Economic Development Council
Regular MeetingBlue Springs, MO · March 7, 2019
Agenda
BLUE SPRINGS ECONOMIC DEVELOPMENT COUNCIL MEETING
March 7, 2019 – 8:00 A.M.
Journagan Family Community Room
Howard L. Brown Public Safety Building
1100 SW Smith
Blue Springs, Missouri
1. Call Meeting to Order
2. Welcome New Board Members
a. Becky Nace
b. Lara Vermillion
c. Joey Zarrillo
3. Approval of Minutes
a. December 19, 2018 Minutes
4. Project and Development Update
5. Economic Development Incentive Policy
6. CHAT Study
7. Other Business
8. Visitors
9. Adjourn
NEXT MEETING: Wednesday, April 17 – 8:00 A.M., Location TBA
If special accommodations are required for citizen participation at this meeting
please call (816)228-0111
Agenda posted at the following locations:
Blue Springs Public Safety Building located at 1100 SW Smith Street
Municipal Annex Building located at 1304 W Main Street
City’s website
http://www.bluespringsgov.com/AgendaCenter
March 4, 2019
Teresa Evans, Coordinator
Economic Development
1
CITY OF BLUE SPRINGS, MISSOURI
MINUTES OF ECONOMIC DEVELOPMENT COUNCIL MEETING
December 19, 2018
A meeting of the Blue Springs Economic Development Council, was held on Wednesday,
December 19, 2018, in the Journagan Family Community Room, Howard L. Brown Public Safety
Building, 1100 SW Smith, Blue Springs, Missouri, with Chairman Ron Baker presiding.
COUNCIL Ron Baker James McCullough
MEMBERS Justin Beal Dave Meyer
PRESENT Erin Curry - absent Brett Miller
Kim Deveney Cindy Miller -absent
Bill Essmann - absent Tom Rohr
Jeff Grote Kirk Sampson
Yvonne Hall Councilman Kent Edmonson (arrived 8:27
Kathy Hunter am)
Also present were Community & Economic Development Director – Tom
Cole, Assistant Community Development Director – Mike Mallon, and
Economic Development Coordinator - Teresa Evans. Visitors:
CALL MEETING Chairman Baker called the Economic Development Council meeting to
TO ORDER order at 8:03 a.m.
INTRODUCTION OF Roundtable introductions were provided to welcome new Councilmembers
NEW Jim McCullough and Brett Miller.
COUNCILMEMBERS
APPROVAL OF Councilmember Hunter moved to approve the minutes of October 17, 2018
MINUTES Economic Development Council meeting. Motion seconded by
Councilmember Meyer and carried with the following votes:
Councilmember Baker – Aye Councilmember Hunter – Aye
Councilmember Beal - Aye Councilmember McCullough - Aye
Councilmember Curry– Absent Councilmember Meyer – Aye
Councilmember Deveney – Aye Councilmember Brett Miller - Aye
Councilmember Essmann– Absent Councilmember C. Miller - Absent
Councilmember Grote - Aye Councilmember Rohr - Aye
Councilmember Hall– Absent Councilmember Sampson - Aye
PROJECT AND Tom Cole, Director of Community & Economic Development and Teresa
DEVELOPMENT Evans, Economic Development Coordinator provided an update on project
UPDATE and activity updates, including a status update on the Economic
Development Policy as anticipated go to City Council in February; and
medical marijuana business permits are on hold until regulations and codes
to accommodate related businesses may be developed. Councilmembers
posed some clarifying questions related to the projects which were
addressed by city staff present.
2
December 19, 2018 Economic Development Council Page 2
OTHER BUSINESS
Councilmember Rohr provided an update. Community beautification project
A) COMMUNITY will be developed in three phases, including working with MoDOT on 7
BEAUTIFICATION Highway, supporting and encouraging assistance through the existing
PROJECT “adopt a street” program, and streetscaping.
No visitors were present.
VISITORS
ADJOURNMENT At 8:40 a.m. there was no further business to come before the Economic
Development Council; Councilmember Meyer moved the meeting be adjourned.
Motion seconded by Councilmember Hunter and carried unanimously.
___________________________________
Ron Baker, Chairman
ATTEST:
______________________________
Teresa Evans, Economic Development
Coordinator
2
3
Project Activity
December 2018 – January 2019
Blue Springs Economic Development Council
4
Roadmap for Project and Activity
Updates
Leads/Opportunities
Marketing and Outreach
Incentive Policy Path and Timeline
Project Updates
Development/Redevelopment
Technical Assistance
2018-19 Calendar
5
Attraction Project Pipeline
Leads/Opportunities
Project Tiger Two
Food mfg.
Existing building 55,000 sf on minimum 4 acres with
room for 100,000 sf expansion
Project Timber
Residential housing industry mfg.
