Seneca, Kansas Comprehenisve Plan

Seneca, Kansas Comprehensive Development Plans 2016 Zoning and Subdivision Regulations 2016

Seneca, Kansas Comprehensive Development Plan 2016

Plan Participants

PLAN PARTICIPANTS City Council JOE MITCHELL BRUCE HERMESCH RAY SHINN ALICE L ACKEY STEVE BENNETT MIKE STALLBAUMER JIM MITCHELL

MAYOR 1ST WARD 1ST WARD 2ND WARD 2ND WARD 3RD WARD 3RD WARD

City Staff MATT REHDER JANE STRATHMAN BRIAN RUSCHE JORDAN WEAVER BRUCE DETERS DAVID HUTFLES

CITY ADMINISTRATOR CLERK CITY SUPERINTENDEN/DEVELOPMENT ADMINISTRATOR POLICE CHIEF ELECTRICAL SUPERINTENDENT PARKS AND RECREATION DIRECTOR

Planning Commission BRUCE STANLEY JOE SCHMELZLE HAROLD SHUMP REGIS FELDKAMP RICHARD MILLER STEVE BRINKER MICHAEL ULMER

Board of Zoning Appeals BILL KUHLMAN HAROLD SHUMP CLETE KRAMER MIKE STALLBAUMER

Planning Consultant

In Association with

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Seneca, Kansas Comprehensive Development Plan

Table of Contents

Seneca, Kansas Comprehensive Development Plan 2016

Table of Contents

TABLE OF CONTENTS Chapter 1: Introduction ............................................................................................................ 1 Location ..................................................................................................................................... 2 Comprehensive Developing Planning .............................................................................. . 2 The Planning Process ............................................................................................................. ..2 Plan Preparation .................................................................................................................... ..2 Comprehensive Plan Components .................................................................................... ..3 Governmental Organization ............................................................................................... ..4 Chapter 2: Community Engagement .................................................................................... ..5 Community Engagement .................................................................................................... ..6 Visions and Thoughts of Seneca ......................................................................................... ..7 Goals and Policies ................................................................................................................. ..7 Seneca County Goals and Policies.................................................................................... ..8 Chapter 3: Population ............................................................................................................ ..9 Demographic Profile ............................................................................................................. 10 Population Trends and Analysis ........................................................................................... 10 Age Analysis ............................................................................................................................ 10 Ethnicity.................................................................................................................................... 12 Population Projections .......................................................................................................... 13 Summary of Population Projections ................................................................................... 14 Population Action Plan ......................................................................................................... 15 Chapter 4: Housing ................................................................................................................. 17 Housing Profile ........................................................................................................................ 18 Age of Existing Housing Stock .............................................................................................. 18 Housing Trends ........................................................................................................................ 18 Future Housing Needs ........................................................................................................... 21 Housing Action Plan .............................................................................................................. 22 Chapter 5: Economy and Economic Development ............................................................ 27 Economic and Employment Profile .................................................................................... 28 Income Statistics .................................................................................................................... 28 Employment by Industry ....................................................................................................... 29 Commuter Trends .................................................................................................................. 30 Regional Basic/Non-Basis Analysis ...................................................................................... 30 Economic Development ...................................................................................................... 32 Economic Development Goals, Objectives and Policies .............................................. 34 Chapter 6: Parks and Recreation .......................................................................................... 47 Recreation ............................................................................................................................... 48 Park and Recreation Standards ......................................................................................... 48 City of Seneca ........................................................................................................................ 49 Regional Recreation ............................................................................................................. 51 Golf Courses ............................................................................................................................ 52 Parks and Recreation Action Plan ...................................................................................... 55 Chapter 7: Community Facilities ........................................................................................... 57 Community Facilities ............................................................................................................. 58 Museums/Historic Sites .......................................................................................................... 58 Education ................................................................................................................................ 60 Public Safety ........................................................................................................................... 64 iv

Seneca, Kansas Comprehensive Development Plan

Table of Contents City Buildings ........................................................................................................................... 65 Health Care ............................................................................................................................ 66 Community Facilities Action Plan ....................................................................................... 66 Chapter 8: Communication and Utilities .............................................................................. 71 Communication .................................................................................................................... 72 Public Utilities - Existing .......................................................................................................... 72 Public Utilities - Future ............................................................................................................ 73 Communication/Utility Action Plan .................................................................................... 74 Chapter 9: Land Use and Development ................................................................................77 Introduction ........................................................................................................................... ..78 Seneca Land Use Elements ................................................................................................ ..78 Existing Land Use ................................................................................................................... ..78 Land Use Comparative Analysis ........................................................................................ ..80 Existing Land Use Analysis within the ETJ .......................................................................... ..80 Constraints to Future Development .................................................................................. ..81 Possible Redevelopment Activities ................................................................................... ..83 Potential Growth Areas ....................................................................................................... ..84 Future Land Use Plan ............................................................................................................ ..87 Future Land Use Goals and Policies .................................................................................. 100 Extraterritorial Jurisdiction .................................................................................................... 101 Community Character ........................................................................................................ 102 Historic Preservation ............................................................................................................. 104 Sub-Area 1 - Downtown Seneca ....................................................................................... 105 Sub-Area 2 - Branch Street Properties............................................................................... 109 Sub-Area 3 - West Seneca Master Plan Area ................................................................. 112 Chapter 11: Transportation ....................................................................................................123 Introduction ........................................................................................................................... 124 Existing Transportation System and Facilities ................................................................... 124 Street and Road Classification System ............................................................................. 125 Connectivity .......................................................................................................................... 125 Corridor Enhancement ........................................................................................................ 128 Trails Development ............................................................................................................... 128 Transportation and Trails Action Plan ................................................................................ 129 Chapter 12: Annexation ........................................................................................................131 Annexation............................................................................................................................. 132 Seneca Annexation Policy.................................................................................................. 132 Annexation Statutes - 2016 ................................................................................................. 132 Chapter 13: Implementation .................................................................................................135 Achieving Seneca’s Future ................................................................................................. 136 Action Agenda ..................................................................................................................... 136 Comprehensive Plan Maintenance ................................................................................. 136 Unanticipated Opportunities ............................................................................................ 137 Evaluating Development Proposals .................................................................................. 137 Funding Sources .................................................................................................................... 137 Appendices.............................................................................................................................141 Economic Analysis Summary .............................................................................................. 143

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Table of Tables

TABLE OF TABLES Chapter 3 - Population Table 3.1: Population Trends and Analysis 1910 to 2010 ....................................................... 10 Table 3.2: Age and Sex Characteristics 2000 to 2010 ........................................................... 10 Table 3.3: Positive Age Groups 2000 to 2010.......................................................................... 11 Table 3.4: Negative Age Groups 2000 to 2010 ....................................................................... 11 Table 3.5: Median Age/Dependency Ratio 2000 to 2010 .................................................... 12 Table 3.6: Population by Ethnicity ............................................................................................. 13 Chapter 4 - Housing Table 4.1: Community Housing Trends 2000 to 2010 .............................................................. 19 Table 4.2: Household Characteristics 2000 to 2010 ................................................................ 20 Table 4.3: Selected Housing Conditions 2000 to 2010 ........................................................... 21 Table 4.4: Projected Demand - Low Series 2020 to 2040 ...................................................... 22 Table 4.5: Projected Demand - Medium Series 2020 to 2040 .............................................. 22 Table 4.6: Projected Demand - High Series 2020 to 2040 ..................................................... 22 Chapter 5 - Economy/Economic Development Table 5.1: Household Income 2000 to 2010 ............................................................................. 28 Table 5.2: Employment by Industry 2000 to 2010 .................................................................... 29 Table 5.3: Travel Time to Work 2000 to 2010 ............................................................................ 30 Table 5.4: Basic/Non-Basic Employment 2010 ........................................................................ 31 Chapter 6 - Parks and Recreation Table 6.1: Seneca Park and Recreation Standards ............................................................... 48 Table 6.2: Population Served Per Park System ........................................................................ 48 Table 6.3: Small Community Parks Land Standards ............................................................... 49 Table 6.4: Seneca Recreational Needs - Low Series ............................................................. 52 Table 6.5: Seneca Recreational Needs - Medium Series ...................................................... 53 Table 6.6: Seneca Recreational Needs - High Series ............................................................. 53 Chapter 9 - Land Use and Development Table 9.1: Existing Land Uses ....................................................................................................... 80 Table 9.2: Land Use Comparisons ............................................................................................. 80 Chapter 10 - Transportation Table 10.1: Thoroughfare Standards and Guidelines ............................................................ 125

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Seneca, Kansas Comprehensive Development Plan

Table of Figures

TABLE OF FIGURE Chapter 3: Population Figure 3.1: 2010 Seneca Age-Sex Diagram .....................................................................12 Figure 3.2: 2000 Seneca Age-Sex Diagram .....................................................................12 Figure 3.3: Population and Projections .............................................................................14 Chapter 4: Housing Figure 4.1: Age of Existing Housing Stock .........................................................................18 Chapter 5: Economy/Economic Development Figure 5.1: Means of Travel .................................................................................................30 Chapter 6: Parks and Recreation Figure 6.1: Parks and Recreation Facilities.......................................................................54 Chapter 7: Community Facilities Figure 7.1: School District Map ...........................................................................................61 Figure 7.2: Other Community Facilities .............................................................................62 Figure 7.3: Fire District Map .................................................................................................64 Figure 7.4: EMS District Map ................................................................................................64 Chapter 9: Land Use Figure 9.1: Existing Land Use Map ..................................................................................... .79 Figure 9.2: Constraints to Development........................................................................... .82 Figure 9.3: Growth Management Priorities ...................................................................... .85 Figure 9.4: Future Land Use Plan Map .............................................................................. .88 Figure 9.5: Sub-Area 1: Downtown Seneca .................................................................... 105 Figure 9.6: Sub-Area 2: Branch Street ............................................................................... 109 Figure 9.7: Branch Street Considerations ......................................................................... 111 Figure 9.8: 2003 West Seneca Master Plan Concept .................................................... 113 Figure 9.9: 2012 West Seneca Master Plan Concept .................................................... 114 Figure 9.10: 2016 Revised West Seneca Master Plan Concept ................................... 115 Chapter 10: Transportation Figure 10.1: Transportation Classification Map ............................................................... 126 Figure 10.2: Through Street Diagram ................................................................................ 128 Figure 10.3: Corridor Enhancement .................................................................................. 128 Figure 10.4: Paved Shoulder Bike Lane ............................................................................ 129 Figure 10.5: Separated Bike and Walking Path .............................................................. 129

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Table of Figures

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Seneca, Kansas Comprehensive Development Plan

1 Introduction

Seneca, Kansas Comprehensive Plan 2016

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Introduction

Location Seneca is located in eastern north-central Kansas, just northwest of center in Nemaha County. The community is at the junction of east-west US Highway 36, and north-south Kansas Highway 63, also at the confluence of the Big Nemaha River and Fisher Creek in the upper reaches of the northward flowing Big Nemaha River watershed.

Seneca bears approximately 53 miles northeast of Manhattan, KS, 58 miles north of Topeka, KS, 85 miles northwest of Kansas City, KS, and 75 miles southeast of Lincoln, NE, only 11 miles south of the Kansas/Nebraska border.

document; it should evolve as changes in the land-use, population or local economy occur during the planning period.

Planning Process The Comprehensive Plan begins with the development of general goals and policies, based upon current and future issues faced by the City and its residents. These are intended to be practical guidelines for addressing existing conditions and guiding future growth.

In conjunction, the data collection phase will be occurring. Data are collected to provide a snapshot of the past and present conditions within the community. Analysis of data provides the basis for developing forecasts for future land use demands, as well as future needs regarding housing and facilities.

The Comprehensive Plan is a blueprint‌.designed to identify, assess, and develop actions and policies in the areas of population, land use, transportation, housing, economic development, community facilities, and utilities. The plan contains recommendations, when implemented will be of value to the City and its residents.

The Comprehensive Plan The Seneca Comprehensive Plan is designed to promote orderly growth and development as well as redevelopment for the community, as well as providing policy guidelines to enable citizens and elected officials to make informed decisions about the future of the community.

The Comprehensive Plan will provide a guideline for the location of future developments within the planning jurisdiction of Seneca as well as redevelopment of older areas in the community.

The Comprehensive Plan is intended to encourage a strong economic base for the City so all goals can be achieved.

The Comprehensive Plan is intended as an information and management tool for City leaders to use in their decision-making process.

The Comprehensive Plan is not a static

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The plan identifies the tools, programs, and methods necessary to carry out the recommendations.

Nevertheless, the implementation of the development policies contained within the document is dependent upon the adoption of the plan by the governing body, and the leadership exercised by the present and future elected and appointed officials of the City.

Plan Preparation The Plan was prepared under the direction of the City of Seneca; the Seneca Planning Commission; with the assistance and participation of the Seneca City Council; City staff; the Plan Review Committee and citizens of Seneca. The time period for achieving the goals, programs, and developments identified in the Seneca Comprehensive Plan is 20 years. However, the City should review the plan annually and update the document every 10 years (2026), or when a major unanticipated opportunity arises.

Completing updates every ten years or so will allow the City to incorporate ideas and

Seneca, Kansas Comprehensive Plan 2016

Introduction developments not known at the time of present comprehensive planning process. current plan stays in effect until such time as City Council formally amends all or part of plan or adopts an entirely new document.

the The the the

Comprehensive Plan Components Kansas State Statutes prescribe the process and contents of a Comprehensive Plan.

A “Comprehensive Plan,� as defined in Kansas Statutes: 12-747: Same; comprehensive plan; contents; procedure for adoption; annual review of plan. (a) A city planning commission is hereby authorized to make or cause to be made a comprehensive plan for the development of such city and any unincorporated territory lying outside of the city but within the same county in which such city is located, which in the opinion of the planning commission, forms the total community of which the city is a part. The city shall notify the board of county commissioners in writing of its intent to extend the planning area into the county. A county planning commission is authorized to make or cause to be made a comprehensive plan for the coordinated development of the county, including references to planning for cities as deemed appropriate. The provisions of this subsection may be varied through interlocal agreements. (b) The planning commission may adopt and amend a comprehensive plan as a whole by a single resolution, or by successive resolutions, the planning commission may adopt or amend parts of the plan. Such resolution shall identify specifically any written presentations, maps, plats, charts or other materials made a part of such plan. In the preparation of such plan, the planning commission shall make or cause to be made comprehensive surveys and studies of past and present conditions and trends relating to land use, population and building intensity, public facilities, transportation and transportation facilities, economic conditions, natural resources and may include any other element deemed necessary to the comprehensive plan. Such proposed plan shall show the commission's recommendations for the development or redevelopment of the territory including: (a) The general location, extent and relationship of the use of land for agriculture, residence, business,

Seneca, Kansas Comprehensive Plan 2016

industry, recreation, education, public buildings and other community facilities, major utility facilities both public and private and any other use deemed necessary; (b) population and building intensity standards and restrictions and the application of the same; (c) public facilities including transportation facilities of all types whether publicly or privately owned which relate to the transportation of persons or goods; (d) public improvement programming based upon a determination of relative urgency; (e) the major sources and expenditure of public revenue including long range financial plans for the financing of public facilities and capital improvements, based upon a projection of the economic and fiscal activity of the community, both public and private; (f) utilization and conservation of natural resources; and (g) any other element deemed necessary to the proper development or redevelopment of the area.

Before adopting or amending any such plan or part thereof, the planning commission shall hold a public hearing thereon, notice of which shall be published at least once in the official city newspaper in the case of a city or in the official county newspaper in the case of a county. Such notice shall be published at least 20 days prior to the date of the hearing. Upon the adoption or amendment of any such plan or part thereof by adoption of the appropriate resolution by a majority vote of all members of the planning commission, a certified copy of the plan or part thereof, together with a written summary of the hearing thereon, shall be submitted to the governing body. No comprehensive plan shall be effective unless approved by the governing body as provided by this section. The governing body either may: (1) Approve such recommendations by ordinance in a city or resolution in a county; (2) override the planning commission's recommendations by a 2/3 majority vote; or (3) may return the same to the planning commission for further consideration, together with a statement specifying the basis for the governing body's failure to approve or disapprove. If the governing body returns the planning commission's recommendations, the planning commission, after considering the same, may resubmit its original recommendations giving the reasons therefor or submit new and amended recommendations. Upon the receipt of such recommendations, the governing body, by a simple majority thereof, may adopt or may revise

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Introduction or amend and adopt such recommendations by the respective ordinance or resolution, or it need take no further action thereon. If the planning commission fails to deliver its recommendations to the governing body following the planning commission's next regular meeting after receipt of the governing body's report, the governing body shall consider such course of inaction on the part of the planning commission as a resubmission of the original recommendations and proceed accordingly. The comprehensive plan and any amendments thereto shall become effective upon publication of the respective adopting ordinance or resolution. (c) An attested copy of the comprehensive plan and any amendments thereto shall be sent to all other taxing subdivisions in the planning area which request a copy of such plan. Such plan or part thereof shall constitute the basis or guide for public action to insure a coordinated and harmonious development or redevelopment which will best promote the health, safety, morals, order, convenience, prosperity and general welfare as well as wise and efficient expenditure of public funds.

At least once each year, the planning commission shall review or reconsider the plan or any part thereof and may propose amendments, extensions or additions to the same. The procedure for the adoption of any such amendment, extension or addition to any plan or part thereof shall be the same as that required for the adoption of the original plan or part thereof.

History: L. 1991, ch. 56, ยง 7; L. 1997, ch. 147, ยง 4; May 1.

Governmental Organization The Seneca City Council performs the governmental functions for the City. The planning and zoning jurisdiction for the City of Seneca includes the corporate area as well as the area within two miles of their corporate limits.

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Seneca, Kansas Comprehensive Plan 2016

2 Community Engagement

Seneca, Kansas Comprehensive Plan 2016

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Community Engagement

COMMUNITY ENGAGEMENT Community engagement is critical to a successful planning effort. Without community engagement it is not possible to have a clear understanding of how the residents feel regarding different parts/ issues in the community. Solid engagement includes the uses of multiple types of techniques.

Solid community engagement provides a solid foundation to develop policy concepts. The more engagement a community offers, the better the odds the general public will buy into the policies and concepts derived throughout the process when development and progress occur.

The following paragraphs outline the different community engagement techniques used during the Seneca project.

COMMUNITY ENGAGEMENT Community engagement in Seneca was designed as a major component of the project and the process included multiple approaches. It was structured in a manner allowing for stakeholders to be involved in numerous ways throughout the process. Some key elements will include:  Education: Planning 101  Use of a steering committee  SurveyMonkey  Facebook  Two day open community engagement  Key person interviews  Public hearings

Planning 101 Planning 101 forms the educational foundation for the entire project. In this process, there was one workshop. This workshop addressed:  What is a Comprehensive Plan?  How is the plan used?  How does the plan impact me?

Steering Committee Meetings With the assistance of Seneca and the city staff, a steering committee was formed to provide regular input on all phases of the planning project. This group also provided the internal assistance the planning effort needed to get more people involved in the process.

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The steering committee also acts as a sounding board during the entire process; this allows all pieces/Chapters of the plan to be reviewed and commented on at regularly scheduled meetings. The steering committee is one of the more critical components of the process.

SurveyMonkey SurveyMonkey, a web based survey tool was utilized for gathering specific input on the city of Seneca. The survey process allows individuals to provide input while remaining total anonymous. The survey was advertised using specially designed cards, announcements on the project Facebook page, on the Chamber Facebook page and on posters hung up throughout the community.

The survey had 17 questions which focused on the community, downtown, housing, education, economic development, and more. Overall, there were a total of 48 participants in the survey process. The complete summary will be available through the city office.

Facebook A special Facebook page was established for the Seneca Comprehensive Plan. The Facebook page served as a means to notify people about the survey as well as providing another medium for asking questions. In addition, the Facebook page provided a location to upload links to parts of the Comprehensive Plan as they were completed and reviewed.

Two-day open Community Engagement During August 2015, the planning team came to Seneca and setup in the City Council chambers for the purpose of soliciting feedback from individuals. The team were stationed there for all of Monday; while some residents came in to discuss issues in Seneca.

In addition, the team held a more formal gathering on Monday evening. Finally, the team was at City Hall on Tuesday from 8:30 a.m. until 4 p.m.

Seneca, Kansas Comprehensive Plan 2016

Community Engagement SENECA VISION AND THE PLAN The Seneca Comprehensive Plan provides a broadly painted picture for the community’s future.

The vision statements and goals describing the desired future conditions provide guidance for land use decisions and other actions, both public and private that collectively will determine the future of Seneca.

The core premise embedded in the Seneca Plan 2016 is designed to maintain and enhance the heath, safety and welfare of the community during times of change, to promote our ideals and values as changes occur, and to meet the needs of today without sacrificing the ability of future generations to meet their needs. The plan acknowledges the importance of the connections between economic, environmental, and social components of the community. The plan is a combination of practicality and vision, and provides guidelines for sustaining the rich fabric of the Seneca community.

VISION AND THOUGHTS OF SENECA The following statements are taken directly from comments and ideas provided by the participants in the SurveyMonkey engagement.

What is your vision for Seneca? What kind of community do you want to craft for the next generation? Share your vision for the short- and long-term improvements that will make our great community better in 2025?

An active community that supports youth and provides plenty of opportunities for growth and development. Currently I feel that there are no good places/groups for young children (toddlers) for kids that don't attend daycare. Stay-at-home Moms have no outlets for play groups or parents as teachers, etc. This would be a great asset to add to our community! ______________ I love how beautiful this city is. People seem to take care of their properties. We need to continue to make this a community that young and old want to live in. The upgraded pool, baseball/softball fields, streets, etc. Are all costly but I feel necessary improvements to attract people to our town. _____________________ I would hope the future of Seneca remains a safe, community driven city to live in.

Seneca, Kansas Comprehensive Plan 2016

What are Seneca's strengths? What are the strengths of our community? What makes you happy to live and work here? How can we take advantage of the assets that set us apart?

The people of Seneca are the greatest strength, our community has great people who look out for others, the community. _______ Safety and everyone looks out for each other's families. Everyone helps each other. No traffic.

Strong economy that isn't subject to sharp swings. _______ A great place to raise kids _______ I think one strength of our community is that people overall take pride in themselves and work hard to keep things nice for future generations. We need to take advantage of the amount of money we actually have in this county and make sure that we keep up with the times! _______ Clean, well kept town. Family type feel. Christian based. Wonderful police and emergency services.

Good School. Many, many wonderful things. _______ We are a small and proud community. Our citizens care about one another and care about our town, I think we all have the same goal to make this town the best it can be. I think we need to communicate with the outside world more just how great we are here.

What one word would you use to describe Seneca?

Close your eyes and think about Seneca. What one word best describes Seneca? What makes it so applicable?

Cozy ______ Home ______ A family friendly community ______ Community

GOALS AND POLIICES The public participation process is critical to soliciting public input as well as establishing goals and policies for the community. Planning for the future land uses of the community is an ongoing process of goal setting and problem solving aimed

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Community Engagement at encouraging and enhancing a better community with a better quality of life. Planning focuses upon ways of solving existing problems within the community, and providing a management tool enabling Seneca citizens to achieve their vision for the future.

Visioning is a process of evaluating present conditions, identifying problem areas, and bringing about consensus on how to manage change and the future. By determining a vision for Seneca, the community can decide where it wants to be in the future, and then develop a “roadmap” guiding decisions of the community. However, the plan cannot only be based upon this “vision” and “road map” concept. The residents of Seneca must also act or implement the necessary steps involved in achieving this “vision”.

Change is continuous, therefore Seneca must decide specific criteria to be used to judge and manage change. Instead of reacting to development pressures after the fact, the community along with their strategic vision, can better reinforce the desired changes, and discourage negative impacts that may undermine the vision. A shared vision allows Seneca to focus its diverse energies and minimize conflicts in the present, and in the future.

A key component of a Comprehensive Plan is the goals and policies. The issues and concerns of the citizens are developed into a vision. The vision statement can then be further delineated and translated into action statements and/or policies, used to guide, direct, and base decisions for future growth, development and change within Seneca.

Consensus on "what is good land use and planning for Seneca?" and "how to manage change in order to provide the greatest benefit to the community and its residents?" is formed. Seneca’s goals and policies attempt to address various issues, regarding the questions of “how” to plan for the future.

Goals are desires, necessities and issues to be attained in the future. A goal should be established in a manner that allows it to be accomplished.

Goals are the end-state of a desired outcome.

Goals also play a factor in the establishment of policies within a community. In order to attain certain goals and/or policies within city government, they may need to be modified or changed from time to time.

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Strategies/Actions are measurable, definable steps that lead to the eventual completion of the goal.

They are specific statements of principle or actions that imply a direction that needs to be undertaken.

These policies will synthesize the information from the goals, as well as the responses from the participants of the various input processes. Policies play an important role in the Comprehensive Plan because they direct the different actions that will need to be taken to meet the goals.

The goals and policies assure the Comprehensive Plan accomplishes the desires of the residents. This section of the Plan is therefore, a compilation of local attitudes collected through public meetings and surveys. When followed, development proposals in the community should be evaluated as to their relationship with the citizens’ comments.

Therefore, “goals and policies” should be referred to as diligently as the Future Land Use Map or any other part of the Comprehensive Plan. Likewise, they should be current, in order to reflect the attitudes and desires of the City and its residents.

It is important for communities to establish their goals and policies in a manner allowing for both long-term and short-term accomplishments. The short-term goals and policies serve several functions:  Allow for immediate feedback and success, which fuels the desire to achieve additional goals and better policies.  Allow for the distribution of resources over time thus assuring a balanced use of public investment.  Establish certain policies that need to be followed before the long-term goals can be accomplished.

SENECA PLAN GOALS AND POLICIES The goals and policies for the Seneca Comprehensive Plan will be contained throughout the following Chapters. Each Chapter shall contain the pertinent goals and polices for the Chapter.

Goals are intended as a long-range desire; however, as the Plan is implemented and different things in the world around Seneca changes, then the goals need to be modified to address the new direction and factors. Therefore, goals need to be flexible to ensure success and positive outcomes.

Seneca, Kansas Comprehensive Plan 2016

3 Population

Seneca, Kansas Comprehensive Plan 2016

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Population Population is the driving force behind everything in a community, including; housing, local employment, economic development, and the fiscal stability of the community. Historic population assist in developing projections for the future, which in turn assist in determining future housing, retail, medical, employment and educational needs within Seneca. Projections provide an estimate for the community to base future land-use and development decisions. However, population projections are only estimates and unforeseen factors may affect projections significantly.

POPULATION TRENDS AND ANALYSIS Table 3.1 indicates the population for Seneca and Nemaha County between 1910 and 2010. This information provides Seneca with an understanding of its past and present population trends and changes. In addition, the Table shows the change by decade.

TABLE 3.1: POPULATION TRENDS AND ANALYSIS SENECA AND NEMAHA COUNTY 1910 TO 2010 City of Seneca 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010

Change

1,806 1,885 1,864 2,015 1,911 2,072 2,182 2,389 2,027 2,122 1,991

79 (21) 151 (104) 161 110 207 (362) 95 (131)

Pct Nemaha Pct Change County Change Change 19,072 4.37% 18,487 (585) -3.07% -1.11% 18,342 (145) -0.78% 8.10% 16,761 (1,581) -8.62% -5.16% 14,341 (2,420) -14.44% 8.42% 12,897 (1,444) -10.07% 5.31% 11,825 (1,072) -8.31% 9.49% 11,211 (614) -5.19% -15.15% 10,446 (765) -6.82% 4.69% 10,717 271 2.59% -6.17% 10,178 (539) -5.03%

Source: U.S. Census Bureau, 1980 - 1990, 2000, 2010

The Seneca population in 1910 was 1,806 people.

By 2010 the population increased to 1,991 people.

However, the 2010 population was down from the peak population of 2,389 people in 1980. The population has seen fluctuations during the past 100 years, but of remarkably small magnitude remaining about the same throughout the century, though Seneca, lately, has accounted for about 20% of the population for the county, up from about 10% 100 years ago.

Table 3.1 also indicates Nemaha County between 1980 to 2010 lost 8,894 people, almost half (46.7%) of its peak 1910 population. County loss was gradual, though accelerating somewhat from 1930-

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1970, while Seneca population rose slightly until 1980, then dropped slightly.

AGE ANALYSIS Age analysis is an important component of understanding the population dynamics. By analyzing age structure, one can determine which age groups within Seneca are being affected by population shifts and changes. Each age group affects the population in a number of different ways. For example, the existence of larger young age groups (20-44 years) means that there is a greater ability to sustain future population growth than do the larger older age groups. On the other hand, if the large, young age group maintains their relative size, but do not increase the population as expected, they will, as a group, tend to strain the resources of an area as they age. Understanding what is happening within the age groups of the community’s population is necessary to effectively plan for the future.

Table 3.2 shows the age group structure for Seneca in 2000 and 2010. Examining population age structure will provide insight to the different population bases moving into and out of Seneca.

TABLE 3.2: AGE AND SEX CHARACTERISTICS 2000 TO 2010 Age 0-4 5-9 10-14 15-19 20-24 25-29 30-34 35-44 45-54 55-64 65-74 Over 75 Total

2000 2010 2000 - 2010 Male and Male and Cohort Pct Female Female Change Change 128 102 102 137 93 93 158 126 -2 -1.27% 175 111 -26 -14.86% 74 65 -93 -125.68% 75 93 -82 -109.33% 104 85 11 10.58% 287 184 5 1.74% 242 308 21 8.68% 170 262 20 11.76% 243 187 17 7.00% 329 375 -197 -59.88% 2,122 1,991 -131 -6.17%

U.S. Census Bureau 2000, 2010

Seneca, Kansas Comprehensive Plan 2016

Population Realizing how many persons are in each age group, and at what rate the age groups are changing in size, will allow for informed decisionmaking in order to maximize the future use of resources. As shown in Table 3.2, significant changes between 2000 and 2010 occurred within a number of different age groups.

One method of analyzing age group movement in a population involves comparing the number of persons aged between 0 and 4 years (2000) with the number of persons in the same group 10 years later, or ages 10 and 14 years (2010) in 2010. For example, in Seneca, there were 128 children between the ages of 0 and 4 in 2000, and in 2010 there were 126 children between the ages of 10 and 14, a decrease of 2 children. Therefore, 2 children either moved away from the community or died during the 10-year period. Negative changes in a group indicates out-migration or a combination of out-migration and deaths; while positive numbers indicate people moving into Seneca.

Seneca saw growth in five age groups (Table 3.3), as many as it saw decline, besides the 0 to 4 and 5 to 9 groups which always indicate an increase since these persons were not born when the 2000 Census was completed. Outside of the 2010 age groups of 0-4 and 5-9 years, the increasing age groups were the five groups over 30.

TABLE 3.3: POSITIVE AGE GROUPS SENECA 2000 TO 2010 2000 Age 2010 Age Total Total Change Group Group NA 102 102 NA 93 93 20-24 74 30-34 85 11 25-34 179 35-44 184 5 35-44 287 45-54 308 21 45-54 242 55-64 262 20 55-64 170 65-74 187 17 Total Change 269 Source: U.S. Census Bureau 2000, 2010

Seneca, Kansas Comprehensive Plan 2016

Overall, these groups increased by 74 persons (10 years of age or older), distributed fairly evenly across the five groups.

There were also five age groups from 2000 that declined by 2010. The group with the greatest loss was the 75 years + (2010) which lost 197 persons over the period. This is a significant portion of the loss seen in Seneca as it accounts for about half (49.3 %) of the total population losses. The majority of this loss is likely attributed to two causes, 1) people moving on after 65 years to other communities and senior care facilities, or 2) a dying population base.

The other half of declining age groups were young adults, though, which is more likely attributed to out -migration of some form, often “pulled” away by economic opportunity elsewhere.

TABLE 3.4: NEGATIVE AGE GROUPS SENECA 2000 TO 2010 2000 Age 2010 Age Group Total Group Total Change 0-4 128 10-14 126 -2 5-9 137 15-19 111 -26 10-14 158 20-24 65 -93 15-19 175 25-29 93 -82 Over 65 572 Over 75 375 -197 Total Change -400 Source: U.S. Census Bureau

Age-Sex Diagrams Age-Sex diagrams graphically reveal population distribution across age groups and gender classes.

Seneca population in 2010 (Figure 1) shows a “right” (female) leaning structure among older groups, while “left” (male) leaning among younger and older work force age groups. It also shows a constricted structure among young adults.

In comparing 2010 to 2000 (Figure 2), the male lean among younger age groups is not present in 2000, but the same young adult constriction is present.

The young adult constriction also appears across four age groups in 2010 rather than just two in 2000.

In 2010, young adults continue to leave, but are not being replaced as much as ten years before, by either younger children or in-migrants/young adult

11

Population returnees. In addition, the structure of the diagram is becoming more “top-heavy” in 2010 indicating more older dependents.

FIGURE 3.1: 2010 SENECA AGE-SEX DIAGRAM 85+ 80-84 75-79 70-74 65-69 60-64 55-59 50-54 45-49 40-44 35-39 30-34 25-29 20-24 15-19 10-14 5-9 0-4

-6.00%

Female

Male

2010 598 Pop <= 19 28.18% Pct of Total Pop

432 21.70%

Pop >=65 Pct of Total Pop

572 Pop >=65 26.96% Pct of Total Pop

562 28.23%

Median Age Total Females Total Males

42.3 Median Age 1137 Total Females 985 Total Males 1.229 Dependency Rate 2,122 Total Population

49.6 1026 965 0.997 1,991

Source: U.S. Census Bureau -4.00%

-2.00%

0.00%

2.00%

4.00%

6.00%

85+ 80 - 84 75 - 79 70 - 74 65 - 69 60 - 64 55 - 59 50 - 54 45 - 49 40 - 44 35 - 39 30 - 34 25 - 29 20 - 24 15 - 19 10 - 14 5-9 0-4

The population proportion for 18 years and younger and those 65 years and older can be examined to determine another piece of useful data called the “dependency ratio”. In 2000, Seneca had a Dependency Ratio of 1.22; by 2010 the Ratio had decreased 0.99. Both dependent age groups had decreased in size more than productive population decreased.

