD575 E450 E600 E600 E600 E600 E475 E500 E650 E650 E650 E525 E650 E700 E700 E575 E600 E600 E775 E650 E775 E650 E700 Efacilities map200 S200 SLITIEScritical thatsidents andservices arecapital andin a fiscallyquality ofices.nd water,water400 S600 S400 S600 SI-65ACTON RDSmithCemeteryACTON RD700 S700 S550 SPerry WorthElementaryFIELDSTONE DR550 SE#South BooneEEE#EnmWHITE LICK CTEnmBoone’s PondRecreation AreaPerryStation 81WHITE LICK CTFIELDSTONE DRChurch ofChristPerry Worth ElementaryPERRY BLVDPERRY BLVDPERFORMANCE WAYPerry Station81PERFORMANCE WAYMt TaborPrimitive BaptistMt. TaborPrimitive BaptistMt. TaborRegular Baptist400 S600 SMt TaborRegular BaptistACTON RDINDUSTRIAL CTkkExpresskINDUSTRIAL CTPitney BowesSouth BooneChurch of Christ700 SkScriptsAmazonHowardCemeteryExpressScriptsINTERSTATE 65550 SAmazonMedcoINTERSTATE 65Perry WorthElementary300 S300 SINDIANAPOLIS RDINDIANAPOLIS RDWHITESTOWN PKWYALBERT S. WHITE BLVDWHITESTOWN PKWYALBERT S. WHITE BLVDWHITE LICK CTFIELDSTONE DREE#nmBoone’s PondRecreation AreaPerryStation 81450 S450 SSandersPre-CastConcreteSouth BooneChurch ofChristEk#kSandersPre-CastConcreteWhitestownTown HallMt. TaborPrimitive BaptistMt. TaborRegular BaptistPERRY BLVD750 S575 EStation 7#WhitestownStation 7ETrader’s PointTrader’s PointChristiannmTrader’s PointTrader’s PointChristianAcademy750 S575 EWhitestown#PERFORMANCE WAYChristianChristian AcademykINDUSTRIAL CTkkExpressScriptsPanther Park500 S200 SPantherParkWalker FarmsParkAmazonExpressScriptsINTERSTATE 65PantherPark500 SNew HopeChristianCENTRAL BLVD WESTECENTRAL BLVD WESTLincoln MemoryGarden Cemetary300 SINDIANAPOLIS RDLionsParkEE525 SnmEEE ENew HopeChristianWHITESTOWN PKWYMAIN STREET650 E650 ELionsParkEBooneMeadowElementarySchool700 E700 EMt Zion Baptist#Eagle Alliance®vECENTRAL BLVD EWitham HealthServices146 STSt Marks Evangelical LutheranWhitestown Methodist525 SMt. Zion BaptistSt. Marks Evangelical LutheranWhitestown MethodistALBERT S. WHITE BLVD450 SBoone MeadowElementaryEagleAlliancekCENTRAL BLVD EWilliam Sanders HealthServices Pre-CastConcrete750 S575 EWhitestownStation 7#nmnmZionsvilleStation 93146 STZionsville WestMiddle SchoolZionsville WestMiddle SchoolZionsville Station 93StonegateElementaryCornerstoneWhitestown Town HallBaptistTrader’s PointChristiannmTrader’s PointChristian AcademyEINTERSTATE 865775 E775 EStonegateElementarySalem UnitedMethodistINTERSTATE 865Panther ParkWalker FarmsPark500 SCENTRAL BLVD WESTLincoln MemoryGarden CemetaryI-465New HopeChristian250 S250 SEESalem UnitedMethodist650 ELionsParkE525 SnmE EMAIN STREETCENTRAL BLVD E700 EMt. Zion BaptistSt. Marks Evangelical LutheranWhitestown MethodistBoone MeadowElementaryEagleAlliance®vWilliam HealthServices#nm146 STZionsville WestMiddle SchoolStonegateElementarynmZionsville Station 93Whitestown Town HallINTERSTATE 865775 ESaleMethublic utilityLegendInterstateWhitestown Corporate LimitsArterialInterstateLegendInterstate EChurchFire Station# Church2013 Pending AnnexationWhitestown Corporate LimitsCollector, Local Street2014 Proposed AnnexationArterialMinor ArterialE Church2013 Pending Annexation®vParks & Cultural FacilitiesMajor Collector; Minor Collector; LocalHospitalMajor RoadwaysProposed: Minor Arterial®v HospitalProposed: ArterialPlanned Unit Development (PUD)Collector, Local Street2014 Proposed Annexation®v k HospitalIndustryProposed: Collector, Local StreetProposed: ArterialPlanned Unit Development (PUD)Whitestown Corporate Limitsk IndustryProposed: Collector, Local nm StreetProposed: Major Collector; Minor Colector; LocalFACILITIES MAP2013 Pending AnnexationProposed Farm Heritage Trailnm Industryk School .Proposed Farm Heritage TrailParks & Cultural FacilitiesSchool .Proposed Farm Heritage Trail# Fire StationParks & Cultural Facilities2014 Proposed AnnexationWhitestown, IndianaPlanned Unit Development (PUD)# Fire Station Town HallDraft Review Copy:Town HallAugust, 2014.MilesnmSchoolMiles0 0.50 1 0.512Miles2Miles0 0.51 2´LegendFACILITIES MAPWhitestown, IndianaDraft Review Copy:August, 2014Working Draft 7.7.15draft 9.24.14TAYLORSIEFKERWILLIAMSWHITESTOWN COMPREHENSIVE PLAN UPDATEdesign group65

Chapter 7:Parks, Open Space,& RecreationIN THIS CHAPTERThis chapter highlights several broad goalsregarding public open spaces for parks andrecreational facilities. Specific detail regardingthe implementation of these types of facilities arefurther highlighted in the reference Five-Year Parksand Recreation Master Plan document.• Overview• Guiding Policies• Existing & Proposed Park, Recreation andOpen Space, and Facilities Map66 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

PARKS, OPEN SPACE& RECREATIONguiding policies1. Support efforts to make trails accessible, reliable, safe, convenient and attractive tominimize environmental impacts.2. Preserve natural areas to provide habitats for plants and animals that improve thequality of life.3. Require best management practices when development is within or in close proximityto an environmentally sensitive feature.4. Focus equally on maintaining existing parks and actively acquiring strategic parkfacilities.5. Strive to develop park amenities that generate revenue (user fees), community prideand regional excitement.Working Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE67

7: PARKS & OPEN SPACEOVERVIEW:Protecting Whitestown’s environmental and open spaceresources can enhance the quality of life. As new developmentoccurs, areas that are environmentally sensitive should beprotected and maintained. These areas can be used forrecreation and education in addition to supporting a healthiercommunity.The components to meet the community’s needs include:• Maintaining existing natural areas and water bodies• Preserving important environmental features and areas• Protecting groundwater and surface water quality inaddition to air quality• Preserving natural drainage areas, including the 100-year floodplain• Encouraging environmentally sensitive practices• Maintaining, enhancing and expanding existing park andrecreation facilities68 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

OVERVIEWThe Whitestown Parks Department prepared aFive-Year Parks and Recreation Master Plan in2013 to the standards set forth by the IndianaDepartment of Natural Resources. Subsequently,a Recreation Impact Fee Zone Improvement Planwas prepared. These two policy documents set forthboth an outline of physical improvement strategiesas well as mechanisms and tools for which theserecommendations can be implemented. ThisComprehensive Plan reinforces the strategiesoutlined as part of those planning and policy efforts.The following is an excerpt from the Five-YearPark and Recreation Master Plan that highlightsthe needs identified as part of that planning effort.It aims at increasing both the quantity and qualityof park, open space and recreational facilities inWhitestown.Top Needs and Desires• Restrooms at parks• Parking at Walker Park & Trail• Safe pedestrian crossing of Interstate 65Panther Park is one of the existingopen space and recreation facilitiesin Whitestown.• Additional trail connections to neighborhoods• Splash Pad• Additional future or long-term projects also wereidentified that included: equestrian facilities,target shooting range, indoor sports facility,alternative sports park (disc golf, skate park, gaga ball pits, etc.), community pool/water park,performance pavilion, and a dog parkEach of these projects will have a positive influenceon the overall quality of life in the community,but some will have a greater impact than others.One area identified as part of the comprehensiveplanning process was Whitestown’s ability toserve not only the needs of its growing population,but to be a regional destination for activity areasand entertainment. The Town’s Impact FeeZone improvement plan stresses the need tosuccessfully expand and enhance local park andrecreation amenities proportionately with the rateof growth of the community. This will support thecontinued residential growth in the community aswell as overall community economic developmentefforts. The broader context of the community’sregional position, however, provides severalpotential projects that could have a positive impacton Whitestown beyond the enhancement of localquality of life. Whether by increasing visitor trafficto the community, enhancing the connectivity andaccessibility of the community, or expanding theservices that can be offered by the community,these projects can enhance the local quality of life,but also provide positive economic impacts to thecommunity.Working Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE69