15 – 50 acres
Rail service to site is required
6
Attraction Project Pipeline
Project Spark
Corporate expansion/relocation
265,000 sf complex with office, training, manufacturing
780 jobs in the first five years; $46M payroll
Initial capital investment of $38.5 M
15 – 20 acre site
Site selection Q1 2019
Construction start Q3 2019
7
Marketing & Outreach Events
December 2018 – January 2019
January 15 - Medical Marijuana in Missouri
Learning Session on New Law for Eastern Jackson
County Employers co-sponsored by the Blue
Springs HR Consortium and Blue Springs Chamber
of Commerce
January 25 thru 27 - Leadership Summit –
International Economic Development Council
8
Project Updates
Sunset Plaza – Schlotzsky’s
Blue Springs School District – Several Projects
Blue River Family Dental
I – 70 & & 7 Highway – Former Hotel Site
Woods Chapel Plaza
Mall at Fall Creek
9
DEVELOPMENT & REDEVELOPMENT
Activity Summary
Rooftops - New Permits
• December = 3 (0 duplex units; 3 single
family; 0 multi-family units)
2018 Year End = 239 Permits/400 Units Total Building Activity
• January = 9 (1 duplex unit, 8 single family) 2018 Year End
• 2,188,174 Square Feet
2019 Year to Date = 9 Permits/10 Units • $113,983,916 Construction Cost
2019 Year to Date
Commercial - New Permits • 59,902 Square Feet
• $1,737,808 Construction Cost
• December = 7
• 2018 Year End = 31
• January 2019 = 2 10
Technical Assistance and Visitation
December 2018 – January 2019
Real Estate Inquiries 1
Business Assists 14
Workforce Attraction/HR 4
Networking
MO STEP Exporting Program 3
Expansion 1
Other 6
11
2019 Dates & Highlights
January 22 – CHAT Study to City Council
February 20 - Economic Dev. Council Meeting-
Cancelled
February 21 – Mayor’s State of the City – COC
March 7 – EDC Meeting – Rescheduled Date
March 18 – Econ. Incentive Policy to City Council
April 1 – Anticipated Move into City Hall
April 17 – Economic Dev. Council Meeting
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QUESTIONS?
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Blue Springs CHAT Report
63
Community Housing Assessment Team/RDG Planning & Design January 2019
Population and Housing Demand
64
Population Change by Decade 1960-
2010
Blue Springs Historic Population Change
60,000
52,575
50,000 48,080
40,153
40,000
Population 30,000 25,936
20,000
10,000 6,779
2,555
0
1960 1970 1980 1990 2000 2010
65
Population Change by Decade 1960-2010
Period Population % Change Average Annual
Population
Change During Period Growth
1960 2,555
1970 6,779 4,224 165.3% 10.25%
1980 25,936 19,157 282.6% 14.36%
1990 40,153 14,217 54.8% 4.47%
2000 48,080 7,927 19.7% 1.82%
2010 52,575 4,495 9.3% 0.90%
2017 (ACS est) 53,641 1,066 2.0% 0.29%
1960-2017 51,086 5.5%
• Since 1960, Blue Springs’ population has risen by 51,086 residents, an overall
average annual rate of 5.5%.
• Overall growth has been steady, with gains in all decades.
• Growth rates have been declining starting in 1990 with average change during the
period almost halving each decade. While some reduction in growth rate is expected
as the population base increases, the absolute population gains have also decreased
since 2000. 66
Population Change by Age Cohort
2000-2010
2000 2010 Change
0-15 11,669 24.3% 12,158 23.1% 489
15-19 3,927 8.2% 3,872 7.4% -55
20-24 2,773 5.8% 3,129 6.0% 356
25-34 7,099 14.8% 7,352 14.0% 253
35-44 8,261 17.2% 7,262 13.8% -999
45-54 7,251 15.1% 7,661 14.6% 410
55-64 3,692 7.7% 6,201 11.8% 2,509
65-74 1,867 3.9% 3,023 5.7% 1,156
75-84 1,164 2.4% 1,380 2.6% 216
85+ 377 0.8% 537 1.0% 160
Total 48,080 100.0% 52,575 100.0% 4,495
Median 33.1
67
Decline Growth
Population by Age Cohort
Zero migration forecast based on 2010 Census compared with
2017 ACS estimates
2017 2017
2010 Actual Difference % Variance
Predicted 5-Year ACS Est
0-15 12,158 10,950 13,352 2,402 21.9%
15-19 3,872 4,267 3,509 -758 -17.8%
20-24 3,129 3,855 2,568 -1,287 -33.4%
25-34 7,352 6,863 7,917 1,054 15.4%
35-44 7,262 7,286 7,204 -82 -1.1%
45-54 7,661 7,292 6,637 -655 -9.0%
55-64 6,201 6,777 6,197 -580 -8.6%
65-74 3,023 4,311 4,002 -309 -7.2%
75-84 1,380 1,524 1,987 463 30.4%
85+ 537 644 663 19 3.0%
Total 52,575 53,768 54,036 268 0.5%
68
Overperform Underperform
Population by Age Cohort
Zero migration forecast based on 2010 Census compared with
2017 ACS estimates
2017
2017
2010 Actual 5-Year ACS Difference % Variance
Predicted
Est
0-15 12,158 10,950 13,352 2,402 21.9%
15-19 3,872 4,267 3,509 -758 -17.8%
20-24 3,129 3,855 2,568 -1,287 -33.4%
25-34 7,352 6,863 7,917 1,054 15.4% Based on ACS
35-44 7,262 7,286 7,204 -82 -1.1%
45-54 7,661 7,292 6,637 -655 -9.0%
estimates, Blue
55-64 6,201 6,777 6,197 -580 -8.6% Springs is
65-74 3,023 4,311 4,002 -309 -7.2% successfully
75-84 1,380 1,524 1,987 463 30.4% attracting and
85+ 537 644 663 19 3.0%
Total 52,575 53,768 54,036 268 0.5%
retaining family
formation age
households.