Dependency Ratio

Female Male

-4.00%

-2.00%

0.00%

2.00%

4.00%

6.00%

Median Age The median age in Seneca increased from 42.3 years in 2000 to 49.6 years in 2010. This 7.3 year increase represents a substantial jump of 17.3 %.

The proportion of persons less than 18 years of age decreased by 6.48% between 2000 and 2010; while those aged 65 years and older increased, but by only 1.27% overall.

12

2000 Pop <= 19 Pct of Total Pop

Dependency Rate Total Population

FIGURE 3.2: 2000 SENECA AGE-SEX DIAGRAM

-6.00%

TABLE 3.5: MEDIAN AGE/DEPENDENCY RATIO SENECA 2000 TO 2010

The dependency ratio examines the portion of a community’s earnings that is spent supporting age groups typically and historically dependent on the incomes of others. < 1: 1 Independent resident is able to support more than 1 Dependent resident =1:

1 Independent resident able to support 1 Dependent resident

>1:

1 Independent resident able to support less than 1 Dependent resident (%18 years and younger + % 65 years + % of remaining population

ETHNICITY During the past decade, the ethnic picture in Seneca seems relatively stable. A non-Caucasian presence is miniscule at a little over 1% and has changed little from 2000 to 2010. The proportional increase of each small non-Caucasian ethnic group is almost entirely due to the population decline being Caucasian based. Perhaps the most notable ethnic group increases were the rise of

Seneca, Kansas Comprehensive Plan 2016

Population Asians and Native Americans from 1 to 3 each.

Seneca, thus, is seemingly situated to avoid much of the social and economic expense attributable to cultural tension from ethnic shifting.

TABLE 3.6: POPULATION BY ETHNICITY SENECA 2000 TO 2010 Ethnicity

2000 Number

W hite (not Hispanic)

98.82%

Number

Pct

1,964

98.64%

Black/African American

9

0.42%

8

0.40%

Nativ e American

1

0.05%

3

0.15%

Asian/Pacific Islander

1

0.05%

3

0.15%

Other (not Hispanic)

0

0.00%

0

0.00%

14

0.66%

13

0.65%

14

0.66%

9

0.45%

4

0.20%

12

0.57%

8

0.40%

Hispanic Mexican Puerto Rican Cuban Other Hispanic/Latino Multi-Racial Total Population

Seneca Trend Analysis Year 1990 to 2010 2010 1,991 persons 2020 1,962 persons 2030 1,934 persons 2040 1,906 persons

2010 Pct

2,097

population for Seneca through 2040.

2,122

1,991

Source: U.S. Census Bureau

POPULATION PROJECTIONS Population projections are estimates based upon past and present circumstances. The use of population projections allows Seneca to estimate potential population in the future by looking at past trends. By scrutinizing population changes in this manner, the City will be able to develop a baseline of change from which future scenarios can be generated. A number of factors (demographics, economics, social, etc.) may affect projections positively or negatively. At the present time, these projections are the best crystal ball Seneca has for predicting future population changes. There are many methods to project the future population trends; the two projection techniques used below are intended to give Seneca a broad overview of the possible population changes that could occur in the future.

TREND LINE ANALYSIS Trend Line Analysis is a process of projecting future populations based upon changes during a specified period of time. In the analysis of Seneca, four different trend lines were reviewed: 1960 to 2010, 1990 to 2010, 1980 to 2010 and 2000 to 2010. A review of these trend lines indicates Seneca will see varied scenarios during the coming 28 years. The following projections summarize the decennial

Seneca, Kansas Comprehensive Plan 2016

Year 2010 2020 2030 2040

1980 to 2010 1,991 persons 1,880 persons 1,776 persons 1,677 persons

Year 2010 2020 2030 2040

2000 to 2010 1,991 persons 1,868 persons 1,753 persons 1,645 persons

Year 2010 2020 2030 2040

1960 to 2010 1,991 persons 1,975 persons 1,960 persons 1,945 persons

COHORT SURVIVAL ANALYSIS Cohort Survival Analysis reviews the population by different age groups and sex. The population age groups are then projected forward by decade using survival rates for the different age cohorts. This projection model accounts for average birth rates by sex and adds the new births into the future population.

The Cohort Survival Model projection indicates Senecaâ&#x20AC;&#x2122;s population will decline in 2020 and then continue a slight decrease each decade through 2040. The following projections for Seneca are based on applying survival rates to age cohorts, but does not consider the effects of either inmigration or out-migration.

Seneca Cohort Survival Analysis Year Cohort Survival Model 2010 1,991 persons 2020 1,728 persons 2030 1,722 persons 2040 1,627 persons

13

Population

Decennial change of –5.3%

2% growth 1,991 persons 2,031 persons 2,072 persons 2,113 persons

5 94 1,

1,

96

0

5 97 1,

1,

99

1

12 2

50

2,

89

82 2, 1

2,500

07 2

88

0

2,000

What if?

A majority of the time a comprehensive plan will examine the actual trends and state the way it is headed. However, there are communities similar to Seneca where a small change or unexpected new employer or business moves to town and these projections are no longer valid.

The “What if?” asked here addresses “what if Seneca could establish a positive decennial growth trend what would be acceptable? What would need to be accomplished in order to achieve those goals? Instead of stopping with the projections listed above, this plan will also focus on the “what if?”. The identified growth trends proposed for Seneca are not large trends but

14

7

77

5 64 1,

1,

1,500

1,

3

67

1, 75

1,

Figure 3.3 reviews the population history of Seneca between 1940 and 2010, and identifies the three population projection scenarios into the years 2020, 2030 and 2040. Figure 3.3 indicates the peak population for Seneca occurred in 1980 with 2,389 people. Since 1940, the population levels in Seneca have been up and down .

86

8

6

1,

High = 1960 to 2010 2010 1,991 persons 2020 1,975 persons 2030 1,960 persons 2040 1,945 persons

2% growth adds 122 people to Seneca by 2040

FIGURE 3.3: POPULATION AND PROJECTIONS SENECA 1930 TO 2040

2,

Decennial change of –0.8%

1

Medium = 1980 to 2010 2010 1,991 persons 2020 1,880 persons 2030 1,776 persons 2040 1,677 persons

Year 2010 2020 2030 2040

1.5% growth adds 91 people to Seneca by 2040

91

1,991 persons 1,868 persons 1,753 persons 1,645 persons

1.5% growth 1,991 persons 2,021 persons 2,051 persons 2,082 persons

15

2010 2020 2030 2040

Decennial change of –5.8%

Year 2010 2020 2030 2040

1% growth adds 60 people to Seneca by 2040

1,

Low = 2000 to 2010

1% growth 1,991 persons 2,011 persons 2,031 persons 2,051 persons

2, 0

Year

Year 2010 2020 2030 2040

2, 0

Using the modeling techniques discussed in the previous paragraphs, a summary of the two population projections for Seneca through the year 2040 is shown in Figure 3.3. Three population projection scenarios were selected and include (1) a Low Series; (2) a Medium Series; and, (3) a High Series. All three projections forecast a continuing decline in population for Seneca through the year 2040.

should be manageable in the future. The plan will examine decennial increases of 1%, 1.5% and 2% for the planning period.

2, 3

SUMMARY OF POPULATION PROJECTIONS

1,000 1940

1950

Seneca 1%

1960

1970

1980

1990

2000

Low Series 1.50%

2010

2020

2030

2040

Medium Series 2%

Source: U.S. Census Bureau, Marvin Planning Consultants

As stated previously, the projections have been developed from data and past trends, as well as present conditions. A number of external and internal demographic, economic and social factors may affect these population forecasts. Seneca should monitor population trends, size and composition periodically in order to understand in what direction their community is heading.

Seneca’s greatest population threats will continue to be out-migration of youth, and strategies should be developed to further examine and prevent this phenomenon.

Seneca, Kansas Comprehensive Plan 2016

High S

Population

POPULATION ACTION PLAN Population Goal P-1: Develop population strategies in conjunction with housing and economic development strategies that will move the population in a positive direction.

Objectives and Policies P-1.1 The community should determine which positive population projection to achieve and work towards strategies to accomplish the goal.

P-1.2 The City along with the housing authority, county, and faith organizations should work to find ways to better serve the neediest of the citizens in Seneca.

1. Critical to this will be assisting in finding available programs that provide aid.

2. Continue working to establish solutions that meet the goals of the Fair Housing Act. 3. Work with the county to find a suitable, yet independent location for the Senior Center in Seneca.

P-1.3 The City and schools should continually reach out to the students in order to assess their needs and concerns regarding the community.

Population Goal P-2: Youth returning to the Seneca community will be critical to the long-term survival of the community.

Objectives and Policies P-2.1 The City along with Nemaha Central Schools and Sts. Peter and Paul School should develop strategies to bring youth back to the community after their postsecondary education is completed.

P-2.2 The City and schools should continually reach out to the students in order to assess their needs and concerns regarding the community.

Seneca, Kansas Comprehensive Plan 2016

15

Population

P-2.1

P-2.2

Participants 1. City/ City Utilities 2. Nemaha County 3. Chamber of Commerce 4. Kansas Dept. of Commerce 5. KDOT 6. Private Businesses 7. Developers 8. Consultants 9. Nemaha Central Schools/Sts. Peter &Paul 10. Housing Authority 11. Residents 12. Committees 13. Nemaha Valley Community Hospital

16

Management Statement

P-1.3

N

10 to 20 years

P-1.2

The community should determine which positive population projection to achieve and work towards strategies to accomplish the goal.

The City along with the housing authority, county, and faith organizations should work to find ways to better serve the neediest of the citizens in Seneca.

1. Critical to this will be assisting in finding available programs that provide aid.

2. Continue working to establish solutions that meet the goals of the Fair Housing Act. 3. Work with the county to find a suitable, yet independent location for the Senior Center in Seneca.

The City and schools should continually reach out to the students in order to assess their needs and concerns regarding the community.

The City along with Nemaha Central Schools and Sts. Peter and Paul School should develop strategies to bring youth back to the community after their postsecondary education is completed.

The City and schools should continually reach out to the students in order to assess their needs and concerns regarding the community.

Y

1 to 5 years

P-1.1

$$$

Less 1 year

ď&#x201A;&#x201D;

Population Action Items

5 to 10 years

CIP

1

1,2,3,10,11

1,2,5

1,9

1,2,5

1,9

1,2,5

1,9

Funding Types 1. Grants 2. General Fund 3. Public/Private Cooperation 4. Bonding 5. Private Investment

Seneca, Kansas Comprehensive Plan 2016

4 Housing

Seneca, Kansas Comprehensive Plan 2016

17

Housing

HOUSING PROFILE The Housing Profile in this plan identifies existing housing characteristics and projected housing needs for residents of Seneca. The primary goal of the housing profile is to allow the community to examine past and present conditions; while, identifying potential needs including provisions for safe, decent, sanitary and affordable housing for every family and individual residing within community.

The housing profile is an analysis aiding in determining the composition of owner-occupied and renter-occupied units, as well as the existence of vacant units. It is important to evaluate information on the value of owner-occupied housing units, and monthly rents for renteroccupied housing units, to determine if housing costs are a financial burden to Seneca residents.

Figure 4.1 indicates 269, or 27.7% of Seneca's 971 total housing units, were constructed prior to 1940.

These homes are a mixture of older well-kept homes as well as homes needing repair or demolition. The homes in good condition need to be maintained into the future; while, those in need of repair or demolition should be addressed in the appropriate manner.

No subsequent decade has out built those built prior to 1940 in Seneca, although an additional 341 homes were built in the twenty year period from 1960 to 1980, corresponding to peak population buildup for Seneca during these decades as well.

The 1980’s and 1990’s saw new housing construction level off to approximately 7 to 10 new units per year on average. This is likely due to economic swings in the agricultural economy and the automobile industry.

Projecting future housing needs, requires several factors to be considered. These factors include population change, household income, employment rates, land use patterns, and residents' attitudes. The following tables and figures provide the information to aid in determining future housing needs and develop policies designed to accomplish the housing goals for Seneca.

Approximately 78% of all housing units in Seneca were constructed prior to 1980. Due to the age of these homes, there may be a need for special weatherization programs in the community to bring these homes up to current energy efficiency standards.

AGE OF EXISTING HOUSING STOCK

Table 4.1 identifies several different housing trends in Seneca. The Table indicates the breakdown between owner- or renter-occupied housing as well as the number of people living in Group Quarters.

Examining these housing trends highlights key characteristics of the housing and population within Seneca.

Analyzing the age of Seneca’s housing stock reveals a great deal about population and economic conditions of the past. Some of the older housing stock may have a need for rehabilitation, or if the structures are too dilapidated then new construction needs to occur within the community.

FIGURE 4.1: AGE OF EXISTING HOUSING STOCK SENECA 2013 300

269

250 200

177

164

150 114 81

100 35

50

80 41 10

0 Built Built Built Built Built Built Built Built Built 1939 or 1940 to 1950 to 1960 to 1970 to 1980 to 1990 to 2000 to 2010 or earlier 1949 1959 1969 1979 1989 1999 2009 later

HOUSING TRENDS

Persons in Households/Group Quarters In 2013 there were 228 fewer people living in households than in 2000, this represents a change of –11.9%, most of whom were renting. The decrease in persons in households is about twice greater than the actual population decline seen between 2000 and 2013.

Between 2000 and 2013, the number of people living in group quarters more than doubled from 67 people in 2000 to 164 in 2013 a change of 144.78%.

Group quarters include such places as college residence halls, residential treatment centers, skilled nursing facilities, group homes, military barracks, correctional facilities, and workers’ dormitories.

Source: U.S. Census Bureau, American Community Survey 2013

18

Seneca, Kansas Comprehensive Plan 2016

Housing TABLE 4.1: COMMUNITY HOUSING TRENDS SENECA 2000 TO 2010 Selected Characteristics Population Households

2000

Pct Chg '00 - '13

2013

2,122

1,991

-6.17%

899

886

-1.45%

2,055

1,827

-11.09%

Owner-occupied Persons in HH

1,639

1,524

-7.02%

Renter-occupied Persons in HH

416

303

-27.16%

67

164

144.78%

Persons in Household

Persons in Group Quarters Persons per Household

2

2

-4.80%

Total Housing Units

984

971

-1.32%

Occupied Housing Units

899

886

-1.45%

Owner-occupied Hsg Units

690

684

-0.87%

Renter-occupied Hsg Units

209

202

-3.35%

Vacant Housing Units Owner-occupied v acancy rate Renter-occupied v acancy rate

85

85

4

-

0.00% -100.00%

8

9

18.42%

Single Family Units

810

794

-1.98%

Duplex/Multiple Family Units

128

128

0.00%

Mobile Homes, trailers, other

46

50

8.70%

Seneca

$253

$280

10.67%

Kansas

$391

$551

40.92%

Seneca

$71,900

$90,600

26.01%

Kansas

$83,500 $128,400

53.77%

Median Contract Rent

Median Value Own-occ Units

Source: U.S. Census Bureau 2000 and ACS 2013

Persons per Household Table 4.1 also indicates the number of persons per household decreased from 2.36 to 2.25 persons. The trend nationally has been towards a declining household size; however, the person per household in Seneca is higher than some similar communities and lower than other communities of similar size and geographic location:  Belleville has a 2.05 persons per household  Marion has 2.08 persons per household  Council Grove has 2.24 persons per household  Sabetha has 2.25 persons per household  Hillsboro has a 2.46 persons per household  Horton has 2.57 persons per household Occupied vs. Vacant Housing Units Table 4.1 also indicates the number of occupied housing units decreased from 899 in 2000 to 886 in 2013, or –1.45%. During this same period, vacant

Seneca, Kansas Comprehensive Plan 2016

housing units did not change. The occupancy type with the highest vacancy rate for both 2000 and 2010 was renter-occupied units at 7.6% and 9.0% respectively.

Median Contract Rent Median contract rent in Seneca increased from $253 per month in 2000 to $280 per month in 2013, or 10.67%. The State’s median monthly contract rent increased by 40.92%. This indicates Seneca has widened the gap between local rents compared to the state’s average of $551.

Comparing changes in monthly rents between 2000 and 2010 with the Consumer Price Index (CPI) enables the local housing market to be compared to national economic conditions. Inflation between 2000 and 2013 increased at a rate of 23.6%, indicating Seneca rents actually decreased by 17.32%. Thus, Seneca tenants were paying considerably less in monthly rents in 2013, in terms of real dollars, than they were in 2000, on average.

Landlords were also making less on their investment.

Median Value of Owner-occupied Units The Median value of owner-occupied housing units in Seneca increased from $71,900 in 2000 to $90,600 in 2013 and represents an increase of 26.01%. The median value for owner-occupied housing units in the State showed an increase of 53.77%. Housing values in Seneca gained considerably less than the pace seen Statewide.

In comparison to the CPI, the local value of owneroccupied housing increased at a rate that was slightly higher (2.41%) than the CPI. This indicates housing values in the community actually were worth slightly more in 2013 compared to 2000 dollars.

Table 4.2 shows tenure (owner-occupied and renter -occupied) of households by number and age of persons in each housing unit. Analyzing these data gives Seneca the opportunity to determine where there may be a need for additional housing. In addition, Seneca could target efforts for housing rehabilitation and construction at those segments of the population exhibiting the largest need.

2000 The largest section of owner-occupied housing in Seneca in 2000, based upon number of persons, was two person households, with 248 units, or 35.94% of the total owner-occupied units. By

19

Housing comparison, the largest household size for rentals was the single person households which had 130 renter-occupied housing units, or 62.2% of the total renter-occupied units.

TABLE 4.2: HOUSEHOLD CHARACTERISTICS SENECA 2000 TO 2013 2000 HH Cha ra cteri s ti c

OwnerOccupi ed

% O.O.

2013

RenterOccupi ed

% R.O.

Owner% O.O. Occupi ed

O.O.

RenterOccupi ed

R.O.

% R.O.

Percent Cha nge

Tenure by Number of Pers ons i n Hous i ng Uni t (Occupi ed Hous i ng Uni ts ) 1 pers on

200

28.99%

130

62.20%

175

25.58%

122

60.40%

-12.50%

-6.15%

2 pers ons

248

35.94%

30

14.35%

296

43.27%

53

26.24%

19.35%

76.67%

3 pers ons

87

12.61%

23

11.00%

114

16.67%

15

7.43%

31.03%

-34.78%

4 pers ons

74

10.72%

9

4.31%

54

7.89%

12

5.94%

-27.03%

33.33%

5 pers ons

55

7.97%

9

4.31%

29

4.24%

0

0.00%

-47.27%

-100.00%

6 pers ons or more

26

3.77%

8

3.83%

16

2.34%

0

0.00%

-38.46%

-100.00%

202 100.00%

-0.87%

-3.35%

TOTAL

690 100.00%

209 100.00%

684 100.00%

Tenure by Age of Hous ehol der (Occupi ed Hous i ng Uni ts ) 15 to 24 yea rs

7

1.01%

38

18.18%

45

6.58%

23

11.39%

542.86%

-39.47%

25 to 34 yea rs

87

12.61%

33

15.79%

77

11.26%

31

15.35%

-11.49%

-6.06%

35 to 44 yea rs

118

17.10%

36

17.22%

68

9.94%

34

16.83%

-42.37%

-5.56%

45 to 54 yea rs

98

14.20%

26

12.44%

127

18.57%

24

11.88%

29.59%

-7.69%

55 to 64 yea rs

74

10.72%

12

5.74%

149

21.78%

18

8.91%

101.35%

50.00%

65 to 74 yea rs

143

20.72%

21

10.05%

92

13.45%

22

10.89%

-35.66%

4.76%

75 yea rs a nd over

163

23.62%

43

20.57%

126

18.42%

50

24.75%

-22.70%

16.28%

TOTAL

690 100.00%

202 100.00%

-0.87%

-3.35%

209 100.00%

684 100.00%

Source: U.S. Census Bureau, American Community Survey 2013

Seneca was comprised of 448 1-or 2-person households, or 64.93% of all households. Households having 5-or more persons comprised only 11.47% of the owner-occupied segment, and 8.14% of the renter-occupied segment.

Communitywide, households of 5-or more persons accounted for only 98 units, or 10.9% of the total.

The renter occupied housing was dominated by four cohort groups; the over 75 year cohort (24.2%), as well, then the 15 to 24 year group (18.18%), 35 to 44 year cohort (17.22%), and 25 to 34 year age group (15.79%). These four cohorts represent 71.76% of all the renter-occupied units.

In 2000, the age cohorts representing the largest home ownership group was Over 75 year age group. Of the total residents living in owneroccupied housing units, 23.62% were over 75 years of age. This group was closely followed by the 65 to 74 year cohort at 20.72%. Overall, 44.34 of all owner -occupied units were owned by individuals 65 years and older.

2013 In 2013, the largest section of owner-occupied housing in Seneca remained with the one/twoperson household, with 471 units, or 68.85% of the total owner-occupied units, with a 23 HH (3.93%) increase over 2000. The owner-occupied group having the largest percentage increase was the two-person households which saw an increase of 7.33%

20

Seneca, Kansas Comprehensive Plan 2016

Housing By comparison, the largest household size for rentals was the single person households which had 122 renter-occupied housing units, or 60.4% of the total renter-occupied units; a slight decline (-1.8%) from 2000. The renter-occupied group having the largest percentage increase was the 2-person households which saw an increase of 76.6% (23 new households).

Seneca was comprised of 646 1-or 2-person households, or 72.91% of all households; which represents an increase of 4.29% from 2000.

Households having 5-or more persons comprised only 6.58% of the owner-occupied segment, and 0.0% of the renter-occupied segment.

Communitywide, households with 5-or more persons accounted for 45 units, or 5.08% of the total. These data from 2013 may be directly correlated to the increase in the Median Contract Rent seen in the community.

In 2013, the age cohorts representing the largest home ownership group became the 55 to 64 age group. Of the total residents living in owneroccupied housing units, 21.78% were between 55 and 64 years in age. Those in, both the 45 to 54 years and the over 75 year cohorts were a close second with, respectively, 18.57 and 18.42% of the total owner-occupied units.

TABLE 4.3: SELECTED HOUSING CONDITIONS SENECA 2000 TO 2010 Cha ra cteri s tics

Seneca

Seneca Hs g Uni t %

2000 Uni ts La cki ng Compl ete Pl umbi ng Fa ci l i ties 2000 Uni ts wi th More Tha n One Pers on per Room

4

0.44%

16

1.78%

Total Hs g Uni ts

899

2010 Uni ts La cki ng Compl ete Pl umbi ng Fa ci l i ties 2010 Uni ts wi th More Tha n One Pers on per Room Total Hs g Uni ts

Ka ns a s

Ka ns a s Hs g uni t %

11,502

1.02%

31,611

2.79%

1,131,200

6

0.68%

0

0.00%

886

30,084

2.71%

23,729

2.14%

1,110,440

Subs tanda rd Uni ts 2000 Total

20

2.22%

43,113

3.81%

2010 Total

6

0.68%

53,813

4.85%

Source: U.S. Census Bureau 2000, 2010

The renter occupied housing was again dominated, even more decidedly, by over 75 year cohort (24.75% to 20.57% in 2000).

The four youngest groups, from 15 to 54 years remained the next important contributors to renter households.

Seneca, Kansas Comprehensive Plan 2016

Substandard Housing According to the U.S. Department of Housing and Urban Development (HUD) guidelines, housing units lacking complete plumbing or are overcrowded are considered substandard housing units. HUD defines a complete plumbing facility as hot and cold-piped water, a bathtub or shower, and a flush toilet; overcrowding is more than one person per room. In addition, anytime there is more than 1.0 persons per room, the housing unit is considered overcrowded, thus substandard.

These criteria when applied to Seneca indicate 20 housing units, or 3.1% of the total units, were substandard in 2000. This figure was reached by adding the number of housing units meeting one criterion to the number of housing units meeting the other criterion. However, the largest amount of substandard units was based on overcrowding.

In 2010 the total number of substandard housing units decreased to six units. However, the only contributing factor was a complete lack of plumbing which accounted for 100.0% of substandard problem. Comparing Seneca to the state of Kansas as a whole, the percent of substandard housing units in Seneca was less than the state as a whole for both time periods.

What these data fail to consider are housing units that have met both criterion and counted twice.

Even so, the community should not assume that these data overestimate the number of substandard housing. Housing units containing major defects requiring rehabilitation or upgrading to meet building, electrical or plumbing codes should also be included in an analysis of substandard housing. A comprehensive survey of the entire housing stock should be completed every five years to determine and identify the housing units that would benefit from remodeling or rehabilitation work. This process will help ensure that a community maintains a high quality of life for its residents through protecting the quality and quantity of its housing stock.

FUTURE HOUSING NEEDS Through the next 10 to 20 years, Seneca is projected to continue to grow. This new growth will put pressure on the community and City to address the anticipated growth.

21

Housing The following information is based upon two basic criterion: 1. The population projections identified in Chapter 3 of this plan 2. The persons per household for owner-occupied and renter-occupied units will stay constant during this period.

Table 4.5 examines the same data as Table 4.4 but is applied to the medium population projections.

TABLE 4.4: PROJECTED DEMAND—LOW SERIES SENECA 2020 TO 2040

The community will also need a total of 35 new rental occupied units by 2040 to accommodate this model. This is approximately 1.2 new units per year.

Year

Population Change

Owner-occupied units Change

Renter-occupied units Change

2020

-123

-43

-19

2030

-115

-40

-18

2040

-108

-37

-16

Total

-346

-120

-53

Source: Marvin Planning Consultants 2016

Table 4.4 indicates the population change projected using the Low Series, along with the new number of owner-occupied and renter occupied units that will need to be constructed in each decade to support the projected growth.

Table 4.4 indicates 116 fewer owner-occupied units will be required by 2040; this equals approximately 3.9 fewer homes per year from 2010 through the planning period.

The community will also require a total of 59 fewer rental occupied units by 2040 to accommodate this model. This is approximately 2.0 fewer units per year.

TABLE 4.5: PROJECTED DEMAND—MEDIUM SERIES SENECA 2020 TO 2040 Year

Population Change

Owner-occupied units Change

2020

-111

-38

-17

2030

-104

-36

-16

2040

-99

-34

-15

Total

-314

-108

-48

Source: Marvin Planning Consultants 2016

22

Renteroccupied units Change

Table 4.5 indicates a need for 70 new owneroccupied units by 2040; this equals approximately 2.3 new homes per year from 2010 through the planning period.

TABLE 4.6: PROJECTED DEMAND—HIGH SERIES SENECA 2020 TO 2040 Year

Population Change

Owner-occupied units Change

Renter-occupied units Change

2020

-16

-5

-2

2030

-15

-5

-2

2040

-15

-5

-2

Total

-46

-15

-6

Source: Marvin Planning Consultants 2016

Finally, Table 4.6 examines population projections.

the

high

series

Table 4.5 indicates a need for 177 new owneroccupied units by 2040; this equals approximately 5.9 new homes per year during the planning period.

The community will also need a total of 89 new rental occupied units by 2040 to accommodate this model. This is approximately 3.0 new units annually.

HOUSING ACTION PLAN Housing Goal H-1: Determine specific needs regarding the existing and future housing stock in Seneca Objectives and Policies H-1.1 The City, in conjunction with the Chamber and Housing Authority, should have a detailed Housing Needs Assessment completed.

H-1.2 The city should identify housing stock in need of rehabilitation or demolition and provide assistance when possible.

H-1.3 The community should create a land trust

Seneca, Kansas Comprehensive Plan 2016

Housing H-1.4

for future residential development.

The city should establish a revolving loan or grant program for housing rehabilitation.

Housing Goal H-2 Develop a housing rehabilitation program for both homeowners and rentals.

Objectives and Policies H-2.1 The City should become active in the Kansas CDBG Housing program for rehabilitation.

H-2.2 The City should work with other local entities to establish a group to oversee the rehabilitation program.

H-2.3 The City should, with or without assistance, complete the Housing Assessment Tool (HAT) in order to qualify for housing funds.

H-2.4 The City, along with the housing committee, should identify housing units in need of rehabilitation.

H-2.5 The city should continue to identify existing housing and lots that are considered to be in a dilapidated state and gain control of the property, clear the property and then sell to someone to construct a new home.

H-2.6 The City should develop incentives for rehabilitation and infill housing in identified areas.

H-2.7 The City should identify what is being done in more communities that are being more competitive in their housing strategies and attempt to apply it in Seneca.

Housing Goal H-3 The City of Seneca should develop codes that allow for a wide variety of housing types throughout the community.

Objectives and Policies H-3.1 The City should develop a zoning and subdivision code allowing a mixture of housing types scattered throughout the community.

H-3.2 The city should identify key places throughout thee community where a mixture of uses would be appropriate.

H-3.3 The City/Chamber/Main Street program should work with downtown building owners to find ways to develop upper story housing throughout the downtown area.

Seneca, Kansas Comprehensive Plan 2016

23

Housing

H-1.4

H-2.1

H-2.2

H-2.3

H-2.4

H-2.5

H-2.6

H-2.7

Participants 1. City/ City Utilities 2. Nemaha County 3. Chamber of Commerce 4. Kansas Dept. of Commerce 5. KDOT 6. Private Businesses 7. Developers 8. Consultants 9. Nemaha Central Schools/Sts. Peter &Paul 10. Housing Authority 11. Residents 12. Committees 13. Nemaha Valley Community Hospital

24

1,2,3,5

1,8,10

1,2,3,5

1,3,10

1,2,3,5

1,6,7,11

1,2,3,4,5

1,3,4,8,10

1,2,3,5

1,3,8,10

1,2,3,5

1,3,4,8,10

1,2,3,5

1,3,7,8,10, 11,12

1,2,3,5

1,3,7,8,10, 11,12

1,2,3,5

1,10

1,2,3,5

1,3,4,7,8,10, 12

1,2,3,5

N

Management Statement

H-1.3

1,3,8,10

Y

10 to 20 years

H-1.2

The City, in conjunction with the Chamber and Housing Authority, should have a detailed Housing Needs Assessment completed.

Should be redone every 5 years.

The city should identify housing stock in need of rehabilitation or demolition and provide assistance when possible.

The community should create a land trust for future residential development.

The city should establish a revolving loan or grant program for housing rehabilitation.

The City should become active in the Kansas CDBG Housing program for rehabilitation.

The City should work with other local entities to establish a group to oversee the rehabilitation program.

The City should, with or without assistance, complete the Housing Assessment Tool (HAT) in order to qualify for housing funds.

The City, along with the housing committee, should identify housing units in need of rehabilitation.

The city should continue to identify existing housing and lots that are considered to be in a dilapidated state and gain control of the property, clear the property and then sell to someone to construct a new home.

The City should develop incentives for rehabilitation and infill housing in identified areas.

The City should identify what is being done in more communities that are being more competitive in their housing strategies and attempt to apply it in Seneca.

$$$

1 to 5 years

H-1.1

ď&#x201A;&#x201D;

Less 1 year

Housing Action Items

5 to 10 years

CIP

Funding Types 1. Funding Types 2. Grants 3. General Fund 4. Public/Private Cooperation 5. Bonding 6. Private Investment

Seneca, Kansas Comprehensive Plan 2016

Housing

1,2,3

1,8,12

1,2,3

1,3,6,7,8,10, 12

1,2,3,5

Participants 1. City/ City Utilities 2. Nemaha County 3. Chamber of Commerce 4. Kansas Dept. of Commerce 5. KDOT 6. Private Businesses 7. Developers 8. Consultants 9. Nemaha Central Schools/Sts. Peter &Paul 10. Housing Authority 11. Residents 12. Committees 13. Nemaha Valley Community Hospital

Seneca, Kansas Comprehensive Plan 2016

N

Management Statement

H-3.3

1,8,12

Y

10 to 20 years

H-3.2

The City should develop a zoning and subdivision code allowing a mixture of housing types scattered throughout the community.

The city should identify key places throughout the community where a mixture of uses would be appropriate.

The City/Chamber/Main Street program should work with downtown building owners to find ways to develop upper story housing throughout the downtown area

$$$

1 to 5 years

H-3.1

ď&#x201A;&#x201D;

Less 1 year

Housing Action Items

5 to 10 years

CIP

Funding Types 1. Funding Types 2. Grants 3. General Fund 4. Public/Private Cooperation 5. Bonding 6. Private Investment

25

Housing

This Page Intentionally Left Blank

26

Seneca, Kansas Comprehensive Plan 2016

5 Economy and Economic Development

Seneca, Kansas Comprehensive Plan 2016

27

Economy/Economic Development

ECONOMIC/EMPLOYMENT PROFILE Economic data are collected in order to understand local changes in economic activity and employment needs and opportunities within Seneca. In this section, employment by industry, household income statistics, and commuter analyses were reviewed for Seneca and Kansas.

Income Statistics Income statistics for households are important for determining the earning power of households in a community. The data presented here show household income levels for Seneca in comparison to the state. These data were reviewed to determine whether households experienced income increases at a rate comparable to the state of Kansas and the Consumer Price Index (CPI).

Table 5.1 identifies the number of households in different income ranges for Seneca and the State of Kansas for 2000 and 2010. The household income range most commonly reported in 2000 was $35,000 to $49,999, which accounted for 24.97% of all households, which lagged one income group from the State of Kansas where, in 2000, the largest concentration (20.31%) of households was in the $50,000 to $74,999 income group, Seneca had a strong income base ranging from $25,000 to $74,999; this range included 55.2% of the households.

