Grandview 2030

GRANDVIEW

2 0 3 0 Building Tomorrow’s Community

VISION STATEMENT

By 2030, Grandview will become a regional leader by

diverse and safe neighborhoods, fostering local business innovation, increasing environmental awareness and sustainable practices, encouraging

all the while

maintaining fiscal

responsibility.

LETTER FROM THE MAYOR Every month, I walk from store to store along Main Street and at Truman’s Marketplace. I do this for a couple of reasons. I like to stop and talk to the store managers and staff to learn more about them, their lives, and how business is going. Secondly, and most importantly, the walk reminds me how blessed Grandview is to have such successful commercial districts with busy businesses and happy shoppers. The City of Grandview has come a long way in a short amount of time, and we’re not done yet.

cials in the Board of Aldermen to City Staff, Grandview is, and will remain committed to Building Tomorrow's Community.

Thank you to our Planners, Billie Hufford and Dave McCumber for their hard work creating Grandview 2030.

Leonard D. Jones, Jr. Mayor, City of Grandview

Grandview’s tenacity and hard work are paying off as the City grows by leaps and bounds. We've seen a 35% increase in retailers since 2015, added more than 250 households since the beginning 2019 and raised citizen satisfaction across the board since we last surveyed in 2012.

We’ve been able to accomplish all of this while remaining financially strong and maintaining a AA- credit rating with Standard & Poor's Global Ratings (S&P). Grandview has one of the lowest debt-per-capita ratios among all cities in the Kansas City Metro Area.

Grandview is also a great place for fun! Citizens are increasingly happy with City festivals and events, as well as Parks and Recreation programs and facilities. In fact, nearly 500 citizens gathered in September to give a wet welcome to the City’s newest addition at The View community center—a splash park!

Figure 0.1 Topsy's Popcorn and Ice Cream

Our City is planning ahead. Grandview 2030 is based on the vision, values and expectations of the community.

Through a thorough public input process, this plan was developed, creating a framework for making important decisions while guiding Grandview's growth and development for the next 10 years. This is a living document that grows and changes with the community along with steps that are needed to make that vision reality.

Grandview is welcoming with high quality infrastructure and public services, thriving neighborhoods, strong public safety and an engaged community. Grandview is a place we are all proud to call home and where we are always working on the job at hand. From your local elected offi-

Figure 0.2 Ribbon Cutting in Truman's Marketplace

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ACKNOWLEDGMENTS Mayor and Board of Aldermen Mayor Leonard D. Jones, Jr. James N. Crain - Ward 3 Dan Hartman - Ward 2 Sandra Kessinger - Ward 1 John T. Maloney - Ward 3 Damon Randolph - Ward 1 Annette M. Turnbaugh - Ward 2

Planning Commission

Jay Tarr - Chair Frank Bader and Brian Hackworth - Ward 1 Tom McBride - Ward 1 Shawn Nelson - Ward 2 Christian Parchman - Ward 2 Thomas Rousey - At Large Homer Thompson and Steve Stadler - Ward 3 John Maloney - Board of Aldermen Liaison

Figure 0.3 Grandview Board of Alderman

Comprehensive Plan Committee Gloria Dooley Andrew Fink Alan Kinder LaRetta Morgan Joseph Morton Shawn Nelson Liz Ogle Phyllis Roberts Morgan Tangen Stephen Terry Martha Thompson

Wards 1 2 3 Figure 0.4 Grandview Ward Map

City Staff

City Administrator - Cemal Umut Gungor Assistant City Administrator - Kirk Decker Community Development Director - Chris Chiodini Planner and Plan Writer - Dave McCumber Inspector/Planner and Plan Writer - Billie Hufford City Clerk and Editor- Becky Schimmel Communications Manager and Editor - Valarie Poindexter Chief of Police - Charles Iseman Parks and Recreation Director - Sue Yerkes Public Works Director - Dennis Randolph Grandview C-4 School District Superintendent Dr. Kenny Rodrequez City Engineer - Jacklyn White

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Figure 0.5 Grandview Comprehensive Plan Committee

Staff would like to recognize Sheila Shockey, Founder and President of Shockey Consulting Services, for her assistance in the initial stages and brainstorming process for this Comprehensive Plan update. Sheila was a big help in understanding how comprehensive plans are written and how community engagement is practiced today. She helped establish the framework in which this Plan is built on and we thank Sheila for her time and professional knowledge.

TABLE OF CONTENTS 1 EXECUTIVE SUMMARY

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2 OUR STORY

5

3 COMMUNITY ENGAGEMENT

12

4 ECONOMIC DEVELOPMENT

16

5 ENVIRONMENT AND SUSTAINABILITY

24

6 HOUSING

34

7 INFRASTRUCTURE

42

8 PARKS AND RECREATION

46

9 CRIME AND SAFETY

61

10 EDUCATION

63

11 HISTORIC PRESERVATION

66

12 OUR VISION

70

13 FUTURE LAND USE

72

14 GLOSSARY

76

15 REFERENCES

81

Communities for All Ages (CFAA) - The goals throughout where this icon appears meet CFAA recommendations that were outlined during the City’s work to gaining its Silver status. The implementation of this Plan and its goals will contribute to Grandview receiving the Gold status through the CFAA program. Gold is only held by cities that prove they are willing to create Communities for All Ages. To learn more visit: https://www.marc.org/Community/KC-Communities-for-All-Ages

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EXECUTIVE SUMMARY The City of Grandview, located in southern Jackson County, Missouri, has found itself at the beginning of a new chapter of prosperity. This is not accidental, as strategic planning and leadership have been the driving cause. Much of the progress we have seen is thanks to the hard-work of those before us that dedicated their time and energy into the strategies set forth in the last Comprehensive Plan. These types of all-encompassing guiding documents begin with the community, for the community, to create the future Grandview citizens expect and deserve.

Since Beyond 2000... A Vision for Grandview, Missouri, the City’s last Comprehensive Plan, many of the goals outlined have been accomplished, but some are still in progress. Nearly two decades later, it is now time to update that plan and establish the next set of expectations for the City to strive toward over the coming decade. Grandview 2030 builds off the successes that were accomplished since the turn of the millennium with the expectations to make Grandview not just a good place to live, but a great place to call home.

The plan began with months of community outreach engagement exercises. The community identified five priority areas on which the new plan would be built: Infrastructure, Parks and Recreation, Environment and Sustainability, Housing and Economic Development. Next, the Comprehensive Plan Committee was formed to help guide staff and provide recommendations and ideas for the unique challenges the community identified during the outreach process. This committee was key to ensuring that the plan accurately reflects the community's true needs, wants and desires. Over the course of many months, the Committee worked closely with staff to review each of the five topics and brainstorm creative solutions to address each one.

This plan aims to take a proactive approach to reaching Grandview’s fullest potential through strategic planning with practical expectations. Grandview 2030 is here and the community is ready to take the next step toward creating a better environment for our families, friends, neighbors, visitors and all those who come after.

Figure 1.1 Regional Context Map

Community Demographics 2017*

2010

2000

Population 25,226 Male 49% Female 51% Median Age 33 Race White 44% Black or

African American 39% Hispanic or Latino 8.5% Housing Units ******

24,475 48% 52% 34

24,881 48% 52% 34

48%

60%

41% 10% 11,010

33.5% 4.3% 10,348

* = 2017, American Community Survey, 5 Year Estimate Source: census.gov

Table 1.1 Community Demographics

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OUR STORY

Beginning in the middle of the 19th century, our community was first settled by farmers and those in the trades businesses. During this time period the “Town of Grandview,” outlined in green in figure 2.1, was established just as new railroad companies began operating in the Kansas City area. Kansas City Southern, the main rail service that bisects Grandview, played an integral part in the early development of the City.

Early stages of growth occurred from 1889 to 1912 as the Post Office, commercial and residential buildings for railroad supplies and housing and Anderson’s General Store were constructed and opened. Quickly these new developments were followed by other commercial services for tradesmen and their families.

In 1912, the “Town of Grandview” became an incorporated village known as the Village of Grandview. This period brought large amounts of residential developments near the City’s downtown district and in 1929, the Village met the qualifications to become a fourth class city, known as Grandview, Missouri. Public services such as electricity, natural gas, public transportation, a fire department and many others, became available to residents. By 1940, the City had grown to a population of 596.

Since World War II, Grandview’s geographic size, (see Annexation Map to the right), grew dramatically. Grandview Airport was established and later became Richards Gebaur Air Force Base, which led to large residential subdivisions being constructed to house military personnel and their families. Many other subdivisions east of today's I-49 interstate highway were also completed. The Truman Corners Shopping Center was built after the War and still remains as a vibrant shopping district today.

Figure 2.1 Grandview Annexation Map

In the more recent past, recessions have come and gone, technology has had profound impacts on the community and the local economy, and all the while the City has focused on practicing conservative financial principals, investing in its public infrastructure and facilities, and attracting new businesses and housing opportunities. The future of Grandview is currently being planned, designed, funded and explored now as a partnership between the citizens, the elected officials and the City staff.

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OUR STORY THE BEGINNING Public to Private Ownership

Truman Farm Home

Kansas City Southern Railroad

Source: Grandview Historical Society

Figure 2.6

Source: Grandview Historical Society

Figure 2.4

Source: nreionline.com

Figure 2.2

The Federal Government began selling public lands to private citizens.

During the mid to late 1800s, the railroad had a significant impact on the growth and establishment of the City of Grandview.

Settlement

1844

Grandview Cemetery

1889

Anderson General Store

Source: Grandview Historical Society

Source: Grandview Historical Society

Now known as the Blue Ridge Cemetery, it was established in 1853 at 12310 Grandview Road. The stone pillars were built by John Anderson Truman and Jesse David Clements.

John S. Anderson opened the first business in the new Town of Grandview in 1889/1890.

Figure 2.3

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Built in 1893, this was President Truman’s childhood farm. While he, his parents and siblings had moved to Independence MO, the family still used the land for farming. It was later established as a National Historic Site.

Figure 2.5

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OUR STORY Farmers Bank Clements Hardware

Source: Grandview Historical Society

Figure 2.10

Source: Grandview Historical Society

Originally located within the Clements Hardware Store, Farmers Bank found its first home at 8th and Main Street in 1907.

It would later relocate to just west of the original building in 1947.

Figure 2.8

Seen in the picture above is Mr. Jesse Clements behind the counter selling to a customer. The hardware store first opened in 1905 at 709 Main Street.

New Growth

Plumber Blacksmith Shop

J.C. Jones Lumber Company

Source: Grandview Historical Society

Source: Grandview Historical Society

The first blacksmith to open shop in Grandview was George E. Plummer in 1894.

Grandview’s first lumber company was under construction at 7th and Goode Avenue in 1905.

Figure 2.7

1910

Figure 2.9

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OUR STORY FROM VILLAGE TO CITY The Village of Grandview

Missouri Public Service Company

Source: Grandview Historical Society

Source: texashistory.unt.edu

Figure 2.11

Figure 2.13

On February 6th, 1912, the Jackson County Court ordered for the legal incorporation.

In 1917, Grandview turned on it’s first light bulb, but electricity was only 1930 available from 4pm-12pm until the POPULATION following year. The City’s first street 707 lights were turned on in 1934.

Village of Grandview

1912

Grandview Acres

Grandview Fire Department

Parker Avenue

I-49

15th Street

13th Street

Spring Street

Highgrove Road

Figure 2.12

Arthur King platted over 300 acres of land in 1916, known as Grandview Acres, to build homes. The subdivision is located south of Highgrove and two blocks on either side of I-49, south to 135th Street.

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Source: Grandview Historical Society

Figure 2.14

The Department was formed in the mid 1920s and was mostly volunteer based until 1972.

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OUR STORY City of Grandview Grandview Airport

Source: Grandview Historical Society

Figure 2.15

The Village met qualifications to become a 4th class city in 1929. Edward Lee Young served as the City’s first Mayor. Along with the newly elected Mayor, George St. Clair served as the City Marshal. The first Municipal Judge was O.W. Stewart.

Source: Grandview Historical Society

Figure 2.17

1940 POPULATION 596

Opening in the mid 1940s, the airport served south Kansas City and was occasionally used by President Truman. The airport later became Richards-Gebauer Air Force Base.

City of Grandview Public Water District No. 1

Source: Grandview Historical Society

Figure 2.16

The District was formed in the 1930s. Prior to that, Grandview’s main water source was two hand -dug wells.

1950 POPULATION 1,551

1945 Richards-Gebauer Air Force Base

Source: wikipedia.org

Figure 2.18

Grandview Airport was conveyed to the Federal Government in 1952. This resulted in the formation of the airbase in 1955 when the 442nd Troop Carrier Wing (Reserve) moved in and built several new facilities on site. The base employed thousands of military personnel and civilians, resulting in the building of Belvidere, originally military housing.

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OUR STORY POST-WAR EXPANSION Truman Corners

Source: i.pinimg.com

Grandview Mid-Continent Public Library

Source: gapcares.org

Figure 2.19

Land once held by President Truman’s Family Farm was sold to become one of the regions largest premier retail centers. In 1957, a grand opening was held and drew an estimated 45,000 people. The shopping center still exists today 1960 under new ownership and named POPULATION Truman’s Marketplace.

10,116

Figure 2.21

Originally housed in Grandview High School, the library found its first home at the southwest corner of 12th and Main Street in 1961. It would later move and expand into a new building at 15th and Main in 1964. The branch remained there until 1988 when it moved to its current location at 12930 Booth Lane.

1955

1973 The Tornado of 1957

1970 POPULATION 17,456

Grandview Parks Department

Source: weather.gov

Figure 2.20

The storm destroyed over 400 businesses and homes in southern Jackson County, including Grandview. The people responded quickly by volunteering to help police and other emergency responders.