7: PARKS & OPEN SPACEDevelopment of a Whitestown communitycenterThe purpose of this facility would be to provideyear round indoor activity space that might beprogrammed as a public facility or in coordinationas a public/private partnership. Communityevents, activities and rituals are key to activation ofa community and establishing a strong communitycharacter. This facility may include several typesof these events as well as programming for thingssuch as, but is not limited to: sports activities,educational activities, community meeting spaces,etc. It would be ideal to locate this facility onone of the large parks planned for either side onInterstate 65. While it is likely that public fundingwill be required for at least a portion of a facility,Worth Township has been setting aside funds for auses such as this and may be one source of publicfunding for the facility.Establish large parks on both sides of Interstate65While Whitestown has several parks facilities in thecommunity, it does not currently have such facilitieson the west side of Interstate 65 and the currentspaces are relatively small. One opportunity for thecommunity would be to create large “centralized”park facilities on each side of the community.These spaces may include active areas such asball fields and playgrounds or they may remainopen space for active or passive use. It is essentialthat these areas become recreational destinationsfor the community by being connected by trails,pedestrian networks, and roads to all developmentareas within Whitestown. If designed and locatedproperly, these areas should serve as placesfor the community to gather together for activeprogramming and community events and passivesocial interaction.Completion of the Farm Heritage TrailSimilar to the way that Interstate 65 connectsthe community to the world via roads, the FarmHeritage Trail will potentially open the community toa vast regional trail network. Eventually stretchingfrom Lafayette to Indianapolis, the completion ofthis regional trail will not only serve local citizens,but provide significant growth and economicdevelopment potential to the community. With theeventual expansion of the 146th Street/CountyRoad 400 corridor to Interstate 65, this will providefuture connectivity of the Farm Heritage Trail toother regional trails including the Monon Trail.Trail and pedestrian connectivity throughoutthe communityThe Farm Heritage Trail is a critical piece of regionalinfrastructure, but equally important is ensuringthat the local trail network connects the communityto the regional trail. This local trail and pedestrianpath network needs to be planned and developedto make connections between neighborhoods,from residential areas to commercial areas, tocommunity parks and recreation areas and tothe regional trail network. This integrated systemneeds to create the feeling and practice that allpaths lead to the designated community gatheringplaces identified in this chapter.Development of a regional event centerGiven the geographic and demographic positionof the community, the development of a regionalevent center may be a marketable possibility forWhitestown. This facility should be sized andprogrammed as not to compete with other regionalcenters in the area, but should still be large enoughto maximize the utility of the space and ensurethat most available events and activities can beaccommodated. Space in the center may allow suchuses as youth sports, concerts and entertainmentevents, conference and meeting space, receptionand catering space, and community event space.70 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

existing & proposed park, recreation & open space facilitiesMap from the Whitestown 2013 Five-Year Parks and Recreation Master PlanWorking Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE71

Chapter 8:EconomicDevelopmentIN THIS CHAPTERThis chapter summarizes the key communityassets and constraints, as well as strategiesand programmatic recommendations associatedwith the economic development policy of thecommunity.• Overview• Guiding Policies• Site Selection Metrics• Keys to Success• Issues and Opportunities• Areas of Focus72 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

ECONOMIC DEVELOPMENTguiding policies1. Net assessed valuation should grow at a faster rate than the cost of providingservices.2. Industrial/Commercial growth is to be pursued if it supports the value, character andquality of place desired by the community.3. The Town’s business expansion policy should be focused on industries that will feedthe needs of existing employers and institutions in the community, creating a businessclimate that will stimulate further investment and regional interest in Whitestown.5. Maintain and pursue diversity of commercial and industrial businesses.6. Develop a strategy for the use of public financial incentives as a potential attractiontool that includes performance criteria for participants to meet.7. Work with local resources to establish a comprehensive workforce developmentstrategy.8. Foster relationships with higher education partners to develop technology transferand incubator/entrepreneurial business development opportunities.9. Identify and develop entrepreneurial talent within the community, also known as“Economic Gardening”, through personal, peer group and community coaching by wayof an entrepreneur training program.10. Build the amenities within the community that support the workforce demands of thebusiness that are desired by the Town.11. Continue to engage local school boards and legislative leaders on the need tocreate local K-12 educational facilities to support the long term community identity.12. Include higher education programming and facilities to support continuingeducation opportunities for the attraction and retention of high quality workforce inWhitestown.Working Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE73

OVERVIEW:Economic development is an essential ingredient to the overallsustainability of a community. With changes in tax structures atthe state level, it is more important than ever that communitiesgrow their tax base and attract and retain high quality jobs andworkforce. It is also important that Whitestown identify its criticalassets and development constraints and implement strategiesthat are designed to take advantage of and overcome eachrespectively. This may include:• Developing a list of desired business attraction targets• Establishing an effective business expansion and retention(BEAR) program• Supporting entrepreneurial activities within the community• Creating strategic partnerships with regional economicdevelopment and educational institutions• Maintaining effective communication and internal projectreview processes• Supporting public private partnership opportunities• Strategic investment in public infrastructure74 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

KEY SITE SELECTION METRICSINTRODUCTIONEconomic development means different thingsto different people. Traditionally, economicdevelopment has focused on the building of wealthin a community. It includes creating high wagejobs, building infrastructure to support assessedvaluation growth and therefore tax base and findingways to provide support and incentive to localbusiness within the community contribute to thisgrowth.More recently, economic development is beginningto focus on the development of quality of place tosupport traditional economic development efforts.With the state’s shift away from a traditionalproperty tax structure to a more income/sales taxbased structure, it is becoming increasingly moreimportant where someone chooses to live andshop than where they work. While building qualityplaces has always been an important factor ineconomic development, the need to attract andretain a talented workforce for your community andregion has never been more important than now.For Whitestown, both definitions are essential ifthe community is to realize its ultimate vision andmaximize its potential. Whitestown benefits from asignificant employment base, and has experiencedtremendous residential growth over the past 15years. What became clear during the developmentof this plan, however, is that the Town aspiresto be more than a collection of subdivisions andwarehouses. To achieve success in attracting moretechnology focused office and industrial uses, it iscritical that the community have in place not justthe infrastructure to support such facilities, butalso the community climate that is attractive to theworkforce that will feed those businesses. Thischapter will discuss the key elements to developingthat progressive and dynamic climate.Many business location decisions are drivenby site selectors, developers and real estatebrokers assisting businesses in their decisionmaking process. Before the economic downturnof 2008, the review process was designed topick the location where a business might havethe greatest opportunity to succeed. Today, theprocess is focused on selecting the location wherea business might have the least opportunity tofail. This means that in many cases the process isnot about selection but elimination of alternatives.Often candidate locations are weighed against oneanother and, one by one, locations are removedfrom the list because of a failure to reach anassessment metric in the decision process. Insome cases, these metrics are physical such asinterstate or utility access. In other cases, thesemetrics are tied less to physical factors such asa community’s responsiveness to requests forinformation or coordinated local leadership.Inside Indiana Business recently noted a surveyconducted by Area Development Magazine of siteselection consultants across the country. Accordingto the survey, the top 10 ranked criteria for businessand industry location decisions are:1. Labor costs2. Highway accessibility3. Availability of skilled labor4. Availability of advanced information andcommunication services5. Construction costs6. Energy availability and costs7. Corporate tax rates8. Crime rate9. Available buildings and shovel ready sites10. Tax exemptions/incentivesWorking Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE75

8: ECONOMIC DEVELOPMENTTwo of the top three criteria are focused on theavailability and cost of the community’s workforce.This reinforces the need for communities to focuson improving their quality of life to support theattraction and retention of a quality workforce inthe community, not just infrastructure and siteavailability. In additioan to quality of life, providinghigher education opportunities and programming isa critical component of improving efforts at attractingand retaining a quality workforce in Whitestown.KEYS TO SUCCESSEconomic development is a competitive process.Factors such as regional amenities and tradeareas certainly impact a community’s ability tobe successful, but there are fundamental localcriteria that must be in place for any community toexperience successful economic growth in a verycompetitive economic development environment.Among these are:Strategic investment is essential to long-termsustainabilityBeing ready for development opportunities isa critical part of being successful. While siteselection decisions used to be made over severalmonths, they are now made in a few weeks. Thismeans that communities that have not invested incritical infrastructure to open sites for developmentor are not prepared to do so as part of a public/private partnership, are often left without sites tomarket and lose the deals before they are everreally considered.Plan for the future, but be flexibleAny plan is only as good as the best availableinformation at the time the plan is written.Opportunities for development often occur in themiddle of a plan’s implementation and in somecases these opportunities, while good and worthpursuing, were never anticipated by the originalplan. Flexibility is essential to ensuring that gooddecisions are made throughout the life of theplan. This flexibility must be tempered, however,by establishing the correct vision and strategiesto provide a decision making framework that canevaluate future opportunities and ensure the bestdecisions are made. Establishing the criteria tomake the best decisions will ensure consistency inthe implementation of the plan, maintain the spiritof the plan as future decisions are made and allowthe required flexibility to deliver the best long-termdevelopment within the community.Decisions must be made for the short-term andthe long-termShort-term success is key to successful planimplementation, but truly sustainable economicsuccess is a long-term proposition often takingyears to see complete implementation ofstrategies identified in the plan. Communities arehungry for development to occur and when goodopportunities are presented, communities shouldaggressively pursue them. Sometimes, however,early opportunities may not be in the best longterminterest of the community. In these cases, itis critical for communities to say no. This is verydifficult to do as nobody wants to walk away from apotential deal, but sometimes saying no is the bestdecision.Be clear, concise, and consistent in decisionmakingAs mentioned previously, people involved in siteselection decisions are looking to mitigate risk.It is critical that communities are responsive torequests for information, clear in their expectationsand desires, concise in outlining timelines anddevelopment standards, and consistent in theapplication of standards from one project to another.This will create trust and confidence in potentialdevelopment partners that their investment willbe protected, as well as mitigate some of the riskinherent to private capital investment decisions.Local leadership is a keyAnother part of mitigating risk is trusting thepeople with whom you do business. Being ableto demonstrate that local entities work togetherand are interested in common outcomes is oneof the first things that site selectors look for incommunities. Being in a position to commit to itemssuch as infrastructure construction and incentives,and being able to deliver on that commitment, willhelp secure the deal. It will also set the tone in thebroader development community that it is safe to76 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