In 2010, the income range reported most was now the $50,000 to $74,999 which accounted for 22.17% of the total, which then matched that for the State which was still mostly concentrated in the same range, the $50,000 to $74,999 range.

Those households earning less than $15,000 decreased by half from 21.5% in 2000 to 10.87% in 2010. These household groups account for the poorest of the poor in the community, 50.5% is a significant decrease in these income ranges, which constitutes a loss of 95 households in the income range; some of these households likely stayed and saw their income grow but others may have moved out of the area as national economic issues of late 2008 and early 2009 hit the Seneca area.

The median household income for Seneca was $33,348 in 2000, then $7,340 less than the State median income. By 2010, the median household income increased to $47,574, an increase of 42.5%, and closed the gap considerably ($2,505) relative to the State average. The CPI for this period was 23.6%, which indicates household incomes in Seneca were well ahead of inflation. Therefore, households were actually earning more in real dollars in 2010 than in 2000. This difference basically indicates for every $1.00 earned in a household during 2000, it was earning $1.18 in 2010.

TABLE 5.1: HOUSEHOLD INCOME SENECA 2000 TO 2010 2000

Household Income Ranges

2010

State of Seneca

Pct of Total

Kansas

State of Pct of Total

Seneca

Pct of Total

Pct of Total

192 133 139 223 131 45 14 16

21.50% 14.89% 15.57% 24.97% 14.67% 5.04% 1.57% 1.79%

155,194

33,451

14.94% 13.78% 14.00% 18.08% 20.31% 9.62% 6.06% 3.22%

Total

893

100.00%

1,038,907

100.00%

Median HH Income

$33,348

$40,688

$47,574

$50,079

893

1,038,907

896

1,112,112

Number of HHs

143,136 145,421 187,839 211,018 99,932 62,915

97

Kansas

<= $14,999 $15,000 to $24,999 $25,000 to $34,999 $35,000 to $49,999 $50,000 to $74,999 $75,000 to $99,999 $100,000 to $149,999 >= $150,000

133,972

48

10.87% 11.69% 13.79% 16.35% 22.17% 10.61% 9.21% 5.31%

66,270

12.05% 10.97% 11.35% 15.56% 20.47% 12.27% 11.38% 5.96%

896

100.00%

1,112,112

100.00%

105 124 147 199 95 82

121,973 126,266 173,003 227,646 136,423 126,558

Source: U.S. Census Bureau, 2000, 2010

28

Seneca, Kansas Comprehensive Plan 2016

Economy/Economic Development Households in Seneca earning $50,000 or more saw an increase of 24.26% from 2000 to 2010. In 2000, 23.06% of the households earned $50,000 or more; while in 2010, 47.32% were earning that amount.

The categories showing the greatest increases were those households earning between were the group of HHs earning $100,000 and $149,999 rising substantially, from 1.57% in 2000 to 9.21% in 2010, effectively increasing the number of HHs in this group by a factor of nearly six.

Employment by Industry Analyzing employment by industry assists in determining the key components of the local labor force. This section identifies the type of industries found in the local economy, as well as identifying particular occupations employing residents.

TABLE 5.2: EMPLOYMENT BY INDUSTRY SENECA, KANSAS AND U.S. 2000 TO 2010 Indus try Categories

Seneca Pct of Pct of 2000 Total 2013 Total

Location Quotient (Seneca)

Agriculture, fores try, fis hing and hunting, and mining

42

4.36%

29

2.96%

4.0

Cons truction

45

4.67%

50

5.11%

1.1

192 19.61%

2.1

Manufacturing Wholes ale trade Retail trade Trans portation and warehous ing, and utilities Information Finance, ins urance, real es tate, and rental and leas ing

146 15.15% 36

3.73%

153 15.87%

59

6.03%

1.2

141 14.40%

1.1

53

5.50%

63

6.44%

1.6

23

2.39%

9

0.92%

0.3

37

3.84%

57

5.82%

0.9

Source: U.S. Census Bureau 2000, 2010

Table 5.2 indicates employment size by industry for Seneca for 2000 and 2013 (these data indicate the types of jobs residents hold, not the number of jobs available locally).

Table 5.2 shows that the greatest number of employees in 2000 (213 or 22.1% of total employed residents) were in Educational, health, and social services. (EHSS). In 2010, the largest employment sector was still EHSS but the number of employees dropped to194 (19.82%) of the total, but now

Seneca, Kansas Comprehensive Plan 2016

virtually tied with Manufacturing as most concentrated economic sector, as manufacturing had gained 45 employees by 2013.

Overall the top five industries in Seneca for 2000 were as follows:  Educational/health/social services 22.10%  Retail Trade 15.87%  Manufacturing 15.15%  Arts/entertainment/recreation/accommodation/ food service 8.09%  Other Non-Public Administration Services (Automotive, Personal, etc) 6.54% By 2013, the overall top five industries in Seneca were as follows:  Educational/health/social services 19.82%  Manufacturing 19.61%  Retail Trade 14.40%  Other Non-Public Administration Services (Automotive, Personal, etc) 8.89%  Transportation and Warehousing, And Utilities 6.44% Employment in the top five industries for both 2000 and 2013 does not change at the top, though, by 2013, manufacturing joins EHSS as top employment sector. Arts/Entertainment/accommodation/food service is, also, overcome by other personal/ automotive services and Transportation/ Warehousing/Utilities.

Location Quotients are calculated to reveal the extent to which the employment patterns in Seneca are different from those across the United States in general; the extent to which Seneca is “specialized” in particular sectors—Kansas location quotients are included for comparison purposes. A location quotient of 1.0 indicates that this employment sector is similar to that of the whole United States economy. Higher than 1.0 means Seneca has unusually more employed in that sector; Lower than 1.0 means Seneca has unusually fewer employed in that sector.

Unlike both Kansas and the U.S, the Ag/Forestry/ Fishing/Mining sector with a strong 4.0 LQ, is heavily represented in Seneca, and Public Administration is strongly concentrated here as well with an LQ of 5.9.

Seneca, too, is unusually specialized in manufacturing with a 2.1 LQ, and somewhat concentrated in Transportation/Warehousing/ Utilities at 1.6 LQ.

29

Economy/Economic Development On the other hand, Information, Professional Services, and Arts/Entertainment/Food all employ unusually few people, perhaps, as expected given Seneca’s medium/lower standing in the “central place hierarchy” that establishes limits of where certain types of “high order” goods/services, like professional/information/entertainment, can be available.

Means of Travel The vast majority, 76.80%, of the commuters in Seneca went to work by way of car, truck, or van and drove alone. However, 7.21% of the commuters actually carpooled with someone. Of the remaining 15.99%, 7.00% worked at home and the rest (8.99%) either walked, or went to work via some other means.

COMMUTER TRENDS

FIGURE 5.1: MEANS OF TRAVEL SENECA 2010

Travel Time to Work Table 5.3 show the commuter characteristics for Seneca in 2000 and 2010. Travel time to work is another factor used to gauge where Seneca’s workforce is employed. Table 5.3 shows how many residents of Seneca travel to work in each of several time categories.

Table 5.3 indicates there was an overall slight increase in the number of people from Seneca working in 2013 compared to 2000 (964 to 979). The workforce in 2013 spent on average 1.5 minutes more traveling to work than in 2000. The largest increase occurred with those traveling 30 to 44 minutes, which increased by 20 people or 47.62%.

The second greatest group was the 10 to 14 minutes category, which increased by 21 persons, or 34.43%.

TABLE 5.3: TRAVEL TIME TO WORK SENECA 2000 TO 2010 Tra vel Time Ca tegories Les s tha n 10 minutes

2000

Pct of Tota l

640 66.39%

2013

Pct of Tota l

599

61.18%

Pct Chg

61

6.33%

82

8.38%

34.43%

15 to 19 minutes

68

7.05%

40

4.09%

-41.18%

20 to 29 minutes

77

7.99%

77

7.87%

0.00%

30 to 44 minutes

42

4.36%

62

6.33%

47.62%

45 to 59 minutes

14

1.45%

15

1.53%

7.14%

60 minutes or more

27

2.80%

37

3.78%

37.04%

Worked a t home

35

3.63%

67

6.84%

91.43% 1.56%

964 100.00%

979 100.00%

Mea n Tra vel Time

11.7

13.2

Source: U.S. Census Bureau, 2000, 2010

Only two categories saw decreases in the number of people commuting, though people working at home almost doubled (+91.43%).

The second greatest decrease was in the 15 to 19 minutes category which lost 28 commuters or a –41.18% from 2000 to 2013.

30

Car/truck/van pool Public Walked Workded at Home

Source: U.S. Census Bureau, 2010

Regional Basic/Non-Basic Analysis The following data examine five occupational areas established by the U.S. Census Bureau to evaluate trends in employment and the area economy.

Basic employment and non-basic employment are defined as follows:

-6.41%

10 to 14 minutes

Tota l

Car/truck/van alone

Basic employment is business activity providing services primarily outside the area through the sale of goods and services, the revenues of which are directed to the local area in the form of wages and payments to local suppliers.

Non-Basic employment is business activity providing services primarily within the local area through the sale of goods and services, and the revenues of such sales re-circulate within the community in the form of wages and expenditures by local citizens.

In order to establish a number of Basic jobs, a comparative segment or entity must be selected.

For purposes of this analysis, the state of Kansas will be used. This allows the analysis to establish where Seneca is seeing exports from the state as a whole.

Seneca, Kansas Comprehensive Plan 2016

Economy/Economic Development This analysis is used to further understand which occupational areas are exporting goods and services outside the area, thus importing dollars into the local economy.

The five occupational categories used in the analysis are listed below:  Managerial business, science, and arts occupations  Service occupations  Sales and office occupations  Natural Resources, construction and maintenance occupations  Production, transportation and material moving occupations A related concept to the basic/non-basic distinction is that of a Base Multiplier. The base multiplier is a number, which represents how many non-basic jobs are supported by each basic job. A high base multiplier means that the loss of one basic job will have a large potential impact on the local economy if changes in employment occur.

The rationale behind this analysis is that if basic jobs bring new money into a local economy, that money becomes the wages for workers in that economy. Therefore, more money brought in by basic jobs creates more non-basic jobs that are supported.

TABLE 5.4: BASIC/NON-BASIC SENECA 2013

BY

OCCUPATIONS

Basic Seneca Kansas Employment Management, business, science, and arts occupations Service occupations Sales and office occupations Natural Resources, Construction, and Maintenance occupations Production, Transportation, and Material Moving occupations Base Multiplier

21.7% 36.3% 15.5% 16.8%

0.0% 0.0%

29.9% 23.8%

6.1%

10.3% 10.0%

0.4%

22.6% 13.2%

9.4% 15.9%

Basic Employment The occupation categories are compared to the same categories for the state and where Seneca’s percentage exceeds the state’s percentage there is Basic employment. Table 5.4 indicates there are three categories that have Basic employment with the largest being Production, transportation and material moving occupations.

This is not unexpected considering Seneca has historically had a strong manufacturing base dating back to at least 1961. The other categories were Sales and Office occupations and Natural Resources, construction and maintenance occupations.

Overall, 15.9% of the employment base in Seneca is tied to the exportation of goods or services. The City needs to continually work on their Business Retention and Expansion process in order to keep these employers in Seneca.

Base Multiplier The information in Table 5.4 shows Seneca has a base multiplier of 6.3, which means that for every job that falls into the basic category, 6.3 other jobs in the community are supported and/or impacted.

This is illustrated by comparing the basic and nonbasic percentages against each other.

There is no magical multiplier a community can aim to achieve. Every community is different and the dynamics involved are different. The unique and ever changing dynamics are what make a particular community unique and attractive to different employers. It is critical for a community to determine their future vision for business and industry and work towards that end goal. As previously mentioned it is also critical to diligently work towards a successful Business Retention and Expansion program to support those employers already located in the community. Some communities or counties become too focused on attracting that next big catch and forget about the opportunities existing employers can offer through expansion of their operations.

6.3

Source: American Community Survey 2013

Seneca, Kansas Comprehensive Plan 2016

31

Economy/Economic Development

Economic Development The economy plays a major role in sustaining the quality of life in any community. The benefits of a healthy economy reach far beyond the business sector. Local capital investment and job creation leads to quality schools, infrastructure, public safety, parks and the support of countless additional community facilities and services.

The purpose of the Economic Development section in this comprehensive plan is to present goals and policies supporting and encouraging a strong and vibrant economy. The section focuses on entrepreneurialism, business retention and expansion, business recruitment, regional issues, environment, tools and strategies, labor and workforce training, permitting procedures, regulation, income, tourism, infill and redevelopment, and infrastructure and land supply.

The goals and objectives stated within this chapter are to be considered a community-directed guide for future economic development activities.

Seneca Chamber of Commerce/SDI The mission statement of the Seneca Chamber of Commerce/SDI is as follows: Seneca Area Chamber/SDI is dedicated to promoting, encouraging and improving the business, civic, historical and cultural vitality for the Seneca area; to create a vibrant, thriving, environmentally sound and economically strong community.

According to the Seneca Chamber website it is an organization through which businesses, organizations and residents work together for the common good of the community. Through your personal service and financial support, we can successfully promote, encourage and improve the life line of the Seneca area. The partnership with the City of Seneca will strengthen the leadership for commerce and community development and enhance quality of life in the Seneca area.

But beyond that, it also shows who is making an investment in strengthening our community. That’s an important consideration to keep in mind whether you’re thinking of becoming a Chamber/ SDI member…or selecting a company to do business with.

32

The office is also the primary contact point for the Seneca Main Street program. At the time of the plan, the Seneca Main Street program was not affiliated with a statewide main street program since Kansas has been in the process of reestablishing their statewide organization.

The Seneca Main Street program is organized into the four committees as defined by the National Main Street Center:  Membership and Organization Committee  Economic Development and Restructuring Committee  Promotions Committee  Design and Historic Preservation Committee

Economic Development and Seneca Economic development activity does not require a constant attempt to lure that one big manufacturing company to the community. In Seneca, economic development becomes about both the short– and long-term successes.

The future of Seneca and its economic viability will rely on a few key elements. These elements include:  The retention of youth within the community  The retention of the school system locally.  A strong agricultural economy  Entrepreneurship by locals  Quality infrastructure  Quality housing stock  Shop local Retention of Youth The survival of any community is dependent upon maintaining its population base. As Seneca goes through this planning period, the population base of the community may be greatly challenged. As the residents from the “Great Generation” and the “Baby Boomers” age and begin to move into nursing facilities and pass away, the need for replacement populations will be critical. There are fewer people in the remaining population groups such as the “Gen X”, “Gen Y”, and “Gen Z” to replace those in the prior groups.

The retention of the youth and/or the attraction of younger couples with children will be critical to the future of Seneca. This will require the community to be perceived to have the quality of life desired by these younger age cohorts. The best way to do this is to ask the youth in the community, on a regular basis, what is and will be important to them in the

Seneca, Kansas Comprehensive Plan 2016

Economy/Economic Development future. What will it take to get them to move back to Seneca? In addition, Seneca has several younger adults that have recently moved to and back to the community, including newer teachers.

It is critical to understand what it was that brought them to the community as it is today. These are current and future leaders of the community, they need to provide the insight necessary to make Seneca a population survivor.

Retention of the local school system A critical component to the previous paragraphs is the continuation of Nemaha Central Schools and Sts. Peter and Paul Grade School. The local school system is a critical component to the quality of life in the community.

At the time of this plan, Nemaha Central Schools had been slowly consolidating with smaller adjacent districts within the Nemaha County region.

A strong agricultural economy Seneca, like a lot of similar communities in Kansas can be greatly impacted by large swings in the agricultural economy. The community needs to continue working on minimizing the impact the agricultural economy has on the area.

Keys to balancing the local economies will be to continue to support agriculture but also assist in the retention and growth of manufacturers like Koch and Company and SKF Sealing Solutions. Quality jobs will allow the community to navigate the ups and downs of the agricultural economy.

Entrepreneurship by locals One of the best and safest means to grow a community’s economy is through the entrepreneurial spirit. Communities, typically, are looking for the next big business or industry to relocate into their community. In today’s economy these type of economic development wins are fewer and fewer apart.

Local entrepreneurs can be the biggest windfall a community can see in their community. These people are typically loyal to the local area and likely will give back to the community; similar to what Seneca has seen with the establishment and growth of Koch and Company and J Six. However, one of the biggest mistakes that occurs with local entrepreneurs is the locals do not support the business for some reason or another. Locals either:

Seneca, Kansas Comprehensive Plan 2016

  

Do not want a local to succeed due to jealousy Can find what their selling cheaper in the town 20 to 30 miles down the road Don’t like the individual for one reason or another.

Local entrepreneurs are more likely to:  Give back and support the community as opposed to the out of town operation  Pay local property taxes  Support the local school activities in physical and monetary support It is ironic that when communities similar to Seneca were founded, the entire commercial aspects of the community were likely entrepreneurs. Again, in the 21st Century, the future of these communities may rely on locally grown and nurtured individuals.

Finally, there is one additional factor weighing heavily on the success of the entrepreneur, financial backing. New business start-ups have difficulty finding the proper financial support to be successful. There is a listing of potential business assistance programs at the end of this chapter, but one of the most critical can come from local investment clubs and individuals that believe in the entrepreneur and the entrepreneurial process.

Quality infrastructure Infrastructure is a critical factor in any community actively recruiting new businesses and industries. As Seneca moves forward in the planning period, it will be critical to continue monitoring the existing infrastructure and as well continue to plan for and budget updates and expansions.

Quality Housing Stock One of the largest issues Seneca has seen in recent years is a complete lack of quality housing.

Ironically, the term quality housing has several meanings depending upon ones needs and desires. Quality housing can be decent housing at an affordable rate for those on the lower end of the economic scale; while larger newer homes may be how those on the other end of the spectrum view housing. The community needs to continue to examine this topic through the development of a comprehensive Housing Needs Assessment. A lack of affordable and decent housing stock can and will limit a community’s ability to be successful in economic development.

33

Economy/Economic Development Shop Local/Downtown This is likely one of the largest understated and overlooked concepts of small town survival.

However, it is likely the most critical to the sustainability of most communities like Seneca. This is one of those issues needing work by all parties; consumers and merchants.

In addition to the items above, another key aspect to strengthening downtown Seneca is to add more residences above the ground floor in buildings and to construct good townhouses and/or condominium style housing on the perimeter of downtown so people have walkable access to businesses.

Shopping local has two distinct factors; 1) buying goods and services from local businesses regardless of who they are; and 2) buying goods and services from those based in Seneca. There are definite benefits all the way around.

Economic Development Action Plan

First buying from local businesses; specifically a business such as ShopKo Hometown helps support some local jobs and provides sales tax revenue to the city; however, most profits leave Seneca for good with the exception of an occasional contribution to the school and local charities. This is good for Seneca since there are very few local people/businesspeople these days that have the capital outlay necessary to support a ShopKo Hometown style store.

Secondly, when available, if residents purchase goods and services from locally owned people similar to The Shoe Center, not only are there jobs and sales tax generated similar to the ShopKo example but the profits stay local and these people typically reinvest profits in greater amounts than out -of-state business, when they are supported. In addition, the majority of these businesses will likely locate in downtown Seneca if there is available, reasonably priced space.

Both of these examples are critical to Seneca and both types of businesses need to be available.

However, local residents need to understand the importance of each.

Downtown Seneca has an above average economic condition at the time of this plan. It has a mix of financial institutes, restaurants, and locally owned businesses. However, in order for this area to continue and gain strength, business owners need to realize some key issues:  Educate customers on the benefits of shopping locally  Provide as broad a selection as possible; do not give shoppers an excuse to leave town  Provide hours of operation that allow residents to shop local after work and on part of the weekend.

34

Sustainable Regional Economic Development This section provides goals and policies that supporting cooperation and coordination at a regional level to ensure sustainable local economic development. The City of Seneca and the Chamber of Commerce are the lead economic development organizations for the City of Seneca, however, there are many additional regional utility, state and local community partners engaged in economic development activities. It is in the best interest of Seneca to support and collaborate with these regional organizations. By focusing on common goals and allocating resources effectively, both the public and private sector can work together regionally to maximize successful business start-up, retention, expansion and recruitment efforts.

Economic Development Goal 1 ED-1 Seneca will cooperate regionally to:  Promote a sustainable, strong, diverse and healthy economy;  Promote the retention and expansion of existing businesses;  Foster and develop the startup of new businesses;  E ncourage t he r elocat ion of environmentally responsible businesses to the Seneca region;  Promote income levels higher than the national average;  Ensure the sustainable economic use of natural resources and the safe and effective use of utility resources as well as recycled materials.

Policies ED-1.1 Continue regional partnerships with Seneca Chamber of Commerce, for expanded resource-sharing and exposure of Seneca to p r o m ot e e c on o m ic d e ve l op m ent opportunities.

ED-1.2 Identify resource drivers and demands for appropriate allocation of funds to support

Seneca, Kansas Comprehensive Plan 2016

Economy/Economic Development mainten an ce or con struction of infrastructure capable of serving economic development.

ED-1.3 The City should engage the Kansas Department of Commerce in development of target markets, suitable sites for development and cost-effective marketing opportunities.

ED-1.4 Continue promotion of projects that will improve area economic development opportunities such as infrastructure improvements.

ED-1.5 Continue research and development that target marketing options for attracting likely economic development through cooperation with regional economic development entities.

Tools and Strategies Business retention, expansion and recruitment efforts work at maintaining a stable economy.

Business retention and expansion programs address the issues affecting decisions by established businesses and industries to remain or expand. Such issues may include availability of public services and/or facilities, permitting procedures, property taxes and training programs.

Recruitment programs largely focused on attracting industrial/primary users as a major economic development strategy.

Retaining, expanding and attracting industrial businesses is important because these companies generally provide higher-paying jobs and do not sell directly to the end-user, creating an economic multiplier effect throughout the local economy.

Economic Development Goal 2 ED-2 Create a healthy and stable local economy via retention, expansion and recruitment of businesses.

Policies ED-2.1 Encourage continued cooperation between Seneca’s governmental and civic organizations to support and bolster local economic development.

ED-2.2 Perform business retention/expansion surveys through the Chamber for every primary/industrial company within the city at a minimum of once every two years.

Seneca, Kansas Comprehensive Plan 2016

ED-2.3 Prioritize visits with corporate office headquarters of local primary employers once every two years.

ED-2.4 Establish multiple means for the Chamber to collect attitudes and business survey data from existing retail and commercial businesses to ensure that their community needs are being met.

ED-2.5 Support the development of Geographic Information System (GIS) parcel data to support economic development mapping and information efforts.

ED-2.6 Encourage job recruitment efforts towards those sectors that:  Are compatible with environmental and quality-of-life standards for Seneca;  Provide competitive wages in comparison to regional and national levels;  Help diversify the local economy;  Capitalize on strengths of the export economy (agriculture and manufacturing).

ED-2.7 Support efforts to develop a formal process involving the Chamber, civic organizations and businesses to study and develop strategies for business retention, expansion and recruitment.

ED-2.8 Encourage public/private partnerships for creative financing of local economic development and affiliated projects.

ED-2.9 Promote the use of utility rate tiers to investment as incentives to development.

ED-2.10 Continue support of the Chamber/SDI in their efforts to provide revolving loan funds for local façade improvements.

ED-2.11 Investigate the development of a local loan fund for the support of entrepreneurialism.

Environment Seneca’s citizens recognize economic development should not come at the expense of environmental quality, which itself is recognized as an important component of community.

A balanced approach to environmental sustainability advocates a balance between utilization of area resources and economic growth. Economic growth should not exceed the ability of the natural or built environment to sustain growth over the long term.

Economic Development Goal 3 ED-3 Recognize the importance of environmental quality and acknowledge that protection of

35

Economy/Economic Development the environment economic vitality.

will

contribute

to

timelines are adhered to for permitting processes.

Policies ED-3.1 Recognize environmental quality and economic development are connected objectives.

ED-3.2 Encourage recruitment of lower-impact, environmentally friendly businesses.

ED-3.3 Encourage programs promoting sustainable business practices such as recycling, pollution control and low-energy consumption.

ED-3.4 Review and amend zoning code to ensure the environmental stability and protection of all uses, including primary uses.

ED-3.5 Support the growth of renewable energy resources for sustainable energy development.

Income A primary reason for economic development is to improve the standard of living within a community.

Seneca supports employment opportunities that bolster the community’s average, annual wage and create living-wage jobs. This issue is of significant importance to the citizens of Seneca and the community encourages the pursuit of jobs through recruitment, retention and expansion of local primary/industrial companies that provide quality jobs.

Regulation Seneca encourages an environment offering flexibility, consistency, predictability and clear direction to advance economic opportunities.

Economic Development Goal 4 ED-4 Provide consistent, fair and timely regulations that are flexible, responsive and effective in promoting local economic development.

Policies ED-4.1 Enforce existing community codes for the public’s health, safety and general welfare.

ED-4.2 Encourage cooperation between the City of Seneca and the Chamber/SDI to provide better streamlined permitting processes to ensure timeliness in processing of permitting and zoning application to create a competitive advantage in the attraction of new or expansion of existing businesses.

ED-4.3 Continually review local regulations to ensure:  Applicability,  clarity,  consistency,  predictability and  direction.

ED-4.4 Perform development review to ensure proposed developments are consistent with community vision and Seneca’s zoning code.

ED-4.5 Ensure timely processing of applications for development by requiring that mandatory

36

Economic Development Goal 5 ED-5 Encourage the creation of jobs providing annual incomes for all persons in Seneca above the Kansas State average and above the national average annual income.

Policies ED-5.1 Encourage a regional effort to recruit and retain basic export industries into the community and pay regionally competitive wages.

ED-5.2 Encourage the creation of living-wage jobs including health and retirement benefits.

ED-5.3 Encourage a balance between the retention, expansion and recruitment of businesses that hire local residents.

ED-5.4 Recognize the special needs of low-income persons by addressing their needs and where appropriate commitment of resources for planning and budgeting of, human services, community development, housing, economic development and public infrastructure to address inequalities.

Qualified Labor Force Qualified labor is essential to recruit and retain business locally. The cornerstone in the development of qualified labor force is educational opportunity. Seneca citizens encourage the constant evaluation, growth and responsiveness of K-through-12 education. Partnerships between business and the educational community should be nurtured to further the process of aligning community business needs

Seneca, Kansas Comprehensive Plan 2016

Economy/Economic Development Economic Development Goal 6 ED-6 Promote a qualified labor force that is globally competitive and responds to the changing needs of the workplace.

Policies ED-6.1 Encourage the continued expansion of educational offerings in Seneca, especially those programs providing technical training to support business needs as identified through retention and expansion survey efforts and businesses sectors identified as Senecaâ&#x20AC;&#x2122;s targeted industries.

ED-6.2 Continue support of K-through-12 education to include skills-based training and creative partnerships with businesses.

ED-6.3 Continue to advocate for greater partnership between community and local school district for enhanced workforce training.

ED-6.4 Continue research through demographic and economic analysis as well as business retention and expansion visits to determine assets in deficiencies in the skill sets found within the local labor pool.

ED-6.5 Encourage the regionâ&#x20AC;&#x2122;s community colleges to continue offering courses to position students for employment opportunities found in the modern, technology and information age.

ED-6.6 Prioritize the development of quality housing stock as a means of attracting and maintaining a qualified local labor base.

Tourism The cultural, recreational and scenic opportunities in Northeast Kansas make tourism a viable provider of employment and revenue for Seneca. Within easy driving distance of Seneca, visitors can enjoy parks, water sports and golf. In addition to these natural amenities, Seneca contains and is within close proximity to theatre, wineries and museum tourism venues. Promotion and expansion of tourism is an economic development tool.

Economic Development Goal 7 ED-7 Encourage the growth of tourism as a sustainable provider of jobs in the region and work together with community groups and businesses to make the Seneca region a tourism destination.

Seneca, Kansas Comprehensive Plan 2016

Policies ED-7.1 Support and promote the natural, historic and cultural aspects of the Seneca region as a vital part of the local economy and quality of life.

ED-7.2 Plan and support the physical infrastructure needed for new tourist attractions and tourist activities.

ED-7.3 Expand the way-finding signage to encourage navigability of Seneca by tourists and residents.

ED-7.4 Cooperate with the Chamber of Commerce and regional tourism partners (hotels/motels) to develop packaged tourism experience options to maximize tourism revenue opportunities locally.

ED-7.5 Consider billboard signage to capture tourism from US Highway 36 into downtown and other portions of Seneca.

ED-7.6 Develop the Seneca trail system to encompass more area within the community.

ED-7.7 Educate local business owners about the importance of staying open longer hours.

ED-7.8 Create a local map and point of interest for people to follow when exploring the history of Seneca.

Infill and Redevelopment Encouragement of infill and redevelopment programs provides an economic development tool to revitalize underutilized areas. Infill development policies help utilize existing utilities and services before considering costly service extensions. The policies relating to infill and redevelopment encourage infill development in areas that are already provided with services.

Economic Development Goal 8 ED-8 Facilitate infill and redevelopment through the use of incentives and special development strategies.

Policies ED-8.1 Identify and designate specific areas for infill and redevelopment.

ED-8.2 Allow for focused public investment, reduced parking standards, administrative exceptions (minor variances) to the zoning code to address the difficulties of development on small and/or nonconforming lots.

ED-8.3 Encourage utilization of sites with suspected environmental challenges

37

Economy/Economic Development

ED-8.4 ED-8.5

through pursuit of EPA Brownfields Assessment study and dollars to support clean-up efforts.

Prioritize demolition of vacant, delinquent and/or unsafe facilities.

Investigate cost-effective measures for demolition of vacant, delinquent and/or unsafe facilities.

Adequate Infrastructure and Land Supply Each business has its own unique set of location siting requirements. Attracting new capital investment and employers while allowing existing businesses to expand requires maintenance of a diverse inventory of industrial/primary and commercial land for growth.

Sites must be available in a range of sizes and locations with appropriate zoning of not only the tract under consideration, but the surrounding tracts that impact these sites. Infrastructure availability is one of the most critical factors in economic development. Sewer, water, transportation, electric, natural gas, and communications facilities must be available or easily obtained. For attracting industrial/primary uses, an adequate supply of usable industrial land unencumbered by conflicting land uses and/or environmental constraints is important.

Economic Development Goal 9 ED-9 Ensure adequate amounts of usable industrial and commercially viable land in which new businesses may locate. Continue to encourage diligent assessments and master planning efforts to attract new capital investment and optimize tract functionality.

Policies ED-9.1 Encourage the identification of sites suitable for new primary/industrial development.

ED-9.2 Ensure potential industrial and commercial land has the characteristics necessary to support commerce and industry.

ED-9.3 Continue to maintain an inventory of identified, usable industrial and commercial land sufficient to meet the projected demand and encourage marketability of the region.

ED-9.4 Continue performing diligent assessments to identify the assets and deficiencies of identified primary/industrial site inventory.

ED-9.5 Identify and assess the validity of targeted industries for development in Seneca.

38

ED-9.6 Prioritize the identification of land assets to targeted industries to streamline the business recruitment process.

ED-9.9 Promote known community infrastructure assets, such as the local fiber optic network, to increase the variety of local economic development opportunities.

Downtown Downtown Seneca is the historic core of the community. Today it still has many of the key assets located in the area, including financial institutes, restaurants, government, and other corporate stores and offices. In addition there are several locally owned and operated businesses. Downtown Seneca is relatively healthy, at the time of this plan, but todayâ&#x20AC;&#x2122;s downtowns sit on a precarious edgeâ&#x20AC;Ś any number of negative changes can quickly take a healthy downtown to one on life-support.

Economic Development Goal 10 Develop more housing in and near downtown Seneca.

ED-10.1 Identify key structures with upper levels capable of handling upper story housing.

ED-10.2 Identify the major needs in order to redevelop these spaces into quality housing units.

ED-10.3 Develop a financial package for assisting in the redevelopment of these spaces.

ED-10.4 Along the perimeter of downtown, the communit y should promot e, as redevelopment occurs, more dense population bases to support downtown businesses.

Economic Development Goal 11 Make downtown Seneca more vibrant financially and aesthetically.

ED-11.1 Continue an educational campaign in conjunction with the Chamber/SDI educating the benefits of shopping in Seneca.

ED-11.2 Educate locals on the different businesses/ goods and services available in downtown Seneca.

ED-11.3 Develop an educational program demonstrating the benefits to local downtown businesses, if they increase their hours of operation.

ED-11.4 Establish reasonable targets for a Buy Local campaign. Not all results will be from

Seneca, Kansas Comprehensive Plan 2016

Economy/Economic Development

ED-11.5

ED-11.6

ED-11.7 ED-11.8

downtown but it can be reasonably assumed that downtown businesses will get their share.

Continually promote the results of the Buy Local campaign in the newspapers, Chamber Newsletter/Website, Social Media.

Take a step back in time and set an agreed upon evening to stay open to 7:30 or 8:00 and set specific hours for downtown merchants.

Continue developing funding sources for the redevelopment of old buildings in downtown Seneca.

Develop a Business Improvement District to self tax the businesses and properties in downtown. This program can then use these funds to maintain specific elements in downtown.

Seneca, Kansas Comprehensive Plan 2016

39

Economy/Economic Development

ED-1.4

ED-1.5

ED-2.1

ED-2.2

ED-2.3

Participants 1. City/ City Utilities 2. Nemaha County 3. Chamber of Commerce 4. Kansas Dept. of Commerce 5. KDOT 6. Private Businesses 7. Developers 8. Consultants 9. Nemaha Central Schools/Sts. Peter &Paul 10. Housing Authority 11. Residents 12. Committees 13. Nemaha Valley Community Hospital

40

N

Management Statement

ED-1.3

Y

10 to 20 years

ED-1.2

Continue regional partnerships with Seneca Chamber of Commerce, for expanded resource-sharing and exposure of Seneca to promote economic development opportunities.