Sadly, Grandview lost three residents, two men and a baby to the tornado. The Community rebuilt, but never forgot the destruction it left behind.

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Figure 2.22

Les Hicks established the City’s parks department in 1973. The first planned parks were Grandview Ball Park and John Anderson Park. Today the Parks System offers 13 public parks, a community center, amphitheater, shooting range, and the Little Blue River Trail Head that leads into the Longview Lake Trail System in Kansas City, Missouri.

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OUR STORY Grandview City Hall 1990s - 2010s

Figure 2.23 Source: archive.storycorps.org Formerly the site of the City’s first Figure 2.25 community building and athletic The 1990s and 2000s were full of ecofields, the land on the northside of nomic swings, including the Great ReMain Street between 11th and 13th cession of 2008. During this period, became home to today’s City Hall. the City saw economic activity slow, It was constructed in 1974 and still like much of the Country. As a result, serves the community and its visitors, the City stayed lean by maintaining its housing the Police Department, 1990 2010 fiscally conservative principals, while numerous city services, a Department POPULATION still investing in itself and attracting POPULATION of Motor Vehicle office and municipal 24,967 24,475 private businesses. court.

1980 Forward

Figure 2.24

ge Road East Fronta

I-49

ro nt ag eR oa

d

Frontage Road Conversion

W es tF

1980 POPULATION 24,561

Today

In 1981, State traffic engineers decided to convert the frontage roads of I-49 from two-way to one-way, to increase flow. They were successful, but it came at the expense of businesses. Over the decades, the corridor experienced decline, with anecdotal evidence pointing towards the lack of access for businesses, caused by the one-way conversion.

In 2021, the roads will be reconverted back to two-way, possibly unlocking economic opportunity in the corridor.

2000 POPULATION 24,881

Figure 2.26

In recent years, the City has seen the local economy rebound with the return of private sector investment.

Thanks to the hardwork from the community, elected local officials and City Staff, the future of Grandview is currently being planned to carry us into the coming decades. Each year presents new challenges for cities worldwide. Grandview looks to be a leader in the ever changing urban landscape, creating opportunity for residents, businesses and visitors.

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COMMUNITY ENGAGEMENT Community Engagement was an important part of the development of the Comprehensive Plan update. Grandview has a diverse community and it was important to have multiple events at various locations to help ensure the feedback received matched the diversity of our community. Staff went to 12 events and locations throughout Grandview, including Music on Main, the International Day of Peace event, Boo at The View, a 5k run, the Amphitheater for movie and concert nights, the library, High School and The View. Comment boxes were also placed throughout the community.

At each event, participants chose the top four categories that were important to them and the future of Grandview.

Each participant was given four different color dots and ranked their choices. Staff spent time talking with participants to understand what drove their choice and included a board where they could add comments.

Figure 3.1 Community Surveys Conducted at the Amphitheater

Initially, eight categories were created: Environment, Historic Preservation, Housing, Infrastructure, Mobility, New Business, Parks and Recreation, and Sustainability. During the first two events, the community asked why Education and Crime and Safety were not included. This led Staff to add both subjects as categories to be voted on.

The School District is operated by the School Board, which does limit the influence the City can have over future education planning. It was important to listen and share the concerns of the community with the School District, so after the outreach events, City Staff met with the District’s Superintendent and his team to involve them in the creation of this Plan. The Education section covers the District's recent academic and athletic achievements plus a link to visit the District’s site for their most up to date Strategic Plan.

Figure 3.2 Community Surveys at Music on Main

Grandview Police Department is under the control of the City, but initially we believed it was important to leave the future planning decisions to the Police. Like education, Staff shared the community's thoughts and concerns with leadership in the Police Department. Although Staff does not have direct influence over police policy and direction, there are other areas the City can address that will impact Crime and Safety.

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Figure 3.3 Community Surveys at Boo at The View

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COMMUNITY ENGAGEMENT

A total of 643 participants left over 2500 dots during the outreach events. Every dot was counted and a number was assigned to each color based on the ranking order to determine what was most important to the community.

Crime and Safety was chosen as the topic most important to the community followed by Education (Graph 3.1). It is interesting to note the change in significance once Education and Crime and Safety were added as categories (Table 3.1). The numbers also show a difference based on the event and the demographics of the participants.

Figure 3.4 Community Surveys at Grandview High School

Graph 3.1 Total Community Response Ranking by Importance - Percentage

Table 3.1 Community Response by Event Date - Percentage

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COMMUNITY ENGAGEMENT In addition to face-to-face engagement, Staff created an online survey of the same categories to be ranked by importance for the community. The online survey had 55 participants, with results varying from the in-person community outreach exercises (Graph 3.2). As Staff moved through the Comprehensive Plan process, additional surveys were created with questions specific to each topic. The information obtained from the surveys and face-to-face engagement was significant in developing the Plan.

During Community Engagement events, Staff shared applications for a Comprehensive Plan Committee (Figure 3.5). A total of eleven people joined the committee that met once a month from December, 2018 through May, 2019 and discussed one topic at each meeting. The conversations helped identify specifics of each topic that Staff should address in the Comprehensive Plan. Employees from different City departments met with the committee members.

An overview of each department’s activities was presented and the committee had a chance to ask questions and discuss ideas.

with the Police and the School District outside of the Comprehensive Plan. Historic Preservation was also added to address the work that has been done in recent years to the City's Historic Downtown District.

The information gathered from the Community Engagement surveys and the Comprehensive Plan Committee meetings was reviewed in brain-storming sessions to create a vision statement for each of the five categories.

Each category consisted of goals, measurements, action and implementation steps, tasks and responsible departments to help gauge each goal's success. The following section covers each of the top priority subject areas the City will strive to accomplish by 2030.

As a result of the citizen outreach, City Staff, working with the Board of Aldermen, narrowed the focus to "The Big Five" – Economic Development, Environment/Sustainability, Housing Infrastructure, and Parks & Recreation. Because citizens felt so strongly about the importance of Crime and Safety, Education and Historic Preservation, Staff has included these topics in the Plan and will work cooperatively Figure 3.5 Comprehensive Plan Committee

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Graph 3.2 Online Survey Community Responses

The Big Five

The following section outlines the vision, goals and steps for each of the following priorities identified by the community throughout the Plan's engagement process.

Economic Development Environment and Sustainability Housing Infrastructure Parks and Recreation

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ECONOMIC DEVELOPMENT

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Since adopting the last Comprehensive Plan in 2002, the City has worked tirelessly to reinvest in itself through both public and private strategies. Like most cities in the region and nationwide, Grandview has identified that economic incentives are an important tool to leverage when it comes to attracting new businesses. The incentives also help existing businesses expand to handle increased production, diversify their product base, enter new markets, and attract new customers. Across the country, cities are in competition with one another to grow their own local Source: twitter.com economies to become competitive players.

Figure 4.1 SIKA Corporation Throughout the past two decades, Grandview has increasingly become more engaged in the competitive market in targeted areas, such as industrial and commercial business attraction. Most notable is the revitalization of Truman’s Marketplace, formerly known as the Truman Corners Shopping Center.

(Figure 4.2) Figure 4.2 Truman’s Marketplace Through the use of economic incentives and public/private partnerships, the once blighted retail district has been revitalized as it again becomes the premier shopping center in the south Kansas City area.

The recent investment in Tuman’s Marketplace is not an anomaly for Grandview’s retail centers. Grandview Village located at Main Street and Booth Avenue has experienced new life from a Community Improvement District (CID) that was established in early 2019. Upgrades to the site, building, and a new Dairy Queen restaurant (Figure 4.3) have modernized the once outdated strip center. Furthermore, found at the corner of Blue Ridge and I-49, Grand- Figure 4.3 Dairy Queen at Grandview Village Shopping Center view Gateway is also undergoing its own renaissance with similar improvements as Grandview Village. This center will be enhancing its atheistic by replacing its building facade and some site improvements. A new Community America Credit Union has also been added to the property.

An example of strategic repurposing occurred when the Grandview Shopping Center was purchased. The center was rehabilitated and modernized to become the IHOPKC University. The underperforming retail center became a hub of activity for religious studies and remains fully occupied today.

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Source: clockwork-ad.com

Figure 4.4 Grandview Gateway and Community America Credit Union

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ECONOMIC DEVELOPMENT

The City was aggressive on the retail attraction front, utilizing Tax Increment Financing (TIF) to encourage greenfield development, infill development, and strategic repurposing. This incentive tool was also utilized for the establishment of the Botts Road Industrial District TIF Plan in 2004.

This TIF Plan was followed up with the establishment of the Southpointe Business Park and Incentive Plan in 2015 on the west side of Botts Road. Grandview has seen numerous large employers locate in this area because of federal and local incentives, public investment in infrastructure, and access to the 150 Highway and I-49 corridors.

The businesses found in this area range from thriving local building, transportation and distributing companies such as Kelly Construction, BWise Contracting, Dayton Freight, Winco Fireworks and the National Oceanic and Atmospheric Administration’s Logistic Support Center. These businesses alone currently employ nearly 700 workers, bringing economic growth to Grandview in the form of jobs and increased property and sales taxes.

Grandview has made huge strides since adopting Beyond 2000 as the current Comprehensive Plan. We have seen significant growth in the industrial and commercial zones of the City. It is the full intent to continue on that path and begin engaging our local and entrepreneurial startups to create not just a strong economic presence in the regional

market, but also a localized ecosystem that strengthens Grandview for decades to come.

With the recent development successes, the City has built momentum towards achieving the goal of becoming an economic leader in the area. Grandview intends to continue that trajectory by focusing on its most important economic assets, local businesses. Year to year, over 100 home occupations are in operation across the City from tax services to clothing designers. These small business owners represent the most localized form of business and contribute to Grandview’s long-term success. It is a goal of the City to bring attention to the small businesses and entrepreneurs working from home by supporting them in ways not previously attempted. First, partner with the Grandview Chamber of Commerce to establish relationships with small businesses that register through the Home Occupation Program. Second, identify which of the businesses aspire to move from their home to a brick and mortar location. This also includes understanding the obstacles that have kept them from doing so and creating strategies for them to reach their goals. The third is to help establish the City’s first small business incubator that provides resources to entrepreneurs. Finally, to be champions of the local businesses and help them celebrate their wins, small and large.

Figure 4.5 Citywide Private Construction Values 2008-2020

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ECONOMIC DEVELOPMENT

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Vision Statement By 2030, Grandview will be a regional leader in economic development by becoming the City of choice for business retention, expansion, and attraction.

• GOAL: Update the City’s Economic Incentive Policy to refine and target investments in businesses that will add depth to the City’s business and job base, increase the City’s assessed valuation and further diversify Grandview’s economic growth.

Measurement: Fully update Economic Incentive Policies to ensure competitiveness with area municipalities and provide agility when dealing with business prospects.

Measurement: Have ready-to-go incentive packets for businesses requiring immediate response.

Measurement: Provide tiered incentives based on preferred sectors or areas where Grandview desires a competitive advantage.

Measurement: Provide web-based incentive calculator for prospective businesses; market calculator to interested parties.

Measurement: Track number of net jobs annually.

Measurement: Track commercial valuation assessment annually.

Measurement: Analyze the diversity in commercial business types annually.

Action and Implementation Steps: Update Economic Incentive Policy to be adopted by

the Board of Alderman by June, 2021.

Task: Staff prepares a resolution to be adopted by the Board of Alderman by July of 2021.

Responsible Departments: Economic Development, Community Development, Finance

and Administration

Figure 4.6 Kelly Construction (South Pointe Business Park)

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Figure 4.7 BWISE Contracting (South Pointe Business Park)

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ECONOMIC DEVELOPMENT

• GOAL: Work with the Chamber of Commerce to evaluate the existing Buisness Retention and Expansion Program with the intent to strengthen it.

Measurement: Create Chamber/City Recruiting and Retention Plan to synchronize business-related attraction

and preservation of both entities.

Measurement: Use MO Department of Economic Development local job reports to determine net employment in Grandview.

Measurement: Annual count of new businesses established in Grandview to include number of commercial

and home-based businesses by type, employees and average salary.

Measurement: Annual count of existing commercial and home-based businesses that ceased operating in

Grandview during the fiscal year.

Measurement: Annual count of existing business expansions including investment amount, number of

employees added and average salary.

Action and Implementation Steps: Create Chamber/City Recruiting and Retention Plan.

Task: Staff and Chamber collaborate to share ideas and data and begin the process of creating

the Plan by December, 2020.

Responsible Departments: Economic Development, Administration, and in conjunction

with the Chamber of Commerce

Figure 4.8 Grandview Chamber of Commerce

Figure 4.9 Grandview Chamber Collaboration Event

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ECONOMIC DEVELOPMENT • GOAL: Create an Economic Development Strategic Plan.

Measurement: Develop strategic plan establishing the goals, concepts and resources required to achieve strategic economic development and business objectives.

Action and Implementation Steps: Complete the Economic Development Strategic Plan to be accepted

by the Board of Alderman by November, 2021.

Task: Staff prepares a resolution to be adopted by the Board of Alderman by December, 2021.

Responsible Departments: Administration, Economic Development and

Community Development

Figure 4.10 National Oceanic and Atmospheric Administration

Source: credc.org

Figure 4.12 Strategic Planning

Source: r1planning.org

Figure 4.11 Economic Development

• GOAL: Develop programs to assist entrepreneurs with startups to foster local small business prosperity.

Measurement: Staff communicates with registered home-based businesses to recognize those striving to grow into brick and mortar locations locally.

Measurement: Staff partners with Chamber of Commerce to create plan to graduate home-based businesses into brick and mortar establishments.