69
Comparative Population Models
Zero migration forecast based on 2010 Census compared with
2017 ACS estimates
2010 2017 2020 2025 2030
2010-2017
Growth Rate 52,575 54,036 54,816 55,608 56,411
(0.29%)
Natural Growth 52,575 54,036 54,798 55,399 56,038
1990-2017
Growth Rate 52,575 54,036 57,013 60,154 63,469
(1.08%)
1960-2017
Growth Rate 52,575 54,036 56,505 59,088 61,788
(1.36%)
70
Housing Construction 2000-2017
Historic Building Permits
Single Family Duplex Multifamily Demolitions
3
0
16
5
0
1
0
0
1
0 4
0 50
32 13
2
5
6
14
3
0 192
182
159
1 147
8 135
128 6 0
5 119
6 95
3
0
2
2
6
58
45 48
32
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
• Most development in Blue Springs has been single family homes (84%)
• Between 2005 and 2018, Blue Springs saw 1,838 new dwelling units constructed
at an average rate of just over 131 homes per year
• 33 homes were demolished during this period
71
Housing Occupancy Changes 2000-2017
2000 2017 Est.
% of Occupied % of Occupied Change 2000-
Number Number
Units Units 2017
Owner-Occupied 12,833 74.2% 13,730 70.7% 897
Renter-Occupied 4,453 25.8% 5,682 29.3% 1,229
Total Vacant 447 1,024 577
Vacancy rate 2.5% 5.0%
Total 17,733 20,436 2,703
Source: 2000 Census and 2017 5-Year American Community Survey
• Blue Springs’ housing inventory is still predominantly owner-occupied, but the percentages have changed somewhat since 2000.
• Since 2000, the growth in renter-occupied units outpaced growth in owner-occupied units. Rental units accounted for 58% of the
growth in housing inventory during this period. Because of the lack of new rental construction, this change suggests some
conversion of existing housing stock to rental occupancy.
• Blue Springs vacancy rate increased from an extremely low 2.5% in 2000 to a more optimal 5% in 2017. Generally as the amount
of rental units increase in a city, vacancy rates also increase because of greater turnover of tenants.
72
Comparative Regional Affordability
2017
Median
Median House Value/Income Median
City Household
Income
Value Ratio Contract Rent
Blue Springs $68,258 $149,000 2.18 $734
Lee's Summit $83,601 $200,300 2.40 $833
Independence $46,268 $102,800 2.22 $606
Liberty $70,066 $169,100 2.41 $652
Raytown $51,089 $97,600 1.91 $718
Gladstone $55,119 $134,700 2.44 $649
Shawnee, KS $81,964 $214,900 2.62 $768
Leavenworth, KS $58,989 $116,100 1.97 $717
Source: U.S. Census Bureau, 2017
•An affordable, self-sustaining housing market, with adequate value or revenues to support market
rate new construction, typically has a V/I value between 2.5 and 3.
•Ratios below 2.0 are significantly undervalued relative to income
•Ratios above 3.0 exhibit significant affordability issues
73
Income Distributions and Housing
Affordability Ranges 2017
Affordable
% of City # of Affordable # of Total
Income % of HH’s income Range for
HH* Owner Range of Renter Affordable Balance
Range HH’s range Owner
Median Units Renter Units Units Units
Units
Under
$0-24,999 11.9% 2,304 $0-49,999 465 $0-500 1,102 1,567 -737
38%
$25,000- $50,000-
38-73% 21.9% 4,255 3,886 $500-1,000 3,286 7,172 2,917
49,999 125,000
$50,000- $125,000- $1,000-
74-110% 20.6% 3,998 6,044 1,161 7,205 3,207
74,999 200,000 1,500
$75,000- 111- $200,000- $1,500-
17.1% 3,310 1,860 124 1,984 -1,326
99,999 147% 275,000 2,000
$100,000- 148- $275,000- $2,000-
19.0% 3,686 1,047 5 1,052 -2,634
149,999 220% 350,000 3,000
Over
$150,000+ 9.6% 1,859 $350,000+ 428 $3,000+ 4 432 -1,427
220%
Median
$68,258 $149,000 $734
Income:
* Household (HH) 74
Source: American Community Survey, 2015; RDG Planning & Design
Projecting Housing Needs
Total Housing Unit Needs=Population Demand + Replacement
•Use population scenarios, recent construction activity and
assumptions about people per household to generate ten
years of overall housing demand.
•Consider the distribution of household income in a
community.
•Match income ranges with affordability price points, based
on housing costs equal to 25-30% of adjusted gross income.