Identify resource drivers and demands for appropriate allocation of funds to support maintenance or construction of infrastructure capable of serving economic development.

The City should engage the Kansas Department of Commerce in development of target markets, suitable sites for development and cost-effective marketing opportunities.

Continue promotion of projects that will improve area economic development opportunities such as infrastructure improvements.

Continue research and development that target marketing options for attracting likely economic development through cooperation with regional economic development entities.

Encourage continued cooperation between Senecaâ&#x20AC;&#x2122;s governmental and civic organizations to support and bolster local economic development.

Perform business retention/expansion surveys through the Chamber for every primary/industrial company within the city at a minimum of once every two years.

Prioritize visits with corporate office headquarters of local primary employers once every two years.

$$$

1 to 5 years

ED-1.1

ď&#x201A;&#x201D;

Less 1 year

Economic Development Action Items

5 to 10 years

CIP

1,2,3,6,9,10

1,2,3,6,7,8

1,2,3,4,5

1,2,3,4,7,8

1,2,3,4,5

1,2,3,4,6,7,8, 9

1,2,3

1,2,3,4,6,7,8, 9

1,2,3,5

1,2,3,6,7,8,9, 10,11,12

1,3,6,8,12

1,2,5

1,3,6,8

1,2

Funding Types 1. Funding Types 2. Grants 3. General Fund 4. Public/Private Cooperation 5. Bonding 6. Private Investment

Seneca, Kansas Comprehensive Plan 2016

Economy/Economic Development

ED-2.7

ED-2.8

ED-2.9

ED-2.10

ED-2.11

Participants 1. City/ City Utilities 2. Nemaha County 3. Chamber of Commerce 4. Kansas Dept. of Commerce 5. KDOT 6. Private Businesses 7. Developers 8. Consultants 9. Nemaha Central Schools/Sts. Peter &Paul 10. Housing Authority 11. Residents 12. Committees 13. Nemaha Valley Community Hospital

1,2,5

1,2,3,6,8,12

1,2,5

1,2,3,4,6,8,9, 12

1,2,5

N

Management Statement

ED-2.6

1,3,6,8,12

Y

10 to 20 years

ED-2.5

Establish multiple means for the Chamber to collect attitudes and business survey data from existing retail and commercial businesses to ensure that their community needs are being met.

Support the development of Geographic Information System (GIS) parcel data to support economic development mapping and information efforts.

Encourage job recruitment efforts towards those sectors that: · Are compatible with environmental and quality-of-life standards for Seneca; · Provide competitive wages in comparison to regional and national levels; · Help diversify the local economy; · Capitalize on strengths of the export economy (agriculture and manufacturing).

Support efforts to develop a formal process involving the Chamber, civic organizations and businesses to study and develop strategies for business retention, expansion and recruitment.

Encourage public/private partnerships for creative financing of local economic development and affiliated projects.

Promote the use of utility rate tiers to investment as incentives to development.

Continue support of the Chamber/SDI in their efforts to provide revolving loan funds for local façade improvements.

Investigate the development of a local loan fund for the support of entrepreneurialism.

$$$

1 to 5 years

ED-2.4



Less 1 year

Economic Development Action Items

5 to 10 years

CIP

1,3,4,6,8,9, 12

1,2,3,4,6,7,8, 9,12

1,8

1,2

1,3,6,7,12

1,2,3,5

1,2,3,4,6,8,9, 12

1,2,3,5

Funding Types 1. Funding Types 2. Grants 3. General Fund 4. Public/Private Cooperation 5. Bonding 6. Private Investment

Seneca, Kansas Comprehensive Plan 2016

41

Economy/Economic Development

ED-3.4

ED-3.5

ED-4.1

ED-4.2

ED-4.3

ED-4.4

ED-4.5

Participants 1. City/ City Utilities 2. Nemaha County 3. Chamber of Commerce 4. Kansas Dept. of Commerce 5. KDOT 6. Private Businesses 7. Developers 8. Consultants 9. Nemaha Central Schools/Sts. Peter &Paul 10. Housing Authority 11. Residents 12. Committees 13. Nemaha Valley Community Hospital

42

Management Statement

ED-3.3

N

10 to 20 years

ED-3.2

Recognize environmental quality and economic development are connected objectives.

Encourage recruitment of lowerimpact, environmentally friendly businesses.

Encourage programs promoting sustainable business practices such as recycling, pollution control and low-energy consumption.

Review and amend zoning code to ensure the environmental stability and protection of all uses, including primary uses.

Support the growth of renewable energy resources for sustainable energy development.

Enforce existing community codes for the public’s health, safety and general welfare.

Encourage cooperation between the City of Seneca and the Chamber/SDI to provide better streamlined permitting processes to ensure timeliness in processing of permitting and zoning application to create a competitive advantage in the attraction of new or expansion of existing businesses.

Continually review local regulations to ensure: · Applicability, · clarity, · consistency, · predictability and · direction.

Perform development review to ensure proposed developments are consistent with community vision and Seneca’s zoning code.

Ensure timely processing of applications for development by requiring that mandatory timelines are adhered to for permitting processes.

Y

1 to 5 years

ED-3.1

$$$

Less 1 year



Economic Development Action Items

5 to 10 years

CIP

1,3,12

1,3,4,6,7,8

1,3,4,6,7,8

1,2,3,5

1,12

1,2

1,3,6,7,8

1

2

1,3,8

2

1,6,7,8

1,2

1,8

1,2

1,7

2

Funding Types 1. Funding Types 2. Grants 3. General Fund 4. Public/Private Cooperation 5. Bonding 6. Private Investment

Seneca, Kansas Comprehensive Plan 2016

Economy/Economic Development

ED-5.4

ED-6.1

ED-6.2

ED-6.3

ED-6.4

ED-6.5

ED-6.6

N

Management Statement

ED-5.3

1,2,3,4,6,8,9, 12

Y

10 to 20 years

ED-5.2

Encourage a regional effort to recruit and retain basic export industries into the community and pay regionally competitive wages.

Encourage the creation of living-wage jobs including health and retirement benefits.

Encourage a balance between the retention, expansion and recruitment of businesses that hire local residents.

Recognize the special needs of lowincome persons by addressing their needs and where appropriate commitment of resources for planning and budgeting of, human services, community development, housing, economic development and public infrastructure to address inequalities.

Encourage the continued expansion of educational offerings in Seneca, especially those programs providing technical training to support business needs as identified through retention and expansion survey efforts and businesses sectors identified as Senecaâ&#x20AC;&#x2122;s targeted industries.

Continue support of K-through-12 education to include skills-based training and creative partnerships with businesses.

Continue to advocate for greater partnership between community and local school district for enhanced workforce training.

Continue research through demographic and economic analysis as well as business retention and expansion visits to determine assets in deficiencies in the skill sets found within the local labor pool.

Encourage the regionâ&#x20AC;&#x2122;s community colleges to continue offering courses to position students for employment opportunities found in the modern, technology and information age.

Prioritize the development of quality housing stock as a means of attracting and maintaining a qualified local labor base.

$$$

1 to 5 years

ED-5.1

ď&#x201A;&#x201D;

Less 1 year

Economic Development Action Items

5 to 10 years

CIP

1,2,3,5

1,2,3,4,6,9, 12 1,2,3,4,6,8,9, 12 1,2,3,4,6,8,9, 10,12

1,2,3,5

1,2,3,6,8,9, 12

1,2,3,6,9,12

1,2,3,6,8,9, 12

1,2,3,6,8,9, 12

1,2,3,5

1,2,3,6,8,9, 12

1,2,3,5

1,2,3,6,8,9, 12

1,2,3,5

Participants 1. City/ City Utilities 2. Nemaha County 3. Chamber of Commerce 4. Kansas Dept. of Commerce 5. KDOT 6. Private Businesses 7. Developers 8. Consultants 9. Nemaha Central Schools/Sts. Peter &Paul 10. Housing Authority 11. Residents 12. Committees 13. Nemaha Valley Community Hospital

Seneca, Kansas Comprehensive Plan 2016

Funding Types 1. Funding Types 2. Grants 3. General Fund 4. Public/Private Cooperation 5. Bonding 6. Private Investment

43

Economy/Economic Development

ED-7.4

ED-7.5

ED-7.6

ED-7.7

ED-7.8

ED-8.1 ED-8.2

ED-8.3

ED-8.4 ED-8.5

Participants 1.

City/ City Utilities 2.

Nemaha County 3.

Chamber of Commerce 4.

Kansas Dept. of Commerce 5.

KDOT 6.

Private Businesses 7.

Developers 8.

Consultants 9.

Nemaha Central Schools/Sts. Peter &Paul 10. Housing Authority

44

N

Management Statement

ED-7.3

Y

10 to 20 years

ED-7.2

Support and promote the natural, historic and cultural aspects of the Seneca region as a vital part of the local economy and quality of life.

Plan and support the physical infrastructure needed for new tourist attractions and tourist activities.

Expand the way-finding signage to encourage navigability of Seneca by tourists and residents.

Cooperate with the Chamber of Commerce and regional tourism partners (hotels/motels) to develop packaged tourism experience options to maximize tourism revenue opportunities locally.

Consider billboard signage to capture tourism from US Highway 36 into downtown and other portions of Seneca.

Develop the Seneca trail system to encompass more area within the community.

Educate local business owners about the importance of staying open longer hours.

Create a local map and point of interest for people to follow when exploring the history of Seneca.

Identify and designate specific areas for infill and redevelopment.

Allow for focused public investment, reduced parking standards, administrative exceptions (minor variances) to the zoning code to address the difficulties of development on small and/or nonconforming lots.

Encourage utilization of sites with suspected environmental challenges through pursuit of EPA Brownfields Assessment study and dollars to support clean-up efforts.

Prioritize demolition of vacant, delinquent and/or unsafe facilities.

Investigate cost-effective measures for demolition of vacant, delinquent and/or unsafe facilities.

$$$

1 to 5 years

ED-7.1

ď&#x201A;&#x201D;

Less 1 year

Economic Development Action Items

5 to 10 years

CIP

1,2,3,4,6,9, 11,12

1,2,4,6,7,8,9, 11,12

1,2,3,4,5

1,2,3,5,6,7,8, 9,11,12

1,2,3,5

1,2,3,4,6,8,9, 11,12

1,2,3,5

1,2,3,4,5,6

1,2,3,5

1,2,3,4,5,6,7, 8,9,12

1,2,3,4,5

1,3,6

1,2,3,6,12

1,2,3,5

1,3,6,7,8,12 1,6,7,8,12

1,2,3,5

1,2,3,6,7,8, 12

1,3,6,7,8,10, 12 1,3,6,7,8,10, 12 11.

12.

13.

Residents Committees Nemaha Valley Community Hospital

Funding Types 1.

Funding Types 2.

Grants 3.

General Fund 4.

Public/Private Cooperation 5.

Bonding 6.

Private Investment

Seneca, Kansas Comprehensive Plan 2016

Economy/Economic Development

ED-9.4

ED-9.5

ED-9.6

ED-9.7

ED-10.1

ED-10.2

ED-10.3

ED-10.4

Continue to maintain an inventory of identified, usable industrial and commercial land sufficient to meet the projected demand and encourage marketability of the region.

Continue performing diligence assessments to identify the assets and deficiencies of identified primary/industrial site inventory.

Identify and assess the validity of targeted industries for development in Seneca.

Prioritize the identification of land assets to targeted industries to streamline the business recruitment process.

Promote known community infrastructure assets, such as the local fiber optic network, to increase the variety of local economic development opportunities.

Identify key structures with upper levels capable of handling upper story housing.

Identify the major needs in order to redevelop these spaces into quality housing units.

Develop a financial package for assisting in the redevelopment of these spaces.

Along the perimeter of downtown, the community should promote, as redevelopment occurs, more dense population bases to support downtown businesses.

1,3,4,12

N

Management Statement

ED-9.3

1,2,3,4,6,7,8

Y

10 to 20 years

ED-9.2

Encourage the identification of sites suitable for new primary/industrial development.

Ensure potential industrial and commercial land has the characteristics necessary to support commerce and industry.

$$$

1 to 5 years

ED-9.1

ď&#x201A;&#x201D;

Less 1 year

Economic Development Action Items

5 to 10 years

CIP

1,3,4,6,7,8, 12

1,3,8,12

1,2,3,5

1,3,8,12

1,2,3,5

1,3,8,12

1,3,6,7,8,12

1,2,3,4,5

1,3,8,10,12

1,3,8,10,12

1,3,8,10,12

1,2,3,5

1,6,7,8,10,12

1,2,3,5

Participants 1.

City/ City Utilities 2.

Nemaha County 3.

Chamber of Commerce 4.

Kansas Dept. of Commerce 5.

KDOT 6.

Private Businesses 7.

Developers 8.

Consultants 9.

Nemaha Central Schools/Sts. Peter &Paul 10. Housing Authority 11. Residents 12. Committees 13. Nemaha Valley Community Hospital

Seneca, Kansas Comprehensive Plan 2016

Funding Types 1.

Funding Types 2.

Grants 3.

General Fund 4.

Public/Private Cooperation 5.

Bonding 6.

Private Investment

45

Economy/Economic Development

ED-11.4

ED-11.5

ED-11.6

ED-11.7

ED-11.8

Participants 1. City/ City Utilities 2. Nemaha County 3. Chamber of Commerce 4. Kansas Dept. of Commerce 5. KDOT 6. Private Businesses 7. Developers 8. Consultants 9. Nemaha Central Schools/Sts. Peter &Paul 10. Housing Authority 11. Residents 12. Committees 13. Nemaha Valley Community Hospital

46

N

Management Statement

ED-11.3

Y

10 to 20 years

ED-11.2

Continue an educational campaign in conjunction with the Chamber/SDI educating the benefits of shopping in Seneca.

Educate locals on the different businesses/goods and services available in downtown Seneca.

Develop an educational program demonstrating the benefits to local downtown businesses, if they increase their hours of operation.

Establish reasonable targets for a Buy Local campaign. Not all results will be from downtown but it can be reasonably assumed that downtown businesses will get their share.

Continually promote the results of the Buy Local campaign in the newspapers.

Take a step back in time and set an agreed upon evening to stay open to 7:30 or 8:00 and set specific hours for downtown merchants.

Continue developing funding sources for the redevelopment of old buildings in downtown Seneca.

Develop a Business Improvement District to self-tax the businesses and properties in downtown. This program can then use these funds to maintain specific elements in downtown.

$$$

1 to 5 years

ED-11.1

ď&#x201A;&#x201D;

Less 1 year

Economic Development Action Items

5 to 10 years

CIP

1,3,6,11,12

1,3,6,11,12

1,3,6,11,12

1,3,6,11,12

1,3,6,11,12

1,3,6,11,12

1,3,6,7,8,12

1,2,3,4,5

1,3,6,7,8,12

2

Funding Types 1. Funding Types 2. Grants 3. General Fund 4. Public/Private Cooperation 5. Bonding 6. Private Investment

Seneca, Kansas Comprehensive Plan 2016

6 Parks and Recreation

Seneca, Kansas Comprehensive Plan 2016

47

Parks and Recreation

Recreation

TABLE 6.2: POPULATION SERVED/PARK SYSTEM FACILITY

A historic standard used for decades regarding parks and recreation, as established by the National Parks and Recreation Association (NPRA), is 10 acres per 1,000 residents. However, there are a number of standards found throughout planning history; in addition to NPRA, Nebraska has used a standard of 14 to 25 acres per 1,000 residents. The Nebraska standard may be more closely aligned with smaller communities like Seneca. Smaller communities, similar to Seneca, have a tendency to have more than the minimum standards due to the level of service demand by the community residents.

Another recent standard found in Small Community Park & Recreation Standards, 2003, examines the primary areas of small community parks and recreation and breaks it down into five basic categories: Sports fields, Courts, Outdoor Recreation, Leisure, and Other Recreational Facilities. This resource also determines minimum acreages for each and the total comes to 15.5 acres per 1,000 residents.

Facility Category

Sports Fields

Courts

Outdoor Recreation

Total Population served by one facility

# of facilities Needed per 1,000 residents

Soccer/Multi-Use Field

1,050

0.95

Ball Field (Baseball/Softball

1,640

0.61

Tennis Court

1,030

.97

Basketball Court

1,100

0.91

Volleyball Court

7,540

0.13

Small Skate park (7000 sf footprint

6,410

0.16

Full-sized Skate park (17,000+ sf footprint

15,560

0.06

BMX Track (Standard ABA Certified)

6,250

0.16

Paved Multi-purpose Trail (per mile)

960

1.04

Dirt/Gravel Multi-Use Trail (per mile)

430

2.33

6,270

0.16

160

6.25

2,780

0.36

130

7.69

Swimming Pool (outdoors)

8,250

0.12

Outdoors Events Venue

2,380

0.42

Playgrounds (per 3,200 sf of fully developed area)

PARK AND RECREATION STANDARDS As discussed above, there are a number of standards to be examined. A key to understanding these oversupply found by a lot of small communities. This section will examine some of the basic standards established overall and in more specific detail.

TABLE 6.1: SENECA PARK/RECREATION STANDARDS Organization

Parks System Facility Type

Standard

2010 pop

Parks and Recreation Needed

NPRA

10A/1,000 residents

1,991

19.91 Acres

NGPC

14 to 25 A/ 1,000 residents

1,991

27.9 Acres to 49.8 Acres

SCPRS

15.5A/1,000 residents

1,991

30.9 Acres

Sources: National Parks and Recreation Association Nebraska Game and Parks Small Community Park and Recreation Standards 2003

Leisure

Family Picnic Area Group Picnic Area (w/ Shelter) Park Bench

Other Recreational Facilities

Source: Small Community Parks and Recreation Standards, 2003

Table 6.2 examines the desired standards for key facilities found in small and larger communities in the United States. The table is meant as a guide for Seneca instead of an absolute. For example, not all communities have skate parks or BMX courses in their communities; actually in some cases these facilities may become a huge liability risk to the community due to the nature of the uses.

Table 6.2 will be expanded to compare the standards to what is present in Seneca, as well as, what future growth may require in the future.

Table 6.3 expands on the standards in Table 6.2 and applies it to the minimum amounts of land needed to meet these standards. Again, these

48

Seneca, Kansas Comprehensive Plan 2016

Parks and Recreation standards will be examined in context to the city of Seneca.

TABLE 6.3: SMALL COMMUNITY PARKS LAND STANDARDS Facility Category

Sports Fields

Courts

Outdoor Recreation

Leisure

Other Recreation Facilities

Parks System Facility Type

# of facilities Needed per 1,000 residents (Demand)

Acres required for one facility

Total Acres required per 1,000 residents (park land Standards)

Soccer/Multi-Use Field

0.95

2.21

2.10

Ball Field (Baseball/ Softball

0.61

3.77

2.30

Tennis Court

.97

0.17

0.17

Basketball Court

0.91

0.16

0.15

Volleyball Court

0.13

0.10

0.01

Small Skate park (7000 sf footprint

0.16

0.18

0.03

Full-sized Skate park (17,000+ sf footprint

0.06

0.50

0.03

BMX Track (Standard ABA Certified)

0.16

3.12

0.50

Paved Multipurpose Trail (per mile)

1.04

2.43

2.53

Dirt/Gravel Multi-Use Trail (per mile)

2.33

1.83

4.25

Playgrounds (per 3,200 sf of fully developed area)

0.16

0.14

0.02

Family Picnic Area

6.25

0.01

0.08

Group Picnic Area (w/ Shelter)

0.36

2.06

0.74

Park Bench

7.69

0.00

0.00

Swimming Pool (outdoors)

0.12

0.34

0.04

Outdoors Events Venue

0.42

3.19

1.34

the standards in Table 6.1, Seneca meets the minimum requirements of all the organizations noted. This is greatly helped by the large amount of parkland west of 11th Street and along Community Drive.

North Park Offers a variety of activities for children and adults.

It features a large playground with swings and a miniature rock wall which is sure to be a hit with your kids. The North Park also includes a sand volleyball court, a shuffleboard court, horseshoe pits, two shelter houses, and restrooms.

Source: http ://sene ca -kansas.com/w p -conte nt/ uploads/2014/11/summer_guide_2015.pdf

Photo 6.1 Aerial of North Park Source: Google Earth

Source: Small Community Parks and Recreation Standards, 2003

CITY OF SENECA Seneca has three public park areas. The parks include North Park, South Park and Skoch Park.

These facilities will be addressed in more detail starting below.

Based upon Aerial take-offs the approximate number of acres of parkland in Seneca is 50.37 acres or 25.3 acres per 1,000 residents. Based upon

Seneca, Kansas Comprehensive Plan 2016

Photo 6.2 South Park

South Park Located at 5th and Roanoke Street, the South Park features a playground, swings, a climber, shelter house, and restrooms. The park takes up a quarter of a block on the south side of town. It features some fun and safe equipment for kids of all ages. It

49

Parks and Recreation also provides a nice alternative for the residents on the south side of town.

youth baseball games are played here. This includes 7 & 8 yr. olds up to 13 & 14 yr. olds.

Source: http ://sene ca -kansas.com/w p -conte nt/ uploads/2014/11/summer_guide_2015.pdf

Source: http ://sene ca -kansas.com/w p -conte nt/ uploads/2014/11/summer_guide_2015.pdf

Skoch Park This is the most recent addition to the Seneca parks, located just off of Community Drive, next to the Seneca Aquatic Center. Sylvester Skoch donated money towards the development of the park. To get an idea of how much space the park has to offer, Skoch Park is where the youth tackle football league is held. The field is 100 yards long and 40 yards wide, and still has plenty of space for spectators. It features our new tennis and basketball courts, a shelter house, restrooms, a beautiful walk-up water fountain (in memory of Sylvester Skoch), and plenty of open space for kids to run. The new courts feature two full-size tennis courts, an 8â&#x20AC;&#x2122; X 16â&#x20AC;&#x2122; hitting wall, and two basketball goals. The City received a grant from the STEP Foundation in 2012 and finished the project in 2013.

Mid-American Courtworks, out of Wichita, was the lead contractor in the project.

Source: http ://sene ca -kansas.com/w p -conte nt/ uploads/2014/11/summer_guide_2015.pdf

Photo 6.3 Aerial of Skoch Park area

Aquatic Center The Seneca Aquatic Center features 2 large slides, toddler slides, spray ground, 1 & 3 meter diving boards, lanes and starting blocks for competitive swimming, as well as concessions and picnic tables.

The Aquatic Center is open from Memorial Day to Labor Day.

Photo 6.4 Entrance to the Aquatic Center

Swisher Ball Field Located west of The Seneca West Field. The Junior Legion team plays their home games here. Youth soccer is also played in the outfield in the fall.

Source: http ://sene ca -kansas.com/w p -conte nt/ uploads/2014/11/summer_guide_2015.pdf

Photo 6.5 Aerial view of Seneca West Ball Field, Swisher Ball Field, and Soccer Fields Source: Google Earth

Jaycee Ball Field Located west of The Pearson field. All of the T-Ball games are played here. Some youth baseball games will be played here if other fields are in use.

Source: http://seneca-kansas.com/recreation/aquatic-center/

Source: http ://sene ca -kansas.com/w p -conte nt/ uploads/2014/11/summer_guide_2015.pdf

Seneca West Ball Field Located west of the Aquatic Center. Almost all of the

Pearson Ball Field Located near downtown. Youth softball games and Blast Ball games are played here. Youth tackle

50

Seneca, Kansas Comprehensive Plan 2016

Parks and Recreation football teams also hold practices here.

Source: http ://sene ca -kansas.com/w p -conte nt/ uploads/2014/11/summer_guide_2015.pdf

REGIONAL RECREATION Nemaha Wildlife Area The Nemaha Wildlife Area, referred to by locals as â&#x20AC;&#x153;the old lakeâ&#x20AC;?, is located 5 miles South of Seneca on Highway 63. This area provides opportunities to hunt, fish, camp and enjoy a trail maintained by the Seneca Boy Scouts.

For those who enjoy creature comforts, set up camp at Stallbaumer RV camp on the west edge of Seneca on US Highway 36. Offering 20 pull through spots with concrete pads, 8 back-in spots on gravel, many with shade; restrooms, showers, laundry, dog kennels and a 1,ooo sq. foot meeting area and shelter.

Source: http://seneca-kansas.com/recreation/area-recreationopportunities/

Photo 6.6 Aerial view of Jaycee Ball Field and Pearson Ball Field Source: Google Earth

Soccer Fields Located north of Seneca West & east of Swisher.

Features two larger fields where 3rd/4th & 5th/6th grade soccer games & practices are held.

Source: http ://sene ca -kansas.com/w p -conte nt/ uploads/2014/11/summer_guide_2015.pdf

Tuttle Creek State Park Four units (River Pond, Cedar Ridge, Fancy Creek and Randolph) make up the 1,200 - acre park.

Electric and water hookups, a swimming beach, boat ramps, courtesy docks, and dump stations are available. Campgrounds contain 159 water/ electric campsites, 8 electric/water/sewer campsites, 24 electric-only campsites, 20 electric sites with community water at the Randolph Area horse campground and 500 primitive campsites.

Eleven cabins are offered at Tuttle Creek State Park. Each cabin offers a full kitchen with basic pots and pans, table service for six, a full bathroom, heating, A/C, picnic tables, grill and fire-ring.

Reservations can be made by contacting the park office or online.

Photo 6.7 New Tennis Courts in Skoch Park

Skoch Park/Tennis Courts Located east of the Aquatic Center. All of the 3rd & 4th grade tackle football games are played here.

The new tennis courts are located here as well.

Source: http ://sene ca -kansas.com/w p -conte nt/ uploads/2014/11/summer_guide_2015.pdf

Seneca, Kansas Comprehensive Plan 2016

Numerous nature trails, a mountain biking trail, and a scenic equestrian trail offer explorers a variety of routes to experience the aesthetic Flint Hills environment. Scenic picnic areas, an 18-hole disc golf course, volleyball courts, horse shoe pits, and conveniently placed restroom and shower facilities accommodate park visitors. The state-of-the-art Fancy Creek Shooting Range is open the first and third full weekends of each month. A new archery range is now open at River Pond.

Excellent channel cat and flathead fishing is available in the lake and in the river above and below the lake. Fair numbers of bass are caught near standing timber and brush piles, and saugeye can be taken off the face of the dam as well as in the river below. During the Spring there is ample opportunity to catch master angler white bass and

51

Parks and Recreation crappie. Trout are stocked in Willow Lake during the Fall and Winter. The 12,000-acre wildlife area adjacent to the park offers excellent hunting and wildlife watching opportunities.

Source: Creek

http://ksoutdoors.com/State-Parks/Locations/Tuttle-

Trap Shooting/Seneca Gun Club The Seneca Gun Club is located near the intersection of Baltimore and 1st Street. Enjoy trap shooting every Thursday from 7:00 p.m. to 10:00 p.m. with fellow sportsmen. This event is open to the public.

Source: http://seneca-kansas.com/recreation/area-recreationopportunities/

TABLE 6.4: SENECA RECREATIONAL NEEDS LOW SERIES Facility Category

Sports Fields

Courts

GOLF COURSES The following is a brief description of the local golf courses in and around Seneca.

Spring Creek Golf Course Spring Creek Golf Course provides several amenities of a professional grade course on our Par 71, 18-hole, public golf course. The course encourages outings and tournaments of all sizes and features 9-hole and 18-hole games, motorized cart rentals, a practice green, driving range, and snack shop.

Outdoor Recreation

Other Recreation Facilities

Other golf courses serving the Seneca area include: Course Hiawatha Country Club Sabetha Golf Course Falls City Country Club Marysville Country Club Pawnee City Country Club Kirkmanâ&#x20AC;&#x2122;s Lakeview GC

52

# of facilities Needed per 1,000 residents (Demand )

# of Existing Facilities in Seneca

# of New Facilities Needed by 2040 Low Series Projection

Soccer/Multi-Use Field

0.95

4.0

1.56

Ball Field (Baseball/ Softball

0.61

4.0

1.00

Tennis Court

.97

2.0

1.60

Basketball Court

0.91

0.00

1.50

Volleyball Court

0.13

1.0

0.21

Small Skate park (7000 sf footprint

0.16

0.00

0.26

0.06

0.00

0.10

BMX Track (Standard ABA Certified)

0.16

0.00

0.26

Paved Multipurpose Trail (per mile)

1.04

2.43

2.53

Dirt/Gravel MultiUse Trail (per mile)

2.33

1.83

4.25

Playgrounds (per 3,200 sf of fully developed area)

0.16

2.0

0.26

Family Picnic Area

6.25

0.00

10.28

Group Picnic Area (w/ Shelter)

0.36

6.0

0.59

Park Bench

7.69

0.00

12.65

Swimming Pool (outdoors)

0.12

1.00

0.20

Outdoors Events Venue

0.42

0.00

0.69

Full-sized Skate park (17,000+ sf footprint

Leisure

Photo 6.8 Spring Creek Golf Course

Parks System Facility Type

Community Hiawatha Sabetha Falls City, NE Marysville Pawnee City Humboldt, NE

Seneca, Kansas Comprehensive Plan 2016

Parks and Recreation TABLE 6.5: SENECA RECREATIONAL NEEDS MEDIUM SERIES Facility Category

Sports Fields

Courts

Outdoor Recreation

Leisure

Other Recreation Facilities

Parks System Facility Type

TABLE 6.6: SENECA RECREATIONAL NEEDS HIGH SERIES

# of facilities Needed per 1,000 residents (Demand)

# of Existing Facilities in Seneca

# of New Facilities Needed by 2040 Low Series Projection

Soccer/Multi-Use Field

0.95

4.0

1.59

Ball Field (Baseball/ Softball

0.61

4.0

1.02

Tennis Court

.97

2.0

1.63

Basketball Court

0.91

0.00

1.53

Facility Category

Parks System Facility Type

# of facilities Needed per 1,000 residents (Demand)

# of Existing Facilities in Seneca

# of New Facilities Needed by 2040 Low Series Projection

0.95

4.0

1.84

0.61

4.0

1.19

Tennis Court

.97

2.0

1.89

Basketball Court

0.91

0.00

1.77

0.13

1.0

0.25

Soccer/Multi-Use Sports Fields

Courts

Ball Field (Baseball/

Volleyball Court

0.13

1.0

0.22

Volleyball Court

Small Skate park (7000 sf footprint

0.16

0.00

0.27

Small Skate park (7000 sf footprint

0.16

0.00

0.31

Full-sized Skate park (17,000+ sf footprint

0.06

0.00

0.10

Full-sized Skate park (17,000+ sf footprint

0.06

0.00

0.12

BMX Track (Standard ABA Certified)

0.16

0.00

0.27

BMX Track (Standard ABA

0.16

0.00

0.31

Paved Multipurpose Trail (per mile)

1.04

2.43

2.53

Paved Multipurpose Trail (per

1.04

2.43

2.53

Dirt/Gravel Multi-Use Trail (per mile)

2.33

1.83

4.25

Dirt/Gravel Multi-Use Trail (per mile)

2.33

1.83

4.25

Playgrounds (per 3,200 sf of fully developed area)

0.16

2.0

0.27

Playgrounds (per 3,200 sf of fully

0.16

2.0

0.31

Family Picnic Area

6.25

0.00

10.90

Family Picnic Area

6.25

0.00

12.16

Group Picnic Area (w/ Shelter)

0.36

6.0

0.60

Group Picnic Area (w/ Shelter)

0.36

6.0

0.70

Park Bench

7.69

0.00

12.90

Park Bench

7.69

0.00

14.96

Swimming Pool (outdoors)

0.12

1.00

0.20

0.12

1.00

0.23

Outdoors Events Venue

0.42

0.00

0.70

0.42

0.00

0.82

Seneca, Kansas Comprehensive Plan 2016

Outdoor Recreation

Leisure

Other Recreation Facilities

Swimming Pool Outdoors Events

53

Parks and Recreation FIGURE 6.1: PARKS AND RECREATION FACILITIES SENECA, KANSAS

54

Seneca, Kansas Comprehensive Plan 2016

Parks and Recreation

PARKS AND RECREATION ACTION PLAN Parks and Recreation Goal 1 Development of a community-wide trails system will aid in the long-term recreational and walkability needs of the residents as well as the overall health of the community Policies PR-1.1 PR-1.2

PR-1.3

The City should develop a city-wide trails master plan examining possible routes and costs to construct the projects.

The City of Seneca should work towards an achievable number of feet/miles that can be constructed annually and budget for the project.

The City should look at the concept of infilling sidewalks with a design (where warranted) that would meet standards for trails.

Parks and Recreation Goal 2 Seneca will continue to provide adequate recreational programs and facilities for the youth and adults of the community.

Policies PR-2.1

PR-2.2

PR-2.3 PR-2.4

The City should continually approach school age kids and their parents regarding the needs in the community regarding recreational programs.

The City should continue to work with the school system to cooperate on the use and development of special recreational facilities within the community.

The City should continue to market the recreational opportunities of the community and the existing ballfields.

The City should continue to maintain the existing parks found throughout Seneca.

Seneca, Kansas Comprehensive Plan 2016

55

Parks and Recreation

PR-2.1

PR-2.2

PR-2.3

PR-2.4

1,2,3,5

1,2,3,4,5,6,7, 8,9,12

1,6,7,8,12

1,8,9,12

1,8,9,12

1,2,3,4,5

1,3

1,2,3,5

1,3

1,2,3,5

Participants 1. City/ City Utilities 2. Nemaha County 3. Chamber of Commerce 4. Kansas Dept. of Commerce 5. KDOT 6. Private Businesses 7. Developers 8. Consultants 9. Nemaha Central Schools/Sts. Peter &Paul 10. Housing Authority 11. Residents 12. Committees 13. Nemaha Valley Community Hospital

56

Management Statement

PR-1.3

1,2,3,4,5,6,7, 8,9,12

N

10 to 20 years

PR-1.2

The City should develop a citywide trails master plan examining possible routes and costs to construct the project.