Measurement: Staff explores the possibility of making development friendly fees and processes for local and small businesses looking to open or expand.

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ECONOMIC DEVELOPMENT Measurement: Staff and Chamber of Commerce work together to celebrate and promote small businesses and their accomplishments.

Action and Implementation Steps: Staff and Chamber explore opportunities for growing small business

by December, 2020.

Task: Staff and Chamber create a small business development support plan by December, 2021.

Responsible Departments: Economic Development, Community Development and the Grandview Chamber of Commerce Home-Based

to

Brick and Mortar

Figure 4.13 Graduating Home-Based Businesses

Figure 4.14 Small Business Ribbon Cutting

• GOAL: Create viable solutions to address Grandview’s food desert near Missouri 150 Highway.

Measurement: Establish targeted incentives, including enhanced or “stacked” enticements, for grocery stores along MO 150 corridor as part of updating economic development incentives.

Measurement: Include financial and land use mechanisms for courting grocery store(s) in the economic development strategic plan.

Action and Implementation Steps: Staff creates strategies to attract grocery businesses along the 150 corridor.

Task: Staff carries out identified strategies until a solution is found.

Responsible Departments: Economic Development, Community Development and Administration

Figure 4.15 Grandview Food Desert

= Meets Communities for All Ages Standards

Figure 4.16 Price Chopper at Truman's Marketplace

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ECONOMIC DEVELOPMENT • GOAL: Investigate the feasibility of establishing a technology-based cluster in the areas of life sciences.

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Measurement: Establish local summit with Kansas City area influential technology leaders to determine the mechanisms involved with establishing a technology-based cluster.

Measurement: Establish business incubator program in select location(s) to target specific sectors and encourage innovation.

Action and Implementation Steps: Carry out measurements Task: Staff determines if a technology-based cluster and business incubator is feasible.

Responsible Departments: Economic Development, Community Development,

Administration and Finance

Source: umkc.org

Figure 4.17 North Kansas City Iron District

Source: kcur.org

Figure 4.18 Think Big Partners Incubator

Source: eqstl.com

Figure 4.19 Kansas City Start-Up Village

• GOAL: Continue to develop relationships with elected officials and professional staff at the State and Federal levels

on key issues of importance to Grandview.

Measurement: Use of outside grant dollars received from governmental and private organizations.

Measurement: Host elected officials forum to discuss regional economic development strategies and remedies.

Action and Implementation Steps: Carry out measurements Task: Establish key relationships and contacts with State and Federal staff and officials.

Responsible Departments: Economic Development, Administration, Community

Development and Public Works

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ECONOMIC DEVELOPMENT

• GOAL: Continue to Market Grandview’s federally-designated Opportunity Zone.

Measurement: Refine business recruitment approach, focusing on social media and personal outreach that markets the Opportunity Zone and other Grandview incentives and advantages.

Measurement: Utilize various mediums (e.g. social media, print, mass mailing, web-based marketing, etc.) to inform businesses of opportunity zone.

Action and Implementation Steps: Carry out measurements

Task: Market Grandview’s federally-designated Opportunity Zone.

Responsible Departments: Economic Development and Administration

Figure 4.21 Winco Fireworks Maintenance Facility (The City's First Opportunity Zone Project in 2019)

Figure 4.20 Opportunity Zone in Light Green

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ENVIRONMENT AND SUSTAINABILITY Environmental policy and sustainable practices are vital to the future growth and welfare of communities. The weather.com Climate Disruption Index measured the impact climate change will have on U.S. cities, Kansas City ranking 5th highest on the list. Issues the area will face include urban heat islands, more incidents of drought, and increased flooding.

In 2017 a three-mile trail was added to Grandview, Called The Harry Truman Presidential Trail. It starts at the Truman Farm Home and connects with the Longview Lake Greenway.

The Meadowmere Park Increases in average temperatures have changed the Trail is also connected hardiness zones, impacting the growth of plants and to the Longview Lake trees. In 1990, Grandview was in zone 5, but more recently Greenway and the moved to zone 6 (arborday.org) (Figure 5.2). The 2014 Lumpkins Fork Trail, which National Climate Assessment projects Grandview to be in leads to a network of trails zone 7 within 30 years. This can impact the types of crops in Raymore (MARC.org) . that can be planted and tree life leading to the loss of local In 2020, the Grandview food resources and eliminate the benefit trees provide to Board of Alderman doubled the funds used to build and the community.

Figure 5.1 Electric Vehicle maintain city sidewalks.

Charging Stations A 2016 column by Public Works Director, Dennis Randolph, discussed the impact of Interstate I-49 dividing Grandview, the unsustainable activities by second and third ring communities that negatively affect Grandview, and Grandview being an environmental justice community.

The column discusses how this “harms the people of the Grandview community; denied them good health” and “forced them to use what scarce funds they have, to pay for excessively high health costs” (Randolph).

In recent years, Grandview has worked to reduce its carbon footprint by welcoming charging stations for electric cars.

(Figure 5.1) Three stations can be found at City Hall and two at The View. The City’s streets are lined with nearly 1,250 street lights that have been upgraded with high efficiency LED bulbs. Additionally, Grandview welcomed an expanded 29 bus service line to the community through RideKC, the area's regional public transportation authority. The new service area provides more opportunities for riders and reduces the number of daily single-passenger vehicle trips, one of the largest contributers to environmental pollution.

Grandview has multiple parks equaling over nine acres of green space. More details about our parks system can be found in Chapter 8. In addition to the parks system, the City has adopted a Livable Streets resolution that considers all modes of transportation, such as biking, walking, transit Source: USDA.gov riders and automobiles.

Figure 5.2 Plant Hardiness Zone Map for Missouri

24

5

5

ENVIRONMENT AND SUSTAINABILITY

Figure 5.3 Grandview Trail System

25

ENVIRONMENT AND SUSTAINABILITY Vision Statement

5

By 2030, Grandview will be a regional leader in environmental policy and sustainable practices by welcoming innovative ideas for sustainable development and promoting sustainable practices. •GOAL: Review and update development regulations and infrastructure guidelines.

Measurement: Reduction in impervious surface (Figure 5.4) area (publicly-owned) that contributes directly

into the storm drainage system.

Measurement: Reduction in storm water discharge (cfs) from reduction of publicly-owned infrastructure.

Measurement: Life-cycle cost savings for reduction in impervious surface.

Measurement: Reduction in the total number of impervious off-street parking spaces for private developments.

Measurement: Reduction in the total number of impervious off-street parking spaces for public facilities.

Measurement: Reduction in storm water discharges (cfs) from reduction in impervious surfaces.

Measurement: Number of off-street parking spaces transitioned from impervious pavement to pervious pavement (Figure 5.4).

Measurement: Lineal feet of pervious sidewalks constructed.

Measurement: Square footage of pervious pavements constructed (parking lots, driveways, etc.).

Action and Implementation Steps: Update the City’s Zoning Ordinance and Subdivision Regulation to include sustainable practices, policies, and guidelines by December 2021.

Task: Review best practices in sustainable regulation

and policy.

Responsible Department(s): Community Development, Public Works

and Fire Department.

Source: detroitmi.gov

Figure 5.4 Pervious vs Impervious

Source: Norfolk.gov

Figure 5.5 Pervious Surface

26

5

ENVIRONMENT AND SUSTAINABILITY

•GOAL: Develop a community sustainability education program.

Measurement: Number of classes and citizen participation in programs.

Action and Implementation Steps: Hold quarterly classes/workshops to teach sustainable practices

beginning January, 2021.

Task: Develop partnerships with regional environmental and sustainability organizations to ad-

minister or assist in classes/workshops.

Responsible Department(s): Sustainability Manager and Communications Manager.

Action and Implementation Steps: Create monthly sustainability focus area to promote through social media and other means including sustainability challenges beginning January, 2022.

Task: Develop monthly sustainability goals.

Task: Work with community to achieve goals.

Source: sabot.org

Figure 5.6

Responsible Department(s): Sustainability Manager and Communications Manager.

Source: metrodelivery.com

Figure 5.7

Source: upcycledwonders.com

Figure 5.8

Source: upcycled-wonders.com

Figure 5.9

Figure 5.10 Porous Sidewalk Example of a pervious surface. The sidewalk can be found in the Marlborough Neighborhood in Kansas City, MO and is part of the Target Green project. The goal is to reduce rain water runoff with various green infrastructure projects throughout the neighborhood. More examples of green infrastructure projects in The Marlborough neighborhood can be found on pages 28 and 29. = Meets Communities for All Ages Standards

27

ENVIRONMENT AND SUSTAINABILITY

5

•GOAL: Establish a Sustainability Committee.

Measurement: Quarterly report to management on committee actions and recommendations.

Action and Implementation Steps: Create Sustainability Committee of Grandview employees repre-

senting all departments by March, 2021.

Task: Implement environmental zoning policies in zoning update.

• Develop process for review of new sustainable practices in development that do not

conform to current zoning regulations.

• Reduce off-street parking requirements with addition of green infrastructure.

• Research sustainable zoning best practices to include in Zoning Ordinance and Subdivision Regulation update.

Responsible Department(s): Community Development, Public Works, Parks and

Recreation, Finance, Police Department and Administration.

Task: Identify environmental issues that can be resolved with green infrastructure by June of 2022. (Figure 5.11-5.16 Green Infrastructure)

• Projects would include, but are not limited to: bioswales, flood retention parks, rain

Figure 5.11 Bioswale gardens, permeable pavement, green roofs, green parking, land conservation,

redirection of downspout rainwater.

Responsible Department(s): Community Development, Public Works, Parks and Recreation, Finance, Police Department and Administration.

Task: Implement green infrastructure in city and private projects by January, 2023.

Responsible Department(s): Community Development, Public Works, Parks and

Recreation, Finance, Police Department and Administration.

Task: Offer incentives for sustainable development practices in zoning update.

• Pre-approved house plans that allow developers to go straight to obtaining permits for sustainable development.

• Develop point system to rate projects allowing incentives for sustainable development.

Responsible Department(s): Community Development, Public Works, Parks and Recreation, Finance, Police Department and Administration.

Figure 5.12 Bioswale

28

Figure 5.13 Bioretention Garden = Meets Communities for All Ages Standards

5

ENVIRONMENT AND SUSTAINABILITY

•GOAL: Hire a Sustainability Manager.

Action and Implementation Steps: Request funding for a Sustainability Director in 2022 budget.

Task: Complete a Climate Vulnerability Assessment by February of 2022.

Task: Complete a Climate and Sustainability Master Plan by February of 2023.

Task: Complete a Food System Sustainability Strategy by August of 2023.

Responsible Department(s): Administration

Measurement: Local, regional, national, and world-wide recognition as a leader in sustainability.

Action and Implementation Steps: Submit for recognition awards for sustainability plans, policies, and

initiatives.

Responsible Department(s): Sustainability Manager Action and Implementation Steps: Create Sustainability webpage highlighting Grandview’s sustainability projects.

Responsible Department(s): Sustainability Manager

Figure 5.15 Storm Water Retention Park

Figure 5.14 Storm Water Retention Park Figure 5.16 Storm Water Retention Park

Green Infrastructure Figure 5.11 and 5.12 Bioswales. Figure 5.13 Bioretention Garden Figure 5.14-5.16 Rain Water Retention Park (Arletta Park, Kansas City, MO.)

29

ENVIRONMENT AND SUSTAINABILITY

5

•GOAL: Reduce city energy costs.

Measurement: Quarterly City energy cost analysis of all city facilities and vehicles.

Action and Implementation Steps: Create plan and

schedule to convert all city buildings to alternative sustainable energy by 2025 (Figure 5.17).

Task: Conduct a cost analysis of converting city

buildings and infrastructure to alternative energy

sources by June, 2023.

Responsible Department(s): Sustainability Manager, Finance

and Administration.

Source: pngfly.com

Figure 5.17 Examples of Alternative Energy

Action and Implementation Steps: Create plan and schedule to convert all city vehicles to alternative

sustainable energy by 2025.

Task: Conduct a cost analysis of converting city vehicles to alternative energy sources by June, 2023.

Responsible Department(s): Sustainability Manager, Finance and Administration.

Measurement: Number of city-owned street lights converted to solar power.

Measurement: Net reduction in kW hours of electricity usage for city-owned street lights.

Measurement: Net cost reduction in electricity bills for city-owned street lights.

Action and Implementation Steps: Convert City street lights and other electric by using devices to

alternative energy sources by 2025 (Figure 5.18).

Task: Create inventory of all city infrastructure operated with electricity by January, 2023.

Task: Conduct a cost analysis of converting city street lights and other electric using city devices

to alternative energy sources by June, 2023.

Responsible Department(s): Sustainability Manager, Finance and Administration.

Source: istockphoto.com

30

Figure 5.18 Examples of City Infrastructure with Alternative Energy

5

ENVIRONMENT AND SUSTAINABILITY

•GOAL: Increase alternative transportation options.

Action and Implementation Steps: In addition to current alternative transportation options, continual

review of alternative transportation innovation and feasibility of implementation in Grandview.

Responsible Department(s): Sustainability Manager, Public Works, Community

Development and Administration.

Measurement: Number of electric charging ports.

Action and Implementation Steps: Expand electric charging stations throughout Grandview.

Task: Work with Evergy and local businesses to add a minimum of five charging stations a year

starting June, 2021.

Responsible Department(s): Sustainability Manager, Public Works, Community

Development and Administration.

Measurement: Lineal feet of bike infrastructure constructed.

Action and Implementation Steps: Create bicycle and pedestrian requirements for all street

enhancements in zoning update.

Task: Review and update Complete Streets Resolution, pass as Policy.

Task: Review all street painting projects for opportunities to implement bike lanes.