•Define price breakouts for new housing demand, based on
Estimates do not give an exact current
the assumption that new construction should ideally be demand for housing, but provide guidance
affordable to the existing household income distribution. for occupancies and cost ranges of
housing needed to reach specific targets
75
Development Targets 2019-2030 1.08%
Growth
2017 Base 2017-2024 2025-2030 Total
Population at End of Period 54,036 59,526 63,469
HH Population at End of Period 53,812 59,279 63,206
Average PPH 2.77 2.77 2.77
HH Demand at End of Period 19,412 21,384 22,801
Projected Vacancy Rate 5.0% 5.0% 5.0%
Unit Needs at End of Period 20,436 22,512 24,003
Replacement Need 29 18 47
Cumulative Need During Period 1,647 1,509 3,156
Average Annual Need 235 252 243
Source: RDG Planning & Design
Housing demand calculation is based on:
•An estimated loss of 3 homes annually
•No change in the number of people per household
•A constant vacancy rate
76
Development Targets 2019-2030 1.36%
Growth
2018 Base 2019-2024 2025-2030 Total
Population at End of Period 54,036 61,043 66,173
HH Population at End of Period 53,812 60,790 65,899
Average PPH 2.77 2.77 2.77
HH Demand at End of Period 19,412 21,929 23,772
Projected Vacancy Rate 5.0% 5.0% 5.0%
Unit Needs at End of Period 20,436 23,086 25,026
Replacement Need 29 18 47
Cumulative Need During Period 2,100 1,958 4,058
Average Annual Need 300 326 312
Source: RDG Planning & Design
Housing demand calculation is based on:
•An estimated loss of 3 homes annually
•No change in the number of people per household
•A constant vacancy rate
77
Development Targets: Compared to
Output 2017-2027
330 Annual rental need – 110 units (35%)
280
230
Annual owner need – 205 units 3
0
16
1
0 5
0
180
0 4
0 50
1
0 13
32
2
5
130 6 14
3
0 182 192
80 159
1
8 147 135
128 6 0 119
5
6
3
0 95
26
30 58
45 48
32
-20 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Single Family Duplex Multifamily Demolitions
• Projected housing unit demand exceeded actual average construction, especially during the
recession years of 2008 to 2012
• Actual average construction since 2016 appears to be approaching projected need, but still
remained about 70 units short in 2018
• Multi-family need assessment is substantially below average production since 2007
(including both multi-family and duplexes)78
Development Targets 2018-2030
1.08% Projection
2018-2024 2024-2030 Total
Total Need 1,641 1,515 3,156
Total Owner Occupied 1,066 985 2,051
Affordable Low: $50-125,000 264 244 508
Affordable Moderate: $125-200,000 250 230 480
Moderate Market: $200-275,000 207 191 398
Market: $275-350,000 230 213 443
High Market: Over $350,000 116 107 223
Total Renter Occupied 575 530 1,105
Low: Less than 500 96 88 184
Affordable: 500-1,000 175 162 337
Market: $1000-1,500 166 153 319
High Market: $1,500+ 137 127 264
• This analysis assumes a split of 65% owner-occupied and 35% rental units, meeting an increased demand
for quality rental units.
• Most new construction will probably cost more than $130,000, causing demand for lower-cost units to be
met by existing housing.
79
Development Targets 2018-2030
1.36% Projection
2018-2024 2024-2030 Total
Total Need 2,110 1,948 4,058
Total Owner Occupied 1,372 1,266 2,638
Affordable Low: $50-125,000 340 313 653
Affordable Moderate: $125-200,000 321 296 617
Moderate Market: $200-275,000 266 245 511
Market: $275-350,000 296 273 569
High Market: Over $350,000 149 138 287
Total Renter Occupied 738 682 1,420
Low: Less than 500 123 113 236
Affordable: 500-1,000 226 208 434
Market: $1000-1,500 213 197 410
High Market: $1,500+ 177 163 340
•This analysis assumes a split of 65% owner-occupied and 35% rental units, meeting the
demand for quality rental units.
•Most new construction will probably cost more than $130,000, causing demand for lower-cost
units to be met by existing housing. 80
Housing Resources
•Steady Growth
•New High-End Development
•Schools
•Open Space Resources
•Active Development Community
•Downtown Interest and Activity
•“Old Town” Reinvestment
•Demographic Opportunity
•Community Services
•Local Financing Capability
•Expanded Retailing (Adams Dairy Pkwy)
81
Housing Resources
•Steady Growth
•New High-End Development Blue Springs has maintained steady growth since
•Schools 2000, with an average annual growth rate of
•Open Space Resources about 1.1%. This is consistent with the growth
•Active Development Community
•Downtown Interest and Activity profile of a mature community rather than a
•“Old Town” Reinvestment rapidly growing outer suburb and does tend to
•Demographic Opportunity put some emphasis on the conservation of
•Community Services
•Local Financing Capability
existing neighborhoods and housing stock.
•Expanded Retailing (Adams Dairy Pkwy) However, community growth fell considerably
short of the expectations of the 2006 CHAT,
largely the result of the housing depression of
2008 and subsequent years.
82
Housing Resources
•Steady Growth The 2006 study noted a need for housing across
•New High-End Development income and cost ranges, but suggested
•Schools
•Open Space Resources
perception and image issues in relation to
•Active Development Community competitive KC metro cities such as Lee’s Summit
•Downtown Interest and Activity and Overland Park. Some of that perception
•“Old Town” Reinvestment
continues, but development in Chapman Farms
•Demographic Opportunity
•Community Services in the southern part of the city has had a
•Local Financing Capability beneficial impact. The quality and relative
•Expanded Retailing (Adams Dairy Pkwy) affordability of established neighborhoods also
contributes to the overall image of the city.