The City of Seneca should work towards an achievable number of feet/miles that can be constructed annually and budget for the project.

The City should look at the concept of infilling sidewalks with a design (where warranted) that would meet standards for trails.

The City should continually approach school age kids and their parents regarding the needs in the community regarding recreational programs.

The City should continue to work with the school system to cooperate on the use of facilities within the community.

The City should continue to market the recreational opportunities of the community and the existing ballfields.

The City should continue to maintain the existing parks found throughout Seneca.

Y

1 to 5 years

PR-1.1

$$$

Less 1 year

ď&#x201A;&#x201D;

Parks and Recreation Action Items

5 to 10 years

CIP

Funding Types 1. Funding Types 2. Grants 3. General Fund 4. Public/Private Cooperation 5. Bonding 6. Private Investment

Seneca, Kansas Comprehensive Plan 2016

7 Community Facilities

Seneca, Kansas Comprehensive Plan 2016

57

Community Facilities

COMMUNITY FACILITIES State and local governments provide a number of services to their citizens. The people, buildings, equipment and land utilized in the process of providing these goods and services are referred to as public facilities.

Public facilities represent a wide range of buildings, utilities, and services that are built and maintained by the different levels of government. Such facilities are provided to insure the safety, wellbeing and enjoyment of the residents of Seneca. These facilities and services provide residents with social, cultural, educational, and recreational opportunities, as well as law enforcement and fire protection services designed to meet area needs.

It is important for all levels of government to anticipate the future demand for their services if they are to remain strong and vital. The analysis of existing facilities and future services are contained in the Facilities Plan. Alternatively, in some instances, there are a number of services not provided by the local or state governmental body and thus are provided by non-governmental private or non-profit organizations for the community as a whole. These organizations are important providers of services and are an integral part of the community.

Society. This building located is the southwest corner of the intersection of North Sixth and Nemaha streets of Seneca. Two additional buildings were added to the east of this building to house the artifacts of the Historical Society. This came about through the generosity of Harry C. M. Burger and these buildings are now known as the Harry Burger Memorial Annex.

Source: http://www.nemahacountyhistorical.com/

Photo 7.1 Nemaha County Museum

The Facilities Plan component of a Comprehensive Plan reviews present capacities of all public and private facilities and services.

The Facilities Plan for Seneca is divided into the following categories:  Museums and Historic Sites  City Buildings  Education  Life Safety (Fire and Rescue/Law Enforcement)  Health Care

MUSEUMS/HISTORIC SITES Nemaha County Historical Society The Nemaha County Historical Society is located in what was the Nemaha County Jail and Sheriff’s residence. This building had served as the Nemaha County Jail since it was constructed in 1879 and was the longest in use county Jail in Kansas. In the year 1976 Nemaha County constructed a new law enforcement center and this building was purchased by the Nemaha County Historical

58

Photo 7.2 Pony Express Museum

Pony Express Museum Soon after coming to Seneca in January, 1880, Andrew J. Felt built this two-story brick block with a double storefront at a cost of $8,000. Later, Felt served as lieutenant governor of Kansas from 1889 to 1893. The Felt Block is an elaborately detailed

Seneca, Kansas Comprehensive Plan 2016

Community Facilities and well-preserved example of the Italianate style with a cast iron storefront. In 1885 the building housed a grocery with printing on the second floor to the east and a variety store with offices to the west. In 1896 the store to the east was vacant with printing on the second floor and a clothing store with offices on the second floor to the west. From the 1921 to 1987, G. John and Edward Strathman operated their Department Store in the building.

There were dry goods, groceries, a photography studio, electrical repair, a mechanical shop, and printing press in the building. The Felt Block is now occupied by the Pony Express Museum.

Source: http://www.nemahacountyhistorical.com/ historicregister.html

city restoration work in 1989. A service platform was installed by the golf club and enclosed for visitor safety. The well has been used to water the golf course fairways in the past and now draws tourists to view this site of interest. The Seneca Hand Dug Well is listed on the Register of Historic Kansas Places as well as the National Register of Historic Places Source: interest/

http://seneca-kansas.com/community/points-of-

Seneca Post Office This building, located at 607 Main Street, is listed on the National Register of Historic Places. Federal financial aid contributed to the construction of the new Post Office in 1938. According to the building cornerstone, Louis Simon was the supervising architect and Neal Melich was the supervising engineer. This is one of twenty-four post offices listed as part of a Kansas Post Office Art Work Thematic Resources nomination (1936-1942) for its mural “Men and Wheat.” The Post Office was selected in a national competition to receive a mural from the Treasury Department’s Section of Fine Arts. The Seneca Post Office is an example of one of many smaller class C or D type post offices that received artwork in Kansas.

Source: interest/

http://seneca-kansas.com/community/points-of-

Photo 7.3 Hand Dug Well located near 11th Street

Fire Station Museum The Fire Station Museum is located at 6th and Main in downtown Seneca. The facility is located in the old fire barn connected to City Hall.

Hand Dug Well The Seneca Hand Dug Well, located at 301 North 11th Street, is the last visible sign of Seneca, Kansas’ original water system, installed in 1895. The 65 feet deep by 34 feet wide, rock/brick-lined well is the widest and second largest hand-dug well in Kansas.

The 3 feet wide rock walls are laid in 4 feet high sections, constructed from ground level downward.

Water depth is approximately 25 feet and has remained at that level since at least 1979, long after the well stopped being used for human consumption. A domed house with shingled roof covers the well and is open topped by a cupola.

Installation of submersible pumps took place during

Seneca, Kansas Comprehensive Plan 2016

Photo 7.4 View of Seneca Historic Main Street District

Seneca Main Street District Many businesses in the Main Street district had moved from early wood frame buildings into more substantial brick ones by 1890. One of the brick landmarks was the First National Bank, designed by John G. Haskell, architect of the Kansas capital building, in 1889. Several storefronts on Main Street have cast iron thresholds and fronts that were

59

Community Facilities manufactured by the Butler Foundry in Seneca.

Development of the businesses and buildings on Main Street from the late nineteenth through the early twentieth century was recorded in the Sanborn Fire Insurance Company's maps for Seneca dating from 1885 through 1924. These show that most of the business buildings were constructed during this period and that more and more of them were constructed of brick. As an observer commented in 1895, "most of the business houses are large, elegant structures of modern design with plate glass fronts, heated by steam and lighted by electricity and are built of pressed brick.

Upon the whole, the city presents an attractive appearance, and shows nineteenth century enterprise and genuine American progress."

Source: http://www.nemahacountyhistorical.com/ historicregister.html

was finished October 20, 1867 and the building was occupied for the first time on January 1, 1868, but the church was not fully completed for several more months. The first religious services in the new church building were held July 17, 1869. The building was used by the Methodists, Baptists, and Congregationalists in common until other churches were built. Catholics organized St. Peter and Paul Church in 1869. The Congregationalists built a church in 1870 and the Methodists in 1877. The Universalist Church was described as thirty-nine by fifty-five feet in size, thirty-two feet from foundation to gable with a belfry thirty feet in height. Costing about $7,500, the church was a "commodious and handsome edifice." The old church has mixed features of both the Gothic Revival and Italianate architectural styles. In the early twentieth century, the Seneca Free Library was organized in May, 1917. After the Universalists disbanded about 1920, the city of Seneca purchased the old church building after approval in the April, 1928 city election. Finally, the library moved from rooms in City Hall to the old church in July, 1931. The library building was rehabilitated and a compatible addition constructed about 1998.

Source: http://www.nemahacountyhistorical.com/ historicregister.html

EDUCATION USD 115 Nemaha Central Schools

Photo 7.5 View of Old Universalist Church - Now part of the Seneca Free Library

Old Universalist Church One of the earliest surviving buildings in Seneca and on Main Street is the old Universalist Church, now the Seneca Free Library. The Universalists and other religious congregations intended to establish a landmark for the young community and they accomplished this goal. In effect, this building was the beginning place for organized religious congregations in Seneca. Although religious congregations met in the 1850s, Seneca had no church buildings before construction of the Universalist Church in 1867. On April 30, 1867, residents held a meeting to consider building a church. The Universalists organized, pledged $1,600 and let a contract in May for construction of a building. They purchased a site on the south side of Main Street in an excellent location. Stone masonry

60

The Nemaha Central School District makes up 225 square miles in Nemaha County. With buildings located in Seneca. The other communities served

by USD #115 Nemaha Central include Baileyville, Kelly, St. Benedict, and Oneida. The total student population is around 600 between the two buildings and including our Pre-School Program.

Seneca, with almost 2,500 people, is located in northeast Kansas on highway 36, a little over one hour north of Topeka by car. Seneca has a healthy business, professional, and financial community along with the county courthouse, a new community hospital, a newly renovated public library, and several state and federal governmental offices. A new 18 hole golf course and an aquatic center. Numerous farming operations and dairies are found in the area as well as light manufacturing and construction trades.

St. Benedict Elementary was closed following the 2012-2013 school year. The building reached the grade level and building level Standard of

Seneca, Kansas Comprehensive Plan 2016

Community Facilities Excellence and had some of the highest test scores on State Assessments in the state of Kansas. The students now attend Nemaha Central Elementary/ Middle School.

ACT in the past. In the past the activity programs have been highly successful at the State Level of competition Athletically, the middle school belong to the Oregon Trail League and NCHS is a member of the Big Seven League.

FIGURE 7.1: SCHOOLDISTRICT MAP USD #115 NEMAHA CENTRAL SCHOOLS

Photo 7.6 Nemaha Central Elementary/Middle School

Nemaha Central Elementary and Middle School (formerly Nemaha Valley E/MS) is home to a Pre-K-5 facility and a 6-8 addition, housing over 300+ students. The new building was occupied in the fall of 2009 to make the building educationally modern. The building has reached the grade level and building level for the Standard of Excellence in the past on Kansas State Assessments.

B&B Junior/High School was located in Baileyville and did house 90 students in the 7-12 grades. The building was closed at the end of the 2013-2014 School Year and the students attend Nemaha Central High School. The High School is classified as 1A by KSHSAA. In the past the activity programs have been highly successful at the State Level of competition. The building has reached the grade level and building level for the Standard of Excellence in the past on Kansas State Assessments.

The students at BBHS have also scored above the State average on the ACT in the past.

Nemaha Central High School (formerly Nemaha Valley High School) was built in the early 1970's and houses over 200 students, making it a 3A classification high school for grades 9-12. The building has reached the grade level and building level for the Standard of Excellence in the past on Kansas State Assessments. The students at NVHS have also scored above the State average on the

Seneca, Kansas Comprehensive Plan 2016

Source: Nemaha County

The Programs The following programs demonstrate that the Nemaha Central Schools believe in providing educational opportunities for all students:  1:1 Technology Initiative 2nd-8th iPads and MacBook Air 9th-12th grade.  Reading Recovery  Title I reading and math  Full time special education services, including early childhood  Summer school  After school tutoring  Full time elementary and secondary counselors  School nursing services

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Community Facilities FIGURE 7.2: OTHER COMMUNITY FACILITIES SENECA, KANSAS

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Seneca, Kansas Comprehensive Plan 2016

Community Facilities     

Approved vocational programs, including the only auto mechanics program in the area Access to Internet All buildings have computerized networks Active school improvement and curriculum development plan Strong activities and athletic programs with numerous state qualifying teams and champions

Source: h ttp ://w w w .usd 115.org/vnew s/di spl ay .v/ ART/539f219330c0d

Sts. Peter and Paul School The school year is approximately one hundred and eighty days and is divided into four quarters. Sts. Peter and Paul School follows the USD #115 school calendar as close as possible in order to facilitate bus service. There may be a few days throughout the year in which bus service is not provided. Students who live in Bern will receive transportation provided by Sts. Peter and Paul School.

Sts. Peter and Paul School is accredited by the State of Kansas as well as by the NCA AdvancEd model. Sts. Peter and Paul School meets the guidelines established by the Archdiocesan Office and operates under the jurisdiction of the Archdiocesan School Offices in Kansas City, Kansas. The school is also a member of the National Catholic Education Association.

Except in unique and unusual circumstances, Catholic schools in the Archdiocese of Kansas City in Kansas shall follow the age requirements for entrance into school that are established by the State of Kansas. Any child who attains the age of five (5) years on or before August 31 shall be eligible to enter kindergarten. Any child who attains the age of six (6) years on or before August 31 of any school year shall be eligible to enter grade one. Any child who has completed kindergarten in an accredited school district shall be eligible to enter first grade regardless of age. Exceptions to these age requirements can only be made after the principal consults with the Superintendent of Schools.

Source: http://www.sppschool.com/about-us/

Post-Secondary Education There are no post-secondary educational facilities located in Seneca. The residents of Seneca and the surrounding area have a large selection of in-state and out-of-state post-secondary schools to select.

Some of these include: University of Kansas Kansas State University Benedictine College UMKC Wichita State University Emporia State University Washburn University Flint Hills Technical College KCKCC Manhattan Christian College Friends University

Lawrence Manhattan Atchison Kansas City Wichita Emporia Topeka Emporia KC, KS Manhattan Wichita

Photo 7.7 Sts. Peter and Paul Catholic School entry Source: http://www.sppschool.com/about-us/

The AdvanceEd model involves a 5-year, school improvement process based on five researchbased standards of school performances. At the conclusion of this cycle, ER (External Review) team evaluates the five standards and provides commendations and recommendations.

Seneca, Kansas Comprehensive Plan 2016

Photo 7.8 Seneca Volunteer Fire Department responding to a call.

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Community Facilities

PUBLIC SAFETY Fire Department The city of Seneca and surrounding areas are protected by the Seneca Volunteer Fire Department. The department recently celebrated their 125th anniversary. The current station is located at 601 Main Street and shares a building with Nemaha County Rescue.

FIGURE 7.3: FIRE DISTRICT MAP SENECA 2014

the Narcotics Division. He then finished his career in Topeka in the Homicide Unit as well as serving as the Crime Stopper Coordinator.

In 2006, he returned to Seneca to fill the position of Chief of Police.

Source: http://seneca-kansas.com/law-enforcement/

Nemaha County EMS Seneca EMS is located in Seneca, Kansas and has a second station in Centralia. SEMS has two ambulances staffed 24 hours a day; 7 days a week with many employees available for additional responders at any given time. A third ambulance is located at second station in Centralia. SEMS provides advanced life support and emergent/non -emergent transport for the sick and injured. Many SEMS employees first respond to medical and traumatic calls whether on duty or not. Resources of any one EMS system can be overwhelmed.

Mutual aid with neighboring services ensures help is available when needed; whether here or there. SEMS frequently calls upon LifeNet, which provides ambulatory services in the air.

FIGURE 7.4: EMS DISTRICT MAP SENECA 2014

Source: Nemaha County

Seneca Police Department The Seneca Police Department provides law enforcement for a public service and for your safety.

Leading the department with nearly 25 years of experience is Chief of Police, Brent Schulte. Chief Schulte, who holds a Criminal Justice degree from Washburn University, began his career as a patrolman for the Topeka Police. Working his way through the ranks he has experience as a training officer, in high risk response, as a member of the honor guard, and as a detective working 5 years in

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Source: Nemaha County

Seneca, Kansas Comprehensive Plan 2016

Community Facilities SEMS responds at the request of fire departments, law enforcement, or other public safety agencies, when called upon - free of charge. SEMS also provides classes to the public, is involved in community organizations and boards, is involved in community relations such as parades & community functions, and is also very active in our youth. The morale at SEMS is incredible. Our facility is impeccable & excellence is the only acceptable quality of service.

Source: http://www.ksems.com/SenecaEMS.htm

the office of the Mayor, City Administrator, City Clerk, Police Department, Municipal Court and the City Council Chambers.

Attached to City Hall is the Chamber of Commerce and Seneca Downtown Impact, Inc. offices.

The second floor of City Hall contains a meeting room for the Volunteer Fire Department as well as storage.

Seneca Free Library The Seneca Free Library is located at the corner of 6th and Main Streets. The old stone church, which now houses the library community room, was built in 1867. In a 1928 election it was voted to turn the church into a public library, and with the help of the Seneca Womenâ&#x20AC;&#x2122;s Club, the library opened in 1931. The main library was constructed in 1996.

Photo 7.9 Nemaha County EMS bays in Seneca

Photo 7.11 Community Room portion of the Seneca Free Library

The public library serves the Seneca area community of about 2,300 people. The library has a collection of over 23,000 books, DVDs, audio books, magazines and newspapers.

Photo 7.10 Seneca City Hall

CITY BUILDINGS City Office The offices for the City of Seneca are located at 531 Main Street. The offices of City Hall including

Seneca, Kansas Comprehensive Plan 2016

The library uses a shared catalog which allows patrons access to nearly a million items. The library also houses many genealogical resources, including WPA birth, death, and marriage records, county cemetery records, county history books, Nemaha County family histories, and Seneca newspapers from the 1800â&#x20AC;&#x2122;s on microfilm.

Services offered at the library include interlibrary loan across the state, wireless internet through several public access computers, copying, printing,

65

Community Facilities and faxing. There are both adult and children’s programs throughout the year.

Source: http://seneca-kansas.com/community/library/

HEALTH CARE Seneca has the following medical services in the community:  Hospital  Outpatient Clinics  2 Licensed/Skilled Nursing Homes  1 Assisted Living Facility  2 Chiropractors

one nurse practitioner. Both entities are Medicare and Medicaid certified and licensed by the State of Kansas.

Source: http://www.nemvch.com/index.php

Seneca Family Practice Seneca Family Practice provides local access to quality healthcare in a rural community. We are conveniently located within Nemaha Valley Community Hospital and offer a wide range of healthcare services that benefit your entire family.

From obstetrics and newborns to elderly care services, they have created personal and lasting health care relationships for the entire family. They care for patients with a broad range of acute, chronic and preventative medical issues - including physical exams, immunizations, preventative care, routine care for chronic conditions (such as diabetes, or hypertension) and men's and women's health.

Source: http://www.nemvch.com/nemvch.com/SFP

Independent/Assisted Living/Nursing Home Facilities Nursing home care is provided by three providers in the community which is:  Country Place Senior Living  Crest View Manor  Life Care Center of Seneca Photo 7.12 Nemaha Valley Community Hospital

Nemaha Valley Community Hospital Nemaha Valley Community Hospital plays a vital part in the health of patients in and around Nemaha County. It is a not-for-profit Critical Access Hospital providing adult and pediatric hospital based healthcare services, inpatient and outpatient surgery, 24 hour a day emergency room services, diagnostic laboratory services, radiology services including in-house diagnostic CT, sonography, and mammography in addition to mobile MRI. Other diagnostic and treatment services provided are Physical Therapy, Respiratory Therapy, Speech Therapy, Occupational Therapy and Cardiopulmonary Rehab. NVCH also conducts a large out-patient clinic service that provides a variety of specialties of which are mostly staffed by physicians from Topeka and Manhattan.

Seneca Family Practice is a rural health clinic with a satellite clinic located in the nearby town of Axtell.

The practice is staffed by four full-time doctors and

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Nemaha County Senior Services Nemaha County Senior Services is a function of county government in Seneca. This service provides seniors opportunities to meet and talk, play cards, etc.

In addition Nemaha County Senior Services is responsible for providing low cost meals for seniors in the Terrace Heights Community Building. This service also assists with Meals on Wheels, and feeding the detainees in the county corrections facility.

Nemaha County Senior Services, at the time of the plan, does not have their own building or dedicated space to provide services to the Nemaha County and Seneca senior population.

COMMUNITY FACILITIES ACTION PLAN Educational Goals Educational Goal 1 Quality education is a vital component of positive growth. Although the City's role is limited, objectives and policies need to be established with regard to

Seneca, Kansas Comprehensive Plan 2016

Community Facilities locating development to insure cost effective use of existing facilities.

Policies EDU-1.1 EDU-1.2

EDU-1.3

Cooperate with Nemaha Central in expanding public uses of educational facilities.

The school districts should review all new development proposed within the zoning jurisdiction of Seneca so they can accommodate future school populations.

The City should work in cooperation with the school district to develop a Performing Arts Center for the community.

Educational Goal 2 The city will coordinate with the school districts to insure adequate areas for future educational needs. Above all, the main goal is to encourage excellence in the school curriculum and facilities.

Policies EDU-2.1 EDU-2.2

Cooperate with Nemaha Central on any future expansion or the development of new joint facilities.

Work with students to continually identify new facilities that will be needed in the future.

Public Safety Goals Safety (Fire Protection) Goal 1 The goal of the City of Seneca is to maintain quality fire protection by exploring programs and alternative services to insure optimum service levels and public costs.

Policies SAFE -1.1 SAFE-1.2

The City should continue to work with the fire department to maintain quality equipment levels.

The Fire Department should continue to expand fire safety education and prevention throughout the community.

Safety (EMS) Goal 2 The goal of the City of Seneca is to maintain and continue quality EMS service by exploring ways to cooperate and work together for the long-term to insure optimum service levels and public costs.

Policies SAFE –2.1 The City should work with EMS services to maintain quality service to the community.

Seneca, Kansas Comprehensive Plan 2016

Safety (Law Enforcement) Goal 3 The goal of the City of Seneca is to maintain quality law enforcement within the community.

Policies SAFE –3.1

SAFE-3.2

Continue to identify specific ways to work cooperatively with the City and the County Sheriff regarding protection within the corporate limits of Seneca.

Continue to support minimum standards regarding equipment used by law enforcement.

Safety (General Health and Safety) Goal 4 The goal of the City of Seneca is to maintain regulations to protect the general health and safety of all residents.

Policies SAFE –4.1

SAFE-4.2

The City should continue to regulate nuisances and poorly maintained properties. This includes continued efforts to regulate junk cars, junkyards and dilapidated/deteriorated residences across the City.

Establish regulations protecting the City residents from the secondary effects of adult entertainment.

Public Facility Goals Public Facility Goal 1 The City of Seneca must continually replace and upgrade its aging infrastructure.

Policies PUB-1.1

PUB-1.2 PUB-1.3

The City should continue to expand and upgrade the water and sanitary sewer system in a manner guiding growth and redevelopment in a systematic and responsible manner without creating large shortfalls for the City to meet demand.

A funding mechanism needs to be put into place in order to upgrade the existing system.

Public facilities should be strategically located within Seneca in order to provide cost-effective, efficient, and timely service to all residents.

Public Facility Goal 2 The City of Seneca and community members must continue to provide and add quality services for its residents.

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Community Facilities Policies PUB-2.1

PUB-2.2 PUB-2.3

The City should work cooperatively with Nemaha County and Nemaha County Senior Services to locate a dedicated Senior Services Center in the community.

The City and Nemaha Central should work together to develop a Performing Arts Center for the community.

The City of Seneca should continue to cooperate with the Nemaha County Historical Society in providing opportunities to see historic properties within the community.

Health Care Facility Goals Health Care Goal 1 The City of Seneca must work closely with the Nemaha Valley Community Hospital to provide quality community care as well as providing quality emergency care to the region.

Policies HC-1.1 HC-1.2

HC-1.3

Nemaha Valley Community Hospital should continue to further define their niche in rural health care.

The community and Nemaha Valley Community Hospital should work together to redefine the city as a model of healthy living and fitness through exercise programs and creating a â&#x20AC;&#x153;walkableâ&#x20AC;? community.

The City should monitor Federal and State policies that impact the viability of rural health providers and advocate appropriately to ensure residents access to care.

Health Care Goal 2 Seneca must monitor closely the median age and the different cohorts living in the community in order to ensure there is adequate senior living facilities in the future.

Policies HC-2.1

HC-2.2

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The City and Chamber should monitor annually the changing dynamics of the different age cohorts within the community.

The City and Chamber should maintain open lines of communications with the different care and assisted-living facilities to stay ahead of the aging curve so there are adequate living quarters available as they are needed.

Seneca, Kansas Comprehensive Plan 2016

Community Facilities

EDU-2.1

EDU-2.2

SAFE-1.1

SAFE-1.2

SAFE-2.1

SAFE-3.1

SAFE-3.2

SAFE-4.1

SAFE-4.2

N

Management Statement

EDU-1.3

1,8,9,12

Y

10 to 20 years

EDU-1.2

Cooperate with Nemaha Central in expanding public uses of educational facilities.

The school districts should review all new development proposed within the zoning jurisdiction of Seneca so they can accommodate future school populations.

The City should work in cooperation with the school district to develop a Performing Arts Center for the community.

Cooperate with Nemaha Central on any future expansion or the development of new joint facilities.

Work with students to continually identify new facilities that will be needed in the future.

The City should continue to work with the fire department to maintain quality equipment levels.

The Fire Department should continue to expand fire safety education and prevention throughout the community.

The City should work with EMS services to maintain quality service to the community.

Continue to identify specific ways to work cooperatively with the City and the County Sheriff regarding protection within the corporate limits of Seneca.

Continue to support minimum standards regarding equipment used by law enforcement.

The City should continue to regulate nuisances and poorly maintained properties.

This includes continued efforts to regulate junk cars, junkyards and dilapidated/deteriorated residences across the City.

Establish regulations protecting the City residents from the secondary effects of adult entertainment.

$$$

1 to 5 years

EDU-1.1

ď&#x201A;&#x201D;

Less 1 year

Community Facilities Action Items

5 to 10 years

CIP

1,2,3,4,5

1,7,8,9,12

1,3,7,8,9,12

1,2,3,4,5

1,8,9,12

1,2,3,4,5

1,8,9,11,12

1,2,3,6,7,8,11, 12

1,2,3,4,5

1,2,3,6,7,8,9, 11,12

1,2,3,6,7,8,11, 12

1,2,3,4,5

1,2,6,8,11,12

1,2,8,11,12

1,2,3,4,5

1,11,12

2

1,8,11,12

2

Participants 1.

City/ City Utilities 2.

Nemaha County 3.

Chamber of Commerce 4.

Kansas Dept. of Commerce 5.

KDOT 6.

Private Businesses 7.

Developers 8.

Consultants 9.

Nemaha Central Schools/Sts. Peter &Paul 10. Housing Authority 11. Residents 12. Committees

Seneca, Kansas Comprehensive Plan 2016

13.

Nemaha Valley Community Hospital

Funding Types 1.

Funding Types 2.

Grants 3.

General Fund 4.

Public/Private Cooperation 5.

Bonding 6.

Private Investment

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Community Facilities

PUB-2.1

PUB-2.2

PUB-2.3

HC-1.1

HC-1.2

HC-1.3

HC-2.1

HC2.2

Participants 1.

City/ City Utilities 2.

Nemaha County 3.

Chamber of Commerce 4.

Kansas Dept. of Commerce 5.

KDOT 6.

Private Businesses 7.

Developers 8.

Consultants 9.

Nemaha Central Schools/Sts. Peter &Paul 10. Housing Authority 11. Residents 12. Committees 13. Nemaha Valley Community Hospital

70

1,2,3,45

1,8,11,12

1,2,3,4,5

N

Management Statement

PUB-1.3

1,8,11,12

Y

10 to 20 years

PUB-1.2

The City should continue to expand and upgrade the water and sanitary sewer system in a manner guiding growth and redevelopment in a systematic and responsible manner without creating large shortfalls for the City to meet demand.

A funding mechanism needs to be put into place in order to upgrade the existing system.

Public facilities should be strategically located within Seneca in order to provide cost-effective, efficient, and timely service to all residents.

The City should work cooperatively with Nemaha County and Nemaha County Senior Services to locate a dedicated Senior Services Center in the community.

The City and Nemaha Central should work together to develop a Performing Arts Center for the community.

The City of Seneca should continue to cooperate with the Nemaha County Historical Society in providing opportunities to see historic properties within the community.

Nemaha Valley Community Hospital should continue to further define their niche in rural health care.

The community and Nemaha Valley Community Hospital should work together to redefine the city as a model of healthy living and fitness through exercise programs and creating a “walkable” community.

The City should monitor Federal and State policies that impact the viability of rural health providers and advocate appropriately to ensure residents access to care.

The City and Chamber should monitor annually the changing dynamics of the different age cohorts within the community.

The City and Chamber should maintain open lines of communications with the different care and assisted-living facilities to stay ahead of the aging curve so there are adequate living quarters available as they are needed.

$$$

1 to 5 years

PUB-1.1



Less 1 year

Community Facilities Action Items

5 to 10 years

CIP

1,8,11,12

1,2,8,11,12

1,2,3,4,5

1,3,7,8,9,12

1,2,3,4,5

1,2,6,8,11,12

1,2,3,5

11,12,13 1,2,3,6,8,9, 11,12,13

1,2,3,5

1,2,3,11,12, 13

1,3,8,12

1,2,3,5

1,3,8,10,11, 12,13

1,2,3,4,5

Funding Types 1.

Funding Types 2.

Grants 3.

General Fund 4.

Public/Private Cooperation 5.

Bonding 6.

Private Investment

Seneca, Kansas Comprehensive Plan 2016

8 Communication and Utilities

Seneca, Kansas Comprehensive Plan 2016

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Communications and Utilities

COMMUNICATION

Water

Telephone Services Telecommunication services are provided primarily by Rainbow Communications; however, companies such as AT&T and others have sparse coverage in Seneca.

Radio Stations There is one radio station in Seneca, KMZA FM. There are several other stations serving the area originating in Hiawatha, Topeka, and Kansas City.

Television Stations Presently there is no local television stations located in Seneca. The over the air stations serving the area originate out of Lincoln, Nebraska; Kansas City, MO; Topeka; and Manhattan.

Besides over the air Communications supplies Television services.

television, Rainbow Seneca with Cable

Internet/World Wide Web Service Providers (ISP) Internet services for the residents of Seneca are provided by Rainbow Communications, Blue Valley Communications, and Haug Communications.

Newspapers The residents of Seneca are served locally by the Courier Tribune.

PUBLIC UTILITIES - EXISTING Public utilities in Seneca are the responsibility of the City. The City currently owns and operates the electric, water and sewer systems.

Electric System City owns and operates the Electrical utility system.

The city currently has 971 residential, 214 commercial and 52 industrial customers.

In 2005 the City implemented a load control system for residential customers and reports the system has been successful.

Electric System Staff Bruce Deters is the Electrical Superintendent and has been with the City for 22 years. The Electrical Department also includes 1 Journeyman lineman with 10 years of experience and on apprentice lineman.

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The City of Seneca water system consists of well, springs, pumping station, contact basin, and an elevated storage tank. The water system serves 1124 residential and commercial customers as well as the providing water to Baileyville Rural Water District #2. Peak daily water demand: 1 Million gallons, Average daily demand: 400,000-450,000.

Water Supply  Water supply is produced from a combinations of 5 municipal water wells and a natural water spring. Well 3 Est 1950 Depth 55ft – Location North of US Highway 36 east of City and east of Railroad tracks  Well 4 Est 1950 Depth 55ft – Location North of US Highway 36 east of City and West of Railroad tracks  Well 5 Est 1950 Depth 55ft – Location North of US Highway 36 east of City and west of Railroad tracks  Well 6 Est 1989 Depth 55ft – Location North of US Highway 36 east of City and west of Railroad tracks  Well 7 Est 1989 Depth 55ft – Location North of US Highway 36 east of City and west of Railroad tracks  Well 8 Est 2008 Depth 110ft – 300 GPM Well #8 M Road South of 132 RD (south of Creek) – Middle of the section 7 miles SW of Town in agriculture production land  Well 9 Est 2008 Depth 110ft – 350GPM M Road South of 132 RD (south of Creek) – Middle of the section M Road South of 132 RD (south of Creek) – Middle of the section 7 miles SW of Town in agriculture production ground.  Maxwell Spring located southwest of town 2 miles On L Road. The City has purchased land east of the springs in order to preserve the water quality in the spring.

The water is treated for quality per drinking water standards, at the pumping station. The city has a 1 million gallon contact basin located at the pumping station. Finished water enters the distribution system at the pumping station. The city maintains supply through a 500,000 gallon elevated storage tank. Based on the assumption of average and peak daily flows the current storage facilities appear adequate for current demand.

Compliance Violations: the 2013-2014 Water Quality report indicates no monitoring violations.

Seneca, Kansas Comprehensive Plan 2016

Communications and Utilities Water ascetics: water is high in Iron Manganese Water tower The Water tower is located on west side of town near pool/park. The tower was installed in 1976 and holds 500,000 gallons. The city has a service agreement with Utility Service to clean and inspect every 2 years. Water tower was painted in 2014.

Water mains The City has performed scheduled and routine maintenance on water mains and has a schedule to replace old and undersized mains. There are a few areas that have 4 inch cast iron lines, however, these mains have not been creating problems recently. The City recently completed a downtown water main improvement project and loop the downtown business district and removed all lead service lines.

Future expansion of the water system should include expansion to the west. Commercial and Residential Developments currently within the City can be served with existing system. The city may want to extend water service along US Highway 36 to be able to serve future commercial business.

Fire hydrants The city performs a flushing program as part of routine maintenance, and checks the volume and pressure at the various fire hydrants throughout the community. The city’s ISO rating is a 5.

Water Department Staff At this time the Utility Superintendent/Public Works Director Brian Rusche has worked for the City for 22 years and has been the Superintendent for 11 years.

The water department staff includes 3 certified water operators, 4 additional maintenance employees and 1 billing/ administrative staff.

Wastewater The City of Seneca Wastewater system includes the collect system (sewer mains, 4 lift stations, grinder pump) an aeration basin, and discharging lagoons.

The city’s average daily flow is 300,000 gallons per day and the peak daily flow is 350,000 gallons per day.