do business with the community. Whitestownhas a tradition of delivering on its promisesand this allows the community to build on existingmomentum and build a reputation as a trusted andreliable partner.ISSUES AND OPPORTUNITIESOne thing that communities that experienceeconomic development success do well is build astrong toolbox of assets and programs that theycan use to their advantage. This toolbox alsodevelops a shared understanding of the mostefficient ways to engage these assets, and theproper circumstances and methods to use them.Whitestown has many opportunities locally to buildthis toolbox to position itself for long-term economicsuccess. Among these opportunities are:Higher EducationWhitestown is fortunate to be in reasonableproximity to several of the State’s prominentcolleges and universities. There is currently nosuch facility inside Whitestown, however. Toachieve the overall character and amenities desiredby the community, having better access to highereducation opportunities, especially ones locatedwithin the Town, will help support business training,lifelong learning and talent attraction within thecommunity.K-12 EducationPrimary education is an asset and a liability inWhitestown. The Town is currently served byboth Zionsville and Lebanon school corporations.Zionsville consistently ranks as one of the bestschool corporations in the State of Indiana, andLebanon School Corporation has been identifiedas a solid school alternative by local real estatebrokers and developers. The challenge, however,is that the community is served by two differentschool corporations, neither of which is identifiedas a Whitestown school system. This helps fosterthe identity problem for Whitestown discussed inother parts of this plan. It will be a challengingprocess, but Whitestown would be best servedwith a local high school that bears the community’sname. To build such a facility in the future willrequire coordination and cooperation between theexisting school corporations, which may prove tobe a long and difficult discussion. The potentialpositive impact on the character and brand of thecommunity makes the conversation worth the effort.MessagingClear, honest, consistent communication betweenlocal government, residents, businesses andpotential members of the community is necessaryfor successful economic development. So muchof economic development is based on trust, andtrust starts when the lines of communication areopen and predictable. At the heart of economicdevelopment is telling a good story. In orderto compete from an economic developmentperspective, it is critical that Whitestown develop,hone and sell its story and image. Establishing thetools to create, package and sell that message willbe important for Whitestown to achieve its longtermvision.Public/Private PartnershipsRarely does successful economic developmentoccur where there is not a combination of bothpublic and private investment. This type of public/private partnership can take many forms, but isultimately an effort to successfully implement acommon vision in a more efficient and cost effectivemanner than may exist without such coordination.This is done while at the same time attempting, asbest as possible, to limit the risk to each party.These partnerships may result in, among otherthings, the construction of needed infrastructure,vertical construction of buildings for sale or lease,development of public amenities such as parks andopen spaces or in some cases cross marketing andcompetitive incentivization of targeted businesstypes. Whatever approach is chosen, suchpartnerships are increasingly separating winningand losing communities, especially when it comesto development and redevelopment within thecommunity core.Working Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE77

8: ECONOMIC DEVELOPMENTProduct DeliverySite and building availability and readiness fordevelopment are the core of economic developmentsuccess. It is important for Whitestown to have aknown inventory (including level of readiness) ofsites and buildings in Whitestown. Whitestown isfortunate to have multiple development sites thatare already in place and ready for development. Asthe Town begins to outgrow these areas, or beginto desire implementation of the development ofthe community zones identified in the Land UseChapter of this plan, it may be necessary to partnerwith property owners of developers to assist in thereadiness of a site for development.Inter-jurisdictional CooperationWhile Whitestown cannot ultimately make decisionsfor surrounding cities, counties and Towns, theTown can help to influence decisions that have aregional impact. Many planning issues, such asstormwater, air quality, regional transportation andmany others, can be addressed at the local level,but it is more effective to coordinate solutions ata regional level. At a minimum, regional planningissues should be coordinated with Zionsville,Lebanon, Boone County and the MetropolitanPlanning Organization (MPO).The Town became a member of the IndianapolisMetropolitan Planning Organization (MPO) in2012 due to the release of the 2010 Censusdata. An MPO is a federally-required, regionaltransportation-planning agency for urbanized areaswith populations exceeding 50,000.Membership in an MPO requires communities toparticipate in regional transportation planning. TheMPO prepares a Regional Transportation Plan(RTP) for the planning area. For Whitestown, thismeans having the local road classifications andfuture road plans recognized for potential futurefunding opportunities.Local School DistrictsAs the local school systems continue to grow,Whitestown can work with the school boards(Zionsville and Lebanon) to identify appropriatelocations for future schools and facilities. Schoolstraditionally have become an anchor withincommunities and provide a sense of identity for thearea. If growth within Whitestown justifies a newschool, the Town should work with the appropriateschool district to create a name that reflects itslocation (such as Whitestown Elementary Schoolor Whitestown High School).Broader Stakeholder Collaboration• Public• Town• Boone County Economic DevelopmentCorporation• Township, State, Federal• School Districts• INDOT OCRA• Special Districts (i.e. Fire) Non-Profit• Boone County Chamber of Commerce• Main Street• Historical Society• Tourism• Cultural Groups• Faith-Based Organizations• Service Organizations• Private Developers• Lending Institutions• Building Suppliers• Property Owners• Local BusinessesAdditionally, the local zip code boundaries causeconfusion – many businesses and residents mighthave a Zionsville or Lebanon mailing address butthey are within the corporate limits of Whitestown.This issue should be resolved through the USPostal Service. Refer to Boone County zip codemap on the following page.78 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

280 E300 E300 EDIANE LNHOLMES RD400 EKERN RD425 E450 EANSON BLVD450 E475 E500 E500 E575 E600 E600 EBUCK STEagle Streets 9BOWERS ST650 EMAIN ST WT650 E700 E700 EYORKSHIRE CIR750 E775 E500 S780 E775 ELand Use Study150 S200 S200 SLebanonCorporate LImitsLebanon CommunitySchool Corporation225 S230 S775 E250 SPERRY WORTH ELEMENTARY SCHOOL!(300 SPIERCE STUITTS STUITTS STLINVILLE AV300 SPAISLEY POINTINDIANAPOLIS RDPERRYWORTH RDFIRETHORN DRIVELIMELIGHT LANE650 ETARTAN TRAIL400 SSNAFFLE BIT RDALBERT S WHITE DRALBERT S WHITE DR400 S700 E700 E425 S750 E400 S450 SPERRY BLVD500 SPERFORMANCE WAYINDUSTRIAL COURT550 S 550 SPERRYWORTH RDWhitestownCorporate LImits500 S!( !(BOONE MEADOWELEMENTARY SCHOOLALLEYALLEY550 S525 SZIONSVILLE WESTMIDDLE SCHOOL!(550 SALLEYAMOS DRSTONEGATEELEMENTARY SCHOOL600 SSCHOOLER DRIVECENTRAL BOULEVARD675 SWHITESTOWN PARKWAYTRADERS POINTCHRISTIAN ACADEMY!(650 SZionsvilleCommunity SchoolsSADDLETREE DRABBY LNROYAL RUN BLVDOXFORD DROAK ST700 SINDIANAPOLIS RDZionsvilleCorporate LImitsHUNT CLUB RDBECK LN750 SWOLFE RDLAKESIDE DRGOLDEN EAGLE DRBLUE JAY WAYROYAL AVRETRIEVER LN800 S96TH STWorking Draft 7.7.15V0WHITESTOWN COMPREHENSIVE PLAN 1,200UPDATE2,400Graphic Scale (Feet)79

8: ECONOMIC DEVELOPMENTECONOMIC DEVELOPMENT FOCUS AREASfocus on business attractionEconomic sustainability in Whitestown will requireestablishing the correct balance and mix of useswithin the community. Much of the local economyis currently defined by traditional industrial anddistribution facilities. There are places identifiedwithin the land use chapter of the plan to supportsuch development. Long-term communitysuccess, however, dictates that these current usetypes must be supported with additional primaryemployers that diversify the business base witha greater focus on higher wage employmentopportunities and strong support of the localtax base. These uses may include corporateheadquarters, research and development facilities,and high-tech manufacturing opportunities. Marketforces may not allow all communities to targetsuch uses, but Whitestown’s geographic location,regional demographic profile, and strong visibilityand access to major thoroughfares makes securingthese types of quality end users possible.Beyond primary employers, it is also important forWhitestown to focus on attracting the kinds of usesthat support the overall attractiveness and qualityof life of the community. These include retailshopping opportunities, hotels and conferencespace, restaurant and nightlife facilities, familyfriendlyrecreational attractions, and locations forcommunity gathering such as community centersand regional entertainment facilities. These usesshould be focused not just on serving the currentand growing population base of Whitestown, butalso be planned as regional draws supportingWhitestown as a regional activity destination.mixed use developmentsEncouraging truly mixed use developments will beessential if Whitestown is to achieve the desireddevelopment character identified by this plan. Byallowing a true blend of uses that are orientedmore by form and function than by specific landuse, places will become more active and increaseddensities can create the energy necessary to createa series of special places within the community. Byconnecting these places with walkable trails andadequate transportation networks, these areascan encourage creativity in design that supports afunction and feel as though these areas occurredorganically over time rather than as part of amaster planned strategy. These areas will tend toattract the millennials and young professionals thatare needed to support the long term sustainabilitydesired by Whitestown.construction of speculative (spec) spaceOne tool that might be useful for Whitestown is theconstruction of speculative (spec) space targetedtoward end users desired by the community. Thisspace can serve as incubator space, location fora new attraction project or move up space for agrowing business currently located in the area.If pursued, this project should be designed as apublic private partnership that minimizes the risk toboth parties and maximizes the flexibility and shorttermviability of the facility. Establishing the rightfinancing structure and location for the facility willbe critical for the success of the facility.incentive programsIncentives are a necessary part of any successfuleconomic development toolbox. Being able tooffer programs such as tax abatement, low interestloans and tax increment financing is often oneof the first boxes that must be checked in siteselection decisions. The truth is that there aremany factors that are much more important to asite selection decision than incentives. Availabilityand cost of workforce, supply chain logistics,accessibility to interstates and airports, utility costsand infrastructure availability are among the factorsthat are often ranked by national site selectors asmore important to ultimate site decisions than thelevel of incentives offered. In fact, the details ofactual incentives may be one of the last topics ofconversation in the site selection process. Despitethat, however, if incentives are not identified asgenerally available very early on in the process,Whitestown will likely be eliminated from mostselection processes. By providing a generalunderstanding of the project requirements to qualifyfor incentives, and providing preapproved areas thatcan be supported by incentives, Whitestown canplace itself in a position with early competitivenessin site selection processes.80 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