Task: Build 10-foot sidewalks that allow pedestrian and bicycle traffic on all major corridor

projects if bike lanes are not constructed.

Task: Include bike infrastructure in all new roadway construction on major thoroughfares.

Task: Review existing regional bikeways and develop plan to connect into the regional bike system.

Responsible Department(s): Community Development, Public Works and Parks and

Recreation

Measurement: Increase mass transit options.

Action and Implementation Steps: Continue work with KCATA to expand current bus service hours and footprint (Figure 5.19).

Responsible Department(s): Public Works, Community Development Task: Explore implementing I-49 corridor express bus.

• Work with surrounding communities and KCATA.

Responsible Department(s): Public Works, Community Development Figure 5.19 Blue Ridge Extension in Grandview = Meets Communities for All Ages Standards

31

ENVIRONMENT AND SUSTAINABILITY

5

•GOAL: Implement applicable strategies from Climate Action KC Playbook.

Action and Implementation Steps: Have Grandview representation with Climate Action KC.

Responsible Department(s): Sustainability Manager Action and Implementation Steps: Identify strategies applicable to Grandview from Climate Action KC

Playbook by June, 2022.

• Identify additional actions applicable to Grandview that are not in the playbook.

Task: Create Climate Action Playbook specific to Grandview.

Responsible Department(s): Sustainability Manager

Source: madison.com

Figure 5.20 Environment Gathering

32

Source: mkccac.org

Figure 5.21 Environment Gathering

Page Intentionally Left Blank

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6

HOUSING Grandview’s housing stock varies widely in age, form, and quality, from single-family detached homes to low density multi-family apartment buildings and complexes.

The housing stock, considered dated, has a median year built of 1973 (2017, 5 Year ACS). The age of the structures has a significant impact on the overall median housing value in the City, which is approximately $114,000 (Development, 2018), considerably less than many of the surrounding communities. In recent years, Grandview has seen growth in new single and multi-family units, but new residential developments have only played a small part in driving Grandview’s growth.

Grandview has, according to the 2017 American Community Survey, 10,741 housing units (2017, 5 Year ACS). Figure 6.1 Pre-War Single-Family Home (Town of Grandview) Current figures show Grandview’s non-owner occupied dwellings is nearly 50% of the total housing stock. Nearly 80% of non-owner occupied property owners do not live in the City, and almost 20% of those do not live in either Missouri or Kansas. The high number of non-owner occupied units owned by people who are not local presents challenges in terms of general property maintenance.

Some of Grandview’s neighborhoods could improve aesthetically with simple property maintenance. These neighborhoods generally have higher numbers of rental units owned by out-of-town investors. This is not unique to Grandview’s neighborhoods and has become more regular across the Country.

Since Beyond 2000, the City has taken great strides to- Figure 6.2 Grand Summit Apartment Building wards reinvesting in our community. In the Spring of 2018, the City adopted the Grandview Housing Study (Figure 6.3) completed by Development Strategies, a real estate and economic development firm. One recommendation was for the City to create a rental registration program. That year, Grandview’s Board of Alderman revised an existing rental property registration ordinance, originally approved in 2009. A new ordinance was passed in early 2019, adopting a rental inspection program for all non-owner-occupied residential properties. The goal is to facilitate communication with property owners and to maintain the appearance and safety of non-owner occupied properties.

Source: development-strategies.com

34

Figure 6.3 Grandview Housing Study

6

HOUSING In addition to the rental registration program, a housing committee was formed in early 2019 to better understand what Grandview’s housing stock offers and what it lacks.

The Committee consisted of City Staff and several local experts in banking, real estate investment and the development and planning fields. During the meetings, the Committee invited guests to speak on the state of the local housing market, what Grandview could do to attract new construction, and how new housing subdivisions could be better planned to increase the physical characteristics of Grandview.

Source: kronbergwall.com

Figure 6.4 Lot Arrangement for Accessory Dwelling Units

Figure 6.5 Sunrise Farms Monument Sign Entrance

It’s important to note that not all of Grandview’s neighborhoods deal with such ailments. In recent years, newer subdivisions such as Creekwood, Norby Gardens, Sunrise Farms, Hillside Grand, Jordan’s Keep and phases two and three of the Grand Summit Apartments, have brought quality housing options to the City. Grandview would like to see this momentum continued, but at a more progressive rate.

A key element to consider as part of attracting new housing, is cost. Grandview’s median household income is $42,626, which is substantially lower than the Kansas City Metro Area of $59,344 (2017, 5 Year ACS). This data leads the City to believe that along with quality housing developments, affordability is also important to consider for its residents. With this in mind, Grandview will approach housing in the coming years in a more creative and forward-thinking way to help address the gaps and deficiencies in the current stock. One way to achieve this goal is to focus on pre-war traditional land development and building patterns (Figure 6.1) in specific areas for infill projects. Typically, developments that are more walkable, require less lot area, less investment and maintenance in public infrastructure, and allow for a mix of housing types.

Additionally, new subdivisions may also be built in similar ways, enhancing housing diversity, scale, and form. The City’s current Zoning Ordinance and Subdivision Regulations make building in this pattern rather cumbersome. To encourage the traditional development patterns, the code will be closely examined and updated to allow neighborhoods to be designed in ways that encourage attractive physical aesthetics, the preservation of land and affordability.

Figure 6.6 Post-War Single-Family Home (Jordan’s Keep)

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6

HOUSING Vision Statement

By 2030, Grandview will make significant strides toward providing new single and multi-family homes at multiple price points by following the recommendations outlined in the Grandview Housing Study. In addition, the City will implement updated regulations to provide opportunities for more creative and economically productive building forms and patterns for infill, redevelopment and greenfield development opportunities.

• GOAL: Update the City’s Zoning and Subdivision Regulations to allow more traditional neighborhood forms and productive uses of land. Items to be addressed in the updates include, but not limited to:

• Adopt conservation, low impact and green infrastructure design standards across the City for new developments.

• Create updated residential design standards for new residential developments.

• Increase density of dwelling units through the reduction of minimum lot area, setbacks and off-

street parking requirements.

• Allow mixed-use neighborhood commercial nodes near existing residential districts.

• Require electrical utilities in all development projects to be underground or located in alleyways.

• Develop a range of acceptable housing and site features that meet the goals of the Housing Study

and Zoning Ordinance requirements.

Measurement: Complete the updates to the City’s Zoning and Subdivision Regulations.

Action and Implementation Steps: Adopt the updated Zoning Ordinance and Subdivision

Regulations by December, 2021.

Task: Staff prepares an ordinance to be accepted by the Board of Alderman by November, 2021.

Responsible Departments: Community Development, Public Works, Parks and

Recreation, Communications and Legal Department

Source: southestventure.com

Figure 6.7 Courtyard Homes

36

Source: pinterest.com

Figure 6.8 Neighborhood Commercial

Source: portlandmaps.com

Figure 6.9 Mixed Use Commercial

6

HOUSING

• GOAL: Increase in affordable quality housing types (to include accessory dwelling units in targeted areas to be specified in the Zoning Ordinance Update).

Measurement: Annually track the cost of home sale and rental prices.

Measurement: Annually track permits issued by housing type.

Measurement: Annually track permits issued under the Fee Discount Program.

Action and Implementation Steps: Adopt the updated Zoning Ordinance and Subdivision Regulations

by December, 2021.

Action and Implementation Steps: Investigate ways to make building more affordable for developers

through reviewing our current policies and practices by December, 2020.

Action and Implementation Steps: Create a development procedures guide with requirements and

timelines for the development process for builders to plan out their projects by December, 2020.

Action and Implementation Steps: Staff creates and reviews reports on a yearly basis to study local

trends in home construction projects and how it’s affected by changes in City regulations and practices

effective January, 2021.

Task: Staff creates plan to make the building process more efficient for developers, which can

encourage more affordability in new residential projects.

Responsible Departments: Community Development, Public Works, Fire Department

and Jackson County Water District

Source: livingvintageco.com

Source: gourbansandiegoblog.com

Source: strongtowns.org

Source: paloaltoforward.com

Figure 6.10 Pocket Neighborhood

Figure 6.11 Single-Family Attached Accessory Dwelling Unit = Meets Communities for All Ages Standards

Figure 6.12 Accessory Dwelling Unit Layouts

Figure 6.13 Accessory Dwelling Unit Above Garage

37

HOUSING

6

• GOAL: Revitalize and invest in existing neighborhoods.

Measurement: Staff engages the community to form neighborhood boundaries comprised of the existing residential subdivisions, identifies leaders to represent the newly formed neighborhood groups to work closely with City Staff to communicate neighborhood strengths, weaknesses, opportunities and threats.

Measurement: Staff sends a cohort of interested residents to the University of Missouri-Kansas City’s (UMKC) Center for Neighborhoods Leadership Program annually.

Action and Implementation Steps: Staff and residents form neighborhood areas with representatives

from different subdivisions and creates a neighborhood committee by June, 2021.

• Staff recommends sending representatives through UMKC’s Center for Neighborhoods

Leadership Program.

Action and Implementation Steps: Staff explores the feasibility of establishing an infrastructure

revitalization fund to support existing neighborhood ecosystems (sidewalks, drainage systems, curb

and gutters, tree maintenance and landscaping) by January, 2022.

Action and Implementation Steps: Staff explores the feasibility of establishing a home investment fund

that can be used for various home improvements by January, 2023.

Action and Implementation Steps: Staff explores partnerships with other City Departments and out-

side partners to “tell the story” of Grandview’s housing renaissance by January, 2024.

Task: Staff determines if revitalization efforts are feasible based on partnerships, resources and

finances.

Task: Staff determines if residents are interested in forming neighborhood groups and a

committee to work towards strengthening and celebrating the different areas.

Responsible Departments: Community Development, Public Works, Communications,

Finance and Administration

Figure 6.14 Comprehensive Plan Committee (Housing)

38

Figure 6.15 UMKC’s Center for Neighborhoods Leadership Program

6

HOUSING

• GOAL: Target specific areas for infill development opportunities.

Measurement: Update the City’s Zoning and Subdivision Regulations to optimize infill development

opportunities.

Measurement: Identify the “low hanging fruit” opportunities in the City that are optimal for infill development.

Measurement: Annually track the number of infill projects identified as “low hanging fruit”.

Action and Implementation Steps: Staff updates the City’s regulatory development documents by

December 2021.

Action and Implementation Steps: Staff identifies infill opportunities throughout the City and creates

ward specific maps highlighting each of its “low hanging fruit” sites by December, 2021.

Action and Implementation Steps: Staff creates marketing handouts to advertise publicly owned po-

tential sites to include site specific information (lot size, setbacks, easements, zoning, etc.) by

December, 2021.

Task: Staff prepares an ordinance to be accepted by the Board of Alderman by November, 2021.

Task: Staff identifies and markets publicly owned land to potential developers looking for infill

opportunities.

Responsible Departments: Community Development, Public Works, Communications

and Administration

Figure 6.16 “Low Hanging Fruit” Site Marketing

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6

HOUSING • GOAL: Build new “Missing Middle Housing” - duplex, triplex, fourplex, cottage/pocket neighborhoods and accessory dwelling units as new subdivisions and infill projects.

Measurement: Complete the updates to the City’s Zoning Ordinance and Subdivision Regulations.

Measurement: Identify areas in the community that best fit the types of housing recommended.

Measurement: Annually track permits issued by housing type.

Action and Implementation Steps: Adopt the updated Zoning Ordinance and Subdivision Regulations

by December, 2021.

Action and Implementation Steps: Staff creates overlay districts that allow Missing Middle Housing as

a permitted use in targeted areas of the City as part of the Zoning Ordinance update.

Task: Staff prepares an ordinance to be accepted by the Board of Alderman by November, 2021.

Responsible Departments: Community Development, Public Works, Fire Department

and Parks and Recreation

Source: missingmiddlehousing.com

Source: missingmiddlehousing.com

Figure 6.17 Courtyard Cottages

Figure 6.18 Bungalow Court

Source: missingmiddlehousing.com

Figure 6.20 Missing Middle Housing Examples

40

= Meets Communities for All Ages Standards

Source: missingmiddlehousing.com

Figure 6.19 8-Plex

6

HOUSING

• GOAL: Increase walkability in residential districts constructed prior to 1960. This goal to be included in the new Transportation and Trails Master Plan set forth in the Infrastructure and Parks and Recreation section of this document.

Measurement: Staff analyzes deficiencies in connectivity throughout sidewalk infrastructure system.

Measurement: Staff utilizes funds available through grant opportunities and the City’s annual budget to complete sidewalk repair and new construction projects.

Action and Implementation Steps: Staff carries out goals established in the new Transportation Plan to address the sidewalk system conditions and connectivity once the Plan is adopted in 2022.

Action and Implementation Steps: Staff applies for funding through the grant writing process within

the first year of the Transportation Plan being adopted.

Task: Staff prepares a resolution to be adopted by the Board of Alderman by December, 2022.

Responsible Departments: Public Works, Community Development and Parks and

Recreation

Skyline

Zumwalt

Skyline

15th Street 13th Street

Legend

Sidewalks

12th Street

Little Avenue

10th Street

8th Street

7th Street

Grandview Road

Duck Road

Jones

±

Figure 6.21 Grandview Sidewalk System (Ward II) = Meets Communities for All Ages Standards

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7

INFRASTRUCTURE The public infrastructure system is one of the most crucial elements of a successful community. It is the framework for interaction, connectivity, transportation and utility. The system ranges from public streets and plazas to the underground storm and sanitary sewer networks.

Over the past 20 years, Grandview’s infrastructure system has evolved throughout the City. Generally, the footprint has not expanded as much as the necessary upgrades and maintenance to the current system, albeit there have been some areas of growth. Residential subdivisions Norby Gardens, Creekwood, Hillside Grand, Jordan’s Keep, Sunrise Farms and Grand Summit have all resulted in the growth of our public infrastructure system.

underway in 2015. Besides new systems being added, many of our public roads have been upgraded since 2000.