Treatment Treatment facility includes a pre-aeration basin and 5 discharging lagoons. The city increased the system’s capacity in 2008 to 500,000 GPD by

Seneca, Kansas Comprehensive Plan 2016

adding two new lagoon cells. The City is in within the monitoring limits and samples discharge water quarterly.

Collection System The City performs routine maintenance and repairs to the collection system as needed. The city Jet Flushes problem areas. They are aware of several areas of clay pipe that may need slip lined. The City has rehabilitated ¾ of the manholes within the collection system Wastewater Department Staff At this time the Utility Superintendent/Public Works Director Brian Rusche has worked for the City for 22 years and has been the Superintendent for 11 years. The wastewater department shares staff with the water department and currently has 3 certified wastewater operators, 4 additional maintenance employees and 1 billing/administrative staff.

Natural Gas Natural gas is supplied to Seneca by Kansas Gas. Natural gas is available for residential and commercial uses. Availability of natural gas for industrial uses is subject to individual situations.

PUBLIC UTILITIES - FUTURE NEEDS As Seneca looks to the future and develops a guiding vision, consideration will need to be given to the capacity of the existing utility systems.

Portions of the surrounding area may or may not be adequate for expanding the sanitary sewer collection system without major components such as lift stations being constructed.

The utility system is likely the most expensive part of any new development and it needs to be considered and constructed properly in order for the new and older systems to work in unison. The following pages will examine the sanitary sewer and water systems from a standpoint of capacity and connect ability.

Sanitary Sewer Commercial and Residential Developments currently within the City can be served with existing system.

The Sewer Department would like to extend water main along US Highway 36 to be able to serve future commercial business located there.

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Communications and Utilities Water Commercial and Residential Developments currently within the City can be served with existing system.

The Water Department would like to extend water main along Hwy 36 to be able to serve future commercial business located there.

The City currently provides water to a regional water system. (May want to review contract to see what the RWD can do for expansion â&#x20AC;&#x201C; PW director feels the system can handle additional growth.)

methods to increase treatment capacity at the plant including requiring on-site pre-treatment of waste.

Sanitary Sewer Goal 2 The City should develop concepts to address the potential high costs of new developments to the north of the community.

Policies SS-2.1

COMMUNICATION/UTILITY ACTION PLAN Communications Communications Goal 1 The city of Seneca should continue to have the best possible communications network possible.

Policies C-1.1

C-1.2

The community should continue to support Rainbow Communications and others efforts to provide quality service to every residence and business in Seneca.

Community organizations should continue to provide news and public interest stories via the internet and social media in order to allow the community members to follow news and events.

General Utilities General Utilities Goal 1 The City should continue working toward the replacement of outdated infrastructure.

Policies GU-1.1 GU-1.2

The City should establish an annual priority list of electric, water and sanitary sewer to replace.

The City should work toward developing utility extension out along US Highway 36.

Sanitary Sewer Sanitary Sewer Goal 1 The City should maintain adequate treatment capacity at the wastewater treatment plant in order to accommodate future developments and industry.

Policies SS-1.1 SS-1.2

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The City should continue to be involved in all potential development proposals.

The City should continually analyze

SS-2.2

The City should not be the primary financer for utility extensions for future developments outside the corporate limits.

The City should develop a cost sharing program for developments in order to minimize costs to all parties.

Water System Goal 1 Seneca should maintain an adequate and safe potable water supply for its citizens.

Policies WS-1.1

WS-1.2

New land use policies should be established that minimize hazardous uses near wellheads and the time of travel contours.

The City should continue constructing new wells as needed to replace aging units in the system.

Water System Goal 2 Seneca should continue to improve the overall pressure and fire flow in the community.

Policies WS-2.1 WS-2.2

The City employees should regularly monitor the fire flows at each hydrant.

The City should prioritize water mains needing updated based upon the fire flow data and the standards for proper fire fighting capacity.

Electrical System Goal 1 Seneca should continue to improve the overall electric distribution system.

Policies ES-1.1 ES-1.2

The City employees should replace transformers as needed due to aging conditions.

The City should continue to find the lowest possible wholesale market prices for electricity.

Seneca, Kansas Comprehensive Plan 2016

Communications and Utilities

1,3,6,11,12

C-1.2

Community organizations should continue to provide news and public interest stories via the internet and social media in order to allow the community members to follow news and events.

The City should establish an annual priority list of electric, water and sanitary sewer to replace.

The City should work toward developing utility extension out along US Highway 36.

The City should continue to be involved in all potential development proposals.

The City should continually analyze methods to increase treatment capacity at the plant including requiring on-site pre-treatment of waste.

The City should not be the primary financer for utility extensions for future developments outside the corporate limits.

The City should develop a cost sharing program for developments in order to minimize costs to all parties.

New land use policies should be established that minimize hazardous uses near wellheads and the time of travel contours.

The City should continue constructing new wells as needed to replace aging units in the system.

The City employees should regularly monitor the fire flows at each hydrant.

The City should prioritize water mains needing updated based upon the fire flow data and the standards for proper firefighting capacity.

The City employees should replace transformers as needed due to aging conditions.

The City should continue to find the lowest possible wholesale market prices for electricity.

1,3,6,11,12

GU-1.1

GU-1.2

SS-1.1 SS-1.2

SS-2.1

SS-2.2 WS-1.1

WS-1.2 WS-2.1 WS-2.2

ES-1.1 ES-1.2

1,6,7,8,11,12

1,2,3,4,5

1,5,6,7,8,11, 12

1,2,3,4,5

N

Management Statement

The community should continue to support Rainbow Communications and others efforts to provide quality service to every residence and business in Seneca.

Y

10 to 20 years

C-1.1

$$$

1 to 5 years

ď&#x201A;&#x201D;

Less 1 year

Communications and Utilities Action Items

5 to 10 years

CIP

1,6,7,8,11,12 1,8,11,12

1,2,3,5

1,7,8,11,12

1,7,8,11,12

1,2,3,4,5

1,8,11,12

2

1,811,12

1,2,3,4,5

1,8

1,2,3,5

1,8,11,12

1,2,3,4,5

1,8,11,12

1,2

1,8,12

Participants 1.

City/ City Utilities 2.

Nemaha County 3.

Chamber of Commerce 4.

Kansas Dept. of Commerce 5.

KDOT 6.

Private Businesses 7.

Developers 8.

Consultants 9.

Nemaha Central Schools/Sts. Peter &Paul 10. Housing Authority 11. Residents 12. Committees 13. Nemaha Valley Community Hospital

Seneca, Kansas Comprehensive Plan 2016

Funding Types 1.

Funding Types 2.

Grants 3.

General Fund 4.

Public/Private Cooperation 5.

Bonding 6.

Private Investment

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Communications and Utilities

This Page Intentionally Left Blank

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Seneca, Kansas Comprehensive Plan 2016

9 Land Use and Development

Seneca, Kansas Comprehensive Plan 2016

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Land Use and Development Introduction Within any planning jurisdiction, whether a large growing urban area or a small declining rural community, there will be changes in land uses throughout the planning period. The purpose of the Seneca Land Use and Development Chapter is to provide a general guide to direct changes in land use over time. The resulting changes in land uses should be capable of coexisting with a minimum number of conflicts. This Chapter must reflect the existing conditions and be flexible in order to meet the needs of its citizens as well as their vision for the community’s future.

The Seneca Land Use and Development Chapter provides the basis for the formulation of land use and the zoning regulations. For this reason, it is imperative to formulate a plan tailored to the needs, desires and environmental limitations of the planning area. The Chapter should promote improvements in all the components of the local economy.

SENECA LAND USE ELEMENTS The elements of the Seneca Land Use portion of this Chapter include:  Existing Land Use, and  Future Land Use Plan.

All of these elements are integrated in some manner. Effective evaluations and decisions regarding development require a substantial amount of information to be utilized.

Existing Land Use The term “Existing Land Use” refers to the developed uses in place within a building or on a specific parcel of land. The number and type of uses are constantly changing within a community, and produce a number of impacts either benefitting or detracting from the community.

Existing patterns of land use are often fixed in older communities or at least in established sections, while development in newer areas is often reflective of current development practices.

Overall, development patterns in and around Seneca have been influenced by topography and manmade features such as one railroad line and one Kansas highway, and one U.S. Highway. These items will likely continue to influence development patterns throughout the course of the planning period.

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Existing Land Use Categories The utilization of land is best described in specific categories that provide broad descriptions where numerous businesses, institutions, and structures can be grouped. For the purposes of the Comprehensive Plan, the following land use classifications are used:  Single Family Residential  Multi-Family Residential (includes       

Duplexes and Apartments) Manufactured Housing (including Trailers and Mobile Homes Commercial Industrial Quasi-Public (includes churches and hospitals) Public (including City facilities and schools) Parks & Recreation (including Open Space Vacant/Agricultural

These land use classifications are used throughout both the existing land use analysis as well as the future land use plan to ensure continuity and methodology.

Existing Land Use Analysis within Corporate Limits As part of the planning process, a survey was conducted through field verifications via a windshield survey. This survey noted the use of each parcel of land within the city of Seneca. The data from the survey is analyzed in the following paragraphs.

Table 9.1 includes the different types of data. The first set of data are the total acres determined per land use from the survey; next is the percentage of those areas compared to the total developed land; the third set of data compares all land uses to the total area within the corporate limits of Seneca; finally, the last column examines the data in terms of acres per 100 persons. The persons per 100 acre establishes a baseline from which land use numbers can be equally compared from one community to another as well as to project future land use needs due to population. The results of the land use survey are presented graphically on Figure 9.1.

Seneca, Kansas Comprehensive Plan 2016

Land Use and Development Table 9.1: Existing Land Uses Seneca 2015

Seneca, Kansas Comprehensive Plan 2016

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Land Use and Development Table 9.1: Existing Land Uses Seneca 2015 Type of Use

Residential

Acres

Percent of Developed Area

The developed area of a community is less than the total area of the corporate limits of the city. In the case of Seneca, there are 61.84 acres considered as vacant or agricultural or 5.4% of the corporate limits.

Percent of Acres per Total 100 Area persons

317.20

29.1%

27.5%

15.93

Single-family

297.62

27.3%

25.8%

14.95

Multi-family

19.58

1.8%

1.7%

0.98

-

0.0%

0.0%

0.00

Mobile Homes Commercial

71.81

6.6%

6.2%

3.61

Industrial

106.81

9.8%

9.3%

5.36

Quasi-Public/Public

150.07

13.8%

13.0%

7.54

Parks/Recreation

191.76

17.6%

16.6%

9.63

Transportation

252.34

23.2%

21.9%

12.67

100.0%

94.6%

54.75

Total Dev eloped Land Vacant/Agriculture Total Area

1,089.99 61.84

-

5.4%

3.11

1,151.83

-

100.0%

57.85

Source: 2015 Seneca Comprehensive Development Plan, Marvin Planning Consultants Note: Acres per 100 is based upon the 2010 population

Table 9.1 indicates 29.1% of the developed area within Seneca is residential. Commercial uses accounted for 6.6% of the total developed area; while industrial uses made up 9.8% of the developed area. Transportation, platted streets and their corresponding right-of-way, made up 23.2% of the developed area of Seneca. Overall, residential and transportation uses accounted for 52.3% of the developed area of Seneca.

Land Use Comparative Analysis Table 9.2 compares the land use make-up of Seneca to three other similar communities. The table shows that there are varying levels of uses in each community. The table is purely for comparison purposes and does not indicate one community’s make-up is better than another.

EXISTING LAND USE ANALYSIS WITHIN THE ETJ During the course of the land use survey, land uses in the two-mile extraterritorial jurisdiction of Seneca were also noted. The predominate land use within the outlying areas is agriculture, including farmsteads and acreage developments.

Table 9.2: Land Use Comparisons Seneca, Nebraska 2015 Type of Use

Residential

Seneca (acres) (1)

Percent of Total Area

Falls City (acres) (2)

Percent of Total Area

Cozad (acres) (3)

Percent of Total Area

Fairbury (acres) (4)

Percent of Total Area

317.2

27.5%

627.73

28.5%

399.56

34.7%

571.41

26.0%

Single-family

297.62

25.8%

588.94

26.8%

338.26

29.4%

544.77

24.8%

Multi-family

19.58

1.7%

29.49

1.3%

32.09

2.8%

24.52

1.1%

0

0.0%

9.3

0.4%

29.21

2.5%

2.12

0.1%

71.81

6.2%

96.43

4.4%

35.07

3.0%

104.19

4.7%

Mobile Homes Commercial Industrial

106.81

9.3%

270.00

12.3%

242.63

21.1%

51.49

2.3%

Quasi-Public/Public

150.07

13.0%

318.06

14.5%

314.8

27.3%

165.54

7.5%

Parks/Recreation

191.76

16.6%

64.51

2.9%

25.4

2.2%

101.47

4.6%

Transportation

252.34

21.9%

259.49

11.8%

402.64

35.0%

427.89

19.5%

1089.99

94.6%

1636.22

74.4%

1420.10

123.3%

1421.99

64.7%

61.84

5.4%

563.22

25.6%

299.19

26.0%

131.01

6.0%

1151.83

100.0%

2199.44

100.0%

1719.29

149.3%

1553.00

70.6%

Total Dev eloped Land Vacant/Agriculture Total Area

Source: (1) 2015 Comprehensive Development Plan – MPC Field Survey (2) 2012 Comprehensive Development Plan – MPC Field Survey (3) 2015 Comprehensive Development Plan – MPC Field Survey (4) 2010 Comprehensive Development Plan – City of Fairbury

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Seneca, Kansas Comprehensive Plan 2016

Land Use and Development

Photo 9.1 Firmette of Seneca vicinity

Photo 9.2: View looking west along US Highway 36 in Seneca

Seneca, Kansas Comprehensive Plan 2016

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Land Use and Development Figure 9.2: Constraints to Development - 2015

Existing underpass at Main Street and UPRR

Existing Sewage treatment facility State and Federal highways create a hard barrier that development must cross as well as the limited number of curb cuts typically allowed

UPRR is a barrier to development due to the number of trains daily

Existing water bodies and their associated floodplains

82

Seneca, Kansas Comprehensive Plan 2016

Land Use and Development

Photo 9.3: Ballfield Site

Seneca, Kansas Comprehensive Plan 2016

83

Land Use and Development

Photo 9.5: US Highway 36 and N. 11th Street

Photo 9.4: Old Golf Course Area

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Seneca, Kansas Comprehensive Plan 2016

Land Use and Development Figure 9.3: Growth Management Priorities - 2015

Seneca, Kansas Comprehensive Plan 2016

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Land Use and Development Priority Area 1 The highest priority for future development is to infill lots and/or redevelop properties within the existing corporate limits of Seneca. By following this philosophy, a community can take advantage of existing infrastructure under and above the ground; however, in some cases, the infrastructure may need to be updated to newer material. Updating is still less costly than the concept of extending new service lines outward from the community. These areas can be seen in Figure 9.3 shaded in green.

Priority Area 2 Priority Area 2, indicates areas where utilities can be extended without any major systems, such as lift stations, force mains and/or booster pumpers.

These areas are shown in Figure 9.3 as yellow and are located along the perimeter of the community.

As new “greenfield” developments are proposed, these areas would be preferable; however, costs associated on the land acquisition side may limit development at times in these areas.

86

Priority Area 3 Priority Area 3, indicates areas capable of development; however, water and sanitary sewer systems will need to be extended. In addition, some of these areas will may also require lift stations to handle the collection and distribution of wastewater. These areas are shown in Figure 9.3 as blue and are located along the perimeter of the community.

These areas are not a high priority for future development at the time of this plan. As new “greenfield” developments are proposed, developers may be required to pay some or all costs associated with extending services.

Seneca, Kansas Comprehensive Plan 2016

Land Use and Development Transitional Agriculture Land Use General Purpose

Typical uses 1.Crop production, including grazing lands 2.Private grain storage 3.Commercial grain storage 4.Manure/fertilizer applications 5.Public recreational, wildlife and historical areas 6.Renewable energy equipment 7.Tourism activities 8.Religious uses and structures 9.Educational uses and structures Potential issues to consider 1.Natural amenities such as trees, ponds, and streams.

2.Wellhead protection areas 3.Site drainage 4.Flood hazards.

5.Groundwater contamination 6.Wetlands 7.Water and sanitary sewer connections to the city Buildable lot policies 1.Minimum residential lot sizes should be kept at the lowest possible size to accommodate both private water and sanitary sewer.

Residential densities 1.Residential densities within this land use category should be no more than two dwelling units per 1/4 section.

Development policies to consider 1.Cluster developments should be considered and used whenever soils, topography, natural amenities warrant.

2.Ghost platting should be considered on any proposed subdivision within 1/2-mile of the corporate limits of Seneca.

Seneca, Kansas Comprehensive Plan 2016

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Land Use and Development Figure 9.4: Future Land Use Plan Map

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Seneca, Kansas Comprehensive Plan 2016

Land Use and Development

Seneca, Kansas Comprehensive Plan 2016

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Land Use and Development Low Density Residential Land Use General Purpose

Typical uses 1.Single-family residential dwelling units, including accessory uses 2.Religious uses and structures 3.Educational uses and structures 4.Public facilities such as police, fire and rescue, libraries, city/county/state/ federal offices 5.Public recreational, wildlife, and historical areas 6.Renewable energy equipment Potential natural issues to consider 1.Slopes 2.Topography 3.Natural amenities such as trees, ponds, and streams 4.Site drainage 5.Flooding hazard.

6.Wetlands Buildable lot policies 1.Minimum residential lot sizes should be kept at the lowest possible size accommodating both private water and sanitary sewer or public water and sanitary sewer.

Residential densities 1.Residential densities within this land use category approximately one dwelling unit per every three to five acres.

should

be

Development policies to consider 1.Cluster developments should be considered and used whenever soils, topography, natural amenities warrant. See subsection of clustered developments.

2.Ghost platting should be considered on any proposed subdivision within 1 -mile of the corporate limits of Seneca. See subsection on â&#x20AC;&#x153;Ghost Plattingâ&#x20AC;?.

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Seneca, Kansas Comprehensive Plan 2016

Land Use and Development

Medium Density Residential Land Use General Purpose

Typical uses 1.Single-family residential dwelling units 2.Accessory uses associated with single-family residential dwelling units 3.Townhouses. condominiums and duplexes 4.Small multi-family complexes 5.Parks and Recreational facilities 6.Public facilities 7.Educational uses and structures 8.Religious uses and structures 9.Health care facilities Potential natural issues to consider 1.Slopes 2.Topography 3.Natural amenities such as trees, ponds, and streams 4.Site drainage 5.Flooding hazard.

6.Wetlands Buildable lot policies 1.Minimum lot sizes should be in the 7,500 to 10,000 square foot range.

Residential densities 1.

Development policies to consider 1.Cluster developments should be considered and used whenever soils, topography, natural amenities warrant. See subsection of clustered developments.

Seneca, Kansas Comprehensive Plan 2016

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Land Use and Development

High Density Residential Land Use General Purpose

Typical uses 1. Single-family residential dwelling units 2. Accessory uses associated with single-family residential dwelling units 3. Community centers 4. Townhouses. condominiums and duplexes 5. Multi-family complexes 6. Religious uses and structures 7. Educational uses and structures 8. Community/Recreational Center 9. Parks and Recreational facilities 10. Public facilities 11. Health care facilities Potential natural issues to consider 1. Slopes 2. Topography 3. Natural amenities such as trees, ponds, and streams 4. Site drainage 5. Flooding hazard.

6. Wetlands Buildable lot policies 1. Minimum lot sizes should be approximately 5,000 to 7,500 square foot range with some allowances for larger lots for larger multi-family complexes.

2. Smaller lot sizes should be permitted for Townhomes, condominiums, and starter homes (within designated areas).

3. Multi-family dwelling lots should have a minimum amount of land per unit to accommodate for green space and off-street parking.

Residential densities 1.

2.

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Seneca, Kansas Comprehensive Plan 2016

Land Use and Development

Downtown Commercial Land Use General Purpose

Typical uses 1. General retail businesses on all floors 2. General offices on all floors 3. Restaurants without drive-thru 4. Drinking establishments 5. Entertainment districts 6. Public facilities 7. Museums 8. Single-family residential dwellings on upper floors 9. Religious uses and structures 10. Educational uses and structures Potential issues to consider 1. Traffic control 2. Parking, especially on-street 3. Historic character of the area 4. Potential design modifications Buildable lot policies Building lots in this district should vary throughout depending upon the use. The typical downtown lot widths range from 25 lineal feet to between 50 and 100 feet.

Development policies to consider 1. Preservation of the historical character of the downtown area 2. New structures need to be sensitive to the architectural character of the area.

Seneca, Kansas Comprehensive Plan 2016

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Land Use and Development

Commercial and Office Mixed Use Area General Purpose

Typical uses 1.Retail businesses on all floors 2.Offices on all floors 3.Restaurants without drive-thru 4.Drinking establishments 5.Entertainment uses 6.Educational facilities 7.Single-family residential dwellings on upper floors 8.Religious uses and structures

Potential issues to consider 1.Traffic control 2.Parking, especially on-street 3.Character of the area 4.Potential design modifications

Buildable lot policies Building lots in this district should vary throughout depending upon the use. The typical lot widths range from 25 lineal feet to between 50 and 100 feet.

Development policies to consider

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Seneca, Kansas Comprehensive Plan 2016

Land Use and Development

General Commercial Land Use General Purpose

Typical uses 1. General retail businesses 2. General offices 3. Restaurants with or without a drive-thru 4. Drinking establishments 5. Public facilities such as police, fire and rescue, libraries, city/ county/state/federal offices 6. Religious uses and structures 7. Educational uses and structures 8. Community/Recreational Center Potential issues to consider 1. Traffic control 2. Parking 3. Potential design modifications Buildable lot policies Developments in this district should have a minimum of 10,000 square feet since there will be requirements for parking and internal trafficways.

Development policies to consider These developments should minimize the impact on adjacent uses such as parks and residential developments.

All loading and unloading facilities should be screened from adjacent uses and the general public.

Screening should be used between these uses and other uses such as parks and residential developments.

Seneca, Kansas Comprehensive Plan 2016

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Land Use and Development

Highway Commercial Land Use General Purpose

Typical uses 1. General retail businesses 2. Big box stores 3. Restaurants with or without a drive-thru 4. Public facilities 5. Religious uses and structures 6. Educational uses and structures 7. Community/Recreational Center Potential issues to consider 1. Traffic control 2. Parking 3. Potential design modifications Buildable lot policies Developments in this district should have a minimum of 10,000 square feet since there will be requirements for parking and internal trafficways.

Development policies to consider These developments should minimize the impact on adjacent uses such as parks and residential developments.

All loading and unloading facilities should be screened from adjacent uses and the general public.

Screening should be used between these uses and other uses such as parks and residential developments.

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Seneca, Kansas Comprehensive Plan 2016

Land Use and Development

Commercial/Industrial Flex Land Use General Purpose This specific â&#x20AC;&#x153;Flexâ&#x20AC;? category is intended to be used in locations where a mixture of commercial uses and industrial uses would be appropriate.

These areas should be located along major arterials including highways .

These areas could also contain a mixture of uses directly within the same building.

Typical uses 1. General retail businesses 2. Big box stores 3. Restaurants with or without a drive-thru 4. Public facilities 5. Religious uses and structures 6. Educational uses and structures 7. Community/Recreational Center 8. Storage as an accessory use 9. Self-service storage facilities 10. Light manufacturing 11. Necessary accessory uses and structures that are subordinate to the primary structure Potential issues to consider 1. Traffic control 2. Access management 3. Type of adjacent uses and potential incompatibilities 4. Slopes 5. Topography 6. Natural amenities such as trees, ponds, and streams 7. Site drainage 8. Flooding hazard.

9. Wetlands Buildable lot policies Commercial and industrial structures need to be evaluated based upon the use and context of the overall Development policies to consider 1. Screening between residential and commercial lots 2. Landscaping along any street and highway 3. Limit new access along arterials and highways to side streets.

Seneca, Kansas Comprehensive Plan 2016

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Land Use and Development

Industrial Land Use General Purpose

Typical uses 1.Storage as an accessory use 2.Self-service storage facilities 3.Adult entertainment when the required guidelines are met 4.Manufacturing 5.Necessary accessory uses and structures that are subordinate to the primary structure 6.Religious uses and structures 7.Public facilities 8.Educational uses and structures

Potential issues to consider 1.Traffic control 2.Parking 3.Potential design modifications 4.Secondary effects of adult entertainment uses Buildable lot policies 1.Lot size and setbacks should be adjusted to fit the specific area. Some of these areas may be included in Planned Unit Developments (PUD) and the overall scheme of the development may dictate these items.

2.When lots are not part of a PUD then lot sizes should be adequate to handle the required setbacks of the zoning district and all other pertinent requirements such as parking and screening.

3.Setbacks within developments not done as a PUD should follow the appropriate zoning district.

Development policies to consider 1.Cluster developments should be considered and used whenever the soils, topography and natural amenities warrant 2.Signage should be minimal and be aesthetically tied to the overall development or structure.

3.Security fencing should be used when materials are not contained inside a building.

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Seneca, Kansas Comprehensive Plan 2016

Land Use and Development

Public/Quasi-Public Land Use General Purpose

Typical uses 1. Public facilities 2. Hospitals 3. Religious uses and structures 4. Educational uses and structures 5. Community/Recreational Center 6. Public utilities

Park and Recreational Land Use General Purpose

Typical uses 1. Park facilities including city/county/state/federal facilities 2. Parks 3. Trails 4. Community/Recreational Center 5. Recreational facilities such as ballfields, volleyball and basketball courts, horseshoes, swimming pools, etc.

Seneca, Kansas Comprehensive Plan 2016

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Land Use and Development

FUTURE LAND USE ACTION PLAN Land Use Goal and Objectives Guiding future growth, development, and redevelopment in Seneca towards an appropriate pattern of land uses based upon the efficient and economical expansion of public infrastructure will continue to maintain and improve the quality of life for everyone in the community.

Objectives GENLU-1.1

GENLU-1.2 GENLU-1.3

GENLU-1.4 GENLU-1.5

GENLU-1.6 GENLU-1.7

GENLU-1.8

The cost of required improvements, both on-site and off-site, to a subdivision that are to exclusively serve the property owners of the subdivision should be borne by the developer or those property owners within said subdivision.

The City should designate areas in the Land Use Plan that address some future growth in Seneca.

The City should develop zoning and subdivision regulations promoting efficient land usage, while avoiding land use conflicts.

Land use policies should discourage and minimize leapfrog development outside of the corporate limits.

The City of Seneca should work toward strong compact development through the redevelopment of older dilapidated lots and neighborhoods.

The City should work toward the eventual, yet natural and voluntary, elimination of inhabitable structures.

Agricultural areas should be preserved until such time when a proposed development is made according to the Land Use Plan.

Subdivisions showing lots fronting on existing or future arterials should not be permitted.

Commercial Land Use Objectives COMLU-1.1 C o m m e r c i a l and residential development should be allowed to mix together within the special land use designation “Flex” COMLU-1.2 Commercial land uses should be encouraged to locate at the intersections of and along major transportation networks.

100

COMLU-1.3 Frontage roads should be utilized, as possible, when commercial development is locating along major roads/highways.

COMLU-1.4 Continued redevelopment of the downtown commercial district should be encouraged and assisted whenever possible.

COMLU-1.5 Commercial land use districts and uses within commercial zoning districts should be lenient yet focused in a manner that allows for new and innovative business to develop and locate within Seneca.

Industrial Land Use Objectives INDLU-1.1 The City should provide guidelines and incentives that promote industrial uses.

INDLU-1.2 The City should work with local industrial businesses to relocate to areas on the edge of the community instead of being in the middle of the community.

INDLU-1.3 Industrial uses should be located so that adequate buffer space is provided between incompatible land uses.

INDLU-1.4 The City should develop appropriate performance, design and specification standards and requirements for all existing and possible future industrial uses to guide their location or relocation in the City.

INDLU-1.5 The City should recognize and encourage small-scale industries as viable alt ernatives to larger, conventional enterprises.

INDLU-1.6 Performance standards should be implemented as a means of controlling the negative impacts of industrial activity.

INDLU-1.7 Signage used within and around industrial areas should be designed to compliment the materials and scale of surrounding development.

INDLU-1.8 Industrial districts should be located: i. where urban services and infrastructure are available or planned in the near future; ii. in sites supported by adequate road capacity – commercial development should be linked to the implementation of the transportation plan; iii. so that they enhance entryways or

Seneca, Kansas Comprehensive Plan 2016

Land Use and Development public way corridors, when developing adjacent to these corridors; and iv. in a manner that supports the creation and maintenance of greenspace.

Residential Land Use Objectives RESLU-1.1 Residential development should be separated from more intensive uses, such as agriculture, commercial, and industrial development, by the use of setbacks, buffer zones, or impact easements, when possible.

RESLU-1.2 The City should promote the development of housing that varies in size, density, and location.

RESLU-1.3 The City should develop subdivision regulations providing for a quality living environment while avoiding inefficient and expensive public infrastructure expansions.

RESLU-1.4 The City should support housing options for all incomes and physical capabilities of Senecaâ&#x20AC;&#x2122;s residents.

RESLU-1.5 New residential developments should be accompanied by covenants, when appropriate, which provide for the maintenance of common areas, easements and drainage.

RESLU-1.6 The City should develop and/or maintain relationships and partnerships with housing professions in the public and private sector to establish a range of affordable housing options, ranging from a First Time Homebuyer program to rental assistance.

RESLU-1.7 The City should promote low to zero non -farm residential densities in agricultural districts by providing proper distances between residential and agricultural uses.

RESLU-1.8 Seneca should work on redevelopment of deteriorated/dilapidated properties in order to address the demand for new housing in the community. This allows for new housing to take advantage of existing street and utility systems without creating a greater demand for maintenance of the existing system.

RESLU-1.9 Upper level residential units should be encouraged and developed within the downtown commercial district.

RESLU-1.10 The City should work a higher density of

Seneca, Kansas Comprehensive Plan 2016

development within the established parts of Seneca.

RESLU-1.11 Clust ered ho using sho uld be encouraged throughout the future annexation areas to minimize the impact of development and to preserve the rural character to best extent possible.

Extraterritorial Jurisdiction (ETJ) Planning within the extraterritorial jurisdiction of Seneca should be focused more on agricultural uses and less on large lot residential. New residential development should be encouraged to locate either adjacent to the community or within the existing corporate limits as a redevelopment project.

Developments requested within the ETJ should be required to provide either large enough lots to adequately handle individual wells and septic systems or they should be designed with a centralized water and/or sanitary sewer collection system that meets State and Federal standards.

Development within the ETJ should also work in a manner to conserve environmentally sensitive areas as well as natural resources such as tree groves, ponds, lakes, streams, etc. In order to accomplish these protections, the City and the developer should work to use creative subdivision designs including clustered subdivisions and planned unit developments, both are very similar in their approach.

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Land Use and Development Clustered or Conservation Subdivisions/Planned Unit Developments The Cluster Subdivision is a different type of subdivision than has been used in the past by Seneca. These Subdivisions are designed to “cluster” building lots into certain pockets of the site. Generally, these pockets are located where the least amount of negative impact will be made to the natural environment.

In addition, the Cluster Subdivision provides a means to create new neighborhoods that include mature trees, steep slopes, streams and buffers and other natural amenities. The Cluster Subdivision will be one of the most powerful tools the City and Developer have to preserve parts of the existing natural environment.

Subdivisions should be designed using principles of environmental conservation and clustering. When clustering is used in subdivision design, the same number of dwelling units can be realized while natural features are preserved. The preserved areas can be used as natural open spaces, linear parks, or trails. This can have the effect of increasing property values as people are drawn to live in areas that provide environmental amenities.

 

Signage Landscaping

Photo 9.6 Entry way into Yanney Heritage Park in Kearney - This could be transformed and used as a great community entry

Community character is a combination of physical and psychological experiences. Composing these elements into the proper context within the community requires a great deal of public input and feedback.

Density bonuses can be used to encourage developers to preserve natural space within their developments, while still developing approximately the same number of lots. The following two diagrams show how clustering concepts can be used to develop the same number of lots in a smaller area, thereby preserving natural features such as tree clusters.

Community character is a widely used term of art and has several different definitions. As with a number of subjective concepts, we know community character when we see it. Every community has its own “character” based on a number of items including culture, history, identity, natural surroundings, man-made surroundings, and many others.

Community character encompasses a number of puzzle pieces that will need to be assembled just right. Many of the items that define community character include:  Community entrances  Wayfinding

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Photo 9.7 An example of a wayfinding sign

Community Entrances Community entrances are a critical component to how the community is perceived by both residents and visitors. Community entrances can be addressed through several different design elements. These design elements need to make a lasting impression to every individual entering and driving through the community.

Seneca, Kansas Comprehensive Plan 2016

Land Use and Development The first thing anyone notices as they enter a new community is the community sign. The welcome sign needs to be designed in a manner to convey the message as well as not detract from traffic.

In addition, Seneca has several historical buildings and sites, including these in an official walking tour could increase the need for an official wayfinding system.

Photo 9.8 Another example of Wayfinding and signage

Wayfinding Wayfinding works closely with walkability.

Wayfinding is a term encompassing the appropriate signage to allow people to walk, run, and/or drive to specific places in the community.

As Seneca continues to redefine itself, a wayfinding system will become more important to visitors and residents. The system does not need to be elaborate but it does need to easily convey a message as well as be legible to someone driving 45 miles per hour.

Photo 9.10 Another example of a ground monument sign

Signage Signage in this section refers to primarily commercial signage at the street and building as well as the signage used at subdivision entrances.