83
Housing Resources
•Steady Growth
•New High-End Development Blue Springs School District continues to be a
•Schools major community asset. For example, the New
•Open Space Resources Town in Harmony project, a new urbanist
•Active Development Community
•Downtown Interest and Activity community, markets Blue Springs schools in the
•“Old Town” Reinvestment masthead of its website. School quality continues
•Demographic Opportunity to be a significant attractor of younger
•Community Services
•Local Financing Capability
households to the city.
•Expanded Retailing (Adams Dairy Pkwy)
84
Housing Resources
•Steady Growth
•New High-End Development In a period when even urban family populations are
•Schools increasingly interested in outdoor recreation,
•Open Space Resources walkability, and bikeability, the dramatic open space
•Active Development Community features in and around the city are important assets.
•Downtown Interest and Activity These include Fleming Park with its two large lakes,
•“Old Town” Reinvestment Grounds Park and Lake Remembrance, and the unique
•Demographic Opportunity
•Community Services
Burr Oak Woods State Forest. However, linkages
•Local Financing Capability between the city’s residential neighborhoods and these
•Expanded Retailing (Adams Dairy Pkwy) facilities could be improved, possibly using the excellent
Adams Dairy Parkway path as a connecting spine.
85
Housing Resources
•Steady Growth Blue Springs has a community of active builders and
•New High-End Development developers that include both local and regional
•Schools enterprises. These builders are attuned to changing
•Open Space Resources market preferences and understand the increasing
•Active Development Community demand for such products as small-lot, attainable
•Downtown Interest and Activity single-family development geared to the needs of
•“Old Town” Reinvestment young families. There is a significant body of experience
•Demographic Opportunity
in this development community in higher density and
•Community Services
•Local Financing Capability traditional neighborhood development and a sense that
•Expanded Retailing (Adams Dairy Pkwy) as one builder put it, “some people are holding on to
outdated concepts” of housing development.
86
Housing Resources
•Steady Growth The results of downtown planning, begun during the
•New High-End Development last decade, is showing significant results that include
•Schools substantial public investments, most notably the new
•Open Space Resources government center and adjacent public parking lot. In
•Active Development Community addition to encouraging new business development,
•Downtown Interest and Activity the downtown initiative is also producing new small-lot
•“Old Town” Reinvestment
•Demographic Opportunity
single family housing on infill sites around the Main
•Community Services Street district. Significant opportunities for additional
•Local Financing Capability housing development on underused sites also exist in
•Expanded Retailing (Adams Dairy Pkwy) the district. Participants have described the primary
market for this new infill development as millennial
households.
87
Housing Resources
•Steady Growth With increased interest in downtown and residential
•New High-End Development infill on surrounding sites, reinvestment in existing
•Schools houses in the Old Town area has visibly accelerated
•Open Space Resources since the 2006 study. Much of this work has occurred
•Active Development Community west of the railroad and has created an attractive
•Downtown Interest and Activity
neighborhood context for the traditional town center. It
•“Old Town” Reinvestment
•Demographic Opportunity
also focuses increased potential attention to the
•Community Services railroad corridor between SW 12th and 15th Streets,
•Local Financing Capability including the city annex property.
•Expanded Retailing (Adams Dairy Pkwy)
88
Housing Resources
•Steady Growth Blue Springs is strong in essential features that can
•New High-End Development attract younger households – great schools, an
•Schools emerging downtown, relatively affordable (if not always
•Open Space Resources available) housing, and unusual recreational assets.
•Active Development Community While some participants believed that Blue Springs was
•Downtown Interest and Activity
•“Old Town” Reinvestment
not successfully attracting these younger families, the
•Demographic Opportunity age cohort from 25 to 34 overperformed projections –
•Community Services suggesting in-migration, but the next age cohort
•Local Financing Capability underperformed, suggesting an inability at times to
•Expanded Retailing (Adams Dairy Pkwy) retain maturing households. However, the relatively
late onset of family formation for many millennial
generation adults presents a significant area of
opportunity for the development of Blue Springs.
89
Housing Resources
•Steady Growth While one does not necessarily associate suburban
•New High-End Development cities with families and individuals at risk or in need,
•Schools these issues exist and are highly relevant to housing
•Open Space Resources planning. In the Community Services League, Hillcrest,
•Active Development Community Hope House, Truman Heritage Habitat and others, Blue
•Downtown Interest and Activity
•“Old Town” Reinvestment
Springs as a community has brought an array of
•Demographic Opportunity resources to human service needs. Housing homeless
•Community Services or marginally homeless people has been a significant
•Local Financing Capability issue, particularly because of the group of older motels
•Expanded Retailing (Adams Dairy Pkwy) along I-70 and their use for semi-permanent housing.
The city and its police department have developed an
innovative “tier” system for regulating these facilities,
with enforcement and requirement levels graded to the
number of incidents and other factors at these
buildings.