existing business retentionand expansionIn most communities, the majority of job growthcomes from the retention and expansion ofbusinesses that are already located within thecommunity. Given the potential for developmentwithin Whitestown, this may not hold true in theforeseeable future. Nonetheless, it is criticallyimportant that Whitestown take the opportunitiesto “grow their own and keep them at home”whenever possible. To do this, call programs mustexist to reach out to existing businesses and theirownership/management to discover any issuesthat businesses may be having, what opportunitiesthey see for growth and expansion, and how thecommunity might help facilitate expansion ofexisting facilities.infrastructureInfrastructure is a critical component of successfuleconomic development within a community.Increasingly companies are looking for thesites that are most immediately available forconstruction. The best case is to have truly shovelready sites with infrastructure in place that onlyrequire permit approval to begin development. Thenext best scenario, if infrastructure cannot alreadybe in place, is to ensure that capacity exists forfuture development and a plan is in place to bringinfrastructure to the property within a short timespan. Developers will be looking for guarantees onthe timeline by which infrastructure can be madeavailable and it is essential that Whitestown be ina position to deliver on its promises. In some waysinfrastructure is a distinct advantage for Whitestownas recent improvements have provided significantcapacity for water and wastewater to serve futureuses. Broadband capacity remains a concern inWhitestown, however, as existing fiber lines havenot been activated to maximize existing capacitiesand secondary extensions have not been put intoplace to extend service in the most efficient mannerthroughout much of the community.marketingThe importance of crafting the message and storyof Whitestown to alter preconceived perceptionshas already been discussed. This message, ornew identity, must define the core ideals of thecommunity such as the strength of its people,its regional significance, its small Town valuesbalanced with a progressive minded characterthat embraces diversity, activity, urban lifestyles,sophistication and a touch of the bohemian. Itmust also speak to the “Whitestown Advantage”of workforce availability, geographic location,growth, strong infrastructure and accessibility,great schools, and an increasingly defined senseof place.Equally important to crafting the message iscommunicating that message to a broad range ofaudiences. It is suggested that this be accomplishedwith a tiered marketing approach. First, reach outto local brokers, developers and news outlets to testthe new “brand”. Gauge local feedback, especiallyfor existing citizens, to see if the message is wellreceived. Once local support is secured, reach outto more regional outlets to expand the message.Finally, take the message to a national andinternational audience. This is usually best donein coordination with County, regional and Stateeconomic development agencies. Most importantin this messaging is to deliver on the message.Institute the decision making process that supportsdelivery of the new vision and constantly andconsistently feed out incremental successes asstories and news items to build momentum behindthe new brand. Whitestown has already taken thefirst step in this process by engaging a marketingprofessional to assist in developing the messageand adding staff to help support local delivery ofthe message.Working Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE81

8: ECONOMIC DEVELOPMENTquality of placeQuality of place is a critical component ofcommunity sustainability, growing the community,and supporting economic development efforts.Whitestown is in the position to support truly uniquedevelopment standards for suburban Indianapolis.Increases in density, breaking down the traditionalzoning boundaries to allow for true mixed usedevelopment and form-based developmentopportunities, and encouraging a high level oforganic yet coordinated architectural design willhelp establish Whitestown as a one of a kindcommunity in Indiana.Given the need to reinvent the identity of thecommunity, building the quality of place ofWhitestown is even more important. Improvinggateways into the community is one way to identifythe entry into the community. However, theyshould also be designed to project the community’sdesired image. This means that they should exhibita strong foundation, but inspire a progressiveand welcoming image for Whitestown. It is alsoimportant to connect these gateways to otherphysical landmarks in the community, and usethem to create physical connections from one sideof Interstate 65 to the other.Focus should be given to supporting the furtherdevelopment of community amenities such aslocal and regional trails, linkages between existingtrails, a new central park on each side of Interstate65, pathways across Interstate 65, the previouslymentioned community center and potentially aregional event/conference center. These amenitiesshould be located as to help facilitate the continuedresidential growth in the community and besupported by the continued focus to enhance thewalkability of the community.Finally, the visible nature of development is importantto the community. Establishing the correct overlaystandards for areas along Interstate 65, supportingmixed use development to create unique living andworking opportunities and encouraging creativityin site design from private developers will helpestablish Whitestown as a unique destination forboth residential and non-residential development.internal processesAccountability and responsiveness are keys toa community’s economic development success.Having a local single point of contact that cancoordinate local data collection and resources,facilitate communication between prospects andthe county and regional economic developmentagencies and drive required local approvalprocesses is a differentiator between successfuland unsuccessful communities. Whitestown is wellpositioned to staff this critical role.Beyond staffing, it is also important that Whitestownput in place the tools that facilitate quick responseto potential opportunities. This can include theencouragement of Planned Unit Developmentprocesses at key development locations withinthe community (such as the community zones),developing fast track approval processes forincentives, permitting, and zoning approvals,being clear, consistent, and predictable in policyimplementation and decision making, providingenhanced communication within and outside ofthe community, and setting the expectation of thetiming and phasing of development in key areas ofthe community.82 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

development standardsWhitestown desires to be a community thatencourages distinctive places tied together tocreate one unique place. To do this, developerswill need to be given flexibility to be creative inthe layout their development. However, too muchcreativity can lead to an end product that is somismatched and random that things do not feel likethey go together at all. For this reason, establishingsome form based guidelines to give direction todevelopment activities will be important. Theseguidelines will need to be flexible enough to allowcreative license to the private sector to develop theirvision of place for each individual development, yetstill provide some early direction to their thoughtprocesses so that they do not develop a productthat is inappropriate for the community. Theseprocesses will be more challenging than traditionalzoning based development projects, and for thisreason should be viewed as partnerships betweenthe public and private sector. The planned unitdevelopment process that is contained in theWhitestown Unified Development Ordinance is amechanism that can help make the process easierfor both parties, but Whitestown must be careful toensure that the tool is used properly to secure theend product that is desired by the Town.educationAs stated previously in the plan, education is adefining issue for Whitestown. Most people withfamilies identify very closely with the schools whichtheir children attend. Local schools are a sourceof pride, identity and character for communitiesas well. They are also an important quality oflife factor that influences resident and businesslocation decisions. In Whitestown’s case, thereis no “Whitestown” school. Being served by bothZionsville and Lebanon schools has exacerbatedthe identity crisis that has plagued the communityin the past. The quality of local education doesnot appear to be the issue in Whitestown, but nothaving a local school dedicated to the communityis a perceived identity challenge. Futureconversations need to be had about the possibilityof re-establishing a Whitestown High School.This may be part of one of the existing schoolcorporations, or part of a collaboration between theexisting corporations, but the geographic locationand name of the facility will be an important part ofthe identity of Whitestown.Higher education is also a key to the long termviability of the community. Whitestown is wellpositioned, because of its geographic location andregional demographic profile, to support higherservices and a higher education facility. Earlysteps may include programming classes/servicesin existing community facilities, but the long termgoals should be to locate a higher education facilityor campus within Whitestown.Working Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE83

Chapter 9: ImplementationIN THIS CHAPTERThis chapter is used to identify resourcesnecessary to accomplish the plan’s overallvision, goals and strategies.• Partnerships• Tools & Resources84 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

IMPLEMENTATION OVERVIEWCompleting the planning process for theWhitestown Comprehensive Plan is not the endof this effort; rather, it marks a starting point forachieving Whitestown’s long-term vision as theTown begins implementation of the plan’s actionsteps. A comprehensive plan must first provide avision and direction for the Town, but the plan mustalso outline clear steps on how to make this plan areality. The vision and plan elements detailed in thisplan provide guidance for future decisions, policiesand overall intent. This chapter serves as the“roadmap” for how to get there. The strategic actionplan included in this chapter should be viewed asa tool that translates the vision and plan elementsinto actionable steps.This plan calls for commitments by numerouspublic and private sector entities. It is a strategicaction plan intended to provide an overall directionthrough various immediate, short-term, mid-termand long-term action steps. The action steps seekto balance the priorities of the Town while allowingfor immediate and noticeable progress through thecompleting of short-term projects. If those chargedwith implementing the recommendations of thisplan are diligent in identifying and removing barriersto success, the opportunity to realize the vision willbe greatly enhanced. Multiple programs and toolsare outlined in this chapter. These provide anoverview of funding programs and various meansof implementing this plan. While the vision andgoals are the heart of a long range plan such asthis, equal focus must be placed on ensuring thatthe community’s vision becomes reality.PARTNERSHIPSForming a foundation of strong partnerships, bothlocally, regionally and state-wide, with public,private and not-for-profit organizations is crucialin order for the plan to succeed. While visionary,there is a fiscal reality that must be recognized ifthis plan is to become a reality. Key to this will bethe creation and nurturing of a number of otherpartners to assist in implementing various aspectsof the plan. Simply stated, the action steps in theWhitestown Comprehensive Plan cannot andshould not be viewed as being implemented solelyby the Town; many partners are also responsiblefor successful implementation.PARTNERSHIPSPUBLIC• Town• Boone County EconomicDevelopment Corporation• Townships• County• State (INDOT, OCRA)• Federal• School Districts• Special Districts (i.e. Fire)NON-PROFIT• Boone County Chamber ofCommerce• Main Street• Historical Society• Tourism• Cultural Groups• Faith-Based Organizations• Service OrganizationsPRIVATE• Developers• Lending Institutions• Building Suppliers• Property Owners• Local BusinessesWorking Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE85