These items are critical to developing an excellent community character in Seneca. Signs can be well designed and at a human scale or they can create visual clutter.

Photo 9.11 An example of Xeriscaping

Photo 9.9 An example of a ground monument sign

Seneca, Kansas Comprehensive Plan 2016

Every commercial business has the right to tell customers where they are but those rights become limited when the community begins to perceive signs as visual clutter. This can be done through the use of attractive ground mounted signs. Ground

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Land Use and Development mounted signs should also be designed to fit into the overall architectural character of the building and/or development.

Landscaping Landscaping is critical to creating community character. Landscaping should be located in the following areas:  Along streets, especially major thoroughfares  Along parking barriers  Near the buildings  In public spaces of a development Landscaping can also include many different types of materials, including:  Grass  Shrubs  Trees  Water  Xeriscaping  Ground cover such as wood chips and rock

HISTORIC PRESERVATION/DISTRICTS According to Wikipedia, historic preservation is an endeavor seeking to preserve, conserve and protect buildings, objects, landscapes or other artifacts of historical significance. ...within Englishspeaking countries "historic preservation" is generally used by speakers in the United States to refer to what is known in other dialects as "heritage conservation" or "heritage preservation".

Photo 9.13: Old Church (Seneca Free Library)

Photo 9.12: Old First National Bank (Cornerstone Coffee Haus)

As new developments and redevelopment activities continue in Seneca, especially along US Highway 36 (West Seneca Area) the City should work closely with developers and property owners to insure there is an appropriate amount of landscaping that will last and be maintainable in the future. In order to accomplish this task, the City should put specific policies and guidelines in place to allow the City, property owners and developers to communicate properly.

Historic preservation within Seneca suggests an effort toward the preservation of the 19th Century architecture and the early 20th Century architecture including houses scatted throughout the community. However, historic preservation also suggests Seneca should preserve its rich cultural heritage that helped form the original community.

Seneca has taken several steps to protect key local landmarks. The Seneca Area Chamber of Commerce/SDI works closely with downtown business/building owners to ensure this key area of Seneca stays active and alive.

As new development or redevelopment occurs in the downtown and older portions of the community, these activities need to be very sensitive to the historic fabric that exists in Seneca.

Historic Downtown Seneca Downtown Seneca is a Historic District along Main

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Land Use and Development HIS-1.3

ones as they become available.

The updated zoning codes should provide better protection for the historic areas of Seneca.

Photo 9.14: View of south side of Main Street

Street and between 3rd and 6th Streets. Several key buildings in the district include:  the old First National Bank which has been the home of the Cornerstone Coffee Haus  Old Universalist Church which is now a part of the Seneca Free Library  City Hall  The US Post Office  The Pony Express Museum building  As well as other contributing buildings.

FUTURE HISTORIC POLICIES

PRESERVATION

GOALS

AND

Historic preservation in Seneca will require energy, vision, and cooperation in order to successfully protect the historic and contributing structures in the community.

Photo 9.15: Historic Story Boards in Downtown Seneca

Sub-Area 1 - Downtown Seneca Downtown Seneca is similar to all communities found in Kansas and the Midwest. Downtowns are historically the retail, office and service core of a smaller community. In addition, the majority of structures are typically historic in character.

Figure 9.5: Sub Area 1: Downtown Seneca

Historic Preservation Goal 1 The City will strive to maintain its rich history through the various architecturally significant structures found in the community, Objectives HIS-1.1 The City and partnering groups should encourage the maintenance and preservation of all architecturally significant buildings, including the homes.

HIS-1.2 The City and its partnering groups should maintain special funding programs focused on historic preservation and continually look to promote additional

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The thing most commonly changing and evolving in downtowns similar to Seneca is the over

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Land Use and Development economic patterns found. Downtowns have actually, historically, come full circle. Originally, Downtowns were made up of locally owned and operated businesses; then, the economics changed with the advent of mail order and the “Sears” catalogue; then larger businesses, Sears and JC Penny’s, came to town; the larger retailers moved out and closed up shop; and finally downtowns are back to largely mom and pop businesses with the internet and Amazon acting as the mail order and catalogue businesses. The point to this is…. Downtowns have always seen economic changes and they seem to have been able to adjust and reinvent themselves. The same must become reality in todays world of Wal-Mart and other “big boxes”.

All is not lost…..

Seneca. These two organizations are the basis for the Seneca Main Street program.

Main Street programs are part of the National Main Street Center, Inc. Main Street programs follow a “Four-Point Approach” which examines Design, Organization, Promotion, and Economic Vitality.

The approach requires all four of these points to be examined and undertaken simultaneously, it is not a sequential approach but all inclusive. Seneca has taken great strides in addressing the Design point of the Main Street program, through the improvements already completed along Main Street.

The following paragraphs are direct excerpts from the National Main Street Center’s website found at: http://www.preservationnation.org/main-street/ about-main-street/main-street-america/the-mainstreet-approach.html#.VmiVgY-cGM8 1. Identify the Community Vision for Success The Main Street Approach begins with creating a vision for success on Main Street that is rooted in a solid understanding of the market realities of the district, and is informed by broad community engagement. Main Street promotes a communitydriven process that brings diverse stakeholders from all sectors together, inviting them to be proactive participants in the revitalization process. This essential step provides a foundation for outlining the community’s own identity, expectations, and ideals while confirming real and perceived perceptions, needs and opportunities. It also ensures that the vision is a true reflection of the diversity of the community.

2. Create Community Transformation Strategies A vision of success alone is not enough.

Communities must work together to identify key strategies, known as Community Transformation Strategies that will provide a clear sense of priorities and direction for the revitalization efforts. Typically communities will find two to three Community Transformation Strategies are needed to help reach a community vision. These strategies will focus on both long and short-term actions that will move a community closer to achieving its goals.

Photo 9.16: Main Street Seneca

Seneca and Main Street The Seneca Area Chamber of Commerce and SDI are sister organizations working together to maintain and improve the economics of downtown

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Work on these strategies would align with the four key areas Main Streets have been using as a guiding framework for over 35 years: Economic Vitality, Promotion, Design, and Organization, known collectively as the Main Street Four Points.

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Land Use and Development Economic Vitality Revitalizing a downtown or neighborhood commercial district requires focusing on the underlying Economic Vitality of the district.

This work is rooted in a commitment to making the most of a community’s unique sense of place and existing historic assets, harnessing local economic opportunity and creating a supportive business environment for small business owners and the growing scores of entrepreneurs, innovators, and localists alike. With the nation-wide growing interest in living downtown, supporting downtown housing is also a key element of building Economic Vitality.

Design A focus on Design supports a community’s transformation by enhancing the physical elements of downtown while capitalizing on the unique assets that set the commercial district apart. Main Streets enhance their appeal to residents and visitors alike with attention to public space through the creation of pedestrian friendly streets, inclusion of public art in unexpected areas, visual merchandising, adaptive reuse of older and historic buildings, more efficiently-designed buildings, transit oriented development, and much more.

Promotion Promoting Main Street takes many forms, but the ultimate goal is to position the downtown or commercial district as the center of the community and the hub of economic activity, while creating a positive image that showcases a community’s unique characteristics. This can be done through highlighting cultural traditions, celebrating and preserving important architecture and history, encouraging local businesses to market cooperatively, offering coordinated specials and sales, and hosting special events aimed at changing perceptions of the district and communicating to residents, investors, businesses, and property-owners that this place is special.

Organization A strong organizational foundation is key for a sustainable Main Street revitalization effort. This can take many forms, from a standalone non-profit organization, to a special assessment district, to a program housed in a municipality or existing community development entity. Regardless of the organizational type, the focus is on ensuring that all organizational resources (partners, funding, volunteers, etc.) are mobilized to effectively implement the Community Transformative Strategies.

Seneca, Kansas Comprehensive Plan 2016

3. Impact and Measurement To succeed, Main Street must show visible results that can only come from completing projects – both shorter and longer-term activities that add up to meaningful change. Activities aligned with shorter-term strategies focus on highly visible changes that are a reminder that the revitalization effort is under way and succeeding, helping to secure buy-in from community members and rallying volunteers. Placemaking strategies – those actions which focus on what can be achieved “lighter, quicker, and cheaper” are particularly effective and important in energizing the community and demonstrating short-term progress.

While shorter-term, highly visible activities are critical to Main Street’s success, communities must also sustain focus on implementation of longer-term projects and activities that are the building blocks for substantial change over time.

Identifying milestones for these longer-term projects can be important in creating a sense of forward momentum and reinforcing to the community the need for sustained focus on revitalization efforts.

Coinciding with implementation is an equally important focus on measuring progress and results.

Healthy Main Streets are built on a commitment to measure outcomes. We live in a time where public resources are scarce, and competition for private resources is fierce. Main Streets must be able to demonstrate the wise use of resources, which translates to real change on the ground: new jobs added to a Main Street, new businesses open, buildings redeveloped, and numerous other metrics of success.

The National Main Street Center, together with our network of over 45 Main Street Coordinating Partners, works to make measuring results on Main Street easier and accurate.

Source: http://www.preservationnation.org/main-street/aboutmain-street/main-street-america/the-main-streetapproach.html#.VmiVgY-cGM8

Seneca, as a Main Street community, needs to work toward implementation of these concepts from the National Main Street Center. In order to accomplish this approach, the Seneca Chamber/ SDI needs to make it a priority to establish/maintain specific committees focused on Design, Promotion, Economic Vitality, and Organization. These committees truly allow a smaller group of individuals to make solid efforts and enhancements for the downtown area.

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Land Use and Development Catalyst Projects Key projects needing to be undertaken in Downtown Seneca address business retention, business recruitment and maintaining the historic integrity of the area. Some key projects to examine during the planning period include:  Continued storefront/façade improvements  Business recruitment/retention programs  Directional signage/gateway to Downtown  Historic preservation  Structural improvements to buildings  Establish business incubator  Continue to promote the historic nature of the Pony Express.

restaurants, government, and other corporate stores and offices. In addition there are several locally owned and operated businesses. Downtown Seneca is relatively healthy, at the time of this plan, but today’s downtowns sit on a precarious edge… any number of negative changes can quickly take a healthy downtown to one on life-support.

Photo 9.18 New Mixed Use Residential over Retail/Restaurant Photo 9.17 New perimeter housing concept

Housing in and near Downtown Developing housing in downtown, especially on upper stories of existing buildings will add to the daily traffic and atmosphere even at night.

Downtowns thrive on activity and people on the sidewalks and streets.

In addition to upper story housing, development of new densified units on the perimeter of downtown will also add people to the area, thus more activity.

Some of the perimeter housing could also focus on main floor commercial/office with upper floor residential. There are several options for how this can be approached during the planning period.

Downtown Goal 1 Develop more housing in downtown Seneca.

DT-1.1 Identify key structures with upper levels capable of handling upper story housing.

DT-1.2 Identify the major needs in order to redevelop these spaces into quality housing units.

DT-1.3 Develop a financial package for assisting in the redevelopment of these spaces.

Downtown Goal 2 Make downtown Seneca more vibrant financially and aesthetically.

DOWNTOWN GOALS AND POLICIES

DT-2.1

The following goals and policies are a combination of those found in the Economy and Economic Development section and others intended specifically for the downtown area.

DT-2.2

Downtown Downtown Seneca is the historic core of the community. Today it still has many of the key assets located in the area, including financial institutes,

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DT-2.3

Continue educating, in conjunction with Seneca Chamber of Commerce/SDI, the benefits of shopping in Seneca.

Continue educating locals on the different businesses/goods and services available in downtown Seneca.

Develop an educational program demonstrating the benefits to local downtown businesses, if they increase their hours of operation.

Seneca, Kansas Comprehensive Plan 2016

Land Use and Development DT-2.4

Continually promote the results of the Buy Local campaign in the newspapers, Chamber Newsletter/Website, Social Media.

Take a step back in time and set an agreed upon evening to stay open to 7:30 or 8:00 and set specific hours for downtown merchants.

Continue developing funding sources for the redevelopment of old buildings in downtown Seneca.

These sites are shovel ready and provide an excellent opportunity to an existing or new business to open up a new location.

Sub-Area 2 - Branch Street Properties

According to the following economic gap analysis, there are several retail sectors where there is a “gap”. Gap is defined as sectors where residents go out of town in order to fulfill their economic needs. Seneca may not be able to eliminate all of the identified gaps; however, being able to minimize them will provide economic growth for the community as well as convenience for the residents.

DT-2.5

DT-2.6

Sub-Area 2: Branch Street Properties originally was included in the West Seneca Master Plan. The area, since its recent platting and infrastructure upgrades has been established as a separate Sub-Area of the Land Use and Development Chapter.

Figure 9.6: Sub Area 2: Branch Street

Key Land Use and Economic Issues The Branch Street properties need to be addressed carefully with regard to other commercial and office locations in Seneca. Typically, this area needs to welcome new businesses and services to the community which currently do not exist in Seneca.

Economic Analysis Examining the most appropriate uses for Sub-Area 2 leads to similar uses as those desired to be within the area. The conventional wisdom has been for this area to be more focused on retail and office uses. Based upon the economic analysis performed for the city, these uses would be a great fit.

However, some of the uses identified in the economic summary in the appendices of this plan, may already exist but at a smaller scale.

The Branch Street Properties contain 11 lots developed by the City of Seneca. The area is bounded on the north by US Highway 36 and Branch Street on the south. The initial goal for these properties is to see them developed as attractive commercial/office sites. The sites would need to be accessed from Branch Street on the south as opposed to the north.

Current Amenities These properties have the following amenities available:  Access to a hard-surfaced concrete roadway (Branch Street)  Adequate water service to the 11 lots  Adequate sanitary sewer to the lots  Adequate electrical power to the lots

Seneca, Kansas Comprehensive Plan 2016

Within Seneca, according to the Employment by Industry/Location Quotient table in the appendices, there are only three industries where Seneca needs a lot of focus, this does not mean the others do not need nurturing along the way.

The three industries are:  Information, including all communication industries;  Professional, scientific, management, administrative, and waste management services; and,  Arts, entertainment, recreation, accommodation and food services.

Uses to consider Ideally, this area would be developed using typical commercial/retail and office uses. However, there are some limitations based upon the size of Seneca.

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Land Use and Development Within this Sub-area, it is recommended that creativity of uses and building types occur, meaning the typical commercial/retail or office on the main floor but adding a second or third floor to the structure and creating apartments on the upper levels. This approach does two distinct things:  If marketed correctly, the apartments provide potential users of the commercial/office uses on the lower floor.  Having apartments will aid in making any structure built cash flow easier. In certain cases, some of the apartment units could actually be rented as furnished units “extended stay” for different executives visiting the industries in Seneca.

Ideally, these lots should be combined and developed with structures and uses that extend over two or three lots. This will allow for more cost effective construction and usage, plus, allow for more densely populated apartment spaces.

community to provide guidance on what goes in a specific location as well as having some design control. The new development along US Highway 36 should continue to reflect a specific image to visitors. Excellent existing examples include Settle Inn and the Willows Restaurant and Bar. Another critical aspect to this area is the proximity to the school and park. New development needs to provide an attractive view from and towards the park.

Design in this area does not need to be basic, it is possible to allow certain developers to get creative with their design, as long as it is carried through on several structures.

Landscaping and signage will be critical to how these lots greet visitors to the community. Both of these items need to be sensitive and creative in how they are executed.

Landscaping The landscaping needs to enhance the architecture of the lots, as well as, the area. Trees and shrubs are always a benefit; however, considering some of the dry periods seen in the summer in northern Kansas, some xeriscaping would also be appropriate.

Photo 9.19 View of Settle Inn from Highway. New development in the Branch Street properties should, at a minimum, reflect the image seen in this hotel.

Photo 9.20 Example of Xeriscaping

Certain uses should be avoided within this Sub-area when possible, these include:  Fast food restaurants;  Public facilities;  Car and truck dealerships;  Farm implement dealerships;  Manufacturing facilities;  Construction yards

Signage Signage in this area, as well as, all businesses along US Highway 36, should be lower ground monument signs similar to those discussed earlier in this Chapter.

Branch Street as a Community Entrance The Branch Street properties provide another great opportunity for the city of Seneca, they allow the

Branch Street Goal 1 Improve the entrances into Seneca, especially at the Branch Street lots

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Land Use and Development Figure 9.7: Branch Street Considerations

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Land Use and Development BR-1.1 The City should create an overlay district which guides new development through design guidelines.

BR-1.2 Landscaping requirements should be a major consideration as this area develops.

Branch Street Goal 2 Accessibility to these lots should be a priority since access along US Highway 36 is limited.

BR-2.1

BR-2.2

The City should work through a design review process with developers to ensure new buildings and uses address the US Highway 36 façade as well as the Branch Street façade.

With multiple lot developments, access from Branch Street should be centralized with the use of internal drives as opposed to private access to each building or use.

Within the 2003 West Seneca Master Plan there were five primary goals to achieve, these were:  Construct an 18-hole golf course COMPLETED  Replace the existing public swimming pool with a pool suitable for tournament use BUILT NEW AQUATIC CENTER  Provide approximately 20 units of affordable, quality housing on the site of the existing golf course.  Develop a business and light industrial park on the site of the existing golf course. COMPLETED (BRANCH STREET LOTS AND COMMERCIAL LOTS NORTH OF US HIGHWAY 36)  Provide a new recreation center (including tennis courts and soccer fields) on the site of the existing golf course. COMPLETED (TENNIS COURTS AND SOCCER FIELDS ARE IN PLACE) As the previous paragraph indicates, nearly all of the priorities have been accomplished from 2003.

The only one not started or completed is the housing. There has been discussion throughout the Comprehensive Plan process of a need for quality, affordable housing; however, a complete housing assessment needs to be completed to determine the total number of units needed throughout Seneca.

Figure 9.8 was from the original Master Plan and it indicates that two critical projects were completed from that specific concept, the 18-hole golf course and the some of the commercial along the north side of US highway 36.

Photo 9.21 Similar to the Downtown Sub-area, the Branch Street Sub-area would also benefit from new Mixed Use Residential over Retail/Restaurant

Sub-Area 3 - West Seneca Master Plan Sub-Area 3 - West Seneca Master Plan is included as an update to the original Master Plan (2003) as well as the updated site plan (2013). This update has been included in the Comprehensive Plan for a couple of reasons:  12 years have passed and there are different priorities  A number of the goals in the original plan have been accomplished by the community.

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Figure 9.9, completed as an update to the 2003 Master Plan was finished in 2012. The new concept has seen three different items completed on that version of the Master Plan, the aquatic center, the tennis courts and the Branch Street commercial lots.

With the completion of the work shown on Figure 9.8 and 9.9, this Plan provided an opportunity to reexamine the redevelopment project further.

Since 2003 and the relocation of the golf course, the old golf course site has evolved into a major recreation center for Seneca. This Plan envisions the majority of the land remaining in an expand recreational role, with some housing to the south end.

Recreation vs. Housing This specific area has evolved into an excellent recreational area which could continue evolving to

Seneca, Kansas Comprehensive Plan 2016

Land Use and Development Figure 9.8: 2003 West Seneca Master Plan Concept

COMPLETED

COMPLETED

Source: West Seneca Master Plan 2003

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Land Use and Development Figure 9.9: 2012 West Seneca Master Plan Concept

COMPLETED

COMPLETED COMPLETED

Source: West Seneca Master Plan Update 2012

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Land Use and Development Figure 9.10: 2016 Revised West Seneca Master Plan Concept

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Land Use and Development an even greater recreational venue. However, there is still a need for housing in the community and the vast amount of open space is appealing.

Figure 9.10 presents a concept that attempts to provide a compromise to the desire for both expanded recreation and housing. The concept presented in the 2003 Master Plan identified 43 small to medium sized lots along the southern edge at Main Street, as well as, a new housing development west of Community Drive. The 2012 Master Plan Update indicated 30 residential lots on the south and east perimeter; however, these 30 lots would take up more ground than the 43 lots originally laid out. Finally, the Sub-area update of Figure 9.10 moves all of the residential lots back to the south and indicates 39– 4,000 square foot lots.

Photo 9.22 Example of a townhouse development

The initial wording in the 2003 West Seneca Master Plan was for 20 affordable but quality housing units.

One method of making housing affordable is to be creative and also allowing more density in a smaller area. The 39 lots shown on Figure 9.10 are ample for smaller two-story homes as well as the use of townhouses on these lots. This approach will provide a good start on the housing needs of Seneca. However, the main issue will be to prevent individuals from purchasing several lots and building larger homes across property lines; this will ruin the potential for affordable housing in this area.

Figure 9.10 provides a balance between the recreation needs of the area with the need for housing.

In addition to the proposed housing layout in Figure 9.10, the housing to the west of Community Drive should be encouraged to go forth; however, the existing development going in on part of the area

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has seen several lots purchased and joined together thus creating fewer housing units than would typically possible.

Photo 9.23 Housing development west of Community Drive should still be implemented as close as possible as shown.

The recreational aspects of Figure 9.10 include a number of previously discussed and new concepts for the park area. The new concept and recreational opportunities have addressed the following items:  Relocation of the Jaycee ball fields to the park area.  The inclusion of a new community center.  An amphitheater site near the water tower, with the water tower structure proving the structure to create a canvas covered stage area.  New soccer field locations  New roadway between Branch Street and Community Drive.  A walking trail from the schools to the park area.  New parking locations.

Photo 9.24 Concept for Water Tower Bandshell

Seneca, Kansas Comprehensive Plan 2016

Land Use and Development The eventual implementation of the concept in Figure 9.10 will allow the City to complete the overall redevelopment of the old nine-hole golf course. When completed this area could become a showcase of â&#x20AC;&#x153;how-to do somethingâ&#x20AC;? for northern Kansas and northeast Kansas.

West Seneca Goal 1 Continue to redevelop the area as a solid recreational area.

WS-1.1 The City should consider the concepts found in this sub-area plan when deciding on the long-range uses.

WS-1.2 Consolidating all of the ballfields and soccer fields into this area in the near term will allow for redevelopment of other key properties in the community.

WS-1.3 Consideration of more passive recreational uses such as performances during the spring and summer in the park should be undertaken.

WS-1.4 The City should continue working with the school system on sharing of space where the two properties meet.

West Seneca Goal 2 Housing has always been a priority for the redevelopment of this area, it should continue to be so but at a scale and density that will allow it and recreation to coexist.

WS-2.1 WS-2.2

The City should consider either placing conditions on how residential structures are constructed in this area.

The City should consider the possibility of a special zoning district allowing uses such as townhouses only versus the traditional single-family dwelling units.

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Land Use and Development

1,8,12

GENLU-1.2

The City should designate areas in the Land Use Plan that address some future growth in Seneca.

The City should develop zoning and subdivision regulations promoting efficient land usage, while avoiding land use conflicts.

Land use policies should discourage and minimize leapfrog development outside of the corporate limits.

The City of Seneca should work toward strong compact development through the redevelopment of older dilapidated lots and neighborhoods.

The City should work toward the eventual, yet natural and voluntary, elimination of inhabitable structures.

Agricultural areas should be preserved until such time when a proposed development is made according to the Land Use Plan.

Subdivisions showing lots fronting on existing or future arterials should not be permitted.

Commercial and residential development should be allowed to mix together within the special land use designation “Flex” Commercial land uses should be encouraged to locate at the intersections of and along major transportation networks.

Frontage roads should be utilized, as possible, when commercial development is locating along major roads/highways.

Continued redevelopment of the downtown commercial district should be encouraged and assisted whenever possible.

Commercial land use districts and uses within commercial zoning districts should be lenient yet focused in a manner that allows for new and innovative business to develop and locate within Seneca.

The City should provide guidelines and incentives that promote industrial uses.

1,8,12

GENLU-1.3

GENLU-1.4

GENLU-1.5

GENLU-1.6

GENLU-1.7

GENLU-1,8

COMLU-1.1

COMLU-1.2

COMLU-1.3

COMLU-1.4

COMLU-1.5

INDLU-1.1

Participants 1.

City/ City Utilities 2.

Nemaha County 3.

Chamber of Commerce 4.

Kansas Dept. of Commerce 5.

KDOT 6.

Private Businesses 7.

Developers 8.

Consultants 9.

Nemaha Central Schools/Sts. Peter &Paul 10. Housing Authority 11. Residents

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1,8,12

N

Management Statement

The cost of required improvements, both on-site and off-site, to a subdivision that are to exclusively serve the property owners of the subdivision should be borne by the developer or those property owners within said subdivision.

Y

10 to 20 years

GENLU-1.1

$$$

1 to 5 years



Less 1 year

Land Use and Development Action Items

5 to 10 years

CIP

2

1,8,12

1,6,7,8,11,12

1,6,8,10,11, 12

1,2,3,5

1,8,12

1,8,12

1,8,12

1,8,12

1,7,8,12

1,3,6,8,11,12

1,2,3,4,5

1,8,12

1,8,12

12.

13.

Committees Nemaha Valley Community Hospital

Funding Types 1.

Funding Types 2.

Grants 3.

General Fund 4.

Public/Private Cooperation 5.

Bonding 6.

Private Investment

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Land Use and Development

INDLU-1.5

INDLU-1.6

INDLU-1.7

INDLU-1.8

RESLU-1.1

RESLU-1.2

RESLU-1.3

RESLU-1.4

RESLU-1.5

Participants 1.

City/ City Utilities 2.

Nemaha County 3.

Chamber of Commerce 4.

Kansas Dept. of Commerce 5.

KDOT 6.

Private Businesses 7.

Developers

8.

9.

10.

11.

12.

13.

N

Management Statement

INDLU-1.4

Y

10 to 20 years

INDLU-1.3

The City should work with local industrial businesses to relocate to areas on the edge of the community instead of being in the middle of the community.

Industrial uses should be located so that adequate buffer space is provided between incompatible land uses.

The City should develop appropriate performance, design and specification standards and requirements for all existing and possible future industrial uses to guide their location or relocation in the City.

The City should recognize and encourage small-scale industries as viable alternatives to larger, conventional enterprises.

Performance standards should be implemented as a means of controlling the negative impacts of industrial activity.

Signage used within and around industrial areas should be designed to complement the materials and scale of surrounding development.

Industrial districts should be located: i. where urban services and infrastructure are available or planned; ii. on sites supported by adequate road capacity – commercial development should be linked to the implementation of the transportation plan; iii. So they enhance entryways or public way corridors, when developing adjacent to these corridors; and iv. in a manner supporting the creation and maintenance of greenspace.

Residential development should be separated from more intensive uses, such as agriculture, commercial, and industrial development, by the use of setbacks, buffer zones, or impact easements, when possible.

The City should promote the development of housing that varies in size, density, and location.

The City should develop subdivision regulations providing for a quality living environment while avoiding inefficient and expensive public infrastructure expansions.

The City should support housing options for all incomes and physical capabilities of Seneca’s residents.

New residential developments should be accompanied by covenants, when appropriate, which provide for the maintenance of common areas, easements and drainage.

$$$

1 to 5 years

INDLU-1.2



Less 1 year

Land Use and Development Action Items

5 to 10 years

CIP

1,6,8,12

1,6,8,12 1,6,7,8,12

1,6,7,8,12

1,8,12

1,8,12

1,8,12

1,8,12

1,8,12

1,8,12

1,10

1,7,8,12

Consultants Nemaha Central Schools/Sts. Peter &Paul Housing Authority Residents Committees Nemaha Valley Community Hospital

Seneca, Kansas Comprehensive Plan 2016

Funding Types 1.

Funding Types 2.

Grants 3.

General Fund 4.

Public/Private Cooperation 5.

Bonding 6.

Private Investment

119

Land Use and Development

RESLU-1.9

RESLU-1.10

RESLU-1.11

HIS-1.1

HIS-1.2

HIS-1.3

DT-1.1

DT-1.2

DT-1.3

Participants 1.

City/ City Utilities 2.

Nemaha County 3.

Chamber of Commerce 4.

Kansas Dept. of Commerce 5.

KDOT 6.

Private Businesses 7.

Developers 8.

Consultants 9.

Nemaha Central Schools/Sts. Peter &Paul 10. Housing Authority 11. Residents

120

N

Management Statement

RESLU-1.8

Y

10 to 20 years

RESLU-1.7

The City should develop and/or maintain relationships and partnerships with housing professions in the public and private sector to establish a range of affordable housing options, ranging from a First Time Homebuyer program to rental assistance.

The City should promote low to zero non-farm residential densities in agricultural districts by providing proper distances between residential and agricultural uses.

Seneca should work on redevelopment of deteriorated/dilapidated properties in order to address the demand for new housing in the community. This allows for new housing to take advantage of existing street and utility systems without creating a greater demand for maintenance of the existing system.

Upper level residential units should be encouraged and developed within the downtown commercial district.

The City should work a higher density of development within the established parts of Seneca.

Clustered housing should be encouraged throughout the future annexation areas to minimize the impact of development and to preserve the rural character to best extent possible.

The City and partnering groups should encourage the maintenance and preservation of all architecturally significant buildings, including the homes.

The City and its partnering groups should maintain special funding programs focused on historic preservation and continually look to promote additional ones as they become available.

The updated zoning codes should provide better protection for the historic areas of Seneca.

Identify key structures with upper levels capable of handling upper story housing.

Identify the major needs in order to redevelop these spaces into quality housing units.

Develop a financial package for assisting in the redevelopment of these spaces.

$$$

1 to 5 years

RESLU-1.6

ď&#x201A;&#x201D;

Less 1 year

Land Use and Development Action Items

5 to 10 years

CIP

1,6,7,8,10, 11,12

1,8,12

1,6,7,8,10, 11,12

1,2,3,5

1,3,6,7,8, 10,11,12 1,7,8,11,12 1,7,8,11,12

1,2,3,6,7,8, 11,12

1,2,3,6,7,8, 11,12

1,2,3,5

1,8,12 1,3,6,7,8, 10,11,12 1,3,6,7,8, 10,11,12 1,3,6,7,8, 10,11,12

1,2,3,5

12. Committees 13. Nemaha Valley Community Hospital Funding Types 1.

Funding Types 2.

Grants 3.

General Fund 4.

Public/Private Cooperation 5.

Bonding 6.

Private Investment

Seneca, Kansas Comprehensive Plan 2016

Land Use and Development

DT-2.4

DT-2.5

DT-2.6

BR-1.1

BR-1.2

BR-2.1

BR-2.2

N

Management Statement

DT-2.3

Y

10 to 20 years

DT-2.2

Continue educating, in conjunction with Seneca Chamber of Commerce/SDI, the benefits of shopping in Seneca.

Continue educating locals on the different businesses/goods and services available in downtown Seneca.

Develop an educational program demonstrating the benefits to local downtown businesses, if they increase their hours of operation.

Continually promote the results of the Buy Local campaign in the newspapers, Chamber Newsletter/Website, Social Media.

Take a step back in time and set an agreed upon evening to stay open to 7:30 or 8:00 and set specific hours for downtown merchants.

Continue developing funding sources for the redevelopment of old buildings in downtown Seneca.

The City should create an overlay district which guides new development through design guidelines.

Landscaping requirements should be a major consideration as this area develops.

The City should work through a design review process with developers to ensure new buildings and uses address the US Highway 36 façade as well as the Branch Street façade.

With multiple lot developments, access from Branch Street should be centralized with the use of internal drives as opposed to private access to each building or use.

$$$

1 to 5 years

DT-2.1



Less 1 year

Land Use and Development Action Items

5 to 10 years

CIP

1,3,6,8,11,12

1,3,6,8,11,12

1,3,6,8,11,12

1,2,3,5

1,3,6,8,11,12

1,3,6,8,11,12

1,3,6,8,11,12

1,2,3,5

1,8,12

1,8,12

1,7,8,12

1,2,3,5

1,7,8,12

Participants 1.

City/ City Utilities 2.

Nemaha County 3.

Chamber of Commerce 4.

Kansas Dept. of Commerce 5.

KDOT 6.

Private Businesses 7.

Developers 8.

Consultants 9.

Nemaha Central Schools/Sts. Peter &Paul 10. Housing Authority 11. Residents 12. Committees 13. Nemaha Valley Community Hospital

Seneca, Kansas Comprehensive Plan 2016

Funding Types 1.

Funding Types 2.

Grants 3.

General Fund 4.

Public/Private Cooperation 5.

Bonding 6.

Private Investment

121

Land Use and Development

WS-1.4

WS-2.1

WS-2.2

Participants 1.

City/ City Utilities 2.

Nemaha County 3.

Chamber of Commerce 4.

Kansas Dept. of Commerce 5.

KDOT 6.

Private Businesses 7.

Developers 8.

Consultants 9.

Nemaha Central Schools/Sts. Peter &Paul 10. Housing Authority 11. Residents 12. Committees 13. Nemaha Valley Community Hospital

122

N

Management Statement

WS-1.3

Y

10 to 20 years

WS-1.2

The City should consider the concepts found in this sub-area plan when deciding on the long-range uses.

Consolidating all of the ballfields and soccer fields into this area in the near term will allow for redevelopment of other key properties in the community.

Consideration of more passive recreational uses such as performances during the spring and summer in the park should be undertaken.

The City should continue working with the school system on sharing of space where the two properties meet.

The City should consider either placing conditions on how residential structures are constructed in this area.

The City should consider the possibility of a special zoning district allowing uses such as townhouses only versus the traditional single-family dwelling units.

$$$

1 to 5 years

WS-1.1

ď&#x201A;&#x201D;

Less 1 year

Land Uses and Development Action Items

5 to 10 years

CIP

1,8,12

1,8,12

1,2,3,4,5

1,6,11,12

1,2,3,5

1,9

1,7,8,10,11, 12 1,8,12

Funding Types 1.

Funding Types 2.

Grants 3.

General Fund 4.

Public/Private Cooperation 5.

Bonding 6.