90
Housing Resources
•Steady Growth Blue Springs’ financial community appears engaged in
•New High-End Development the city and includes both local branches of regional
•Schools banks and a local community bank. All of these facilities
•Open Space Resources appear open to financing partnerships, exhibit a level of
•Active Development Community agreement on local needs (including starter homes and
•Downtown Interest and Activity
•“Old Town” Reinvestment
independent senior housing with services provided),
•Demographic Opportunity and have a willingness to help with the process of
•Community Services community investment.
•Local Financing Capability
•Expanded Retailing (Adams Dairy Pkwy)
91
Retailing and Adams Dairy Pkwy
•Steady Growth Even in the era of on-line retailing, a city’s retail
•New High-End Development market can be a significant resource in its efforts to
•Schools attract new residents and residential development.
•Open Space Resources Retail, hospitality, and food and drink offerings at
•Active Development Community the Adams Dairy Parkway interchange at I-70 have
•Downtown Interest and Activity
•“Old Town” Reinvestment
grown considerably during the last twelve years. In
•Demographic Opportunity addition, the design standards and shared use
•Community Services sidepath along the street itself have made it a
•Local Financing Capability significant residential development corridor with
•Expanded Retailing (Adams Dairy Pkwy) the potential to be a multi-modal spine that helps
link the community together. Similarly, the city has
invested in creating an attractive “complete street”
corridor along Highway 7 south of Moreland School
Road, which can also become an incentive for
higher density mixed use development.
92
Housing Challenges
•Lack of Availability
•Lack of Multi-family Production
•The Density Debate and “NIMBYs”
•Producer Risk Aversion
•Infrastructure
•Community Development Entities
•Regulatory Issues
•Downtown and Corridors
•People in Need
93
Housing Challenges
•Lack of Availability As shown earlier, Blue Springs’ housing inventory is
•Lack of Multi-family Production relatively affordable, at least by comparison with other
•The Density Debate and “NIMBYs” KC metro area cities. Yet, several recently compiled
•Producer Risk Aversion indicators illustrate that “affordability” and
•Infrastructure “availability” are two different things. Specifically:
•Community Development Entities - The average value of individual home sales is up but
•Regulatory Issues
•Downtown and Corridors
the aggregate value of all sales is substantially
•People in Need down: not very many homes are on the market.
- The average days on market has dropped
significantly, also indicating a market in which
demand exceeds supply.
- Production of housing has recovered from the
extremely low production between 2008-2010 but
still remains below estimated demand.
94
Housing Challenges
95
Housing Challenges
•Lack of Availability Many eventual homeowners are delaying home
•Lack of Multi-family Production purchases and other residents may never choose to
•The Density Debate and Resident Opposition buy a house. Although markets have mostly
•Producer Risk Aversion recovered, the memory of 2008 remains and,
•Infrastructure combined with greater mobility and generational
•Community Development Entities preferences, has changed the nature of the
•Regulatory Issues
•Downtown and Corridors
renter/owner split. Other people who come to a city
•People in Need for employment or residence want to try it out
before becoming invested in it. This has resulted in a
•People in Need major expansion in the rental market nationwide and
in the metropolitan area. Blue Springs has generally
not been part of this process and, despite relatively
healthy rental production in 2018 (photograph at
left), has not kept up with demand. Therefore, much
of the city’s rental stock is old and often not in good
condition.
96
Housing Challenges
•Lack of Availability Related to the lack of multi-family production
•Lack of Multi-family Production is the debate over residential density that was
•The Density Debate and Resident Opposition also evident during the 2006 study. Many
•Producer Risk Aversion residents believe that higher residential
•Infrastructure densities generally lead to higher crime,
•Community Development Entities unacceptable traffic, poorer property
•Regulatory Issues
•Downtown and Corridors
maintenance, and other impacts on their own
•People in Need property. Several multi-family proposals were
disapproved on the basis of substantial
opposition from residents in surrounding
areas. The uncertainty of the approval process
deters developers of these projects who are
likely to have a good deal of time and money
invested with no assurance that they will
succeed. One cannot blame residents for
protecting their interest, nor developers for
wanting predictability. But the resulting
impasse discourages housing production in
the city.
97
Housing Challenges
•Lack of Availability Builders and developers are often small businesses
•Lack of Multi-family Production who put their resources at risk and often do not like
•The Density Debate and Resident Opposition to explore unfamiliar markets and project types.
•Producer Risk Aversion Some examples of projects that have demonstrated
•Infrastructure markets in Blue Springs but local developers appear
•Community Development Entities to avoid include independent living/services
•Regulatory Issues
•Downtown and Corridors
provided affordable senior living, small-lot or semi-
•People in Need attached single family, equity townhomes, and
downtown residential. Compounding these issues is
the fact that the rules of risk and reward do not work
in housing development – the large custom built
house for an identified buyer is more profitable than
a small “starter” house built speculatively.
98
Housing Challenges
•Lack of Availability Except on infill sites where municipal services
•Lack of Multi-family Production already exist, development costs like streets, sewers,
•The Density Debate and Resident Opposition and water lines can present significant barriers to
•Producer Risk Aversion developers when they are entirely privately financed.
•Infrastructure Depending on lot size, infrastructure can easily range
•Community Development Entities from $25,000 to $35,000 per unit, making it very
•Regulatory Issues
•Downtown and Corridors
difficult to deliver workforce housing. Also, the
•People in Need developer must carry these costs while lots are sold
and homes are built. In addition, growth areas such
as the south side of Blue Springs require interceptor
sewer extensions. If these costs are front-ended by
the first developer, that business is at considerable
risk while awaiting reimbursement from other
developers for connection to the line. As a result,
various types of private/public partnerships are often
necessary to meet overall city goals.