Botts Road and 139th Street were enhanced to handle additional industrial traffic traveling westward from I-49 and south towards 150 Highway. Main Street (Figure 7.3) is likely the most recognized by Grandview residents and visitors for its upgraded pedestrian facilities and the reduction of auto lanes that produce slower traffic and a more comfortable feel for the City’s Historic District. These upgrades have helped downtown Grandview with a renewed sense of place compared to its auto-centric past. Anecdotal evidence has pointed to these upgrades as a major contributor for new businesses that choose to locate on the Main Street corridor.

Commercial and industrial growth has occurred along the Botts Road corridor with the extension of Norby Road and 142nd Street to the east and 143rd Street to the west of Botts. Also, 15th Street (Figure 7.4) became a publicly owned street when the Truman’s Marketplace project was

In 2019, Grandview began the process to convert its outer road system back to two-way. The new traffic pattern will increase the likelihood of more private sector growth along the I-49 corridor and provide multi-modal elements such as sidewalks and possibly bike lanes.

Figure 7.1 155th Street Improvements

Figure 7.2 155th Street Improvements

Figure 7.3 Main Street Improvements

Figure 7.4 15th Street Improvements

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7 Besides the physical public infrastructure system, Grandview has expanded its partnership with the Kansas City Area Transit Authority, known as RideKC, to bring additional bus services to the community. In the Spring of 2019, the existing 29 bus line (Figure 7.6), which enters Grandview along Blue Ridge from the north, was extended south and east from its former route. Now bus services can be found during peak ridership times along Grandview Road, Main Street and 15th Street. This specific route was designed to connect people with public facilities such as City Hall, the United States Post Office, Jackson County Water Department, and the Mid-Continental Public Library. Additionally, the line also runs through some of Grandview’s densest residential areas where residents rely on public transit services the most.

Two studies are currently underway analyzing the possibility of an east to west service that would link the Martin City area of Kansas City to Longview Community College, servicing Grandview along Blue Ridge and an express service along the I-49 corridor from Belton to downtown Kansas City, Missouri.

In addition to roads and underground utilities, sidewalks and trails are also a part of our infrastructure. Between the two, the City manages nearly 87 linear miles. This system serves our residents on foot, either for leisure or out of necessity. While most of the City’s trail network existed prior to Beyond 2000, there has been a new link built since. In 2017, the Harry Truman Presidential Trail (Figure 7.7) was completed from the Truman Farm Home eastward to the Longview Lake Trail System along Harry Truman Drive. This is the City’s first trail to cross the I-49 corridor, connecting neighborhoods on the west to the eastern half of the City and Longview Lake. The trail is approximately 2.5 miles in length and made of asphalt, concrete and crushed aggregate, and in certain segments it joins the City’s sidewalk system.

While Grandview continues to develop, it is important to pay special attention to its infrastructure system. The quality of the network is just as important as any new expansions that may come as a result of private sector investments. Over the coming decade, the City will strategically aim to provide superior infrastructure to residents, businesses, and visitors through maintenance and building new modern facilities.

INFRASTRUCTURE

Figure 7.5 Ride KC 29 Service Extension Celebration

Figure 7.6 Ride KC Bus Heading Towards Grandview

Figure 7.7 Harry Truman Presidential Trail

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7

INFRASTRUCTURE Vision Statement

By 2030, Grandview will provide its residents and businesses premier quality infrastructure that strengthens the fabric of the community through improved connectivity, quality and efficiencies.

• GOAL: Create, adopt and implement the goals of a new transportation plan for Grandview to guide growth of the physical infrastructure system. Goals in the new plan include, but not limited to:

• Continue reinvestment into the existing infrastructure system.

• Construct new roadway and underground infrastructure.

• Partner with surrounding municipalities to connect into the regional trail systems.

• Continue to build on walkability throughout the City.

• Continue expanding KCATA transit services in all directions.

• Continue to investigate light-rail opportunities in the I-49 corridor.

Measurement: Create and adopt a new transportation plan.

Measurement: Implement goals outlined in the adopted transportation plan.

Measurement: Grandview Board of Alderman to prioritize infrastructure projects.

Measurement: Track value, type, and number of linear feet/miles of new public infrastructure investments.

Measurement: Track value, type, and number of linear feet/miles of maintenance to existing infrastructure.

Action and Implementation Steps: Adopt transportation plan by December, 2022.

Task: Staff prepares a resolution to be accepted by the Board of Alderman by November, 2022.

Responsible Departments: Public Works, Community Development and Parks and

Recreation

Figure 7.8 Potential Future Public Transit Routes Map

44

Figure 7.9 Sewer Improvements

= Meets Communities for All Ages Standards

7

INFRASTRUCTURE

• GOAL: Collaborate with surrounding municipalities to discuss management of storm water run-off associated with developments outside of Grandview.

Measurement: Establish agreements and a plan for water run-off management with surrounding communities.

Action and Implementation Steps: Apply for and receive funding for United States Geological Survey modeling.

Action and Implementation Steps: Meet with surrounding municipalities to discuss development

projects and the effect they have on downstream flooding.

Task: Formulate a multi-municipal agreement that addresses downstream flooding due to

increased development activity by December, 2022.

Responsible Departments: Public Works and Community Development

Source: kshb.gov

Figure 7.12 Flooding at the Little Blue River

Figure 7.11 Flooding at Grandview Dog Park from the Little Blue River.

45

8

PARKS AND RECREATION The City of Grandview is home to 16 city-owned and maintained parks (Figure 8.2), as well as, The View: Grandview’s Community Center, the Grandview Amphitheater, and the Historic Blue Ridge Cemetery.

Within the City limits is Longview Lake Park, managed by Jackson County, and Jerry Smith Park, managed by Kansas City, Missouri. The vast majority of Grandview citizens live within a half mile of a park, (Figure 8.5) seen on the next page, which includes a large variety of amenities such as: various playground equipment, sports fields (Figure 8.3), a dog park, tennis and basketball courts (Figure 8.1), a skate park (Figure 8.4), horseshoe pits, a ping pong table, and a checkers/ chess table.

Figure 8.1 Basketball Court

Figure 8.2 Grandview City-Owned and Maintained Parks

Figure 8.3 Shalimar Park Ball Fields

46

Figure 8.4 Skate Park

8

PARKS AND RECREATION

Map 8.5 Grandview Area Parks with Quarter and Half Mile Buffer

47

PARKS AND RECREATION

8 The View (Figure 8.1) opened in 2004. The state of the art facility includes a swimming pool, basketball courts, an indoor track, various exercise machines, and a large variety of fitness classes with more on the horizon (Figures 8.7 and 8.8).

Grandview has over nine miles of beautiful trails throughout the city parks ideal for recreation and exercise.

Both, Longview Lake and Grandview Trail systems connect, allowing users to start a journey from The View winding through wooded areas and along the Longview Lake (Figure 8.5).

Figure 8.6 The View

Figure 8.7 The View Swimming Pool

Figure 8.8 The View Basketball Courts and Indoor Track

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In 2008, Grandview citizens approved a no-tax increase bond. Money from the bond was used to add new playgrounds to 11 of the City’s Parks. Other improvements were made, including new bathrooms at multiple parks, shelters, a new spray ground at John Anderson Park, and an expansion of Valley Park, located in northwest Grandview.

Voters approved another set of bonds in 2014 (Figure 8.9). A shooting range, new splash park, and an expansion at The View are a few things the bond has funded. The Grandview Shooting Range opened for Police Department use in September of 2019 and it is anticipated to open to the public in 2020. The new Splash Park at The View also opened in September, 2019 and is available for use to members or by purchasing a Day-Pass. The View expansion project began in early 2020 and will provide additional space for weight training exercise.

The City celebrated the grand opening of the Grandview Amphitheater in 2016. The Parks and Recreation Department has held many successful events each year (Figure 8.9) including movies in the park and summer concerts, both free events for the public. The amphitheater has also attracted nationally recognized artists and events.

In 2018, the amphitheater was the site of an attempt to set the world record for the largest peace and love sign.

In 2018, Shalimar Park Ball Fields reopened with significant improvements to the fields and concessions. The facility hosts Grandview’s youth baseball and softball leagues, as well as state and regional softball tournaments. The Parks and Recreation Department has many annual and monthly events, including Senior Potlucks and Field Trips, Harry’s- Hay Days, Harvest Fest, an annual Easter Egg Hunt,

8

Figure 8.9: 2014 Bond Projects

PARKS AND RECREATION

49

PARKS AND RECREATION

8 a Father-Daughter Dance, and Howl-O-Ween. (Figure 8.148.19, Page 51)

Source: National Parks Service

Figure 8.10 1931 Map of Solomon-Young Farmstead

Currently, the City of Grandview is working on designating the Blue Ridge Cemetery (Figure 8.11) as a local historic landmark. The Cemetery is part of the original Solomon Young Farm (Figure 8.10). The Farmstead, developed in the 1860’s, was 600-acres, but much of the land was sold in the 1950’s for development. Surviving today is 10 acres known as the Harry S. Truman Farm Home (Figure 8.12) and the Blue Ridge Cemetery. President Truman lived and worked at the farm from 1906-1917. The Cemetery location was considered to be in the front yard of the farmhouse and Truman spent time digging graves while he lived and worked on the Farm. The Cemetery is also the home of the original First Baptist Church of Grandview (Figure 8.13).

The Church moved to 1416 Main Street after donations and fund raising efforts by President Truman helped the congregation purchase the land that the church has called home since 1949.

The National Parks Service operates the Truman Farm Home located on Blue Ridge Boulevard in Grandview.

The grounds are open to explore every day and the home opens for special events.

Figure 8.11 Blue Ridge Cemetery

nps.gov Figure 8.12 Harry S. Truman Farm Home

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Figure 8.13 Memorial Bench marking the original location of the First Baptist Church

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PARKS AND RECREATION

Figure 8.15 Howl-O-Ween Costume Contest

Figure 8.14 Grandview Amphitheater

Figure 8.16 Annual Easter Egg Hunt

Figure 8.18 Harry’s Hay Days Float Entry

Figure 8.17 Howl-O-Ween Costume Contest

Figure 8.19 Pony Rides at Harry’s Hay Days

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8

PARKS AND RECREATION Research for a bike-share program in Grandview occurred in 2018 and 2019. The City partnered with RideKC Bike to bring E-Bikes (electronic rechargeable bikes) to allow residents to test ride. Surveys were given to riders and the feedback was overwhelmingly positive and in support of a bike-share program with 97 out of 97 riders saying they enjoyed their ride. When asked if they wanted E-Bikes in Grandview, 95 participants said yes. Comments were left on 55 of the surveys. Many survey participants used exclamation marks and included the words fun or love when talking about their experience riding the E-Bikes.

(Figure 8.20-8.23)

Figure 8.21 Happy E-Bike rider and a SUPER happy E-Bike rider.

Figure 8.20 and 8.22 Fun for All Ages

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Figure 8.23 Mayor Jones learning about E-Bikes

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PARKS AND RECREATION

Vision Statement By 2030, Grandview will offer a balance of premier recreational programming that will be equitable, strengthen the community, and create fun with parks infrastructure that is inviting, well maintained, accessible, invokes pride, and enhances the overall quality of life. •GOAL: Complete Trails Master Plan, Comprehensive Bike Facilities Master Plan, and Parks and Recreation Master Plan to be adopted as part of the Grandview Comprehensive Plan.

Measurement: Completed Trails, Comprehensive Bike Facilities, and Parks and Recreation Master Plans.

Action and Implementation Steps: Form a committee to create an action plan and budget estimate by

June, 2021.

Task: Use Community for all Ages lens in creation of plans.

Responsible Department(s): Parks and Recreation, Community Development and Public Works.

Action and Implementation Steps: Request funding for Parks Master Plan for 2021 budget year.

Responsible Department(s): Parks and Recreation.

Action and Implementation Steps: Conduct park specific surveys with users located within ½ mile of

each city park to identify amenities desired by local users by June, 2021.

Task: Create mailing list for each park.

Task: Create amenities survey.

Responsible Department(s): Parks and Recreation and Community Development.

Action and Implementation Steps: Complete Parks Master Plan by December, 2021.

Responsible Department(s): Parks and Recreation, Community Development and Public Works.

Action and Implementation Steps: Request funding for Bike Facilities and Trails Master Plan for 2022 budget year.

Responsible Department(s): Parks and Recreation

= Meets Communities for All Ages Standards

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PARKS AND RECREATION

8

Action and Implementation Steps: Create Comprehensive Bike Facilities and Trails Master Plans by June of 2023.

Responsible Department(s): Parks and Recreation, Community Development and Public Works.

•GOAL: Ensure equity in future programming Parks and Recreations by developing programming to reach all members of Grandview to develop programming to reach all members of Grandview.

Measurement: Complete bi-annual updates of the demographic profile beginning January, 2020.

Action and Implementation Steps: Complete demographic profile of The View members by June, 2021.

Task: Identify demographics missing or low in membership at The View to develop

programming that is attractive to all citizens of Grandview.

Responsible Department(s): Parks and Recreation Action and Implementation Steps: Complete community outreach surveys yearly beginning in May, 2021.

Task: Complete community outreach surveys at various community events.

• Reach members of the community without The View memberships to help identify what may

recruit residents as members.

Responsible Department(s): Parks and Recreation

Source: schoolbusfleet.com

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Figure 8.24 Walking School Bus = Meets Communities for All Ages Standards

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PARKS AND RECREATION

•GOAL: Partner with BikeWalkKC and the Grandview School District to bring education and awareness programs to students focusing on the value and advantages of biking and walking.