9: IMPLEMENTATIONDOCUMENT REVIEWThe plan elements and their related action stepsneed to be reviewed, evaluated and updatedwhen necessary to reflect changing communitydesires, trends and the economic climate within thecommunity. In order to do this, an annual review ofthis plan should be coordinated to identify any minorchanges or plan amendments. A thorough updateof the plan should be undertaken, at a minimum,every five years in order to remain current.Comprehensive Plan Review Steps:• The Redevelopment Commission and PlanCommission should hold two working sessionsa year to evaluate progress that is being madeon the Comprehensive Plan.• It is important to follow up and determine ifprogress has occurred. If progress has notoccurred on particular action steps, it shouldbe determined if the action is still pertinent, ifthere is a lack of resources or if priorities havechanged.• An unbiased report card should be used toassess progress.• The Plan should be updated every 5 years.This can be a simple evaluation of the overallplan to see if it is meeting current needs.Additional elements can be added as needed.REVIEW ZONING / WHITESTOWN UNIFIEDDEVELOPMENT ORDINANCEThe existing Zoning Ordinance should bereviewed and updates identified to reflect thepolicies and recommendations set forth in thisplan for Whitestown. Specific attention should befocused on:• Permitting the mix of desired uses thatcorrespond with the Future Land Use Maparea (e.g. live-over-work, mixed uses etc.)• Increasing landscaping or other designstandards via an Overlay District alongidentified major corridors and the LegacyCore area.• Evaluating parking regulations in the Townto ensure the regulations don’t result in toofew or too many parking spaces.• Updating signage regulations todiscourage clutter while providing for astreamlined approval process for new andexpanding businesses and institutions.• Include flexibility for PUD’s to accomodatethe zone concept.86 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

SUB-GOALS AND ACTION STEPSThe following pages outline sub-goals and actionsteps from each chapter in the plan. The subgoalsare concrete goals formed from the guidingpolicies and chapter text. The action steps tableare concrete steps that should be understakentowards achieving those goals.Working Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE87

9: IMPLEMENTATIONLAND USESUB GOALS1Manage community growth and mitigate conflictingland uses.2Establish sustainable land uses and distribution ofland use.345678910Distribute land uses to maximize connectivity andquality of life.Promote redevelopment.Minimize conflicts between development and thenatural environment.Manage density and intensity.Promote distinct areas.Enhance neighborhoodsPromote the use of quality materials and aestheticstandardsCoordinate future land use with transportation, utilitiesand facilities.88 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

action stepsImplementationTimelineManage community growth and mitigate conflicting land uses.A. Revise the Whitestown Unified Development Ordinance (UDO) as Short-Termneeded, to be consistent with the Comprehensive Plan.B. Revise the Whitestown UDO on a regular basis to minimize land use Ongoingconflicts (including conflicts with public facilities, land or parks).Establish sustainable land uses and distribution of land use.C. Reserve land needed for public facilities, utilities and infrastructure as the OngoingTown grows (including schools, utilities, safety, parks, etc.).D. Allow incentives that encourage a variety of home types and price ranges Ongoingthat support a diverse population.Distribute land uses to maximize connectivity and quality of life.E. Allow incentives that encourage higher visual quality and mixed use Ongoingdevelopments.Promote redevelopment.F. Allow incentives for redevelopment of existing buildings, infrastructure Ongoingand infill opportunities throughout Whitestown.Minimize conflicts between development and the naturalenvironment.G. Adopt regulations that require new development to preserve existing Short-Termhigh-quality vegetation and natural features or habitats.H. Adopt regulations that protect environmentally sensitive areas from new Short-Termdevelopment through a buffer or best practices.Manage density and intensity.I. Adopt standards that require higher density development to use higher Short-Termquality building materials, landscaping, and architectural standards; alsorequire best practices for development layout (including subdivisions).J. Require open space and/or public recreation in higher density Short-Termdevelopments.Promote distinct areas.K. Allow incentives that encourage development to support the overall Ongoingcharacter of Whitestown.L. Revise the Whitestown UDO to require land uses within each area to Ongoingcomply with the overall intent of the area while also enabling PUD’s toaccommodate innovative mixed use developments that will invigorate thecommunity zones identified in this Plan.Working Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE89

9: IMPLEMENTATIONImplementationTimelineEnhance neighborhoods.M. Continue to review and implement the permit review process toOngoingencourage amenities in proposed new developments.N. Review and upgrade Code Enforcement to enhance neighborhood Short-Termstability.O. Review potential grant or incentive programs to promote andShort-Termencourage historic property maintenance and rehabilitation.promote the use of quality materials and aesthetic standards.P. Develop design/architectural guidelines articulating the use of materials, Short-Termdesign features and building design for new developments.Q. Continue to enforce the adopted Whitestown UDO for development Ongoingstandards, including landscape requirements, building setbacks, screening,etc.R. Adopt design standards that discourage “generic” design (such as strip Short-Termcommercial development) and low quality materials that do not reflect thecharacter of Whitestown.Coordinate future land use with transportation, utilities andFACILITIES.S. Adopt ordinance that requires all residential, commercial and industrial Short-Termdevelopment to be physically connected by roads, sidewalks and trails.T. Support existing regulations that expects new development to have Ongoingadequate utility capacity and infrastructure (water, sewer, streets, sidewalks,trails, etc.) before development is approved or annexed.90 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

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9: IMPLEMENTATIONTRANSPORTATION &CIRCULATIONSUB GOALS1Develop, enhance and maintain an efficientroadway system per the updated TransportationPlan.2Develop, enhance and maintain an alternativetransportation system, including the potential forpedestrian, bicycle and equestrian networks.3456Improve transportation safety.Strive to improve air quality.Plan for enhanced transportation corridors.Coordinate transportation network with theappropriate land-use development strategies.7Provide strong regional links via the existing I-65interchanges and the proposed Ronald ReaganParkway corridor.8Identify and strengthen connections through trails,greenway and multi-use paths.92 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

action stepsImplementationTimelineDevelop, enhance and MAINTAIN an efficient ROADWAY system per theUPDATED TRANSPORTATION Plan.A. Implement recommendations outlined as part of the adopted Whitestown Ongoing2014 Transportation Plan.B. Review and update the Transportation Plan at least every five years to Mid-Termadjust for previously unknown circumstances, roadway classifications,opportunities and completed projects.C. Complete the Pierce Street and Main Street project and sidewalk Mid-Termresurfacing as identified in the Transportation Plan.Develop, enhance and MAINTAIN an ALTERNATIVE TRANSPORTATION system,including the POTENTIAL for pedestrian, BICYCLE and equestriannetworks.D. Complete a comprehensive Pedestrian & Bicycle System Plan for Short-TermWhitestown that incorporates any pedestrian or bicycle network identifiedas part of the Whitestown Park & Recreation Plan, Downtown RevitalizationMaster Plan and Transportation Plan.E. Continue to participate in the development and design of the Farm Mid-TermHeritage Trail and seek funding for continued development of trailconnections outside of Whitestown.F. Continue implementation of the recently passed Complete Street OngoingOrdinance.IMPROVE TRANSPORTATION SAFETY.G. Prepare traffic study analysis to identify dangerous or high-accident Short-Termcorridors and intersections and explore a variety of traffic calming measures,including construction of roundabouts, to increase safety for vehicles andpedestrians.H. Continue to implement and upgrade traffic signals for intersections as Ongoingtraffic counts warrant.strive to improve air quality.I. Reduce inefficiencies in motor vehicle circulation/idle time in order to Ongoingminimize emissions, implement roundabouts and connectivity betweendevelopments per the Transportation Plan.plan for enhanced transportation corridors.J. Prepare a Corridor Enhancement Plan that identifies the designShort-Termstandards for corridor system beautification and streetscape design.K. Include gateway and signage/wayfinding enhancements as part ofthe Corridor Enhancement Plan. Gateway areas to include, but not belimited to, I-65, Whitestown Parkway, S.R. 32 and future Ronald ReaganCorridor.Mid-TermWorking Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE93

9: IMPLEMENTATIONImplementationTimelinecoordinate transportation network with the appropriate land-usedevelopment STRATEGIES.K. Require adequate access to appropriate thoroughfares and proper Ongoingseparation from residential use for proposed new development(s).provide strong regional links via the existing i-65 interchanges andproposed ronald REAGAN PARKWAY corridor.L. Coordinate with final design of the Ronald Reagan Parkway to ensure a Long-Termadequate right-of-way for accommodation of pedestrian & bicycle system,vegetation/street trees and intersection treatments to improve vehicularflow, reduce noise, increase safety, encourage appropriate developmentaccess and improvement aesthetics.M. Develop Corridor Overlay Zone for implementing outcomes of the Mid-TermCorridor Enhancement Plan to ensure desired treatment along RonaldReagan Parkway and I-65 Interchanges.Identify and strengthen connections through trails, GREENWAYS andmulti-use PAThs.N. Complete a comprehensive Pedestrian & Bicycle System Plan for Short-TermWhitestown incorporating a pedestrian or bicycle network identified as partof the Whitestown Five-Year Park & Recreation Plan, Downtown RevitalizationMaster Plan and Transportation Plan.94 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