99
Housing Challenges
•Lack of Availability Nonprofit community development corporations
•Lack of Multi-family Production (CDC) that garner community support and
•The Density Debate and Resident Opposition cooperative financing are often able to complete
•Producer Risk Aversion necessary projects that are outside the scope of
•Infrastructure private builders and developers, although they often
•Community Development Entities team with the private sector. They do not have profit
•Regulatory Issues
•Downtown and Corridors
expectations, can do their work as 501(c)(3)s, and do
•People in Need not entail personal risk. Creation of a neighborhood
reinvestment corporation was a key
recommendation of the 2006 CHAT study. To date,
Habitat is the only nonprofit corporation actively
involved in housing, and most of its volume is in
rehabilitation. An effective CDC remains a significant
priority for Blue Springs.
100
Housing Challenges
•Lack of Availability Blue Springs has developed and implemented an
•Lack of Multi-family Production innovative Unified Development Code that
•The Density Debate and Resident Opposition accommodated new development needs like small-
•Producer Risk Aversion lot single family, innovative subdivision design such
•Infrastructure as traditional neighborhood developments (TNDs),
•Community Development Entities
and accessory housing units. But builders and
•Regulatory Issues
•Downtown and Corridors
developers still express concerns with both these
•People in Need ordinances and other policies. Some suggest that the
higher residential densities permitted are obviated
by TND requirements such as alleys; landscaping
requirements are too costly and sometimes
inappropriate in context; permit and utility
connection costs are unnecessarily high or cause
them to pay to connect to utilities that they built,
among others. It is not the intention of this
document to take sides, but rather to call attention
to issues and provide a recommendation that can
help lead to solutions.
101
Housing Challenges
Downtown Blue Springs has been a major area of
•Lack of Availability
•Lack of Multi-family Production growth for the city and continues to present many
•The Density Debate and Resident Opposition opportunities. This process was initiated by the 2007
•Producer Risk Aversion Downtown Master Plan and continued with the
•Infrastructure adoption of the Downtown Development Code and
•Community Development Entities creation of Downtown Alive. Now, in 2019,
•Regulatory Issues considerable progress has been made, the status quo
•Downtown and Corridors has changed, and other opportunities exist to
•People in Need
continue downtown’s development as a
neighborhood and an important housing resource.
The 2014 comprehensive plan called attention to
older corridors that remain image centers. Of these,
Adams Dairy Parkway presents a highly positive
character, but the older corridors like Highway 7 and
Woods Chapel, present many of the same problems
experienced by other urban strips – poor walkability,
extensive hard surfaces, inefficient or underused
development forms. They also provide significant
opportunities.
102
Housing Challenges
Blue Springs, in common with many other
•Lack of Availability
•Lack of Multi-family Production communities, reports an increase in the number of
•The Density Debate and Resident Opposition homeless or nearly homeless people and families,
•Producer Risk Aversion often the result of a lack of housing that they can
•Infrastructure afford or qualify for. The city’s service organizations
•Community Development Entities have tried to meet this need with facilities like
•Regulatory Issues Hillcrest, but some people use long-stay motels for
•Downtown and Corridors
housing. These buildings are usually not well-suited
•People in Need
to this type of occupancy or to helping people
transition to more appropriate housing. The issues
leading to homelessness are complex and no city can
solve them all. But creative solutions are necessary
and precedents exist that can help lead people and
families to greater self-sufficiency.
103
A Look Back
2006 Action Continued Relevance or Action
Recommendation
Develop a Community • 2014 adoption of • Continue with plan implementation
Future/Comprehensive Plan comprehensive plan • Consider special area plans for older
corridors, downtown update,
designation and prezoning of areas for
multi-family development
• Complete downtown • 2007 adoption of downtown • Downtown plan update for current
plan with housing as a plan conditions
major component • Special zoning district • Identify new sites for housing
• Consider areas • Substantial infill development development, including railroad
surrounding Main Street on sites around downtown corridor and Smith St site between 11th
district for housing and 12th
development
Implement commercial • Addressed in general terms in • Develop detailed plans incorporating
corridor redevelopment comprehensive plan housing development on Highway 7
program • Update of strip center at and Woods Chapel
Highway 7 and RD Mize
• Hy-Vee development at US 40
and Highway 7
Implemented Partially implemented Not implemented
104
A Look Back
2006 Action Continued Relevance or Action
Recommendation
Develop a business/research • Business park developed north • Support mixed use development on
park, possibly northeast of I- of I-70 east of Eagle Ridge ADP site, but not necessarily limited to
70 and Adams Dairy Pkwy • Primary suggested site is still business park or research center
intersection undeveloped
Create a neighborhood • Not implemented • Highly relevant and remains a main
reinvestment corporation • Habitat is the only nonprofit direction, but with different project
involved in housing focuses
development; other nonprofits
provide shelters or transitional
services
Complete a comprehensive • Implemented with adoption of • Some issues with regulation continue.