Measurement: Yearly education and awareness programs in all Grandview elementary schools.

Action and Implementation Steps: Partner with the Grandview School District and BikeWalkKC to

implement bike education programs in all elementary schools beginning in the 2021-2021 school year.

Task: Identify schools currently participating in the BikeWalkKC program.

Task: Create plan to implement program in all elementary schools.

Responsible Department(s): Parks and Recreation and Community Development

(BikeWalkKC, Grandview C-4 School District).

Action and Implementation Steps: Participate in National Walk/Bike to School Days beginning the

2021/2022 school year (Images 8.25 and 8.26).

Responsible Department(s): Parks and Recreation and Community Development

(BikeWalkKC, Grandview C-4 School District).

Action and Implementation Steps: Develop a walk and bike “school bus” program for all elementary schools.

Responsible Department(s): Parks and Recreation and Community Development

(BikeWalkKC, Grandview C-4 School District).

Source: bikewalkkc.org

Figure 8.25 National Bike to School Day

= Meets Communities for All Ages Standards

Source: bikewalkkc.org

Figure 8.26 National Walk to School Day

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PARKS AND RECREATION

8

•GOAL: Develop and institute a comprehensive annual parks usage study.

Measurement: Number of people visiting different parks annually, including the dog park, two splash parks, and the shooting range.

Action and Implementation Steps: Develop methodology to study and analyze park usage.

•Usage study should include various days, times, activities, types of users.

Responsible Department(s): Parks and Recreation

Figure 8.27 The View Basketball Leagues

•GOAL: Increase The View membership totals by 5% per year to be measured at the end of the city fiscal year. Baseline

measurement to be end of month September, 2019 membership total.

Measurement: Number of visits to The View by type annually: • Fitness • Recreation programming (swim lessons, youth basketball, etc.)

• Events (senior center and room rentals) • Membership numbers by type (resident/non-resident) • Revenues by type (resident/non-resident/other) • Net gain/loss in memberships by type

Action and Implementation Steps: Create a baseline usage report for all parks by Spring of 2021.

Action and Implementation Steps: Implement

Action and Implementation Steps: Marketing and communications focus.

Responsible Department(s): Parks and Recreation

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= Meets Communities for All Ages Standards

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PARKS AND RECREATION

•GOAL: Increase park usage by 5% each year starting in 2021 to be measured at the end of the city fiscal year.

Measurement: Number of people visiting different parks annually: • Dog Park, Splash parks (2) • Shooting Range • Other Parks

Action and Implementation Steps: Test pilot new tournaments.

Action and Implementation Steps: Hold a minimum of two sports tournaments a year starting in 2021.

Action and Implementation Steps: Marketing and communications focus.

Responsible Department(s): Parks and Recreation

Figure 8.28 Tails and Trails Dog Park

•GOAL: Review revenue and budget to determine if hiring an Event Coordinator is feasible. The event coordinator would be responsible for expanding usage of the amphitheater and city festivals/events.

Measurement: Number of people attending Amphitheater annually and by event.

Measurement: Number of events planned and executed and attendance at each event.

Action and Implementation Steps: Request funding for events coordinator in 2022 budget.

Action and Implementation Steps: Hold a minimum of two for-profit events at the amphitheater

beginning in 2022.

Action and Implementation Steps: Work with promoters to bring a quarterly festival to Grandview

beginning in Fiscal Year 2023.

Responsible Department(s): Administration and Parks and Recreation

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PARKS AND RECREATION

•GOAL: Review revenue and budget to determine if hiring a Park Ranger is feasible. Park Ranger would be responsible for helping ensure parks are safe and eliminating illegal activity.

Measurement: Police reports at park locations.

Action and Implementation Steps: Analyze police reports at parks to determine patterns and frequency.

Task: Determine if increased patrol by existing police force would help eliminate illegal activity.

Task: Look at alternative solutions to eliminate illegal activity.

•Partnership with Jackson County Parks.

•Installing security devices at parks.

Responsible Department(s): Administration and Parks and Recreation

Source: visitkc.com

Figure 8.30 RideKCBike Rideshare

Figure 8.29 Bike Grandview

•GOAL: Implement bike-share program in Grandview.

Measurement: Number of bike-share options available in Grandview.

Action and Implementation Steps: Create a partnership between Parks & Recreation and Community

Development to seek funding sources for implementation of a bike share and rental program by March, 2021.

Task: Implement bike share/rental program by March, 2023.

Action and Implementation Steps: Develop plan for public private partnerships March, 2021.

Responsible Department(s): Parks and Recreation and Community Development (RideKC

Bike, Grandview C-4 School District).

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= Meets Communities for All Ages Standards

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PARKS AND RECREATION

•GOAL: Create “Smart Parks” in Grandview.

Action and Implementation Steps: Develop plan to add “Smart Park” technology throughout Grandview Parks.

Task: Explore pricing for various technology items to add to parks.

Task: Conduct community engagement to seek desire throughout community on locations and items.

Task: Explore partnership with Grandview C-4 School District to create “STEM Park”.

Task: Seek grant funding and private partnerships.

Responsible Department(s): Parks and Recreation and Community Development, (Grandview C-4 School District).

Source: meetingoftheminds.org

Figure 8.31 Charging Bench Source: percussionplay.com

Figure 8.32 Piano

Source: playgroundcentre.com

Figure 8.33 Interactive Equipment Source: fitness-gaming.com

Figure 8.34 Interactive Equipment = Meets Communities for All Ages Standards

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Other Key Topics

The following section provides information into each topic to better inform the community of recent trends, practices and successes.

Crime and Safety Education Historic Preservation

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9

CRIME AND SAFETY In the fall of 2018, during the community outreach phase of this project, we heard from many residents that crime and safety were top priorities. It is no surprise that the Community, just like any other community, has the desire to feel safe and protected from those wishing to cause harm to others. It is the duty of the Grandview Police Department (PD) to serve and protect all residents and visitors. The Department prides itself on its Guiding Principles: Honesty, Dependability and Integrity. That being said, we feel it is important to share what Grandview PD has done in the recent years and plans to accomplish in the future within the community.

Figure 9.1 Community Engagement The Grandview Police Department, led by Police Chief, Charles Iseman and his captains, has taken numeous steps and implemented many strategies in the past decade to ensure they can provide the most reliable and efficient service to the community. The Department now takes a proactive approach to its operations, focusing on community engagement. This initiative is called, "Move Toward the Badge" and has become the conerstone of Grandview Police Department's mission. Officers are encouraged to meet with citizens under positive circumstances to build trust.

Domestic Violence Detective In 2017, a Domestic Violence Detective position was funded by the Violence against Women Act Grant. This allowed for the department to have a full-time Detective on staff to investigate these crimes and explore ways to prevent them in Figure 9.2 Police Chief Charles Iseman the future. Currently, the department, Hope House, Jackson County Prosecutors Office and other agencies are working to compile a “Persistent Offenders” list as a way to better identify those with a history of domestic violence. Domestic violence reports account for over 200 cases each year since 2013. The department looks to curtail that trend with these partnerships and strategies in the coming years. In 2019, domestic assaults dropped by 21%.

Crime Trends What Grandview PD calls “Part I Serious Crimes” have generally been consistent since 2013, but there has been a notable decrease in burglaries over the past 5 years, as seen in Graph 9.1.

Each year, especially around the holiday season, a few forms of crime continue to remain constant, auto thefts and larc- Figure 9.3 Domestic Violence Detective Heck

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CRIME AND SAFETY

eny. Chief Iseman mentions, “There are so many cases each winter that are able to be prevented if people would not leave their cars running and unlocked when they run into stores or are parked in their driveways.� These vehicles are easy targets for criminals. During the holidays, the department sees more cases of theft because of someone leaving their vehicle unlocked and valuables are stolen.

Grandview PD is implementing a new initiative in 2020 to educate the community about crime prevention, hoping these crimes of opportunity decrease. In 2018, the Police Department saw a 12% reduction in the overall crime rate from the previous year. This in part was due to the department’s proactive switch to addressing crime through new Graph 9.1 Crime Statistics tactics and strategies described below. Master Sergeant Greg Smith is actively engaged with the community, attending numerous events throughout the year and helping Grandview residents understand what they can do to combat crime in their neighborhood by helping to establish neighborhood watch programs and brainstorming other preventive strategies.

Engaging Technology The use of technology has become a focal point for the department. Every officer is now equipped with body cameras that record audio and video. This is seen as a quality control measure that allows for more transparency with the department and the public. Drones are also being utilized to help police track criminals and investigate crimes without an officer being in close proximity. This will increase the safety of Grandview PD when situations are dangerous, such as searching for a suspect in a wooded area. Grandview PD has also partnered with the Ring "Neighbors" application. The application is popular among Figure 9.4 Body Cameras homeowners and tenants allowing them to post videos from their Ring doorbell and home security cameras.

Ring also allows the Department to send notifications to residents if something is happening nearby. On the other hand, residents who participate with the Ring app can send video footage to Grandview PD if they capture information pertinent to a crime that was committed.

This is all done if residents who download Ring choose to agree to the terms with the Grandview Police Department through the application. Some Grandview parks and public spaces are also monitored by the Police on an as-needed basis. The embrace of these technologies has allowed the department to better protect and operate more efficiently. Figure 9.5 Police Drone

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EDUCATION The Grandview C-4 School District is made up of one early childhood school, five elementary schools, two middle schools, and one high school. The school district includes parts of west and south Kansas City, Missouri, including Martin City, and part of Lee’s Summit to the east. Northern parts of Grandview are in the Hickman Mills School District (Image Ed1).

Enrollment The school district has seen consistent enrollment numbers averaging over 4,000 students annually over the last 18 years (Chart Ed1). The school district's student demographics are 52% African-American, 20% Caucasian, 20% Hispanic, and 8% Asian, Indian or other minority backgrounds. The student body is one of the most diverse in the region, earning an A rating in diversity from niche. com. In 2016, the district's staff began a program around cultural competency (Figure 10.1) to better serve students from all ethnicities and build positive and meaningful relationships.

10 than the state of Missouri average. District staff average 15.5 years with almost 70% having advanced degrees.

Rates and Scores Since 2011, four-year graduation rates have increased nearly 20%, while the drop-out rate has decreased over 48% since 2000. After completing high school, 69% of the district’s students attend a two-year college or enter the workforce. Some of the District’s strongest gains have been in college and career ready assessments (ACT, ASVAB, WorkKeys) which rose by 12% in just two years, and in postsecondary, which improved by over 20% in two years.

Missouri Assessment Program testing scores are improving.

In 2018, students earned 90.2%-- the highest scores for the district since 2013 (Charts Ed2, Ed3, Ed4, Ed5). MAP testing analyzes proficiency in English Language Arts, Mathematics, Science and Social Studies.

Staff Grandview C-4 professional staff experience is greater

Figure 10.1 Cultural Competency Forum

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10 Strategic Plan In October of 2018 the Grandview C-4 School District began a six-month collaborative process to develop a fiveyear Strategic Plan. The Plan was approved by the School Board at the June, 2019 meeting. The Plan has five focus areas: Strategic Governance, Student Success, Workforce Excellence, Resource Stewardship and Organizational Efficiency and Family and Community Involvement. Five teams created goals, strategies and action steps. The Plan emphasizes student achievement, cultural competency and fully preparing students for post-secondary college and/or career success (Grandview C-4). The Plan is a roadmap to help continue building on district successes and to tackle areas of opportunities. The Plan can be found at:https://www.grandviewc4.net/apps/pages/index. jsp?uREC_ID=1439632&type=d&pREC_ID=1602568 Recent Awards and Accomplishments Grandview has recently celebrated many successes in recent years, both academic and athletic, creating a sense of pride among students, educators, administrative staff, and the community.

EDUCATION in science, technology, engineering and math through its PLTW programs. It is one of just 21 districts across the U.S. to receive this honor. PLTW is a nonprofit organization that serves millions of PreK-12 students and teachers in schools across the U.S. •2018 Grandview Middle School (GMS) Earns PLTW Distinguished School Honor - GMS earned the PLTW Distinguished School honor for a second year in a row. The school was first recognized in 2017.

•2017 Burns & McDonnell Battle of the Brains Winner Grandview C-4’s FOCUS program celebrated the grand opening of its Amazing Brain exhibit at Union Station in March, 2018. The exhibit is Science City’s Largest Indoor Exhibit, Courtesy of the Burns & McDonnell Battle of the Brains Competition. (Image 10.2 Battle of the Brains Team)

• 2018 South Kansas City Alliance Award for Outstanding Education Achievement - The South Kansas City Alliance selected the Grandview C-4 School District as the recipient of the Outstanding Educational Achievement Program Award for Project Lead the Way. The nomination submitted detailed the work being done in the district to Academic Awards: provide ALL students access to STEM (Science, Technology, •2018 Project Lead the Way Distinguished District - Engineering, and Math) education.

Grandview C-4 School District has been recognized as a Project Lead the Way (PLTW) Distinguished District for • 2018-19 Prep KC Math Relays Champions - The Grandview providing interactive learning opportunities for students C-4 School District earned the District Champion title at

the 5th annual Prep KC Math Relays.

Grandview Middle School and

Meadowmere Elementary School took

home the gold in their categories, while

Butcher Greene, Martin City K-8, and

Conn-West earned silver.

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• Martin City K-8 teacher selected as 2019 Regional Teacher of the Year - Martin City K-8 Teacher Cindy Long was selected as one of six Kansas City Regional Teachers of the Year. She was recognized for her passion for teaching, her dedication to the profession, and her drive to ensure all students achieve success.