Private Investment

Seneca, Kansas Comprehensive Plan 2016

10 Transportation

Seneca, Kansas Comprehensive Plan 2016

123

Transportation INTRODUCTION Transportation networks tie communities together as well as providing a link to the outside world.

Adequate circulation systems are essential for the safe and efficient flow of vehicles and pedestrians and accessibility to all parts of the community. The Transportation Plan will identify future improvements planned and those necessary to provide safe and efficient circulation of vehicles within Seneca, including major projects that ensure implementation of the Land Use Plan.

EXISTING TRANSPORTATION SYSTEM AND FACILITIES Residents within a community, even the size of Seneca, have specific transportation needs. These include rail service, bus service, air transportation, as well as vehicular transportation. All of the transportation facilities present are not available within the community and require residents to travel to the nearest location. This portion of the Comprehensive Plan examines those services with regard to the closest proximity for residents of Seneca.

Railroad Service The closest major rail freight service to Seneca is in Marysville, Kansas or Kansas City, Missouri. A Union Pacific Railroad line runs through the center of Seneca and they operate approximately 75 trains per day on this line. The nearest passenger service is located in Topeka through Amtrak.

Bus Service The nearest commercial bus service with ticketing services is available in Topeka via Greyhound.

Commercial Airport Service Kansas City International Airport in Kansas City is the nearest point for major commercial service. In addition, Seneca residents are also in close proximity to the Lincoln Airport in Lincoln, Nebraska and Eppley Airfield in Omaha, Nebraska.

Small craft Public Airports The Seneca Municipal Airport is the nearest small aircraft facility. The runway #18/36 is 2400 ft. by 100 ft. with turf surfacing. Elevation is listed at 1291 feet.

Photo 10.1 Seneca Municipal Airport

Surface Transportation The surface transportation system for Seneca is based primarily upon the system of local streets connected to the state highway network and county road system. These roadways are an essential aspect of community development for the residents of Seneca as they provide for movement of goods and services into and through the city.

State and Federal Highways The city of Seneca has two major highways running through the community. The major north-south highway is Kansas Highway 63 and the east-west connection is US Highway 36.

TRANSPORTATION PLANNING AND LAND USE Land use and transportation create the pattern for future development and are interdependent upon one another in order to effectively shape the community. An improved or new transportation route generates a greater level of accessibility and will likely determine how adjacent land will be utilized in the future.

In the short term, land use shapes the demand for transportation and vice versa; one key to good land use planning is to balance land use and transportation. However, new or improved roads, as well as, county and state highways may change land values, thus altering the intensity of which land is utilized. In general, the greater the transportation needs of a particular land use, the greater its preference for a site near major transportation facilities.

Commercial activities are most sensitive to accessibility since their survival often depends upon how easy a consumer can get to the business. Thus,

124

Seneca, Kansas Comprehensive Plan 2016

Transportation commercial land uses are generally located near the center of their market area and along highways or at the intersection of arterial streets.

Industrial uses are also highly dependent on transportation access, but in a different way. For example, visibility is not as critical for an industry as it is for a retail store. Industrial uses often need access to more specialized transportation facilities, which is why industrial sites tend to be located near railroad lines or highways to suit individual industrial uses.

STREET AND ROAD CLASSIFICATION SYSTEM All of the public highways, roads, and streets are classified into multiple functional areas. The standards and guidelines can be found in Table 10.1 below.  Trafficway: Major roadway with or without medians accommodating large volumes of traffic with limited access. Primarily used for safe progression of through traffic. Typically controlled by federal or state government.  Major Arterial: Major street with or without medians accommodating high volumes of traffic and controlled access. Primarily used for safe and efficient circulation of high volumes of traffic between sections of the city and across the urbanized area. Does not primarily serve as direct access to abutting property.  Minor Arterial: Street with moderate volumes of traffic and controlled access. Direct access to abutting properties is allowed. Primarily used for safe and efficient circulation of traffic between areas and across the city.

Table 10.1: Thoroughfare Standards/ Guideline Right of Way Standards





Collector: Street with low traffic volumes and unlimited access. Primary use is for circulation within residential areas and between land uses.

Collectors distribute traffic from local street to arterial streets. Direct access should be limited.

Local Street: Street with low volume of traffic, slow design speeds, and unlimited access.

Primarily used for direct access to abutting properties.

CONNECTIVITY The following connectivity guidelines will create a better transportation pattern around Seneca.

Defining a street layout to match corresponding land uses with graduated levels of roadway function will benefit the community’s effort in handling and controlling growth and will create a better transportation network.

However, this future system will be greatly dependent upon adopting and implementing a system to control access points along streets in and around Seneca. The overall goal of these policies is to better integrate future development with existing and planned development in Seneca.

Policy 1: Three Through Routes Per Section As seen in Figure 10.2, requiring three through routes per section would require future subdivisions in the same section to connect local streets thus creating a better traffic flow between neighborhoods. These routes should fall as close as possible to the ¼, ½, and ¾ mile along each section (every mile). Simply this would reduce confusion while traveling through neighborhoods, eliminate dead ends, and would direct concentrated traffic flow to specific intersections in the community.

Physical Design Guidelines

Traffic Volume Capacity

Number of Lanes

Street Widths

Varies

Varies

Varies

Varies

Major Arterial

120’

4 to 6

52’ or more

28,000 to 42,000

Minor Arterial

100’

2 to 5

28’ or more

12,000 to 28,000

Collector

60’

2 to 3

36’ to 44’

1,500 to 12,000

Local Street

60’

2

28’

Less than 1,500

Trafficway

Seneca, Kansas Comprehensive Plan 2016

125

Transportation Figure 10.1: Transportation Classification Map

126

Seneca, Kansas Comprehensive Plan 2016

Transportation

Seneca, Kansas Comprehensive Plan 2016

127

Transportation Figure 10.3: Corridor Enhancement without median Through routes to intersect

3 through routes per mile in each direction

¼

¼

¼

¼

Figure 10.2: Through Street Diagram

Interior routes should be curvilinear

Considering these recommendations of three through routes, minimal offsets of roadway design should also be implemented to discourage high speed cut trough traffic. This would introduce a form of traffic calming to the area.

CORRIDOR ENHANCEMENT Corridor enhancement will be very dependent upon future decisions by the current and future City Councils in Seneca.

Seneca has one major corridor slicing through the community, US Highway 36. This corridor has a major bearing on how travelers and visitors view Seneca. Therefore, these two corridors need to be maintained and enhanced in the future through several ways, including:  Continued tree plantings;  Making the corridors friendly to all types of transportation means including bicycles and pedestrians;  Signage needs to be consistent and legible.

However, all of this is very dependent upon the policies of the Kansas Department of Transportation (KDOT). Figure 10.3 shows a graphic illustration of how these corridors can be enhanced.

Other major corridors in the community include:  Community Drive  Main Street  6th Street  11th Street These routes could work with the concept presented in Figure 10.3. However, depending upon the right-of-way available and funding sources, these streets could be enhanced in the same manner.

Figure 10.1 identifies the major corridors listed above. In addition the Figure also indicates these corridors should be continued in the future when and if new development moves in a particular direction.

TRAILS DEVELOPMENT Trails are becoming a larger part of people’s lives.

Trails are being used as a means of relaxation and physical fitness. The further development of a trails system in Seneca will be a key to future transportation demands.

Trail systems can also be used to enhance walkability from one part of the community to another.

The trail system can be as simple as identifying

128

Seneca, Kansas Comprehensive Plan 2016

Transportation streets with paving wide enough to repaint the street creating a dedicated bike lane or constructing new sidewalks meeting the minimum trail width of eight to 12 feet.

Signage can also be a critical aspect toward identifying specific hike/bike routes through the community. Figure 10.4 and 10.5 show two different possibilities for creating joint street and trails.

Figure 10.4: Paved Shoulder Bike Lane

One key way of developing this expanded system is to make trails a component of any future street reconstruction project or new street project as new developments are constructed.

Figure 10.5: Separated Bike and Walking Path

Trails development can be accomplished as a means of transportation for the community. In addition, trails have been successful as an economic development tool since they add to the overall quality of life within the community and the surrounding area. A detailed study needs to be undertaken in order to determine the most appropriate routes and trail types to be

Seneca, Kansas Comprehensive Plan 2016

constructed in and around Seneca.

Transportation and Trail Action Plan Transportation and Trail Goal 1 Seneca should maintain its existing road network and enhance it as future development and vehicle counts justify. The City will provide and encourage an efficient, safe, convenient transportation and communication system.

Objectives TRAN-1.1 Encourage bicycle and pedestrian access to and within existing and future commercial areas.

TRAN-1.2 W h e n new development is contemplated, due consideration should be given to the carrying capacity of the existing road system in the area.

TRAN-1.3 When the existing carrying capacity is not adequate, future developments should be discouraged from occurring in these areas without adequate upgrades to handle any additional traffic load.

TRAN-1.4 Right-of-way and pavements shall be sufficiently wide and of sufficient strength to accommodate anticipated future traffic loads, as well as trails.

TRAN-1.5 Commercial signing along major arterials should be kept to a minimum and should be low profile.

TRAN-1.6 When new or reconstructed streets are built, there should be provisions made in the design documents providing for additional space along a wider shoulder or path within the R.O.W. for pedestrian/ bicycle access.

TRAN-1.7 The City of Seneca should encourage bicycle and pedestrian traffic as an element of the cityâ&#x20AC;&#x2122;s transportation system.

TRAN-1.8 The City should develop a separate Master Trails Plan that addresses potential trail locations, designs, opinions of cost.

TRAN-1.9 The City should examine long-range options for a truck route that eliminates traffic past the school and through residential areas.

129

Transportation

TRAN-1.4

TRAN-1.5

TRAN-1.6

TRAN-1.7

TRAN-1.8

TRAN-1.9

Participants 1.

City/ City Utilities 2.

Nemaha County 3.

Chamber of Commerce 4.

Kansas Dept. of Commerce 5.

KDOT 6.

Private Businesses 7.

Developers 8.

Consultants 9.

Nemaha Central Schools/Sts. Peter &Paul 10. Housing Authority

130

Management Statement

TRAN-1.3

1,5,6,7,8,12

N

10 to 20 years

TRAN-1.2

Encourage bicycle and pedestrian access to and within existing and future commercial areas.

When new development is contemplated, due consideration should be given to the carrying capacity of the existing road system in the area.

When the existing carrying capacity is not adequate, future developments should be discouraged from occurring in these areas without adequate upgrades to handle any additional traffic load.

Right-of-way and pavements shall be sufficiently wide and of sufficient strength to accommodate anticipated future traffic loads, as well as trails.

Commercial signing along major arterials should be kept to a minimum and should be low profile.

When new or reconstructed streets are built, there should be provisions made in the design documents providing for additional space along a wider shoulder or path within the R.O.W. for pedestrian/bicycle access.

The City of Seneca should encourage bicycle and pedestrian traffic as an element of the cityâ&#x20AC;&#x2122;s transportation system.

The City should develop a separate Master Trails Plan that addresses potential trail locations, designs, opinions of cost.

The City should examine longrange options for a truck route that eliminates traffic past the school and through residential areas.

Y

1 to 5 years

TRAN-1.1

$$$

Less 1 year

ď&#x201A;&#x201D;

Transportation Action Items

5 to 10 years

CIP

1,2,3,4,5

1,5,7,8,12

1,5,7,8,12

1,5,7,8,12

1,6,7,8,12

1,5,6,7,8,11, 12

1,2,3,4,5

1,6,7,8,11,12

1,6,7,8,9,11, 12

1,5,6,7,8,11, 12

11.

12.

13.

Residents Committees Nemaha Valley Community Hospital

Funding Types 1.

Funding Types 2.

Grants 3.

General Fund 4.

Public/Private Cooperation 5.

Bonding 6.

Private Investment

Seneca, Kansas Comprehensive Plan 2016

11 Annexation

Seneca, Kansas Comprehensive Plan 2016

131

Annexation Annexation Annexation by a city is critical to maintaining future control on their growth as well as keeping a tax base that allows for quality services to be provided to all residents. Annexation should not be considered a land grab by a community but more as a means to be sustainable into the future.

Long term sustainability by a City is critical to protecting the vast investments made to all portions of the community. These include:  The water system;  The sanitary sewer system;  The street system;  The parks system; and,  Others infrastructure and capital assets.

Seneca Annexation Policy The City of Seneca should maintain a very basic policy on annexations in the future. The policy should be as simple as:    

The City of Seneca shall annex all properties eligible for annexation; The City of Seneca shall annex all new developments that meet the requirements within the statutes of the State of Kansas; Any property meeting eligibility requirements which is served by city services; and, Any lands making sense which meet the requirements of the statutes of the State of Kansas.

Annexation Statutes - 2016 The following are the statutes governing annexation in Kansas at the time of this Comprehensive Plan, care should be taken to review for complete compliance prior to making future decision.

Annexation is discussed in detail in Kansas Statutes 12-520 through 12-524. Refer to the current statutes for the complete text. A summary of the statute is provided below: The governing body of a city may annex land if one or more of the following exists:  The land is platted, and some part of the land adjoins the city.  The land is owned by or held in trust for the city or any agency thereof.  The land adjoins the city and is owned by or held in trust for any governmental unit other than another city, except that no city may annex land owned by a county which has

132

 

  



primary use as a county-owned and operated airport, or other aviation related activity or which has primary use as a county owned and operated zoological facility, recreation park or exhibition and sports facility without the express permission of the Board of County Commissioners of the county.

The land lies within or mainly within the city and has a common perimeter with the city boundary line of more than 50%.

The land, if annexed, will make the city boundary line straight or harmonious and some part thereof adjoins the city, except no land in excess of 21 acres shall be annexed for this purpose.

The tract is so situated that 2/3 of any boundary line adjoins the city, except no tract in excess of 21 acres shall be annexed under this condition.

The land adjoins the city and a written petition for or consent to annexation is filed with the city by the owner.

No portion of any unplatted tract of land devoted to agricultural use of 21 acres or more shall be annexed by any city under the authority of this section without the written consent of the owner thereof.

No city may annex any improvement district under the authority of this section.

When a governing body pursues annexation of land not permitted under the previous conditions, they present a petition to the Board of County Commissioners of the county requesting a public hearing. This petition must provide a legal description of the land and include a report on the plans for the extension of services.

Board of County Commissioners shall consider the impact of approving or disapproving the annexation of the entire community involved in order to ensure the orderly growth and development of the community. The board will then make specific written findings of fact and conclusions determining whether annexation causes manifest injury to the owners of any land proposed to be annexed, or to the owners of land in areas near or adjacent to the land, or to the city.

In determining manifest injury, the Board considers the following criteria:  Extent to which any of the area is land devoted to agricultural use;  Area of platted land relative to unplatted land;  Topography, natural boundaries, storm and

Seneca, Kansas Comprehensive Plan 2016

Annexation

 

  

 

   

sanitary sewers, drainage basins, transportation links or any other physical characteristics which may be an indication of the existence or absence of common interest of the city and the area proposed to be annexed; Extent and age of residential development in the area to be annexed and adjacent land within the city’s boundaries; Present population in the area to be annexed and the projected population growth during the next five years in the area proposed to be annexed; The extent of business, commercial and industrial development in the area; The present cost, methods and adequacy of governmental services and regulatory controls in the area; The proposed cost, extent and the necessity of governmental services to be provided by the city proposing annexation and the plan and schedule to extend such services; Tax impact upon property in the city and the area; Extent to which the residents of the area are directly or indirectly dependent upon the city for governmental services and for social, economic, employment, cultural and recreational opportunities and resources; Effect of the proposed annexation on the city and other adjacent areas and districts; Existing petitions for incorporation of the area as a new city or for the creation of a special district; Likelihood of significant growth in the area and in adjacent areas during the next five years; and Effect of annexation upon the utilities providing services to the area and the ability of those utilities to provide those services shown in the detailed plan.

extension of utility service beyond the corporate limits without being annexed.

ANNEX-1.3 When opportunities to annex perimeter areas come about, within the current annexation statutes, the City Council should proceed.

ANNEX-1.4 The City should avoid piecemeal and leapfrog developments and encourage contiguous development and annexation.

ANNEX-1.5 Public improvements and incentives should be used to accelerate development within the desired areas as opposed to allowing piecemeal development.

ANNEX-1.6 M a j o r street development/ improvements should accompany future developments/annexation.

Annexation Goal 2 The City should establish City planning/zoning authority immediately within proposed annexation areas.

Objectives ANNEX-2.1 The City as land is annexed should zone the area in a manner consistent with the Future Land Use Plan.

ANNEX-2.2 Amended zoning, subdivision, and design regulations should be implemented in any future annexation area.

Annexation Action Plan Annexation Goal 1 The City should develop a long term strategy for systematic annexations during the planning period.

Objectives ANNEX-1.1 Educate land owners on the benefits of planned, contiguous growth and the limitations imposed on unincorporated areas for future infrastructure needs and development potential.

ANNEX-1.2 The City of Seneca should deny future

Seneca, Kansas Comprehensive Plan 2016

133

Annexation

ANNEX-1.4

ANNEX-1.5

ANNEX-1.6

ANNEX-2.1

ANNEX-2.2

Participants 1.

City/ City Utilities 2.

Nemaha County 3.

Chamber of Commerce 4.

Kansas Dept. of Commerce 5.

KDOT 6.

Private Businesses 7.

Developers 8.

Consultants 9.

Nemaha Central Schools/Sts. Peter &Paul 10. Housing Authority 11. Residents 12. Committees 13. Nemaha Valley Community Hospital

134

N

Management Statement

ANNEX-1.3

1,8,11,12

Y

10 to 20 years

ANNEX-1.2

Educate land owners on the benefits of planned, contiguous growth and the limitations imposed on unincorporated areas for future infrastructure needs and development potential.

The City of Seneca should deny future extension of utility service beyond the corporate limits without being annexed.

When opportunities to annex perimeter areas come about, within the current annexation statutes, the City Council should proceed.

The City should avoid piecemeal and leapfrog developments and encourage contiguous development and annexation.

Public improvements and incentives should be used to accelerate development within the desired areas as opposed to allowing piecemeal development.

Major street development/improvements should accompany future developments/annexation.

The City as land is annexed should zone the area in a manner consistent with the Future Land Use Plan.

Amended zoning, subdivision, and design regulations should be implemented in any future annexation area.

$$$

1 to 5 years

ANNEX-1.1

ď&#x201A;&#x201D;

Less 1 year

Annexation Action Items

5 to 10 years

CIP

1,2,3,5

1,11,12

1,8,11,12

1,11,12

1,6,7,8,11,12

1,2,3,4,5

1,6,7,8,11,12

1,2,3,4,5

1,8,12

1,8,12

Funding Types 1.

Funding Types 2.

Grants 3.

General Fund 4.

Public/Private Cooperation 5.

Bonding 6.

Private Investment

Seneca, Kansas Comprehensive Plan 2016

Transportation Plan Implementation Transportation Cozad Land Use and Development

12 Implementation

Seneca, Kansas Comprehensive Plan 2016

135

Implementation

Achieving Seneca’s Future

Comprehensive Plan Maintenance

Successful community plans have the same key ingredients: "2% inspiration and 98% perspiration."

This section of the plan contains the inspiration of the many city officials and residents who have participated in the planning process. However, the ultimate success of this plan remains in the dedication offered by each and every resident.

Annual Review of the Plan

There are numerous goals and objectives in this plan. We recommend reviewing the relevant goals during planning and budget setting sessions.

However, we also recommend the City select three elements of the plan for immediate action; the goals of highest priority.

Action Agenda The Action Agenda is a combination of the following:  Goals and Objectives  Growth Policies  Land Use Policies  Support programs for the above items It will be critical to earmark the specific funds to be used and the individuals primarily responsible for implementing the goals and policies in Seneca.

Support Programs for the Action Agenda Four programs will play a vital role in the success of Seneca’s plan. These programs are: 1. Zoning Regulations--updated land use districts can allow the community to provide direction for future growth.

2. Subdivision Regulations--establish criteria for dividing land into building areas, utility easements, and streets.

3. Capital Improvement Program - establish an annual plan for assessing the City’s annual needs and programming these needs into a prioritization system and the City budget. The programming should cover all utilities, transportation, parks and recreation, facilities such as the library and City Hall. The process is very similar to what the City currently is required to do with their Street 1– and 6-year Plan.

3. Plan Maintenance--an annual and five-year review program will allow the community flexibility in responding to growth and a continuous program of maintaining the plan's viability.

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A relevant, up to date plan is critical to the ongoing planning success. To maintain both public and private sector confidence; evaluate the effectiveness of planning activities; and, most importantly, make mid-plan corrections on the use of community resources, the plan must be current.

The annual review should occur during the month of January.

After adoption of the comprehensive plan, opportunities should be provided to identify any changes in conditions that would impact elements or policies of the plan. At the beginning of each year a report should be prepared by the Planning Commission, which provides information and recommendations on:  whether the plan is current in respect to population and economic changes; and  The recommended policies are still valid for the City and its long-term growth.

The Planning Commission should hold a public hearing on this report in order to: 1. Provide citizens or developers with an opportunity to present possible changes to the plan, and 2. Bring forth any issues, or identify any changes in conditions, which may impact the validity of the plan.

If the Planning Commission finds major policy issues or major changes in basic assumptions or conditions have arisen which could necessitate revisions to the Comprehensive Plan, they should recommend changes or further study of those changes. This process may lead to identification of amendments to the Comprehensive Plan and would be processed as per the procedures in the next section.

Plan Amendment Procedures It is anticipated during each year individuals and groups may come forward with proposals to amend the Comprehensive Plan. We would recommend that those proposals be compiled and reviewed once a year at the Annual Review, unless the plan needs to be amended to allow compliance with a requested zoning amendment.

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Implementation

Unanticipated Opportunities If major new, unanticipated, innovative development opportunities arise which impact several elements of the plan and which are determined to be of importance, a plan amendment may by proposed and considered separate from the Annual Review and other proposed Comprehensive Plan amendments. The City should compile a list of the proposed amendments received during the previous year; prepare a report providing applicable information for each proposal, and recommend action on the proposed amendments. The Comprehensive Plan amendment process should adhere to the adoption process specified by Kansas law and provide for the organized participation and involvement of citizens.

Evaluating Development Proposals The interpretation of the Comprehensive Plan should be composed of a continuous and related series of analyses, with references to the goals and policies, the land use plan, and specific land use policies.

Moreover, when considering specific proposed developments, interpretation of the Comprehensive Plan should include a thorough review of all sections of the Comprehensive Plan.

If a development proposal is not in conformance or consistent with the policies developed in the Comprehensive Plan, serious consideration should be given to making modifications to the proposal or the following criteria should be used to determine if a Comprehensive Plan amendment would be justified:  the character of the adjacent neighborhood  the zoning and uses on nearby properties  the suitability of the property for the uses allowed under the current zoning designation  the type and extent of positive or detrimental impact that may affect adjacent  properties, or the community at large, if the request is approved  the impact of the proposal on public utilities and facilities  the length of time that the subject and adjacent properties have been utilized for their current uses  the benefits of the proposal to the public health, safety, and welfare compared to  the hardship imposed on the applicant if the request is not approved comparison between the existing land use plan and the proposed

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change regarding the relative conformance to the goals and policies consideration of city staff recommendations.

Funding Sources Federal Grants and Funding Programs Community Development Block Grants The Department of Housing and Urban Development (HUD) administers federal Community Development Block Grants to address a wide range of unique community development needs including neighborhood stabilization, revitalization and for comprehensive development projects (combining downtown revitalization with housing and infrastructure).

Federal Transportation Funds The Kansas Department of Transportation administers federal transportation funds for system enhancement projects, transportation enhancement projects and surface transportation projects. This program requires a local match and is facilitated as reimbursement program, not a grant program. In some situations, Seneca would need to have the capacity to pay a contractor for work prior to submitting for reimbursement of the funds, less the match amount. This is not always the case as some projects are administered by KDOT directly.

Home Funds and USDA Home Loan Program The Department of Housing and Urban Development (HUD) administers federal HOME funds. These grants are for low to moderate income homebuyers. The city can apply for these grants to encourage owner occupancy. Grants are available for owner occupied housing rehabilitation. This city recently became eligible to participate in the USDA Home Loan Program.

Historic Preservation Fund The Historic Preservation Office administers Federal Historic Preservation Grants. These are for survey and planning in historic areas. The City of Seneca could potentially qualify for these grants. The survey grants would be used to determine the historic and architectural value of the area and the planning grants could then be used to pursue designation on the State or National Register of Historic Places or to develop such things as architectural guidelines for rehabilitation projects.

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Implementation State/Local Grants and Funding Programs Local Government Outdoor Recreation Grants The Kansas Department of Wildlife, Parks and Tourism administers both federal and state funds for outdoor recreation improvements. These typically require that City funds are matched dollar for dollar with the grant amount. One example is the Land and Water Conservation Fund that provides 50% reimbursement to selected outdoor recreation projects that are sponsored by political subdivisions and other appropriate public agencies. Qualifying projects include development and/or acquisition of outdoor facilities for the purpose of public recreation. Another available program is the Recreational Trails Grant program that provides matching funds, on a reimbursement basis, for eligible recreational trail and trail-related projects. All projects selected must fall into one or more of three categories: motorized, nonmotorized, or diversified recreational trail or trailrelated projects. Proposals that provide for improved Americans with Disability Act (ADA) and environmental impacts will receive a high priority.

Projects that provide for motorized recreation activities are encouraged, as 30% of the funding is to be devoted to motorized projects. A local match is required for this grant program.

Heritage Trust Funds The Historic Preservation Office administers the State Heritage Trust Fund for preservation activities on listed properties. The maximum grant amount in any given cycle and require a local match. There is no limit on the number of times applications can be made. Grant application deadlines are typically in March.

Kansas Department of Commerce, Business and Community Development Department Business and Community Development Assistance offers a handful of different services to help revitalize a project. Services can include “developing incentive proposals based on the business’ needs and projected growth; creating strategic and proactive community development plans for communities to address a wide variety of needs; ensuring that all of the Department of Commerce’s available resources are considered for a project.; serving as a liaison with other state agencies, including the departments of Revenue, Labor, and Health and Environment.” Specific programs offered through this department are the Community Development Block Grant Program; the Kansas Downtown Redevelopment Act; the Kansas PRIDE;

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and R ur al Op p or t unit y www.kansascommerce.com

Z on es

(R O Z ).

Kansas Department of Health and Environment (KDHE) KDHE serves rural Kansas in multiple capacities. The Kansas Brownfields Program can help communities pay for and perform environmental assessments on potentially contaminated properties. The Office of Rural Health connects rural communities with state and federal resources related to sustainable health care delivery systems and to ensure access to services in rural Kansas. KDHE also invests in water, w a st ew at e r an d sewer i n fr a st r u ct u re . www.kdheks.gov Kansas Energy Office (KEO) The KEO’s Facility Conservation Improvement Program (FCIP) assists public entities in using performance contracting to finance energyefficiency upgrades in public buildings. Other KEO programs are available to assist the public sector with energy efficiency and renewable energy projects. www.kcc.ks.gov/energy Tax Increment Financing Tax Increment Financing is discussed in detail in Kansas Statutes 12-1770 through 12-1780. Refer to the current statutes for the complete text. A summary of the statute is provided below: The governing body may adopt a resolution finding a specific project area to be a blighted, conservation, or major tourism area and the conservation, development, or redevelopment of such areas as necessary to promote the general and economic welfare of the city.

A redevelopment district may then be adopted by resolution for public uses and purposes for which public money may be expended and the power of eminent domain exercised (with certain procedures including ultimately a 2/3 vote of governing body, except in conservation areas where eminent domain is not allowed). This requires a comprehensive plan that identifies all of the proposed redevelopment project areas and identifies in a general manner all of the buildings and facilities that are proposed to be constructed or improved.

The purpose of such a district is to define and allow any increment in ad valorem property taxes resulting from a redevelopment district can be

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Implementation apportioned to a special fund for the payment of the cost of the redevelopment project when it is built. The increment is the amount in excess of the amount which is produced from such property and attributable to such property prior to the date of the redevelopment plan.

The special fund can be used for the payment of principal and interest on any special obligation bonds or full faith and credit tax increment bonds issues to finance the project. Special obligation bonds or full faith and credit tax increment bonds may be issued for such things as development financing, acquisition, relocation, site preparation, utilities, streets, sidewalks, plazas, arcades, parking, landscaping, and other amenities. Bonds may not be used for the construction of buildings or other structures to be owned by or to be leased to such developer.

Special obligation bonds are payable from property tax increments; revenues of the City derived from any redevelopment project; private sources; contributions or other financial assistance from the state or federal government; revenue received by the City from transient guest, sales and use taxes if there is a finding by the Secretary of Commerce that the redevelopment project is of statewide as well as local importance; increased revenue received by the city from franchise fees; or revenue received by the city from sales taxes.

To implement the comprehensive plan of the redevelopment district, individual redevelopment plans within the overall redevelopment district can be prepared and adopted. Any redevelopment plan undertaken within the redevelopment district may be in separate development stages. Each plan shall be adopted and shall fix a date for completion (within 20 years). Any city proposing to undertake a redevelopment project within a redevelopment district shall prepare a redevelopment plan in consultation with the planning commission of the city.

Business Improvement District The Business Improvement District Act is discussed in detail in Kansas Statutes 12-1781 through 121793. Refer to the current statutes for the complete text. A summary of the statute is provided below: The governing body may establish one or more business improvement districts within the city and provide for the administration and financing of

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additional and extended services to businesses within such districts. The purpose of the district is to allow the governing body to annually levy business improvement service fees. The annual fees shall be based on the amount of space used for business, street front footage, building or land square footage, the number of employees, the type of business or other reasonable factor.

The districts can be used for:  The beautification of the district, such as by landscaping and plantings, fountains, shelters, benches, sculptures, signs, lighting, decorations and similar amenities, including the maintenance thereof;  The provision of special or additional public services, such as sanitation, the security of persons and property and the care and maintenance of public facilities, including sidewalks and other public areas;  The provision for or the financial support of public transportation services and vehicle parking facilities open to the general public, including the operation and maintenance of parking facilities which may have been established by the issuance of bonds and the levying of special assessments;  The development of plans for the general architectural design of public areas and the development of plans and programs for the future development of the district;  The development, promotion and support of community events and activities open to the general public; and  Any other services which the city is authorized to perform and which the city does not also perform to the same extent on a city-wide basis.

Community Improvement District The Community Improvement District act is detailed in Kansas Statutes 12-6a26 through 12-6a36. Refer to the current statutes for the complete text. A summary of the act is provided below:

...any municipality may impose a community improvement district sales tax on the selling of tangible personal property at retail or rendering or furnishing services taxable pursuant to the provisions of the Kansas Retailers’ Sales Tax Act, and amendments thereto, within a community improvement district for purposes of financing a project in such district in any increment of .10% or .25% not to exceed 2% and pledging the revenue

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Implementation received therefrom to pay the bonds issued for the project or to reimburse the cost of the project pursuant to pay-as-you-go financing.

The districts can be used to fund:  Any project within the district to acquire, improve, construct, demolish, remove, renovate, reconstruct, rehabilitate, maintain, restore, replace, renew, repair, install, relocate, furnish, equip or extend:  Buildings, structures and facilities;  Sidewalks, streets, roads, interchanges, highway access roads, intersections, alleys, parking lots, bridges, ramps, tunnels, overpasses and underpasses, traffic signs and signals, utilities, pedestrian amenities, abandoned cemeteries, drainage systems, water systems, storm systems, sewer systems, lift stations, underground gas, heating and electrical services and connections located within or without the public right-of-way, water mains and extensions and other site improvements;  Parking garages;  Streetscape, lighting, street light fixtures, street light connections, street light facilities, benches or other seating furniture, trash receptacles, marquees, awnings, canopies, walls and barriers;  Parks, lawns, trees and other landscape;  Communication and information booths, bus stops and other shelters, stations, terminals, hangers, rest rooms and kiosks;  Paintings, murals, display cases, sculptures, fountains and other cultural amenities;  Airports, railroads, light rail and other mass transit facilities; and  Lakes, dams, docks, wharfs, lakes or river ports, channels and levies, waterways and drainage conduits.  Within the district, to operate or to contract for the provision of music, news, child-care, or parking lots or garages, and buses, minibuses or other modes of transportation;  Within the district, to provide or contract for the provision of security personnel, equipment or facilities for the protection of property and persons;  Within the district, to provide or contract for cleaning, maintenance and other services to public or private property;  Within the district, to produce and promote any tourism, recreational or

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cultural activity or special event, including, but not limited to, advertising, decoration of any public place in the district, promotion of such activity and special events and furnishing music in any public place; Within the district, to support business activity and economic development, including, but not limited to, the promotion of business activity, development and retention and the recruitment of developers and business; Within the district, to provide for or support training programs for employees of businesses; and To contract for or conduct economic impact, planning, marketing or other studies.

Neighborhood Revitalization Act The Neighborhood Revitalization Act is discussed in detail in Kansas Statutes 12- 17,114 through 1217,120. Refer to the current statutes for the complete text. A summary of the statute is provided below: The governing body of any municipality may designate a neighborhood revitalization area if it finds that the rehabilitation, conservation or redevelopment of the area is necessary to protect the public health, safety or welfare of the residents.

The purpose of the designation is to allow any increment in ad valorem property taxes levied by the municipality resulting from improvements by a taxpayer to property in a neighborhood revitalization area to be credited to a neighborhood revitalization fund. All or a part of the property increment can then be returned to the taxpayer in the form of a rebate. Additionally, moneys may be budgeted and transferred to the fund from any source which may be lawfully utilized for such purposes. Any municipality may expend money from the general fund to accomplish the purposes of this act. This is not an income restricted program.

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Transportation Plan Implementation Transportation Cozad Land Use and Development

Implementation

Appendices

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