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9: IMPLEMENTATIONMUNICIPAL SERVICESSUB-GOALS1Implement and maintain police, fire, public safety, andpublic works five-year plans.2Create a public gathering space that reflects thecharacter of Whitestown and provides space for publicevents and festivals.3456Improve emergency response services as the Townexpands.Maintain high quality government services.Adequately expand water, sewer and storm waterservices.Expand needed private utility services.7Develop and promote a solid waste management planthat emphasizes waste reduction and recycling.96 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

action stepsImplementationTimelineIMPLEMENT AND MAINTAIN Police, Fire, PUBLIC SAFETY, and Public Worksfive-year plans.A. Coordinate with police, fire, public safety, and public works departments Ongoingto implement and maintain each department’s five-year plan to ensure safeand reliable service.Create a public gathering space that reflects the character ofWhITESTOWN and PROVIDES SPACE for public events and FESTIVALS.B. Prepare feasibility study for programming and space requirements for a Short-Termmulti-purpose Community Events Center and Park that would include, butnot be limited to, a facility for activities and outdoor gathering / recreationspace.C. Acquire land for Community Events Center and Park Mid-TermImprove emergency response services as the Town exPANDS.D. Require sufficient emergency services, equipment and facilities to be in Ongoingplace before new developments are approved.E. Determine the optimal locations for emergency response stations (police, Ongoingfire, EMS) to maintain excellent service and/or rating for existing and futuredevelopments. Purchase land in advance if possible.Maintain high quality government services.F. Develop design and quality standards for the construction of all facilities Short-Termand infrastructure planned for public ownership.G. Create and maintain a capital improvement plan (CIP). OngoingAdequately expand water, sewer and storm water services.H. Require sufficient fire hydrants to be in place and require adequate water Ongoingpressure to be maintained for all new development or before areas areannexed.I. Develop and implement a long-term sanitary and stormwater master plan Short-Termto address sewage and drainage problems throughout the Town.Working Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE97

Expand needed private utility services.J. Coordinate with private utility providers (natural gas, electric,telecommunications, and broadband) to develop an inventory of existingassets, analyze gaps in service, and develop an infrastructure plan in existingand future development areas so world class service can be provided.K. Prioritize expansion and upgrades of telecommunication and broadbandnetworks to support areas of future development that will rely heavily oncutting edge technology.ImplementationTimelineOngoingOngoingDevelop and promote a solid waste management plan that emphasizeswaste reduction and RECYCLING.L. Implement a fiscally responsible Town-wide recycling program to minimize Long-Termwaste.98 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

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9: IMPLEMENTATIONPARKS, OPEN SPACE &RECREATIONSUB-GOALS123Conserve and restore natural areas, including woodlots, open space and water features.Promote environmental sustainability through thebuilt environment and programs.Promote education and programming opportunities.4Institute and maintain a variety of parks, facilities andrecreational programs and natural areas.100 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

action stepsImplementationTimelineConserve and restore natural areas, INCLUDING wood LOTS, openSPACE and WATER FEATURES.A. Develop a local program that conserves, sustains and restores natural Mid-Termareas and incorporates State and Federal programs.B. Adopt regulations that require canopy trees and other vegetation to be Short-Termplanted for all new development.PROMOTE ENVIRONMENTAL SUSTAINABILITY THROUGH THE BUILT ENVIRONMENTAND PROGRAMS.C. Adopt minimum performance standards for all new public facilities that Short-Termminimize their environmental impact.promote education & Programming opportunities.D. Create and expand youth and adult recreation programming opportunitiesand outreach initiatives that support healthy lifestyles.OngoingE. Coordinate with the school systems to provide educational opportunities Long-Termor “outdoor classrooms” for youth to learn about the environment.F. Identify and promote other community-wide events and efforts that Immediatepromote Whitestown (such as the National Night Out program).G. Implement programming outlined as part of the Park & Recreation Five- OngoingYear Master Plan in terms of year-round, inclusive recreation programming.Institute and maintain a variety of parks, FACILITIES and RECREATIONALprograms and NATURAL areas.H. Implement physical improvement recommendations and regularly Mid-Termupdate the Parks Five-Year Master Plan.I. Implement the Park Impact Fee Master Plan. OngoingJ. Determine land that can be developed for open space and parks in areas Ongoingprior to being annexed.K. Continue to implement the recently adopted complete street policy that Short-Termrequires pedestrian and bicycle facilities to be incorporated into new roadsand developments.L. Develop a trails and greenways master plan that includes both on-street Immediateand off-street facilities.M. Complete the Farm Heritage Trail within Whitestown. Short-TermN. Implement a volunteer program and/or event that supports maintenance Short-Termand upkeep of parks.O. Complete a feasibility study for a multi-purpose Community Events ImmediateCenter & Park to identify appropriate programming (youth activities, senioractivities, rental space, etc.) that should be included as part of both indoorand outdoor community gathering/recreation space.P. Provide opportunity for a regional park. OngoingWorking Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE101

9: IMPLEMENTATIONECONOMIC DEVELOPMENTSUB-GOALS1Become an economic development destinationthat possesses sites and assets that are unique tothe region and attractive to high quality/high wagebusinesses.2Support a diverse and vibrant business base in thearea that is focused on providing opportunities forboth small and large businesses.3Develop standards and tools to improve theaesthetic quality of the community and provide forthe appropriate mix of future land uses.4Work to define the desired identity and story ofWhitestown and then communicate that messagethrough marketing efforts and local projects.5Develop key partnerships to help support the overalleconomic development strategy of Whitestown.102 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

action stepsImplementationTimelineBecome an economic development destination that possesses sitesand assets thAT are unique TO the region and ATTRACTIVE TO highqUALITY/high WAGE businesses.A. Pursue the creation of a State Certified Technology Park at a key location Mid-Termwithin the communityB. Create State Certified Shovel Ready opportunities with strategic investment Mid-Termin infrastructure and partnerships with private property ownersC. Develop internal policies to support creating an economic development Short-Termadvantage for WhitestownD. Develop appropriate public private partnerships to create economic Mid-Termdevelopment opportunities and mitigate the risk of public investmentE. Fast track approval Short-TermSupport a diverse and vibrant business base in the area that is focusedon PROVIDING OPPORTUNITIES for BOTh small and large businesses.F. Support a mix of potential business sites to support start-up business Mid-Termopportunities as well as locations for growing and established businessesG. Investigate the business model for the construction of spec space/shell Short-Termbuildings at the interchange to accelerate development opportunitiesH. Develop and implement a workforce development strategy in cooperation Mid-Termwith the Boone County Economic Development CorporationI. Formalize and implement an entrepreneurial support program for Mid-TermWhitestown to support new business start-upsJ. Consider the creation of business incubator space and graduation space Mid-Termwithin one of the zones established by this plan.Develop standards and tools to improve the aesthetic quality of thecommunity and PROVIDE for the APPROPRIATE mix of future land uses.K. Formalize a streamlined and trasnparent development approval process Short-Termto ensure delivery of high quality products to the community.L. Review the newly adopted Whitestown Unified Development Ordinance Short-Termand amend accordingly to encourage more form-based zoning projectswithin the community.M. Establish internal expectations of return for economic development Short-Termincentive programs within Whitestown based on criteria such as wage level,job numbers, engagement of local workforce, and private investment in theproject.Working Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE103

ImplementationTimelineWork to define the desired identity and story of Whitestown andthen COMMUNICATE thAT MESSAGE through marketing EFFORTS andlocal projects.N. Continue to work to develop the Whitestown “brand” and supporting Short-Termstory elements to accompany it.O. Enhance communication opportunities between the Town and the Ongoingneighborhoods and local business community with expanded onlinenewsletter and social media efforts.P. Implement multi-tiered marketing effort for the new community character Short-Termand development opportunities in collaboration with the Boone CountyEconomic Development Corporation.Q. Identify the key locations of gateways within the community. Short-TermR. Develop design criteria and layouts of thematic elements of potential Short-Termgateway projects.S. Develop and implement a coordinated community wide wayfinding Mid-Termprogram to support local citizens as well as visitors to the community.Develop key partnerships to help support the overall economicdevelopment STRATEGY of WhITESTOWN.T. Secure control of key development parcels through agreements with Short-Termprivate property owners to help facilitate early development of key nodalproperties.U. Select key catalyst projects around which to formalize public private Short-Termpartnership opportunities.V. Initiate conversations with local schools boards and state elected officials Mid-Termand legislators regarding the potential for a future Whitestown High School.W. Reach out to existing higher education institutions about possible shorttermprogramming opportunities to initiate discussion regarding a long-Short-Termterm physical presence in Whitestown.104 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

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Appendix A: Public InvolvementIN THIS APPENDIXThis appendix documents the public participationprocess.• Steering Committee & Public Meetings• Project Website• Adoption Hearings106 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