Figure 10.2 Battle of the Brains Team

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EDUCATION

• Runner Up at the 2018-19 FIRST Robotics Regional The Grandview Boy’s Track and Field team won its Competition - The Grandview High School robotics team seventh state title in May, 2019 at the Missouri Class 4 placed 2nd at the FIRST Regional Robotics Competition.

State Championship Track Meet.

• 2019 MSHSAA Boys Track & Field Champions Class 4 • Grandview High School (GHS) student recognized • 2016 MSHSAA Boys Track & Field Champions Class 4 nationally for technological achievements - Class of • 2015 MSHSAA Boys Track & Field Champions Class 4 2019 graduate Chayanne Sandoval-Williams was one • 2014 MSHSAA Boys Track & Field Champions Class 4 of 40 National Winners recognized for Technological • 2013 MSHSAA Boys Track & Field Champions Class 4 Achievements by the National Center for Women and • 2012 MSHSAA Boys Track & Field Champions Class 4 Information Technology. She is one of two in the State of • 2011 MSHSAA Boys Track & Field Champions Class 4 Missouri to make the list.

Athletic Championships Grandview High School Boy’s Basketball Team become Back-to-Back State Champions.

• 2018 MSHSAA Boys Basketball Champions Class 4 • 2019 MSHSAA Boys Basketball Champions Class 4 (Image 10.6 Bulldog Basketball Championship Team) • 2018 MaxPreps Top 50 Team Nationwide (Ranking 42nd in the nation)

Figure 10.4 Bulldog Banner

Figure 10.3 #NUFFSAID

Figure 10.5 Bulldog Logo

Figure 10.6 Bulldog Basketball championship Team 2019

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HISTORIC PRESERVATION In 2000, the Board of Aldermen made a decision to hire a consultant to conduct a community-based strategic planning process. The process commenced in November 2000 and developed the Top 9 strategic issues for further consideration, one of which was Historical Promotion.

Within the topic of Historical Promotion, the following Recommended Strategies were adopted: • Develop a historic resource baseline data – those structures that are 50 years of age or older (Cultural Resources Survey).

• Develop a Historical Preservation Plan – preserve and protect the resources identified in the Cultural Resources Survey.

• Develop a Historic Preservation Ordinance – enable Source: kmbc.com the City to carry out the Historic Preservation Plan.

Figure 11.1 Grandview Cultural Resources Survey In July 2002, the City created the Historic Preservation Committee, and held its first meeting. The Committee was composed of members from the Historic Promotion Task Force. This Committee was responsible for working with City staff to develop a historic resource baseline and submit an application for Historic Preservation Fund grant funds. These grant funds would assist in hiring a consultant to perform the Cultural Resource Survey according to the National Park Service/Department of the Interior Standards.

In October 2002, the City partnered with the Grandview Historical Society, Inc. on accepting a $300,000 Community Development Block Grant (CDBG) which was utilized to provide for additional public, off-street parking spaces in the Figure 11.2 Grandview Cultural Resources Survey Map downtown Grandview district. This project was consistent with and in furtherance of the City’s Comprehensive Plan 2000 (Ordinance No. 5536, 10/22/2002).

In January 2003, the City hired Historic Preservation Services, LLC to conduct the Cultural Resource Survey for the City of Grandview, Missouri (Ordinance No. 5573, 1/28/2003).

Direct link to the Original Town of Grandview Survey https://www.grandview.org/work/city-government/ community-development/development-services/historicpreservation

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Figure 11.3 Architectural Typologies of Grandview Homes

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HISTORIC PRESERVATION

In September 2003, the Cultural Resource Survey for the “Town of Grandview”, Missouri was completed and accepted by the Board of Aldermen (Resolution 2003-22, 11/25/2003). This Survey also included a Recommendations Section, thereby creating a framework for future priorities for historic preservation activities.

In November 2003, the Historic Preservation Committee held 2 separate workshops, Commercial Structures Rehabilitation and Residential Structures Rehabilitation, for property owners within the area of the Cultural Resource Survey boundary to learn more about methods to rehabilitate structures.

In May 2004, the Board of Aldermen approved an Figure 11.4 Grandview Cultural Resources Survey Recommendations amendment to the Zoning Ordinance by adopting Section 25A, to be titled Historic Preservation (Ordinance No. 5763, 5/11/2004). This section formalized the City’s efforts, at the local level, to preserve and protect its historic, archaeological and architectural resources. This ordinance also established the Historic Preservation Commission, its membership and composition, terms of office, etc.

(Ordinance No. 5791, 6/22/2004).

In November 2004, the City approved a contract with Historic Preservation Services, LLC to complete the Cultural Resources Survey in the Pre-1955 Grandview Town Site and Prepare a Nomination of Recommended District to the National Register of Historic Places (Ordinance No. 5831, 11/9/2004).

Figure 11.5 Section 31-25A Historic Preservation of Grandview's ZonIn January 2005, the City approved the formal application to the State Historic Preservation Office (SHPO) to become part of the Certified Local Government (CLG) Program (Ordinance No. 5859, 1/25/2005). The City was formally certified on February 25, 2005.

ing Ordinance

In October 2005, the official nomination to the National Register of Historic Places for the Grandview Residential Historic District was submitted to the National Park Service.

On November 15, 2005, the Grandview Residential Historic District was officially listed on the National Register.

Direct link to the City’s official submitted nomination to the National Register of Historic Places Figure 11.6 National Register Nomination Form https://catalog.archives.gov/id/63819427

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HISTORIC PRESERVATION In March 2006, the City approved a grant agreement (costshare) for Historic Preservation Funds from the Missouri Department of Natural Resources to utilize a consultant to assist the City in developing Design Guidelines for the Grandview Residential Historic District and the Main Street Commercial Conservation District (Ordinance No. 5999, March 28, 2006).

In June 2006, the City approved a contract with Sally Schwenk Associates, Inc. to prepare and implement a set of design guidelines for Grandview’s Residential Historic District and the Main Street Commercial Conservation District (Ordinance No. 6019, 6/13/2006).

In October 2007, the City adopted the designation of the Grandview Road – Highgrove Road Neighborhood Historic District as a local historic district, adopted its boundaries, adopted the Design Guidelines, and adopted the overlay zoning district (Ordinance No. 6138, 10/23/2007).

Figure 11.7 Request for Proposals for Historic District Design Guidelines

Searchable Map of Surveyed Cultural Resources in Grandview, Missouri https://cityofgv.maps.arcgis.com/apps/View/index. html?appid=a3b0d896e73d4baa85febc5c6e4cebb2 In November 2008, the City adopted the designation of the Downtown Grandview Main Street Conservation District as a local conservation district, adopted its boundaries, adopted the Design Guidelines, and adopted the overlay zoning district (Ordinance No. 6243, 11/25/2008).

In November 2017, the City approved a grant agreement (cost-share) for Historic Preservation Funds from the Missouri Department of Natural Resources to utilize a consultant to assist the City in completing a Re-Survey of the “Town of Grandview” to update the original 2003 Architectural Survey (Ordinance No. 7036, November 11, 2017)

Figure 11.8 Grandview Historic Districts

In February 2018, the City approved a contract with Rosin Preservation, LLC to complete the Re-Survey of the “Town of Grandview” to update the original 2003 Architectural Survey. The Re-Survey was completed in August 2018.

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Figure 11.9 2018 Town of Grandview Re-Survey

Page Intentionally Left Blank

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OUR VISION

Grandview has achieved many great things since the early 2000s. Several of those achievements were set forth in last Comprehensive Plan, something residents should be proud of. The City has experienced a robust influx of industrial and commercial development, new life has been brought back to Main Street, public transit was expanded to service a larger area and population, a rental inspection program was established to ensure residential units are safe and sanitary, the City's Parks were updated with new amenities, and The View, the City's community center, was built to help the community become healthier and provide activities for residents and visitors.

With those successes behind us, it has become time to look at the next set of goals addressing todays concerns and desires. Grandview 2030 has laid the framework for the next decade with high expectations to raise the bar for the community to a new level. It is a promise to the community that City Staff and the Board of Alderman will do their best to make these goals a reality over the coarse of the next 10 years.

The goals outlined in this Plan were a direct result of the community engagement process with the general public and the Comprehensive Plan Committee. We again want to thank each and every person involved with the process. If not for you, this would not have been possible. Grandview 2030 is a plan for the community, developed by the community.

Summary of Plan Goals

Economic Development By 2030, Grandview will be a regional leader in economic development by becoming the City of choice for business retention, expansion, and attraction.

• Update the City’s Economic Incentive Policy to refine and target investments in businesses that will add depth to the City’s business and job base, increase the City’s assessed valuation and further diversify Grandview's economy.

• Work with the Chamber of Commerce to evaluate the existing Business Retention and Expansion Program with the intent to strengthen it.

• Create an economic development strategic plan.

• Develop programs to assist entrepreneurs with startups to foster local small business prosperity.

• Create viable solutions to address Grandview’s food desert near Missouri 150 Highway.

• Investigate the feasibility of establishing a technology-based cluster in the areas of life sciences.

• Continue to Market Grandview’s federally-designated Opportunity Zone.

• Continue to develop relationships with elected officials and professional staff at the State and Federal levels on key issues of importance to Grandview.

Environment and Sustainability By 2030, Grandview will be a regional leader in environmental policy and sustainable practices by welcoming innovative ideas for sustainable development and promoting sustainable practices.

• Review and update development regulations and infrastructure guidelines.

• Develop a community sustainability education program.

• Establish a sustainability committee.

• Hire a Sustainability Manager.

• Reduce city energy costs.

• Increase alternative transportation options.

• Implement applicable strategies from Climate Action KC Playbook.

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OUR VISION

Housing By 2030, Grandview will make significant strides toward providing new single and multi-family homes at multiple price points by following the recommendations outlined in the Grandview Housing Study. In addition, the City will implement updated regulations to provide opportunities for more creative and economically productive building forms and patterns for infill, redevelopment and greenfield development opportunities.

• Update the City’s Zoning and Subdivision Regulations to allow more traditional neighborhood forms and productive uses of land.

• Increase in affordable quality housing types (to include accessory dwelling units in targeted areas to be specified in the Zoning Ordinance Update).

• Revitalize and invest in existing neighborhoods.

• Target Specific areas for infill development opportunities.

• Build new “Missing Middle Housing” - duplex, triplex, fourplex, cottage/pocket neighborhoods and accessory dwelling units as new subdivisions and infill projects.

• Increase walkability in residential districts constructed prior to 1960. This goal to be included in the new Transportation and Trails Master Plan set forth in the Infrastructure and Parks and Recreation section of this

document.

Infrastructure By 2030, Grandview will provide its residents and businesses premier quality infrastructure that strengthens the fabric of the community through improved connectivity, quality and efficiencies.

• Create, adopt and implement the goals of a new transportation plan for Grandview to guide growth of the physical infrastructure system.

• Collaborate with surrounding municipalities to discuss management of storm water run-off associated with develop- ments outside of Grandview.

Parks and Recreation By 2030, Grandview will offer a balance of premier recreational programming that will be equitable, strengthen the community, and create fun with parks infrastructure that is inviting, well maintained, accessible, invokes pride, and enhances the overall quality of life.

• Complete Trails Master Plan, Comprehensive Bike Facilities Master Plan, and Parks and Recreation Master Plan to be adopted as part of the Grandview Comprehensive Plan.

• Ensure equity in future programming Parks and Recreations by developing programming to reach all members of Grandview to develop programming to reach all members of Grandview.

• Partner with BikeWalkKC and the Grandview School District to bring education and awareness programs to students focusing on the value and advantages of biking and walking.

• Develop and institute a comprehensive annual parks usage study.

• Increase The View membership totals by 5% per year to be measured at the end of the city fiscal year. Baseline measurement to be end of month September, 2019 membership total.

• Increase park usage by 5% each year starting in 2021 to be measured at the end of the city fiscal year.

• Review revenue and budget to determine if hiring an Event Coordinator is feasible. The event coordinator would be responsible for expanding usage of the amphitheater and city festivals/events.

• Review revenue and budget to determine if hiring a Park Ranger is feasible. Park Ranger would be responsible for helping ensure parks are safe and eliminating illegal activity.

• Implement bike-share program in Grandview.

• Create “Smart Parks” in Grandview.

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Grandview's Future Land Use Map is based on current zoning of land within the boundaries on the community and future land use of both developed and undeveloped areas.

Town of Grandview Overlay (TOGO): Two primary goals listed in the Housing section focused on encouraging traditional neighborhood patterns, often refered to as pre-war development, and increasing affordable quality housing types by allowing accessory dwelling units (ADU) (Figures 6.11-6.13). City Staff has recognized that these goals, while appropriate in areas of Grandview constructed before WWII with a well connected street grid, ample sidewalks, and a human scaled commercial center (downtown Grandview), may not be as appropriate in other neighborhoods.

The TOGO, an area primarily found on the west side of I-49, consists largly of the original subdivisions platted when Grandview was first becoming a community in the early part of the 1900s. It is these subdivisions that are best suited for achieving the previously mentioned goals by creating a strong sense of place and density through a reduction in lot size requirements, lot widths, setbacks, and allowing ADUs. The Overlay District only applies to R-1 Single Family zoned properties and is outlined in blue on the Future Land Use Map on page 74. In areas where the TOGO overlaps with another overlay district, the more stringent overlay and its rules apply. the following generic Future Land Use (FLU) designations (in bold) correspond with the existing zone districts.

Residential

Low: Development/redevelopment at densities of 5.0 to 6.0 dwelling units per acre; served by municipal ser- vices.

Zoning Districts: R-1

Low (Town of Grandview Overlay): Development/redevelopment at densities of 6.0 to 12.0 dwelling units per acre; served by municipal services.