review and update of new Unified Development Code Development roundtable should
development ordinances. continue and could be a valuable forum
Include modified lot size for resolving issues
requirements, TND
standards, alternative
housing forms
Implemented Partially implemented Not implemented
105
Community Housing for the Life Cycle
Growing Up Starting Settling Prospering Aging
•Safe, nurturing •Places to try out •Places to put down •Options •Options
homes for growing and experiment roots and gain •Settings that adapt •Settings that adapt
as a person •Housing within equity to stages of life to stages of life
•Secure one’s means •Places to grow and •Places for active
neighborhoods •Economic establish a retirement
opportunity household
•Places for growing
•Housing within old with dignity
one’s changing
means
•Room to grow
106
Unfinished Business
Community Development Corporation
Blue Springs should create a Community Development Corporation (CDC) to carry out
highly focused project types that the private sector by itself does not deliver. Some CDCs
are organized as Community Housing Development Organizations (CHDOs), which
provide special access to some financing, including Low Income Housing Tax Credits
(LIHTC). (Note: Missouri is not presently approving LIHTC projects). CDC will have a close
relationship with local lenders, who will provide construction financing and are likely to
participate in mortgage lending. An CDC should work across income ranges and housing
types as needed. A CDC will determine its own course but may focus on:
•Development of “affordable” independent living for seniors
•An innovative environment for homeless and near homeless families, designed to
provide a transition to self sufficiency
•A new workforce housing development using various tools to put new urban
single-family housing within the reach of a range of incomes.
107
Unfinished Business
Community Development Corporation
108
Holy Name Housing Corporation Senior Cottages, Omaha
Unfinished Business
Community Development Corporation
109
Food and Shelter Village, Norman OK
Unfinished Business
Community Development Corporation
110
Food and Shelter Village, Norman OK
Unfinished Business
Community Development Corporation
111
Rent to Own/Shared Equity Housing, Omaha
New Directions
Multi-Family Encouragement
Land Use and Zoning
• Establish specific standards for siting multi-family housing: nearby services,
transportation infrastructure, reasonable separation from SF outside of planned,
mixed density developments.
• Through amendments to land use plan, identify qualified areas and pre-zone them as
reserved multi-family with property owner agreement
• Create design standards guiding multi-family development. If projects comply under
site plan review, they will be permitted without further review
• Continue to encourage planned projects that incorporate a mix of densities
• Market the possibilities of multi-family development to potential KC metro developers
112
New Directions
Multi-Family Encouragement
113
South Highway 7
New Directions
Corridor Development
Planning
• Develop detailed corridor plans for the Highway 7 Corridor between Pink Hill Rd
(North) and Moreland School Road (South); and Woods Chapel from I-70 to
Briarwood, envisioning these once purely commercial corridors as mixed use
environments
• Establishment of an incentive program, including possible modification of zoning
districts, to permit fully integrated residential and commercial development
• Include multi-modal public improvements, including shared use paths and linkages
between housing and commercial environments
114
New Directions
Corridor Development
115
Highway 7 and Woods Chapel
New Directions
Corridor Development
116
Apartments and Target, Minneapolis
New Directions
Corridor Development
117
Broadway Boulevard Plan, Salina, KS
New Directions
Downtown
Planning and Project Development
• Update Downtown Master Plan to build from current conditions and
identify/conceptualize key projects: the Smith Street site, rail corridor between 12th
and 15th and possible opportunities between Main and R.D. Mize
• Continue cooperative efforts between City and Downtown Alive to recruit potential
metropolitan area developers, with emphasis on mixed use development
incorporating residential use
• Continue successful infill new construction program
118
New Directions
Infrastructure and Regulation
Infrastructure
• Establish a program to extend interceptor sewers as necessary, providing public front
end financing reimbursed as lots are final platted by individual developers.
• Establish a fee calculation methodology by calculating the development yield
generated by a specific extension, resulting in a per lot calculation for single-family
development and a per unit fee for multi-family.
Development Roundtable
• Establish a periodic development roundtable, where city staff and
builders/developers meet regularly and informally to discuss issues and
communications. This type of regular contact can lead to much greater mutual
understanding, smoother processing, and negotiation on fees and permit costs.
119
New Directions
Infrastructure and Regulation
Small Lot Residential and TND’s
• Through the Development Roundtable, create flexibility in small lot or high-density
single family development without necessarily requiring all of the specific
requirements of TNDs. The overarching principles of TND’s (civic life, walkability,
connectedness, scale) can be accomplished in other ways. There are many
approaches to great environments. Do not let the perfect be the enemy of the good.
Incentive Structure
• Consider implementing an incentive structure that encourages specific desirable
housing types such as workforce housing, affordable multi-family development, and
senior settings.
120
New Directions
Infrastructure and Regulation
121
Small Lot Single Family, Fayetteville AR
New Directions
Infrastructure and Regulation
122
Small Lot Urban Single Family, North Omaha
New Directions
Infrastructure and Regulation
123
Towns at Little Italy, Omaha
New Directions
Infrastructure and Regulation
124
Downtown Workforce Housing, Excelsior Springs
New Directions
Infrastructure and Regulation
125
Public Improvement Incentive Structure, Salina, KS
Blue Springs CHAT Report
126
Community Housing Assessment Team/RDG Planning & Design January 2019
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