This chapter documents the public participationprocess throughout the development of theWhitestown Comprehensive Plan update. Thecollection of public input was facilitated bySteering Committee Meetings, public workshops/open houses, key person interviews, and aproject website. Each form of public involvementincluded several facilitated exercises to capture thecommunity’s vision of the future.STEERING COMMITTEE &PUBLIC MEETINGSA Steering Committee was formed to guide theplanning process and overall direction of theComprehensive Plan update. The committee of 13members represented different groups within thecommunity including residents, business ownersand government and local organizations.STEERING COMMITTEE MEETING #1May 22, 2014The purpose of this initial meeting was to providean overview of the planning process, establishkey roles, review the existing conditions anddemographics, acknowledge relevant plans,provide an overview of the previous Plan and beginto collect input on the Plan’s vision. The SteeringCommittee was asked to share their ideas aboutthe future of Whitestown through three exercises.Exercise #1 - Whitestown 20 years from now...The committee was asked to think 20 years intoWhitestown’s future and then use short phrases tocreate a list of what they would like to see. A selectsummary of the results follows:• Community Center / Gathering Space• Saving rural areas (N&W)• Library / Youth support• Own school system• Walkability / connected trail system• Complete streets (walk & bike)• Local food industry = healthy community• Distinct community / character• Public transportation considerationsExercise #2 - Future Land UsesThe committee was provided large format aerialmaps of the Town and color coded markers. Theywere then asked to identify where they thoughtvarious land uses should be located in the future.Exercise #3 - Land Use IssuesIn this final exercise, the committee was asked toidentify what businesses, amenities, and featuresare most important to them and which they wouldlike to see in the future. They were asked to circlethe words that were very important to them, marka line through those that they would not like to seeand do nothing to words or phrases that they feltindifferent toward. A summary of the results follows:MOST DesirableUserResponseDo NotWantFarmers Market 12 0Library 10 0Greenway or Multi-use Trail 10 1Pedestrian Signage 9 1Outdoor Dining 9 1Improved Streetscape 8 0Parks & Open Space 8 0LEAST DesirableUser ResponseAdult-Oriented Businesses 13Heavy Industrial 12Car Dealers 7Gated Community 7Duplexes 6STEERING COMMITTEE MEETING #2June 12, 2014The second Steering Committee Meeting includedreviews of the feedback from the last meeting, thedraft vision statements, and the draft future landuse map. Following this was an extensive exerciseto assess the performance of the previous PlanElements.Working Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE107

A: PUBLIC INVOLVEMENTExercise - Element AssessmentThe committee was asked to assess progress bygrading a list of the objectives and action steps fromthe previous Plan in regard to their completeness.In addition, they were asked to identify if each itemshould be considered relevant moving forward.STEERING COMMITTEE MEETING #3July 24, 2014The revised Draft Future Land Use Map and theDraft Elements and Strategies were presented tothe committee for review.PUBLIC OPEN HOUSE #1 & #2August 20, 2014The first public meeting was held in an open houseformat where participants could discuss detailswith staff and consultants one-on-one.Multiple large format boards with the proposedPlan Elements and related Plan Strategies weredisplayed with feedback forms to capture thepublic’s thoughts and ideas. Also on display wasinformation explaining what a comprehensive Planis, why the Plan is being updated, and an overviewof the planning process and timeline. Additionally,changes that have occurred in Whitestown sincethe adoption of the last Plan (2005) were listedincluding:1. Community & Population Growth2. Business Growth3. Changes in Market / Economy4. Transportation Changes - Ronald ReaganCorridor5. Heritage Trail Planning / Design6. Updated Small Area Plans (Downtown andParking)The public was asked to provide feedback to helpdetermine the final Plan recommendations andinitiatives. The proposed Plan Elements on displayand reviewed included:1. Convenient Circulation2. Compact Form3. Community Needs4. Environment108 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

5. Character6. Legacy Core7. RelationshipsSTEERING COMMITTEE MEETING #4August 28, 2014At this Steering Committee Meeting, an overviewand update of the open house, project websitestatistics and Albert S. White Boulevard werepresented.STEERING COMMITTEE MEETING #5September 28, 2014At this Steering Committee Meeting, an overviewand update of the input received, project websitestatistics, and Plan Element revisions werepresented.The proposed Plan Elements on display andreviewed included:1. Transportation & Circulation2. Land Use3. Utilities & Facilities4. Environment5. Character6. Legacy Core7. RelationshipsSTEERING COMMITTEE MEETING #6October 28, 2014The Committee revisited visioning at this SteeringCommittee Meeting with two visioning exercises.The Committee also began the review of theGuiding Policies and Action Steps for each PlanElement.Exercise #1 - Whitestown 20 years from now...The first exercise asked the committee to think 20years into Whitestown’s future and then use shortphrases to create a list of what they would like tosee in the future.Exercise #2 - Future Land UsesThis exercise asked the Committee to write downone word that they felt should describe WhitestownWorking Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE109

A: PUBLIC INVOLVEMENTin the future. This could include what they feltrepresents Whitestown, how they felt Whitestownis viewed by the general public or even what theywanted Whitestown to be known for in the future.Exercise #3 - Guiding Policies & Action StepsThis exercise asked the committee to indicatewhether they agree or disagree with the GuidingPolicies and Action Steps for each Plan Element.Additionally, the committee was asked to indicatewhen they thought the Action Steps should bestarted based on an implementation timelinefrom immediate to long-term. Comments onreorganization of action steps, the replacement ofthe Environment Plan Element with Parks, OpenSpace & Recreation, and changes to individualaction steps were recorded.STEERING COMMITTEE MEETING #7November 19, 2014Updates to the Plan Elements and Action Steps,the draft Future Land Use Plan and draft missionstatement were presented at this SteeringCommittee Meeting.Exercise #1 - Updated Plan Elements and ActionStepsThis exercise was a continuation of the review ofthe Guiding Policies and Action Steps for each PlanElement. Based on feedback from the last SteeringCommittee Meeting, Action Steps were reorganizedunder the updated Plan Elements.The proposed Plan Elements on display andreviewed included:STEERING COMMITTEE MEETING #8February 5, 2015This meeting served as a kick-off meetingto the process to merge the draft version ofthe comprehensive plan and the economicdevelopment plan. This meeting also reviewed thedraft plans for areas which will require additionalthought or coordination.STEERING COMMITTEE MEETING #9April 16, 2015The current draft was reviewed for formattingand content area. The strengths, weaknesses,opportunities, and threats to Whitestown werereviewed.STEERING COMMITTEE MEETING #10April 30, 2015Plan goals for the individual chapters werereviewed. Land use was discussed in depth as itrelates to the future vision for the community.STEERING COMMITTEE MEETING #11May 28, 2015A revised land use map was reviewed. Reformattingof appendix items and chapter arrangement wasdiscussed.STEERING COMMITTEE MEETING #12June 25, 2015A draft of the reformatted and combined plans wasreviewed.1. Transportation & Circulation2. Land Use3. Utilities & Facilities4. Parks, Open Space & Recreation5. Character6. Legacy Core7. Relationships110 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

PROJECT WEBSITEA project website, www.PlanningWhitestown.com,was established and maintained throughout theplanning process to communicate information to thepublic and Steering Committee. Meeting agendas,summaries, and draft documents were placed onthe website. Comments regarding the Plan couldbe submitted through a form on the site or by emailto the team.ADOPTION HEARINGSPer Indiana statute IC 5-3-1-2, a public hearing washeld before the Plan Commission on MONTH DAY,YEAR for their recommendation of the WhitestownComprehensive Plan.Following this, a public hearing for adoption washeld before the Whitestown Town Council onMONTH DAY, YEAR.Working Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE111

Appendix B: Tools and ResourcesIN THIS APPENDIXThis appendix documents the tools, resources,programs, and funding available to assist withimplementation of the comprehensive plan.• Tools & Resources• Programs & Funding112 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

TOOLS & RESOURCESA short description of the various tools, resources,programs and funding that have been identifiedor described in this plan is included below. Thisis not an exhaustive list of all tools, programs orfunding sources that can be utilized by the Town. Itis intended to provide further explanation and to actas a starting point for future actions.Capital improvement PlanningA Capital Improvement Plan (CIP) is a systemof documenting the capital investments that acommunity expects to make in the short-term,often five years. A CIP identifies projects, timelines,estimated costs, and funding sources and is linkedto a community’s budgeting process. It is a meansof planning ahead for capital improvements andensuring implementation of specific projects byconnecting them more closely to the budgetingprocess. Whitestown’s CIP would include fundingneeded for any capital improvement the Town isplanning to invest in, regardless of which Towndepartment will be responsible for operating andmaintaining the given investment.Redevelopment Association of IndianaThe Redevelopment Association of Indiana,a part of the Indiana Association of Cities andTowns (IACT), is a membership organization forredevelopment board members and redevelopmentstaff representing 46 cities, Towns and counties.The Redevelopment Association operates underthe premise that while there are legally mandatedactions and commonly adopted practices, therealso is abundant room for local innovation andIndiana ingenuity. One of the association’s principalmissions is to serve as an informational andeducational resource for existing redevelopmentcommissions and units of government consideringthe establishment of a redevelopment commission.Association members are available to share theirexperiences. Additional information can be foundat http://www.citiesandTowns.org/content/affiliated/RAI_DHT.htm.Redevelopment Association of IndianaHandbook (2006)This handbook, produced by the RedevelopmentAssociation, provides how-to information regardingthe establishment of a redevelopment commission,designation of a redevelopment or economicdevelopment area, elements of a redevelopmentor economic development plan, establishment ofan allocation area, project financing, acquisitionand disposition of real estate and the use of taxincrement financing and tax abatement. It alsoincludes an inventory of cities, Towns, and countieswith TIF districts, sample resolutions and otherinstruments, as well as a roster of associationmembers.Tax AbatementTax abatement is a phase-in of property taxes andis intended to encourage development in areas thatwould not otherwise develop. Tax abatement is oneof the tools widely used by municipal governmentsto attract new businesses to the community, or toencourage investment in new equipment or facilitiesthat will improve the company while stabilizing thecommunity’s economy. Communities may developprocedures for abatement application and policieson the amount and length of the abatement that willbe approved and procedures to ensure compliancewith the terms of the statement of benefits.Working Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE113