Zoning Districts: R-1

Medium: Development/redevelopment at densities more than 6.0 units not to exceed 12.0 units per acre.

Zoning Districts: R-2, R-3 High: Development/redevelopment at densities more than 12.0 units not to exceed 18.0 units per acre.

Zoning District: R-4

Commercial

Commercial: Development/redevelopment of retail business uses, including shopping centers and isolated retail establishments and offices.

Zoning Districts: C-1, C-2, CS

Transitional Neighborhood: Development/redevelopment of neighborhood retail business that specifically serves the local community. The uses can exist within a residential dwelling either as an accessory use or primary use, such as a physicans office, tax preparer, barber, music or education tutor, etc. These areas also serve as a buffer for residential zoning districts from the more intense use such as downtown commercial.

Zoning District: C-1, NB

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Urban Center: Development/redevelopment of residential and retail business uses, including shopping, serv- ices, and offices. This commercial land use follows the development pattern of the pre-WWII era, character- ized by dense walkable commercial centers that are built to human scale and cater to locals and beyond.

Zoning District: C-3

Mixed Use: Development/redevelopment of a tract of land or building with at least two or more permitted uses such as but not limited to residential, office, retail, entertainment, and institutional. This development type emphasizes human scaled features, walkability and is connected with public transit services. These devel- opments prioritize people over accomodations for the automobile.

Zoning District: PD

Institutional/Office/Service: Development/redevelopment of institutional uses including government offices, libraries and other office uses such as general offices and medical offices.

Zoning District: OS

Industrial (1 and 2)Development/redevelopment of industrial assembly and warehousing, with limited man- ufacturing uses as defined in the zoning regulations. Intensive land uses for manufacture and assembly of goods associated with industrial activity, as defined in the zoning regulations, would be heavily buffered.

Zoning District: I-1, I-2

Preserve/Park: Development/redevelopment of park land and active recreation, agricultural use and conser-

vation by public or private groups for both current and future parks, agricultural uses and land conservation as needed.

Zoning District: P-1

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GLOSSARY

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Accessory Dwelling Unit - A residential dwelling unit located on the same lot as a single-family dwelling unit, either within the same building as the single-family dwelling unit or in a detached building. The unit contains a separate entrance, kitchen, sleeping area, and full bathroom facilities.

Alternative Energy - Usable power (such as heat or electricity) that comes from a renewable or green resource (Merriam Webster Dictionary).

Bike Share - Bicycles for a daily, monthly, annual, or trip-based fee traditionally based at a self-serve station-based and recognized as an option for first and/or last mile transit connections. (PedBikeInfo.org).

BikeWalkKC - BikeWalkKC is a member-supported 501(c)(3) nonprofit organization that works to make Greater Kansas City a safer and more accessible place to walk, bicycle, live, work, and play. (BikeWalkKC).

Blighted - That portion of the city which the board shall determine, that by reason of age, obsolescence, inadequate or outmoded design, or physical deterioration, have become economic and social liabilities and that the conditions in such localities are conducive to ill health, transmission of disease, crime, or inability to pay reasonable taxes.

Building Facade - That portion of any exterior elevation on the building extending from grade to top of parapet, wall, or eaves and the entire width of the building elevation (Peoria, Ill., A Planner's Dictionary).

Business Incubator Program - A facility dedicated to the start-up and growth of small businesses, accomplished through management and facility support systems (Galesburg, Ill., A Planner's Dictionary).

Business Retention and Expansion Program - [a]n economic development strategy of proactively connecting with existing businesses to understand and respond to their needs (purdue.edu).

Carbon Footprint - The amount of greenhouse gases and specifically carbon dioxide emitted by something (such as a person's activities or a product's manufacture and transport) during a given period (Merriam Webster Dictionary).

Center for Neighborhoods Leadership Program (UMKC) - [a] one-stop location where neighborhood leaders and residents can access the available resources and capacities of UMKC, Western Missouri Legal Aid, and other community resources (umkc.edu).

Climate Action KC Playbook - A compact of elected officials and community leaders works throughout the Kansas City region to draw down greenhouse gases, improve climate resilience, invigorate the economy, promote public health, and improve the collective quality of life (MARC).

Climate Disruption Index - Weather.com report listing which 25 cities across the United States will face the greatest challenges from climate change. Factors included a population greater than 200,000 people, sea-level rise, extreme precipitation and drought, urban heat islands, and changes to average temperature and precipitation (Weather.com).

Climate and Sustainability Master Plan - Comprehensive roadmaps that outline the specific activities that an agency will undertake to reduce greenhouse gas emissions (Institute for Local Government).

Climate Vulnerability Assessment - Used to ascertain the susceptibility of a natural or human system to sustaining damage (or benefiting) from climate change (USDA).

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Community Improvement District - A special purpose district in which property owners voluntarily tax themselves to fund a broad range of public improvements and/or services to support business activity and economic development within specified boundaries (grandview.org).

Complete Streets - ...designed and operated to enable safe access for all users, including pedestrians, bicyclists, motorists and transit riders of all ages and abilities (smartgrowthamerica.org).

Comprehensive Bike Facilities Master Plan - A dynamic document intended to guide the City as it seeks to fully develop a network of bicycle infrastructure, programs, and policies (BikeWalkKC).

Economic Development Strategic Plan - An economic roadmap to help diversify and strengthen the economy (MARC).

Economic Incentives - Tools used to attract development in varying forms. This could be to redevelop a shopping center or to building new industrial facilities.

Economic Incentive Policy - A document that establishes standards and guidelines that will govern the granting of financial incentives to facilitate economic growth. These guidelines are predicated on the belief that the City has an interest in taking positive action to maximize its long-term financial capacity while responding to the service demands of both new and existing development without placing a disproportionate tax burden on homeowners.

Environmental Justice Community - The fair treatment and meaningful involvement of all people regardless of race, color, national origin, or income, with respect to the development, implementation, and enforcement of environmental laws, regulations, and policies (EPA.gov).

Food Desert - An area where little fresh produce is available for sale (Merriam-Webster Dictionary).

Food System Sustainability Strategy - A strategy aimed at achieving food and nutrition security and healthy diets while limiting negative environmental impacts and improving socio-economic welfare (Center for Tropical Agriculture).

Greenfield Development - Development on undeveloped parcels not surrounded by existing development, or on large parcels surrounding partially developed areas or undeveloped areas (Concord, N.C., A Planner's Dictionary).

Green Infrastructure - The range of measures that use plant or soil systems, permeable pavement or other permeable surfaces or substrates, stormwater harvest and reuse, or landscaping to store, infiltrate, or evapotranspirate stormwater and reduce flows to sewer systems or to surface waters (EPA.gov).

Hardiness Zones - The standard by which gardeners and growers can determine which plants are most likely to thrive at a location (USDA).

Home Investment Fund - Money set aside from a city's budget that is allowed to be applied for by residential property owners for repairs to the exterior of their property. Repairs could include roof repairs or replacement, new paint or siding, driveways repair or replacement, etc.

Home Occupations - An occupation carried on in a dwelling unit by the resident thereof; provided that the use is limited in extent and incidental and secondary to the use of the dwelling unit for residential purposes and does not change the character thereof (St. Paul, Minn., A Planner's Dictionary).

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Impervious Surface - Any hard-surfaced, man-made area that does not readily absorb or retain water, including but not limited to building roofs, parking and driveway areas, graveled areas, sidewalks, and paved recreation areas (Lake County, Ill., A Planner's Dictionary).

Infill Development - Development or redevelopment of land that has been bypassed, remained vacant, and/or is underused as a result of the continuing urban development process (Topeka, Kans., A Planner's Dictionary).

Infrastructure Revitalization Fund - Money set aside from a city's budget that is allowed to be applied for by residential property owners for repairs to their driveways or sidewalks.

Life-Cycle Cost - In terms of public infrastructure, life-cycle cost would mean the cost to build, maintain, and rebuild the same piece of roadway or sewer system over the course of its expected life.

Livable Streets - Making streets, roadways and sidewalks accessible, safe, efficient and usable for all people (Missouri Livabale Streets).

Low Hanging Fruit - In the context of infill development, low hanging fruit refers to places throughout the community that are already served by public infrastructure and services that will not require a lot of extra effort and public resources to develop. For example, an empty lot in an existing residential neighborhood.

Low Impact Design Standards - Guidelines for developing land that focus on reducing the impact on the natural environment. This also includes guidelines that promote development patterns that are less taxing on the City's infrastructure system and public services.

Missing Middle Housing - is a range of multi-unit or clustered housing types—compatible in scale with detached singlefamily homes—that help meet the growing demand for walkable urban living (missingmiddlehousing.com).

Mixed-Use - The development of a tract of land or building or structure with two or more different uses such as but not limited to residential, office, retail, public, or entertainment, in a compact urban form (Lake Elsinore, Calif., A Planner's Dictionary).

National Climate Assessment - Summary of the impacts of climate change on the United States, now and in the future (National Climate Assessment).

Neighborhood Commercial Node - An area near residential neighborhoods that consists of small-scale commercial businesses tailored to serve the immediate community. The neighborhood commercial node is often in the form of pedestrian oriented mixed-use buildings, located near or at major roadway intersections, and is integrated into the surrounding neighborhoods.

Net Employment - The amount of jobs a city has at the end of a designated time period that includes all new jobs created minus the amount of jobs lost.

No-Tax Increase Bond - A bond issued that does not increase the tax levy, but it maintains a consistent debt obligation.

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GLOSSARY

Opportunity Zone - An opportunity zone is an economically-distressed community where new investments, under certain conditions, may be eligible for preferential tax treatment. Localities qualify as opportunity zones if they have been nominated for that designation by the state and that nomination has been certified by the Secretary of the U.S. Treasury via his delegation of authority to the Internal Revenue Service (irs.gov).

Overlay Districts - An area where certain additional requirements are superimposed upon a base zoning district or underlying district and where the requirements of the base or underlying district may or may not be altered (Milwaukee, Wisc., A Planner's Dictionary).

Park Ranger - Educates the public, enforces the law, as well as implements and supports conservation efforts (ParkRangerEDU.org).

Parks and Recreation Master Plan - Comprehensive process that provides guidance and policy direction to local government decision makers to establish a foundation for understanding and responding to the parks and recreation needs of a community (University of Delaware).

Peak Ridership - Times of the day, week, month or year that public transit sees the most riders over the course of a specific time frame.

Pedestrian Facilities - Typically found on public streets or grounds, pedestrian facilities are sidewalks, crosswalks, trash cans, benches, public spaces for gathering, parks, etc.

Pervious Surface - A surface that presents an opportunity for precipitation to infiltrate into the ground (New Castle County, Del., A Planner's Dictionary).

Programming (Parks) - Programmed activities or activity generators attract and increase positive use in a park and can include: recreational offerings; tours; exhibits; community gardens; cultural festivals; or special events such as music, dance or theatre (Project for Public Spaces).

Public Infrastructure - Facilities and services needed to sustain industry, residential, commercial, and all other land-use activities, including water, sewer lines, and other utilities, streets and roads, communications, and public facilities such as fire stations, parks, schools, etc. (Redmond,Wash., A Planner's Dictionary).

Public-Private Partnerships - An agreement between a government agency and a private sector company that can be used to finance, build and operate projects, such as public transportation networks, parks, and convention centers (investopedia.com).

Residential Design Standards - Guidelines for developing land that focus on residential development and how it will take form from architectural design to building placement and arrangement.

Sense of Place - The constructed and natural landmarks and social and economic surroundings that cause someone to identify with a particular place or community (Wisconsin Department of Natural Resources, A Planner's Dictionary).

Smart Parks - A park that uses technology (environmental, digital, and materials) to achieve a series of values: equitable access, community fit, enhanced health, safety, resilience, water and energy efficiency, and effective operations and maintenance (Smart Parks Tool Kit).

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Storm Water Runoff - Surplus surface water generated by rainfall that does not seep into the earth but flows over land to flowing or stagnant bodies of water (Larkspur, Calif., A Planner's Dictionary).

Strategic Repurposing - The process of finding new uses for particular properties that have either been underutilized or abandoned due to various reasons.

Tax Increment Financing - A tool used by cities and other development authorities to finance certain types of development costs. The public purposes of TIF are the redevelopment of blighted areas, construction of low- and moderate income housing, provision of employment opportunities, and improvement of the tax base. With TIF, a city “captures”the additional property taxes generated by the development that would have gone to other taxing jurisdictions and uses the “tax increments” to finance the development costs (Minnesota Office of the Legislative Auditor, A Planner's Dictionary).

Technology-Based Cluster - A geographic concentration of interconnected companies and institutions in a particular field (raineugene.org).

Trails Master Plan - Explores opportunities to enhance and expand multi-modal facilities, for both recreation and transportation purposes within a community by aiming to improve connectivity to local destinations, close gaps in the trail system, increase safety and accessibility for all trail users, support economic development, and enhance the quality of life for area residents (Alta Planning + Design).

Transportation Authority - In Kansas City, the KCATA is a bi-state agency charged with serving the transportation and development needs of the Kansas City Region (kcata.org).

Transportation Master Plan - A plan adopted by a city's board that organizes the transportation network and a vision for future needs for the community. These plans incorporate all modes of transit, from pedestrians and cyclists to private automobiles and public transportation.

United States Geological Survey - An agency that provides scientific data about the natural hazards that threaten lives and livelihoods; the water, energy, minerals, and other natural resources we rely on; the health of our ecosystems and environment; and the impacts of climate and land-use change (usgs.gov).

Urban Heat Islands - A metropolitan area that's a lot warmer than the rural areas surrounding it (National Geographic).

Zoning and Subdivision Regulations - Ordinances that are approved by a city board that regulate land uses and the built form of a community.

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