B: TOOLS & RESOURCESPROGRAMS & FUNDINGCommunity Development Block Grant (CDBG)ProgramPlanning Grants are funded with FederalCommunity Development Block Grant (CDBG)dollars from the U.S. Department of Housing andUrban Development (HUD). Through the IndianaOffice of Community and Rural Affairs, Indianarequests federal funds to help rural communitieswith a variety of projects such as sewer and watersystems, community centers, health and safetyprograms, and many others. These funds helpcommunities improve their quality of life and ensurethe health and safety of their citizens.Community Development Block Grant (CDBG)Program, Planning GrantsThe goal of the program is to encourage communitiesto plan for long-term community development.Community leaders can apply for projects relatingto such issues as infrastructure, downtownrevitalization, and community facilities. Grantsare available for comprehensive plans, downtownrevitalization plans, economic development plans,historic preservation plans, water system plans,sewer system plans, storm drainage plans, fiveyearpark plans and more.Community Development Block Grant (CDBG)Program, Stormwater Improvement Program(SIP)Property owners in many communities across thestate of Indiana suffer from flooded property andsewer backups due to inadequate stormwatermanagement. Flooding is expensive to clean up,depresses property values, and degrades waterquality.Community Development Block Grant (CDBG)Program, Public Facilities Program (PFP)Community facilities enhance the lives of residentsin numerous ways. Libraries, museums, communitycenters, and performance spaces open doors toknowledge and ideas, culture, and enjoyment.In addition to community facilities, emergencyservices (fire stations, fire trucks and EMS stations)and historic preservation projects are eligible forPFP.Downtown Enhancement GrantsThe Downtown Enhancement Grant programis designed to foster innovative approaches toactivities, which support and promote communitybased planning, pre-development, and researchinitiatives. The goal of these projects is to improvethe quality of life and opportunities for increasingprivate investment and employment in IndianaMain Street (IMS) communities. The DowntownEnhancement Grant priorities are directed byOCRA’s strategic plan and the National Main StreetFour Point Approach.Indiana Department of Transportation (INDOT)LPA GrantsINDOT works proactively to assist Local PublicAgencies (LPA) in addressing capital needs. Bystatute, INDOT shares gas tax revenue distributedout of the state Motor Vehicle Highway Fund(MVHF) and Local Road and Street Fund (LRSF)with local communities. Distributions out of thesefunds are made by the auditor’s office to each localcommunity for use on road and street projects.INDOT also makes available 25% of the federalfunds apportioned to it under CongressionalHighway Authorization Bills. This is a practicecarried out by internal policy and is done under norequirement of any state or federal statute. INDOTalso handles all of the program administration,contract letting and post-contractual Federalobligations for local communities. This alleviatesadditional financial burdens for local communitiesand provides a means for all communities toparticipate in federal-aid funding.114 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

Investment Tax Credit ProgramsIncome tax credits are the principal governmentalsubsidy available for privately owned and fundedhistoric preservation activities. Both the federalgovernment and the state of Indiana offer aRehabilitation Investment Tax Credit (RITC)equaling 20% of rehabilitation costs for qualifiedwork at income-producing properties that arecertified historic buildings. A net subsidy equaling40% of qualified rehabilitation costs may be yieldedby participation in both programs. Eligible propertiesinclude commercial buildings, factories, and oldhouses as long as they are income producing,such as rental properties. Owner-occupiedprivate residences are eligible only for the IndianaResidential Historic Rehabilitation Credit (RHRCseebelow).Land and Water Conservation Fund (LWCF)LWCF federal grants can be used to protectimportant natural areas, acquire land for outdoorrecreation and develop or renovate public outdoorrecreation facilities such as campgrounds, picnicareas, sports/playfields, swimming facilities,boating facilities, fishing facilities, trails, naturalareas and passive parks. The minimum grantrequest is $5,000 and the maximum request is$75,000 with a local match requirement.Main Street Revitalization Program (MSRP)The Indiana Office of Community and Rural Affairsassists Indiana’s rural residents in their endeavorsto create successful, sustainable communitiesand improve local quality of life. MSRP grants arefunded with federal Community Development BlockGrant (CDBG) dollars from the U.S. Departmentof Housing and Urban Development (HUD). Thegoal of the Main Street Revitalization Program is toencourage communities with eligible populations tofocus on long-term community development efforts.Recreational Trails Program (RTP)Under the MAP-21, the Recreational TrailsProgram (RTP) is continued at the current fundinglevels under the Transportation AlternativesProgram. Funding for RTP is a set-aside from theTAP. However, the governor of each state may optout of the RTP if it notifies the U.S. Department ofTransportation Secretary not later than 30 daysprior to apportionments being made for any fiscalyear.Source: American Society of Landscape ArchitectsResidential Historic Rehabilitation CreditThe Residential Historic Rehabilitation Creditis available to Indiana state income taxpayerswho undertake certified rehabilitations of historicbuildings that are principally used and occupied bya taxpayer as that taxpayer’s residence. The Stateincentive allows a taxpayer to claim a State IncomeTax credit for 20% of the total qualified rehabilitationor preservation cost of a project. The Division ofHistoric Preservation and Archaeology, IndianaDepartment of Natural Resources administers theprogram.Stellar CommunitiesThe Stellar Communities program is a multi-agencypartnership designed to fund comprehensivecommunity development projects in Indiana’ssmaller communities. The Indiana Housing andCommunity Development Authority, Indiana Officeof Community and Rural Affairs, and IndianaDepartment of Transportation, along with the StateRevolving Fund, are participating in this innovativeprogram.The Stellar Communities program embodiescollaborative government partnerships andsuccessfully leverages state and federal fundingfrom multiple agencies to undertake large-scaleprojects. Through this program, Indiana is doingmore with current resources and making a biggerimpact in communities, even with a slimmer budget.Whitestown was a Stellar Community Finalist in2011.Source: www.IN.gov/OCRAWorking Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE115

B: TOOLS & RESOURCESSkills Enhancement FundThe Skills Enhancement Fund (SEF) providesassistance to businesses to support training andupgrading skills of employees required to supportnew capital investment. The grant may be providedto reimburse a portion (typically 50%) of eligibletraining costs over a period of two full calendaryears from the commencement of the project.Tax Increment Finance (TIF)Tax increment finance is a tool for municipalitiesand counties to designate targeted areas forredevelopment or economic development througha local redevelopment commission. Thoseredevelopment or economic development areascan then be designated as allocation areas whichtrigger the TIF tool. When TIF is triggered, theproperty taxes generated from new constructionin the area are set aside and reinvested in thearea to promote development, rather than goingto the normal taxing units (governments, schools,etc.). The taxing units do not lose revenue, theysimply do not receive revenue from the additionalassessed valuation that would not have occurred“but for” the reinvestment in the area through theTIF proceeds.Transportation Alternatives FundingThe new Transportation Alternatives (TA) programwill receive about $780 million to carry out allTA projects, including SRTS and RTP projectsacross the country, which represents about a 35%reduction from the current $1.2 billion spent on theseprograms. Under the bill, states will sub-allocate50% of their TA funds to Metropolitan PlanningOrganizations (MPOs) and local communities torun a grant program to distribute funds for projects.States could use the remaining 50% for TA projectsor could spend these dollars on other transportationpriorities.Source: American Society of Landscape ArchitectsTransportation Alternatives (FormerlyEnhancements):Under MAP-21, the Transportation Enhancementsprogram is re-named Transportation AlternativesProgram (TAP), with the current twelve eligibleactivities categories consolidated into sixcategories. The bill eliminates the bike/ped safetyand education programs, transportation museums,and the acquisition of scenic and historic easementscategories.The six eligible project categories are:1. Continue bike/pedestrian facilities andexpand the definition of these projects.2. Establish a category for safe routes for nondrivers,including children, older adults, andindividuals with disabilities.3. Retain conversion of abandoned railroadcorridors for trails for pedestrians and bicyclists,or other non-motorized transportation users.4. Retain the scenic byways category (however,the stand alone National Scenic Bywaysprograms is completely eliminated).5. Establish a community improvement categorythat includes:• Inventory control of outdoor advertising;• Historic preservation and rehabilitation ofhistoric transportation facilities;• Vegetation management practices intransportation rights-of–way (formerlylandscaping and scenic beautification);• Landscaping and scenic enhancementprojects ARE eligible under TAP as partof the construction of any federal-aidhighway project, including TAP-fundedprojects, but TAP funds cannot be usedfor landscaping and scenic enhancementas independent projects;• Under this vegetation managementcategory, routine maintenance is NOTeligible as TAP activity except under theRTP; and• Archeological activities related totransportation projects.116 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

6. Retain the environmental mitigation activitiescategory• To address stormwater managementcontrol and water pollution prevention,and wetlands mitigation; and• To reduce vehicle-caused wildlifemortalityWorkKeysWorkKeys® enables Hoosiers to examine theirindividual strengths and weaknesses and alsocompare their skills to job profiles which canhelp substantially when looking for jobs or careeradvancement opportunities. The program helpsensure Hoosiers find the right jobs to be successful.Safe Routes to School (SRTS) ProgramUnder the bill, the Safe Routes To School (SRTS)program was eliminated as a stand-alone program.However, SRTS projects are still eligible for fundingunder the TAP. As such, SRTS projects are nowsubject to all TAP requirements, including the samematch requirements – 80% federal funding, witha 20% local match. SRTS coordinators are notrequired under MAP-21 but are eligible for fundingunder TAP. Thus, states may decide to retain theirSRTS coordinators and use TAP funds to pay forthem.Source: American Society of Landscape ArchitectsWorking Draft 7.7.15WHITESTOWN COMPREHENSIVE PLAN UPDATE117

Reference DocumentsReference Plans & DocumentsSeveral additional adopted plans and studiesprovide more detailed review and specificrecommendations that support this ComprehensivePlan. Those documents, as well as thisComprehensive Plan, form the Whitestown MasterPlan. These additional plans include:• Whitestown Transportation Plan• 2012 Downtown Revitalization Master Plan• Whitestown Recreation Impact Fee Zone Improvement Plan• Whitestown Five-Year Parks and Recreation Master Plan• 2014 Whitestown Economic Development Plan118 WHITESTOWN COMPREHENSIVE PLAN UPDATEWorking Draft 7.7.15

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